In a year in which volatile layoffs convulsed the tech sector – we’ve reported on groups of laid-off engineers at Yahoo, Yelp, GitHub, Symantec, HP and Juniper Networks, to name but a few – the latest, not to say largest, incident has been at Tesla, arguably the most forward-looking company of them all. With 500 scheduled to be let go from Tesla’s Supercharger team, analytics tech from Australia and Silicon Valley are working overtime to ask not just why, but what next? Here’s one effort to investigate those questions, using the magic of ‘wonder’ to spice our tour. We begin with Tesla.
The drama started when Tesla’s charging executive Rebecca Tinucci met with Elon Musk, supposedly to plot the course of Tesla’s Supercharger network. It should have been a discussion of strategic expansions and new avenues. Then Musk, apparently unhappy with Tinucci’s presentation, reportedly ordered additional layoffs – which she didn’t want to carry out. After the meeting, Tinucci was fired. Five hundred Supercharger team members lost their jobs.
The incident is just the latest in a series of stories describing a tumultuous environment within Musk’s companies, both Tesla and SpaceX and his new company X (formerly known as Twitter). Workplace injury rates that far exceed the industry’s average, allegations of racism, and layoffs by Twitter: what unites these disparate but equally innovative businesses under the leadership of one man?
Surrounding this streak of bravura innovation – whether we’re talking about battery-powered cars or new modes of spaceflight – stands the sheer exhilaration of marvelling at what humans can achieve. It is this very wonder that, I believe, also demands we ask what might be the ethical and human cost of this drive.
It’s one more case that should spark a debate about the delicate balance of ‘what’s possible’ and ‘what’s good’; for those who bring our dreams into reality, by hand.
This unfolding story puts corporate leadership – at least corporate leadership in tech firms – at the centre of scrutiny. And it encourages a broader set of questions about whether leaders bear more responsibility to shape the future of workplaces and the culture and ethics of their teams. The miracle of innovation, it turns out, is tethered to the miracles of leadership and corporate culture.
A layoff of that scale, and in such a high-profile context, sends messages throughout the sector (‘Something is coming’) that can affect morale, recruitment and public opinion, even if the company unilaterally declares everything is business-as-usual at the assembly plant. When a company’s so prominent as Tesla is for its visionary leader as much as its revolutionary products, good and bad decisions magnify the role of thoughtful leadership.
It’s emblematic of the paradox of innovation – how does one balance the relentless pursuit to innovate ever more spectacular machines and applications with an ethical treatment of human beings? Tesla’s mammoth layoffs tell us that there might be no simple answer to this question.
As we draw this story to a close, it’s worth reflecting on the underlying wonder that suffuses it. Wonder – the emotion that propels human inquiry and technological innovation into the unknown – is a mixed blessing. It goads us into exploring through the fabric of nature, seeking to disentangle the bewildering wrappings that hide why things are the way they are; it compels us to push metaphorical needles through all apparent silences, stitching here and there to discover new connections; and – just as importantly – it demands a recognition of what Benjamin would tend to call the ‘aura’: a human touch, of what is otherwise merely machine, that turns our eyes inevitably toward the confused, wide-eyed wonder that birthed it all.
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