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Elon Musk and SpaceX Steven Muegge and Ewan Reid Schumpeter (1942), creative destruction was a means of entrepreneurship, but in the emancipation perspective it is also a goal: an entrepreneur seeks escape by overcoming or removing perceived constraints that “can be of an intellectual, psychological, economic, social, institutional, or cultural nature” (Rindova et al. 2009, p. 479). A first example of seeking autonomy was Musk’s perceived need to break free of the constraint that space had become boring. People “had grown cynical about anything novel happening in space again” (p. 103). “Musk would inspire people to think about exploring space again by making it cheaper” (p. 108). “He wanted to inspire the masses and reinvigorate their passion for science, conquest, and the promise of technology” (p. 101). Musk (2017, p. 46) writes: “I want to make Mars seem possible–make it seem as though it is something that we can do in our lifetime. There really is a way that anyone could go if they wanted to.” A second example was Musk’s perceived need to do something that matters, breaking free of the constraint that the Internet runs on advertising and low-impact problems, and that top talent is too-often wasted on selling more ads. Musk states: “There are probably too many smart people pursuing Internet stuff, finance, and law” (p. 9). “Where Mark Zuckerberg wants to help you share baby photos, Musk wants to... well... save the human race from self-imposed or accidental annihilation” (p. 17). “[Musk’s] empathy is unique. He seems to feel for the human species as a whole without always wanting to consider the wants and needs of individuals” (p. 363). A third example was Musk’s perceived need to be CEO in control of his own company. Musk “wanted to be CEO” (p. 67), but “at both Zip2 and PayPal, the companies’ boards came to the conclusion that Musk was not yet CEO material” (p. 91). Both companies “had been ripped away from Musk and given to someone else to run” (p. 97). Musk founded SpaceX with US$100M of his own money from the acquisition of PayPal by eBay in 2002. Launching, growing, and exiting two previous companies provided credibility, and investing his own money provided autonomy. “With such a massive up-front investment, no one would be able to wrestle control of SpaceX away from Musk as they had done at Zip2 and PayPal” (p. 116). In a 2013 email to staff, Musk wrote: “Creating the technology needed to establish life on Mars is and always has been the fundamental goal of SpaceX. If being a public company diminishes that likelihood, then we should not do so until Mars is secure” (p. 260). A fourth example was breaking free of dependency on Russian launch vehicles. “The Russians were the only ones with rockets that could possibly fit within Musk's budget” (p. 103). Instead of contracting out, SpaceX built the Falcon rocket for small payload missions: “Musk would inspire people ... by making it cheaper to explore space” (p. 108). A fifth example, one that was central to Musk’s identity and ultimate ambitions, was breaking free of the obvious constraint that there were no humans on Mars. Musk was frustrated that humans had no way to travel to Mars, and even more so, that there were no credible projects to get humans to Mars at any point in the future. Musk states: “At first I thought NASA just had a badly designed website. Why else couldn't you find this critical piece of information that would obviously be the first thing you'd want to know when you go to NASA.gov? But, it turned out, NASA had no plans for Mars. In fact, they had a crazy policy that didn't even let them talk about sending humans to Mars” (Diamandis & Kotler, 2015, p. 118). Musk also dreamed bigger, not only to travel to Mars, but to live there: “The thing that's important in the long run is establishing a self- sustaining base on Mars. In order for that to work—in order to have a self-sustaining city on Mars—there would need to be millions of tons of equipment and probably millions of people” (p. 332). A sixth example was breaking up the entrenched notion that space is special–not like other industries—implying a set of constraints that prohibited practices that were effective elsewhere. Anything designed and built for space is expensive and takes a long time (p. 114), and rockets and capsules were used only once. “So long as we continue to throw away rockets and spacecraft, we will never have true access to space” (p. 257). Musk therefore demanded reusable rockets, reusable capsules, and massive cost reduction: • SpaceX rockets “push their payload to space and then return to Earth and land with supreme accuracy on a pad floating at sea or even their original launchpad” (p. 217). • “SpaceX proved that the Falcon 9 could carry the Dragon capsule into space and that the capsule could be recovered” ... “The Dragon 2 will ... [use] SuperDraco engines and thrusters to come to a gentle stop on the ground. No more landings at sea. No more throwing spaceships away” (p. 254,PDF Image | TIM Review 2019
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