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Isaacson tells the story of Musk and paying $44 billion for Twitter, how all these birds have to go. Of Musk seeing the words "psychological safety" at Twitter and being take aback. Mental wellbeing, worklife balance were not his thing, says Isaacson. A failed acquisition, conversion and renaming of Paypal, led Musk to Twitter as a way to create a site that does all things including payments and social media. Contrast Musk with Carlos Tavares, CEO of European EV automaker Stellantis who makes worklife balance part of his way of running the company, and one sees a shocking contrast in a war of ideas of what is the most productive and what makes productive employees.

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Worklife balance is now at the center of negotiations between UAW speaking for 150,000 autoworkers and Stellantis, Ford, GM. During the pandemic with mandatory overtime and working upto 6 days week, 10 hours a day, for product launches for many factory workers, meant a detrimental impact on personal health. A shorter workweek is proposed.

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Astonishing distortion of a concept that is basically about better designing cities to reflect lessons learned from the pandemic and the importance of quality of life, worklife balance, healthy lifestyles. It involves bicycling to work popular in countries such as Netherlands and other parts of Europe. Utrecht in the Netherlands is a model city for this concept of working closer to where one lives and being able access sports, exercize activities, and community social meeting places within short distances. Because this is in line with climate change action where it is important to reduce huge carbon footprint of transportation and use of fossil fuels to get to and from work, and also promotes healthy lifestyles, community living, it is an idea that makes sense.

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Isaacson's new book on Musk says Musk's story is a cautionary tale. The compulsion to be drama magnet or mean are not prized traits, say others.  More sinister (the hell) is celebrating a culture that does not respect the need for worklife balance, of respect for nutrition and exercize for good health. Musk's methods which he calls "algorithm", a word known more for obscurity than meaning, are nothing new. For years as the US, Japan and China, now India have innovated there is a focus on simplifying things, and to do this questioning the existing way of doing things by breaking down the existing method into pieces and reorganizing the pieces of the puzzle leaving out unneeded pieces. What is the key to his success as it was for Jobs at Apple is creating a culture in which people would invest in and take risks for innovation at the high end of the price spectrum. Jobs used design and new stuff like the iPod and iPad, iPhone to do this. Musk does this through playing the role of a social media icon but a dangerous one that does not respect worklife balance and good health habits of nutrition, exercize and mindfulness. In processes this can give you a process that takes less time and money- how India's moon mission and rover Chandrayan 3 was done for $78 million showing these work practices of Musk are nothing new, and universally adopted by successful companies and nations. Newer ask your employees to do what you would not do, is also adopted by the best managers. By turning it into a mantra it obscures the fact that America today is a country of massive inequalities where two thirds of 4th graders cannot pass ACT reading test and half of retirees have zero savings, working people and families face a cost of living and health crisis and are badly neglected. How does it help to role model as an icon and popularize a culture that tolerates and accepts such conditions that would leave men deeply troubled, including America's leaders Washington, Lincoln and FDR if they were alive today. ...

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Controversy surrounding the $55.8 billion pay package for Elon Musk that was disapproved by a judge, and the behaviour of the Board of Directors at Tesla, is the subject of this exclusive report in the WSJ. A series of WSJ articles in recent months have shown that Musk is not the role model for American business or for the younger generation.  A parallel with can be seen in the contrast between Sergio Marchionne of Fiat Chrysler and Carlos Tavares, current CEO of Stellantis, which includes Chrysler and Peugeot, Fiat. WSJ coverage of Tavares as head of Stellantis, and running the company from his home in Lisbon, shows a respect for the dignity of workers, their health and worklife balance with very productive work turning out as many as 75  new electric car models by 2030 that was absent under the CEO Marchionne. Marchionne's constant travel and long hours, reported continuous smoking with unhealthy work and health habits took its toll. It set the wrong role model at the time for workers of Stellantis Chrysler and for business and the younger generation even as it received favorable reporting in the Harvard Business Review and other places. The same can be seen with Elon Musk with such reporting giving a glamorous image and much hype, yet as the Wall Street Journal in its reporting shows setting the wrong role model for business and the younger generation and the renewed future of America. ...

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Cutter and Adams of the WSJ show the inner workings of a large consulting firm, McKinsey & Company. A University of Chicago professor started the firm in 1926. By the 1960's the firm would hire new graduates and train them in its consulting culture to do studies and make recommendations on issues facing client companies. Consultants are not hired for long  experience in each field, they are hired from top business schools and universities upon graduation and trained in the company culture. Work involves extensive travel from different offices, with long hours typical also of the financial firms, with little acknowledgement of worklife balance for productive effort even after the pandemic. Cutter and Adams do not cover an earlier period of McKinsey during the financial crisis of 2008 with a controversy around insider trading information about Goldman Sachs which hurt the reputation of McKinsey.  The WSJ investigation into 1MDB Malaysia fund scandal showed Goldman Sachs involvement leading to less confidence in large financial firms as well as consulting companies. This consulting business is growing after the pandemic with about half of it related to companies seeking to prepare and set up AI. This report looks at the new setup in McKinsey where hundreds of senior partners now elect the head of the firm for two 3 year terms. The head of AI at McKinsey is challenging the the current head of the firm in an upcoming election. It cannot be said that consulting firms are improving the management of companies, as more companies today use it sparingly and mostly for special needs or studies including AI. As a result these consulting companies are using the same branding mechanisms, and as Cutter and Adams point out, these professional service firms are run by partners through a system of extensive wining and dining, talking and communicating, so that people who can set an internal consensus do well. The process of development of management skills in the US dating back to Alfred Sloan at General Motors when Mr. Mckinsey started his firm at University of Chicago in 1926, and to Andy Grove founder of Silicon Valley in the 1970's, with their  emphasis on constructive confrontation and skills Grove later outlined in his book "High Output Management" has little to do with such consultancy firm services. Even less can it be said about these consultany services that they have anything to do with the management intuition, vision, wisdom and skills of Matsushita in his book "Not for Bread Alone, Akio Morita in "Made in Japan," or for Grove's unique perspective in "Only the Paranoid Survive."  ...