Elon Musk

No, just go around the room and everyone provides an update.

Okay.

So, I mean, it's a lot of information to keep in your head because you've got to, you've got then, say, if you have meetings weekly or twice weekly, you've got a snapshot of what that person said and you can then...

plot the progress points, you can sort of mentally plot the points on a curve and say, are we converging to a solution or not?

Or are we, you know,

like I'll take drastic action only when I conclude that success is not in the set of possible outcomes so when I say okay when I finally reach the conclusion that okay unless drastic action is done we have no chance of success then I must take drastic action so that's I came to that conclusion in 2018 took drastic action and fixed the problem

We can barely keep one company together.

It depends on the situation.

I actually don't have regular meetings with the warring company.

The warring company is cruising along.

basically if something is working well and making good progress then there's no point in me spending time on it so I actually allocate time according to where the limiting factor or the problem where are things problematic or where are we pushing against like what is holding us back you know I focus the risk of saying the words too many times the limiting factor um

So basically, the irony is, if something's going really well, they don't see much of me.

But if something is going badly, they'll see a lot of me.

Or not even badly.

It's like- If something's a limiting factor.

It's a limiting factor, exactly.

Most things that are a learning factor are weekly, and some things are twice weekly.

So the AI5 chip review is twice weekly.

And so it's every Tuesday and Saturdays is the chip review.

Technically, yes.