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Elon Musk sent every Tesla employee a memo that took authority away from their managers and handed it to them. He never asks for more hours. Every rule moves a decision closer to the person doing the work. Musk: “Excessive meetings are the blight of big companies and almost always get worse over time.” Companies have a role for everyone who creates process and no role for anyone who removes it. Meetings and approval chains survive because removing them was never anyone’s job. Musk: “Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value.” Attendance has always been treated as proof of commitment. He made it worthless, and contribution became the only thing that counts in the room. Musk: “It is not rude to leave, it is rude to make someone stay and waste their time.” Ordinary manners protect whoever called the meeting. He moved that protection to everyone else sitting quietly with real work waiting on them. Musk: “Don’t use acronyms or nonsense words for objects, software, or processes at Tesla. Anything that requires an explanation inhibits communication.” Internal vocabulary converts knowledge into status and charges every newcomer a fee to participate. A company that speaks plainly can absorb talent at full speed. Musk: “Communication should travel via the shortest path necessary to get the job done, not through the chain of command.” Most good ideas die in transit, three levels below anyone with the power to act on them. Musk: “Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.” The only threat in the entire memo. A manager who insists on being routed through is buying his own relevance with everyone else’s time. Musk put a price on it. Musk: “Always pick common sense as your guide. If following a company rule is obviously ridiculous in a particular situation, the rule should change.” Following a bad rule normally shields you. Exercising judgment exposes you. He flipped which one carries the risk, and every rule now has to earn its place against the person applying it. Every institution drifts toward protecting its own comfort. The ones that keep building are held together by people who rewrite the rules back down to something a single person can act on. Nothing on that list requires a budget, a headcount, or a title. You can run the entire memo from wherever you are sitting right now. Most people never test it and never learn it was permitted the whole time.

.Now – Hello to a New Era in Branding July 2026: .Now domains have officially arrived at GoDaddy. .Now opens a new level of brand definition – with the relevance of the present moment built in. Like .Com, .Now is for every kind of brand. Claim your brand name on .Now today.

£10,000 spend. 200 leads at £50 each. Looks efficient. Qualify them properly and maybe 10 are real. True cost per qualified lead: £1,000. The dashboard said £50. The pipeline paid £1,000. Speed + relevance + honest value exchange fix this. Full breakdown 👇 (link in comments)

15-minute live demos, Q+A. Every week. Starting tomorrow. Relevance Please is a new weekly livestream: demos across Search, Observability, and Security with rotating hosts and rotating topics. First up: @_jphwang on Making Video Search Easy. Join us tomorrow, 11AM ET / 8AM PT / 4PM BST. Links in the reply below.

Link’s sustainability approach centres on four strategic priorities: Decarbonisation, Climate Resilience, Stakeholder Alignment and Data Transparency, each selected for its relevance to asset value, operating performance and long-term resilience. Check the latest report on our website for more.

Most search benchmarks only tell half the story. You test relevance. You ship it. Then p99 latency tanks under real concurrency and users start filing tickets. Or you optimize for speed, and your top-k results are fast garbage. The fix: measure both sides every time. 10 metrics that matter, mapped out.

China is not only pricing technology. It is pricing political freshness. I recently came across the terms “old tech” and “new tech” in Chinese investment circles. I found that interesting and looked into it. “Old tech” refers to the internet giants of the last cycle: Alibaba, Tencent, Meituan, JD, Baidu, NetEase, Xiaomi and their peers. These companies make up bulk of investable indexes. They have users, cash flow, engineers, cloud infrastructure, payment systems, data and distribution. In most markets, that would make them strategic assets. But in China, they also carry political baggage. They are associated with platform monopolies, regulatory crackdowns, gaming restrictions, weak consumption, brutal e-commerce competition, and Xi’s campaign against private platform power. They dominate market capitalization, but no longer dominate the national imagination. “New tech” refers to sectors now favoured by Beijing: AI, large language models, semiconductors, robotics, advanced manufacturing, domestic chips, embodied intelligence and other technologies tied to “new productive forces.” Many of these companies are smaller, less proven, and barely commercial. Yet they command extraordinary valuations because investors are pricing scarcity, policy support, import substitution and national-security relevance. The valuation gap shows the point. Tencent and Alibaba remain huge — roughly HK$4 trillion(USD 600B) and HK$2 trillion in market value — but trade like mature businesses, generally around 10–20x earnings and low-single-digit sales multiples. By contrast, Cambricon, a chip designer, has traded around RMB1 trillion, at more than 100x sales and over 300x earnings. MiniMax, an AI company, was valued at roughly 80x sales at IPO and now trades at more than 600x sales. Zhipu, another AI company, reportedly moved from roughly 66x sales at IPO to over 1,000x sales. For reference, OpenAI is valued at roughly 36x run-rate sales. Anthropic is valued at roughly 20x run-rate sales. This is not a normal growth premium. It is scarcity, policy blessing, import substitution and national-champion imagination being capitalized into market value. That is the real dichotomy in China today: not old versus new, but commercially proven versus politically favoured. China is not the capital market most outsiders think they are investing in. It operates by a different set of rules. Many international investors understand the numbers, but only half-understand the game.