tesla project management case study

This study analyzes Tesla's Connected, Autonomous, Shared, and Electrified (CASE) strategies. It assesses the key features and talking points of the company's growth strategies, including (but not limited to) EV strategy, autonomous driving technology and the related investments, technology co-operation, energy infrastructure development, and new mobility business models.

Tesla's disruptive approach to vehicle design, development, and sales has started to impact the traditional automotive OEM market. In addition, the company aims to become the sole provider of EVs and charging and energy infrastructures and wants to have them all governed by the Tesla Network (strongly ingrained in its 7 Key Strategies). Strategic and technology partnerships with key technology providers keep costs low and save time and resources spent on development. The company's 7 Key Strategies will position it as the go-to company for all things mobility.

Key Issues Addressed

• What are Tesla's CASE strategies?
• What disruptive technologies is the company adopting?
• What does the Tesla battery business model look like?
• What is the significance of the Tesla network?
• What are the mobility goals and strategies in place for mobility programs?

Key Topics Covered:

1. Strategic Imperatives

• Why Is It Increasingly Difficult to Grow?
• The Strategic Imperative
• The Impact of the Top Three Strategic Imperatives on the Automotive Industry
• Growth Opportunities Fuel the Growth Pipeline Engine

2. Tesla's Master Plan and Vision - 7 Key Strategies

• Tesla's CASE Strategy Master Plan
• Tesla's CASE Strategy (Vision) for its Transition to Sustainable Energy
• Tesla's Sustainable Energy Vision - An In-depth Analysis
• Tesla's Key Investments - Linked to its Master Plan and Vision
• Tesla's 7 Key Strategies - Linked to its Master Plan and Vision

3. Tesla's Strategies - A Detailed Analysis

• Strategy 1 - Ground-up Operating Systems
• Strategy 2 - Lifestyle Consumer Product Portfolio
• Strategy 2 - Million Units Product Portfolio
• Strategy 3 - Chips/System Architecture
• Tesla's Autonomous Architecture Strategy
• Strategy 4 - Battery Business
• Strategy 5 - Data Business Model
• Strategy 6 - New Mobility
• Strategy 6 - Million Miles Warranty
• Strategy 7 - Organization Structure
• 7 Key Strategies (Linked to the Tesla Master Plan)

4. Growth Opportunity Universe - The Tesla Approach to Growth

• Growth Opportunity - Autonomous Driving and Electric Mobility for Mobility Services and Ridesharing, Forecast to 2030
• Growth Environment - Continuous Improvement Makes Every Tesla Model Different
• Key Conclusions

5. Appendix

• Partial List of Acronyms and Abbreviations Used in the Study

6. Next Steps

For more information about this company profile visit https://www.researchandmarkets.com/r/xu1hjj

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Tesla’s Operations Management: 10 Decision Areas, Productivity

Tesla, Inc. (formerly Tesla Motors, Inc.) applies operations management (OM) practices that address the objectives in the 10 strategic decision areas for optimal productivity in the automotive and energy solutions business. These 10 strategic decision areas require operations managers to maintain best practices to ensure streamlining, operational effectiveness, and high productivity in the organization. In this business analysis case, Tesla’s global expansion plans depend on the success of these practices in optimizing productivity and overall performance. Also, the company’s technological innovation goals support and depend on OM performance. For example, the productivity of Tesla’s automobile manufacturing depends on operations management effectiveness, such as in inventory management and supply chain management. Operations management procedures depend on Tesla’s vision statement and mission statement , which define much of the company’s strategies and tactics. Operations management prowess contributes to high productivity and the growth of the automotive business.

As a popular manufacturer of electric vehicles, Tesla keeps improving its practices for operational competence against competing automakers, such as Toyota , General Motors , Ford , Honda, Volkswagen, BMW, and Nissan. Tesla uses operations management (OM) best practices to maximize productivity while minimizing costs, based on the 10 strategic decision areas. This optimal operational condition contributes to the ability to sell automotive and energy products competitively, despite the challenges linked to competition illustrated in the Five Forces analysis of Tesla, Inc .

Tesla’s Operations Management, 10 Decision Areas

1. Design of Goods and Services . In this strategic decision area, operations managers focus on how the organization’s products influence costs, quality objectives, and resources. In this company analysis case, Tesla addresses these concerns through concurrent innovation, which involves simultaneous innovation in various parts of the automotive, battery, and solar panel business. For example, to ensure productivity in manufacturing advanced electric vehicles, the company continuously innovates its products and supply chain systems. This decision area of operations management links to Tesla’s generic competitive strategy and intensive growth strategies , which emphasize product differentiation and product development as approaches to grow the global business. As a result of strategic focus on the automotive market, Tesla’s operations management emphasizes innovation in manufacturing and the optimization of organizational capacity for innovating electric vehicles and car parts.

2. Quality Management . Satisfying customers’ quality expectations is the main objective in this strategic decision area of operations management. Tesla addresses this strategic objective through regular quality checks, quality improvement initiatives, and research on the automotive/transportation and energy solutions market. In addition, the company continues to enhance its products and processes to satisfy high standards for quality and productivity. For example, Tesla’s operations managers regularly conduct quality reviews of, and implement enhancements to manufacturing processes. Moreover, in response to quality issues with suppliers of automobile parts, Elon Musk shifted the company toward manufacturing more of its own vehicle parts instead of sourcing from parts manufacturers. This shift increases managerial workload but improves quality control and overall product quality. Such control is among the strengths shown in the SWOT analysis of Tesla, Inc .

3. Process and Capacity Design . This operations management decision area focuses on business processes, along with related investments, resources, and standards. Tesla integrates automation for this concern. For example, the company automates manufacturing processes combined with human intervention. This condition helps Tesla achieve high productivity through operational efficiency in the automotive and energy solutions business. Also, Tesla’s organizational structure (business structure) influences and is influenced by this area of operations management. For instance, some parts of the corporate structure depend on relevant process and capacity requirements in the business.

4. Location Strategy . Logistics and nearness to markets, resources, and suppliers are considered in this strategic decision area of operations management. In terms of resources, Tesla’s operations managers utilize its global reach. For example, suppliers in the United States, Europe, and Asia provide some of the basic components for the company’s electric automobiles and other products. Tesla’s marketing mix or 4P also involves company-owned stores and galleries in malls and other key locations to maximize sales personnel productivity and access to the target market. This operations management approach involves high-density areas for displays and sales transactions, considering the company’s relatively high prices and specialization in electric vehicles and energy products.

5. Layout Design and Strategy . In this strategic decision area, operations management is concerned with achieving optimal flow of resources and information. In Tesla’s case, layouts are designed to maximize capacity utilization of facilities, especially buildings used for manufacturing electric vehicles. Also, the company employs advanced computing and networking technologies for internal communications. These approaches increase productivity in Tesla’s operations. The company also minimizes distances among intermediary processes in its manufacturing operations. An example of such minimization is the Nevada Gigafactory, which helps reduce production costs along with vertical integration.

6. Job Design and Human Resources . Adequacy of effective human resources is the objective in this strategic decision area of operations management. Tesla satisfies this objective through a competitive compensation strategy to attract effective and competent workers. This approach is especially important in the market, where many companies compete for high-quality workers. Tesla’s organizational culture (company culture) focuses on innovation and problem-solving and contributes to the definition of this OM decision area. Also, the company’s operations management ensures effectiveness and high productivity of personnel through regular training, as well as leadership development programs. For example, leadership development is used to fulfill Tesla’s leadership needs to grow its automotive business.

7. Supply Chain Management . In this strategic decision area, operations managers focus on adequate supply and an effective and efficient supply chain. Tesla has a global supply chain aimed at supporting its manufacturing processes. For example, the high productivity of the company’s manufacturing plants in the U.S. benefits from timely shipment of materials from overseas. Tesla’s corporate social responsibility, governance, and corporate citizenship ideals are applied in this OM area, in considering the effects of the business on suppliers and associated communities. As an automaker that prioritizes manufacturing in the United States, Tesla’s operations management automates major areas of the supply chain, while constantly looking for strategic partners in the U.S. market.

8. Inventory Management . Inventory decisions, costs, and support for production are considered in this strategic decision area. At Tesla, inventory decisions are based on operations management principles that emphasize quality. For example, managers require that inventory holding does not affect the quality of materials used for the company’s electric vehicles. On the other hand, for high productivity and minimized inventory costs, Tesla’s operations management approach involves just-in-time inventory for some materials. Some materials for automobile production are used as soon as they arrive at the company’s manufacturing facilities. Automation is also applied, partly in response to the trends shown in the PESTLE analysis (PESTEL analysis) of Tesla, Inc . This approach helps minimize the company’s inventory costs.

9. Scheduling . This strategic decision area focuses on short-term and intermediate schedules for resource utilization. Operations managers at Tesla address these concerns through market-based scheduling, combined with automated processes for maximum efficiency. In market-based scheduling, the company monitors actual market demand and uses the resulting data as a basis for scheduling automobile production. On the other hand, Tesla’s operations management supports scheduling activities with automation to minimize errors and delays, thereby enhancing productivity.

10. Maintenance . Adequacy of resources and production capacity are the objectives in this strategic decision area of operations management. Tesla ensures resource adequacy through regular inventory monitoring that readily responds to shifts in market demand. The company addresses the objective of adequate production capacity through a small but significant degree of redundant processes and production resources. For example, Tesla maintains excess production capacity in some of its facilities. Such redundancy allows the company to rapidly increase its production in response to spikes in market demand for energy products. These operations management approaches create resilience and responsiveness in Tesla’s productivity.

Productivity Metrics at Tesla

Tesla uses metrics of productivity based on the production of automobiles, batteries, and solar panels. The company also uses productivity criteria for its services and corporate office operations management. In managing the multinational vehicle and energy business, these criteria and metrics are used to evaluate performance and strategic effectiveness. The following are some of these metrics used to determine Tesla’s productivity:

• Powertrain units per day (Automotive production facility productivity)
• Automobiles per day (Tesla car production facility productivity)
• Inquiries addressed per day (Customer service productivity)
• Chan, F. T., & Ding, K. (2023). Industrial intelligence-driven production and operations management. International Journal of Production Research, 61 (13), 4215-4219.
• Jin, T. (2023). Bridging reliability and operations management for superior system availability: Challenges and opportunities. Frontiers of Engineering Management , 1-15.
• Tesla, Inc. – Form 10-K .
• Tesla, Inc. – Product Impact .
• Tesla, Inc. – Supply Chain .
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Tesla Inc. Dealing with Risk and Uncertainty Case Study

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Tesla is most suitable for discussing such an important thing from an economic point of view as dealing with risk and uncertainty, especially given the recent crisis episodes in the global economy. Tesla Inc. is a large automotive and energy company, established relatively recently in 2003 and located in Palo Alto, California (Tesla, 2021). The main direction of the company’s specialization is the production of electric vehicles. In many ways, it can be considered, if not a pioneer in this niche, then one of the most prominent representatives for sure. Tesla is seen as a pioneer in the industry. It was one of the first to introduce advanced renewable power technology in vehicles, combining its approach with the automation and digitalization of vehicle assembly. The firm also innovated in its very choice of business model. Unlike other auto companies that distribute their products through dealerships, it has started selling cars directly to consumers, making Tesla the most productive player in its market. In the essay, risk management and issues related to risks are discussed in the context of Tesla’s recent actions.

The most serious problem that Tesla has faced in recent years is the macroeconomic changes in the market, geopolitics, and the global economy. In particular, the COVID-19 pandemic has become the company’s most important factor and problem. Having begun to actively and destructively influence the global economy at the beginning of the first quarter of 2020, the damage from the pandemic began to grow exponentially. More and more industries were affected, and the impact on the world of the pandemic was growing every month and quarter. The situation was influenced by government regulations and measures of protection from the pandemic to minimize the damage to the economy and society. Coupled with changing social behavior, protective measures have led to the restriction or complete closure of the first and secondary logistics lines. Government functions, business activities, and personal communication within the company were also affected, as well as production and general activities. In some cases, the weakening of such trends has accompanied an actual or perceived return to severe social interaction and commerce (Tesla Inc., 2021). Thus, the pandemic has become one of the main crisis risk factors for Tesla.

As a means of countering the growing impact of the crisis, Tesla temporarily suspended all related operations at all of its manufacturing plants over the past year. The suspension has affected operations worldwide, and some of the company’s main suppliers have temporarily or permanently ceased operations (Tesla Inc., 2021). The company introduced layoffs and pay cuts with a negative reputational and political effect. At the same time, Tesla’s US operations have been scaled back to minimize damage to their operations and reduce social interactions within the staff (Tesla Inc., 2021). Temporary obstacles to the administration and maintenance of the company also impeded the delivery and deployment of Tesla’s products to the market. Thus, the company’s attempt to minimize economic damage led to colossal losses in production and supply. The company’s activities affected its administrative resources and led to reputational damage for Tesla. Looking at the company’s current state, it can be judged that a tough and sharp attempt to counter the crisis led to long-term problems during the crisis, which will have consequences for Tesla in the future.

The situation in the company might be improved through the use of risk management. As such, a general methodology for improving the processes done by risk management departments provided by Hillson and Simon (2020) is sufficient for such an improvement. The first part of advice for the company would be enhancing the operation of risk identification. Namely, the team and its managers should organize regular brief meetings to discuss possible challenges. The risk department should orderly recognize the problems and describe them, mentioning all the threats and possibilities that might arise from the situation. Next, the specialists must assess the emergency and scale of impact the problem might cause; the list of risk priorities is compiled by combining these parameters (Hillson & Simon, 2020). Finally, the collateral phenomena signalizing the existence of risk are to be determined.

Furthermore, a stage of planning and reporting the problem is recommended for risk management. Namely, the company should identify the actions that can reduce risks by interviewing persons that cause or are relevant to the problem, compiling appropriate strategies, and appointing people responsible for the actions. Moreover, these actions should be budgeted; and specialists should suppose a set of expected changes and signs of success (Hillson & Simon, 2020). However, the plan should not be accessible to the managers only. They must report the information with detailed analysis, easy-to-understand preview, and evidence-based report to the stakeholders (Hillson & Simon, 2020). Thus, the important information about risks would be comprehended by persons that can influence its minimization.

Finally, the implementation is the most significant part of the process, and advice can improve it. Before all, responsible managers should monitor all the actions, budgets, persons, and changes. If new risks arise or some unexpected issues occur, the plan should be modified accordingly. Moreover, all updates must be reported to relevant offices and stakeholders (Hillson & Simon, 2020). Consequently, the process should be assessed for its impact and effectiveness to prevent further risks.

As mentioned earlier, one of the methods of countering the crisis within the company, Tesla chose staff reduction. However, it should also be noted that the reduction was carried out very sharply and not always legally and based on the economic necessity of the company. There are enough examples of such events, such as cases with the Tesla production management representatives who left the company after the first quarter. Employees of the company often cite the imbalance between personal life, especially relationships with family, and work hours as the reason for leaving. In particular, the matter is about strong reworking in the course of work, both among the production and logistics employees and the company’s management personnel (Scheiber, 2021). The company also committed acts that resulted in severe reputational damage, such as firing Richard Ortiz, a Tesla employee who was a union member.

The unions of the company’s employees have been experiencing strong discontent since 2018, but the crisis created by the COVID-19 pandemic has only exacerbated the situation. The company’s CEO, Elon Musk, is himself mentioned in the company’s report as a source of risk factors (Scheiber, 2021), and the reason for this is, among other things, offensive statements about the laid-off employees. As a result, the 2019 National Labor Relations Board ruling that Tesla illegally fired a worker involved in a union organization remains in effect today. Also, the company’s executive director, Elon Musk, illegally threatened workers with the loss of stock options if they were associated with trade unions (Scheiber, 2021). To prevent similar incidents in the future, the company needs to communicate more humanely and openly with employees and approach their dismissal without the personal motives of management. One should also consider the company’s CEO, Elon Musk, as a separate risk factor, often only exacerbating the consequences of downsizing due to the pandemic crisis with his statements and behavior.

It is also important to how Tesla deals with the moral hazard problem. In particular, one can cite the case that occurred with California resident Benjamin Maldonado and his teenage son when they were driving back from a soccer tournament. While the family was driving home on the California freeway in August 2019, a truck in front of them slowed. When Mister Maldonado turned on the turn signal, his Ford Explorer pickup was hit by a Tesla Model 3, traveling on autopilot. According to a police report, Giovani, who was sitting in the front passenger seat, was thrown from a Ford vehicle and passed away (Boudette, 2021). The company took a position of blaming the victims of road accidents, which negatively affected its reputation and led to a decrease in the company’s profits and discontent on the part of Tesla stakeholders. However, Tesla could have tried to help the victims and their families, thereby demonstrating loyalty to its customers, which positively influenced attitudes towards the company and its business activities in the future. Such a policy often positively impacts the solution of crises related to the public.

Based on some of the above factors, we can judge that Tesla’s principal-agent problem is the CEO of Elon Musk. Musk has regularly discredited the company’s activities with disrespectful, offensive, and sometimes publicly inappropriate statements and actions. This kind of behavior of the person representing the company directly impacts Tesla’s tolerance of the crisis. Earlier, there were cases when Musk’s activities led to a negative reaction from stakeholders, customers, the press, and direct from company employees (Scheiber, 2021). Thus, the company often faces crisis factors emanating directly from its CEO.

To prevent this, the company’s board of directors, both previously and recently, has tried to limit Musk’s influence on public opinion about the company. Still, Tesla has to approach this process quite carefully. The reason for this is the fact that the popularity of the company’s brand was ensured precisely by the public activities of Elon Musk, from which one can judge that the company owes him both its commercial and public success and its problems. Thus, the company’s management approach is the most optimal solution to the problem, taking into account the specifics of the activities of the company’s principal agent represented by Elon Musk.

The structure of Tesla is also important, directly influencing its activities and representing a unique combination of divisional approach and flexibility. As stated in a study on company structure, Tesla does not have a traditional governance structure. The company does not have any organizational chart or a public list of top executives, which distinguishes it from other companies in their niche and commensurate competitors (Dudovskiy, 2021). One of the important distinguishing features of the company is problems with the delegation of powers from the side of its CEO Elon Musk.

Relying on personal traits such as a declared willingness to give up personal time and productivity, Musk seeks to control micro-management directly. This negatively affects the company’s state since the organizational structure, although devoid of excessive bureaucracy, still depends on the state and personality of the only leader. To improve the situation and improve the organization of the structure of Tesla, clearer management and top management structure is needed, with the delegation of CEO powers to a separate group of managers. The company should also implement a clearer management structure while trying not to lose its main advantage, which is the flexibility of management and the absence of bureaucracy, which often inhibits the activities of employees.

Summarizing the above data about the company, you can see that Tesla’s methods of dealing with crises and recent problems that have arisen are counterproductive. Moreover, most of Tesla’s decisions negatively affect the company, both commercially and reputationally. It is safe to say that the personality of its CEO Elon Musk also harms the company’s activities to a greater extent, compensated only by his influence on the public. Musk’s influence and behavior are gaining acceptance from audiences not directly related to the company or its products, which is questionable for stakeholders. His statements to Tesla employees and victims of company product accidents only exacerbate the situation. But the most counterproductive for the company is Musk’s attempt at ubiquitous micro-management and its reluctance to delegate authority. This negatively affects the structure of a company the size of Tesla and will have repercussions in the future.

Boudette, N. E. (2021). Tesla says autopilot makes its cars Safer. Crash victims say it Kills . The New York Times .

Dudovskiy, J. (2021). Tesla organizational structure: Divisional and flexible . Business Research Methodology.

Hillson, D., & Simon, P. (2020). Practical project risk management, third edition: The ATOM methodology (3rd ed.). Berrett-Koehler Publishers.

Scheiber, N. (2021). Tesla employee’s firing and Elon Musk’s tweet on union were illegal, labor board rules . The New York Times .

Tesla. (2021). About Tesla .

Tesla Inc. (2021). Quarterly report pursuant to section 13 or 15(d) of the securities exchange act of 1934 .

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IvyPanda. (2023, March 3). Tesla Inc. Dealing with Risk and Uncertainty. https://ivypanda.com/essays/tesla-inc-dealing-with-risk-and-uncertainty/

"Tesla Inc. Dealing with Risk and Uncertainty." IvyPanda , 3 Mar. 2023, ivypanda.com/essays/tesla-inc-dealing-with-risk-and-uncertainty/.

IvyPanda . (2023) 'Tesla Inc. Dealing with Risk and Uncertainty'. 3 March.

IvyPanda . 2023. "Tesla Inc. Dealing with Risk and Uncertainty." March 3, 2023. https://ivypanda.com/essays/tesla-inc-dealing-with-risk-and-uncertainty/.

1. IvyPanda . "Tesla Inc. Dealing with Risk and Uncertainty." March 3, 2023. https://ivypanda.com/essays/tesla-inc-dealing-with-risk-and-uncertainty/.

Bibliography

IvyPanda . "Tesla Inc. Dealing with Risk and Uncertainty." March 3, 2023. https://ivypanda.com/essays/tesla-inc-dealing-with-risk-and-uncertainty/.

How Agile Works at Tesla

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TL; DR: How Elon Musk Would Run YOUR Business with Joe Justice

Joe Justice worked for Bill Gates, Jeff Bezos, and Elon Musk. 

In this Hands-on Agile meetup, Joe shared DX, or Digital Transformation, the agile operating system for TeslaSpeed—a term coined by the EU Commission to talk about how fast Tesla moves and how fast they need to move now.

📺  Watch the video now :  How Elon Musk Would Run YOUR Business mit Joe Justice — Hands-on Agile EXTRA .

🎓 Join Stefan in one of his  upcoming Professional Scrum training classes !

📖 Get notified when the  Scrum Anti-Patterns Guide book is available !

Abstract: DX, or Digital Transformation

Joe shared DX, or Digital Transformation, the agile operating system for TeslaSpeed—a term coined by the EU Commission to talk about how fast Tesla moves and how fast they need to move now.

The 12-step DX process brings companies from where they are now toward their manifest destiny.

Summary by Adrian-Emil Suciu

My Key takeaways from Joe Justice interview by Stefan Wolpers “How Would Elon Musk Run Your Company:”

• There is no known process at Tesla (no SCRUM, no Kanban, no Lean); they built their own by continuous experimentation.
• Tesla is a “Radical Experimentation” company; they keep multiple versions of their product in production at the same time.
• Experimentation is driven by thorough testing; testing is a central activity in every team.
• Hiring is NOT based on roles; they hire based on the relevant qualification of the candidate to the problem at hand.
• Teams self-organize around very bold goals.
• There is a perfect alignment around the general company goal; it is called the “1000 years goal.”
• Teams self-form around experiments ideas, using Open Space Technology.
• Each experiment aims to improve a tiny fraction of the product, e.g., heat pump energy consumption.
• There are no specialty teams at Tesla; they are all blended software/hardware teams.
• Teams have 100% decision freedom, respecting the 15 core rules of the company.
• This flat, team-decision-driven environment creates great motivation for the employees.

“I won’t forget the anecdotic parts:”

• 🎃 If you take a Musk product and rip off the plastic cover, you may find some wood or parts belonging to an experiment. Some products are, therefore, unique, containing manually manufactured parts.
• 🎃 Elon Musk does not own a house; he sleeps in a sleeping bag in the factory.

Meet Joe Justice

Joe Justice is a TED.com speaker and guest lecturer at MIT and Oxford University in England. He has been featured in Forbes five times to date, including as owner of a “Company to watch” by the Forbes Billionaire Club, cited in more than eight business paperbacks and hardcovers, and is the subject of a Discovery Channel documentary for his work creating the disciplines “Extreme Manufacturing,” “Agile Hardware,” and “The Justice Method.”

Joe Justice founded WIKISPEED and operated Agile@Tesla from the global headquarters of Tesla‘s Fremont, California.

Watch the recording of Joe Justice’s talk on How Elon Musk Would Run YOUR Business now:

Q&A Session with Joe Justice

During the Q&A session, Joe Justice answered the following questions from attendees:

• Who sets the rules for limiting autonomy?
• What patterns or principles did the Musk companies use to reduce the cost of change in hardware development? Regression testing and integration testing, I’d presume to be the first few mentioned, but what else?
• What is your view on Scrum or whatever framework at scale? Fundamentally, what considerations should you make once your organization can be expressed only in terms of the power of 3?
• What is your advice on bringing together teams who develop software components with other teams who develop hardware components of a common product (everything has to come together, but these teams have different working methods)?

(Please note that the questions have been slightly edited to improve legibility.)

Connect with Joe Justice

Joe Justice’s Website

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Tesla: Business & Operating Model Evolution

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Tesla's product portfolio and case strategies report 2020: investments, technology co-operation, energy infrastructure development, and new mobility business models.

Dublin, June 03, 2021 (GLOBE NEWSWIRE) -- The "Strategic Analysis of Tesla's Product Portfolio and Connected, Autonomous, Shared, and Electrified (CASE) Strategies, 2025" company profile has been added to ResearchAndMarkets.com's offering.

This study analyzes Tesla's Connected, Autonomous, Shared, and Electrified (CASE) strategies. It assesses the key features and talking points of the company's growth strategies, including (but not limited to) EV strategy, autonomous driving technology and the related investments, technology co-operation, energy infrastructure development, and new mobility business models.

Tesla's disruptive approach to vehicle design, development, and sales has started to impact the traditional automotive OEM market. In addition, the company aims to become the sole provider of EVs and charging and energy infrastructures and wants to have them all governed by the Tesla Network (strongly ingrained in its 7 Key Strategies). Strategic and technology partnerships with key technology providers keep costs low and save time and resources spent on development. The company's 7 Key Strategies will position it as the go-to company for all things mobility.

Key Issues Addressed

What are Tesla's CASE strategies?

What disruptive technologies is the company adopting?

What does the Tesla battery business model look like?

What is the significance of the Tesla network?

What are the mobility goals and strategies in place for mobility programs?

Key Topics Covered:

1. Strategic Imperatives

Why Is It Increasingly Difficult to Grow?

The Strategic Imperative

The Impact of the Top Three Strategic Imperatives on the Automotive Industry

Growth Opportunities Fuel the Growth Pipeline Engine

2. Tesla's Master Plan and Vision - 7 Key Strategies

Tesla's CASE Strategy Master Plan

Tesla's CASE Strategy (Vision) for its Transition to Sustainable Energy

Tesla's Sustainable Energy Vision - An In-depth Analysis

Tesla's Key Investments - Linked to its Master Plan and Vision

Tesla's 7 Key Strategies - Linked to its Master Plan and Vision

3. Tesla's Strategies - A Detailed Analysis

Strategy 1 - Ground-up Operating Systems

Strategy 2 - Lifestyle Consumer Product Portfolio

Strategy 2 - Million Units Product Portfolio

Strategy 3 - Chips/System Architecture

Tesla's Autonomous Architecture Strategy

Strategy 4 - Battery Business

Strategy 5 - Data Business Model

Strategy 6 - New Mobility

Strategy 6 - Million Miles Warranty

Strategy 7 - Organization Structure

7 Key Strategies (Linked to the Tesla Master Plan)

4. Growth Opportunity Universe - The Tesla Approach to Growth

Growth Opportunity - Autonomous Driving and Electric Mobility for Mobility Services and Ridesharing, Forecast to 2030

Growth Environment - Continuous Improvement Makes Every Tesla Model Different

Key Conclusions

5. Appendix

Partial List of Acronyms and Abbreviations Used in the Study

6. Next Steps

For more information about this company profile visit https://www.researchandmarkets.com/r/igs1w2

Top 20 Project Management Case Studies [With Examples]

Project management case study analyses showcase and compare real-life project management processes and systems scenarios. These studies shed light on the common challenges that project managers encounter on a daily basis. This helps project managers develop effective strategies, overcome obstacles, and achieve successful results. 

By leveraging project management case studies , organisations can optimise their operations by providing insights into the most effective approaches. With effective implementation of these case studies, strategies, and methodologies, ensuring successful project completion is achievable.

Criteria for Selection of Top 20 Case Studies

The top 20 case studies are selected based on significance, impact, challenges, project management strategies, and overall success. They provide diverse insights and lessons for project managers and organisations.

1. The Sydney Opera House Project

The Sydney Opera House Project is an iconic example of project management case studies as it faced multiple challenges during its construction phase. Despite facing leadership changes, budget overruns, and design failures, the project persevered and was completed in 1973, a decade later than planned. The Opera House stands as a symbol of perseverance and successful project management in the face of humankind.

2. The Airbus A380 Project

The Airbus A380 Project is a project management case study showcasing the challenges encountered during developing and producing the world’s largest commercial aircraft. The project experienced massive delays and impacted costs of more than $6 billion, with several issues arising from the manufacturing and delivery process, outsourcing, and project coordination. 

However, the Airbus A380 was successfully launched through carefully planned project management strategies, delivering a world-class aircraft that met customer expectations.

3. The Panama Canal Expansion Project 

The Panama Canal Expansion Project serves as a compelling case study, illustrating the management’s encounters in expanding the capacity of the Panama Canal. The project included multiple stakeholders, technological innovations, environmental concerns, and safety challenges. 

4. The Boston Central Artery/Tunnel Project

The Boston Central Artery/Tunnel Project serves as a project management case study of a large-scale underground tunnel construction project. It successfully addressed traffic congestion and was completed in 2007. The project was completed in 2007, with numerous hurdles delaying progress like complexity, technology failure, ballooning budgets, media scrutiny, etc.

5. The London 2012 Olympics Project

The London 2012 Olympics Project stands as a successful project management case study, showcasing the management of a large-scale international sporting event. This project involved the construction of a new sports infrastructure, event logistics and security concerns. The project was successfully accomplished, delivering a world-class event that captivated the audience.

6. The Hoover Dam Bypass Project

The Hoover Dam Bypass Project was a construction project in the United States of America that intended to alleviate traffic from the Hoover Dam by building a new bridge. Completed in 2010, the bridge spans across the Colorado River, connecting Arizona and Nevada and offers a safer and more efficient route for motorists.

7. The Golden Gate Bridge Seismic Retrofit Project

The Golden Gate Bridge Seismic Retrofit Project is a case study example constructed in San Francisco, California. Its objective was to enhance the bridge’s resilience against earthquakes and aftershocks. Completed in 2012, the project included the installation of shock absorbers and other seismic upgrades to ensure the bridge’s safety and functionality in the event of a major earthquake.

8. The Hong Kong-Zhuhai-Macau Bridge Project

The Hong Kong-Zhuhai-Macau Bridge Project is a massive case study that intends to connect Hong Kong, Zhuhai and Macau with a bridge-tunnel system of 55 kilometres. Completed in 2018, the project required massive funds, investments and innovative engineering solutions, providing a new transport link and boosting regional connectivity.

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9. The Panama Papers Investigation Project

The Panama Papers Investigation Project is a global case study of journalistic investigations into offshore tax havens. It involved leaked documents from Mossack Fonseca, a Panamanian law firm. Coordinated by the International Consortium of Investigative Journalists, the project resulted in major political and financial repercussions worldwide, garnering widespread media attention.

10. The Apple iPhone Development Project

The Apple iPhone Development Project started in 2004, aiming to create a groundbreaking mobile device. In 2007, the iPhone transformed the industry with its innovative touchscreen interface, sleek design, and advanced features. This project involved significant research, development, marketing, and supply chain management investments.

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11. The Ford Pinto Design and Launch Project

The Ford Pinto Design and Launch Project was a developmental project intended to create an affordable, fuel-efficient subcompact car. Launched in 1971, because of its fuel tank design, it became infamous for safety issues. The project was rigged for ethical and safety concerns, lawsuits, and recalls.

12. The Deepwater Horizon Oil Spill Response Project

The Deepwater Horizon Oil Spill Response Project was a response to the largest oil spill in US history, caused by an offshore drilling rig explosion in 2010. This crisis response project utilised a waterfall project management approach, where the project team followed a pattern of planning, executing, monitoring, and closing phases. 

13. The NASA Challenger Space Shuttle Disaster Project

  The NASA Challenger Disaster Project was a tragic space exploration mission in 1986, resulting in the loss of all seven crew members. Extensive investigations revealed design and safety flaws as the cause. This disaster prompted NASA to address decision-making processes and improve safety cultures.

14. The Three Gorges Dam Project

  The Three Gorges Dam Project was a large-scale infrastructure project developed in China that aimed to build the world’s largest hydroelectric dam on the Yangtze River. Completed in 2012, it encountered environmental, social, and engineering challenges. The dam currently offers power generation, flood control, and improved navigation, but it has also resulted in ecological and cultural consequences.

15. The Big Dig Project in Boston

The Big Dig Project was a transportation infrastructure project in Boston, Massachusetts, intended to replace an old elevated highway with a newer tunnel system. Completed in 2007, it serves as one of the most complex and costly construction endeavours in US history. Despite facing many delays, cost overruns and engineering challenges, the project successfully improved traffic flow and urban aesthetics but also resulted in accidents, lawsuits, and financial burdens.

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16. The Uber Disruptive Business Model Project

  The Uber Disruptive Business Model Project was a startup that introduced a new ride business model that disrupted the taxi-cab industry by connecting riders with drivers via a mobile app. Launched in 2010, this project required innovative technology, marketing and regulatory strategies and faced legal actions and ethical challenges related to labour, safety, and competition. Uber has since then dominated the market with its ride-sharing business plan.

17. The Netflix Original Content Development Project

The Netflix Original Content Development Project was an initiative created to launch its original content for its platform. This launch by the online streaming giant in 2012 was a huge success for the company. The project required huge investments in content creation, distribution and marketing and resulted in award-winning shows and films that redefined the entire entertainment industry’s business model.

18. The Tesla Electric Car Project

The Tesla Electric Car Project was a revolutionary project that aimed to compete for its electric vehicles with gasoline-powered vehicles. The project required a strong project management plan that incorporated innovation, sustainability, and stakeholder engagement, resulting in the successful launch of the Tesla Roadster in 2008 and subsequent models. Tesla has one-handedly revolutionised the entire automobile industry on its own. 

19. The Johnson & Johnson Tylenol Crisis Management Project:

The Johnson & Johnson Tylenol Crisis Management Project was a case study in crisis management in 1982. The project required quick and effective decision-making skills, stakeholder communication, and ethical leadership in response to the tampering of Tylenol capsules that led to deaths. 

20. The Airbnb Online Marketplace Platform Project  

The Airbnb Online Marketplace Platform Project was a startup that created an online platform which connected travellers with hosts offering short-term rental accommodations in flights. The project required innovative technology, user experience design and stakeholder management. Airbnb’s success has led to the disruption of the hospitality industry and inspired many other project case study examples of sharing economy platforms.

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Future developments in project management.

Future developments in project management include all the insights on the increased use of artificial intelligence, agile methodologies, hybrid project management approaches, and emphasis on sustainability and social responsibility, along with many more developing ideas that will address the evolving market innovations. 

Key Takeaways from the Case Studies

The project management case study examples illustrate real-life examples and the importance of project management in achieving project success. The cases show the use of innovative technologies, tools, techniques, stakeholder engagement, crisis management, and agile methodologies. 

Project Management also highlights the role of ethical leadership and social responsibility in project management. To learn more and more about case studies, upGrad, India’s leading education platform, has offered an Advanced General Management Program from IMT Ghaziabad that will equip you with in-demand management skills to keep up with the changing trends!

Keerthi Shivakumar

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Frequently Asked Questions (FAQs)

Project Management is extensive planning, executing, monitoring and closing of a project before its deadline. Project management ensures accuracy and efficiency across all organs of a project, right from its inception to its completion.

Project Management case studies are real-life examples of projects to put an insight into all the tools, techniques and methodologies it provides.

The role of a project manager is to ensure that all day-to-day responsibilities are being met by the resources deployed in a certain project. They have the authority to manage as well as lead the functioning members as well.

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Big 3 with Dean H. Rao Unnava: May 2024

SIEML Previews B-School | Poets&Quants Honors Two UC Davis MBAs | Elon Musk to Tesla's Supercharger Team: You're Fired!

• May 31, 2024
• H. Rao Unnava

Dean H. Rao Unnava's May 2024 edition of the Big 3 features:

UC's Summer Institute for Emerging Managers and Leaders

Delaware State University student Nye Smarr joined 50 talented undergrads from 18 Hispanic Serving Institutions and 17 Historically Black Colleges and Universities at UC Davis for SIEML, a two-week immersive business and career leadership experience backed by all six UC business schools.  Read her blog >

Poets&Quants Honors Two UC Davis MBAs among Best & Brightest 

We congratulate Ryan Wilson and Tess Sussman honored among Poets&Quants’ top 100 Best & Brightest MBAs globally. Tess is an NCAA Women's Basketball player and Ryan is a U.S. Army veteran who served in Afghanistan. Poets&Quants received 226 nominations from 74 business schools. Read about Tess Sussman & Ryan Wilson

Elon Musk to Tesla's Supercharger Team: You're Fired! Crazy? But Why? 

When Elon Musk surprisingly fired Tesla's 500-member Supercharger team, it threatened California's plans to open up Tesla's Superchargers to all electric vehicles. Distinguished Professor Hemant Bhargava, an expert on the EV platform market, offers three ways to understand Musk’s move. Read blog >

Thank you for watching this month's Big 3.

Video Transcript

• We just hosted the University of California’s Summer Institute for Emerging Leaders and Managers
• Poets&Quants has honored two of our MBAs among the Best & Brightest
• Why did Elon Musk recently fire Tesla’s Supercharger team?

Welcome to the May 2024 edition of the Big 3 video newsletter.

UC's Summer Institute for Emerging Managers and Leaders at UC Davis

The past two weeks we hosted a select group of 50 undergraduate students at this year’s Summer Institute for Emerging Managers and Leaders. Known as SIEML, the program was launched in 2012 and has the power of the University of California system behind it.

These talented underrepresented students came to UC Davis from 18 Hispanic Serving Institutions and 17 Historically Black Colleges and Universities. They are interested in pursuing graduate management education and invited to attend because of their leadership potential and markers of success.

Faculty and staff from the six UC business schools teamed up on this year’s 10-day program that featured lectures, workshops, activities, fun times and competitions. 

On a day trip to San Francisco, students visited the Chase Center, the home of the NBA’s Golden State Warriors, where they heard from a high-level panel on careers in sports management.

SIEML alumni who are admitted into a UC graduate business program are offered fellowships.

We hope to see some of these undergraduates back at UC Davis in the future to earn a master’s degree.

We’re thrilled that two UC Davis Full-Time MBA students have been recognized among Poets&Quants’ 2024 Best & Brightest MBAs.

We congratulate Full-Time MBA students Ryan Wilson and Tess Sussman.

This is the first time that both our nominees have been included among the media company’s top 100 students at elite MBA programs worldwide.

A student-athlete, Tess graduated from Harvard where she played NCAA Women’s Basketball. As a UC Davis MBA she joined as captain of the UC Davis Aggies Women’s Basketball team and has excelled on and off the court.

Tess is passionate about healthcare management. She has taken advantage of our Biotechnology Industry Immersion experience. Last summer she interned as a Senior Associate at Clarion, a life sciences consultancy, in Boston, her home state.

Ryan is a U.S. Army veteran who served in Afghanistan. He serves as president of our student Veterans Association and is an advocate for veteran support.

Ryan interned as a Senior Financial Analyst for Intel.

Most recently he acquired a fleet services company and now serves as CEO of the newly formed WilsonTech Services, offering military-grade fleet management for the Sacramento Region

Now in its 10th year, Poets&Quants’ Best & Brightest MBAs recognition is highly competitive. They received 226 nominations from 74 U.S. and international business schools. Candidates were judged on their extracurricular leadership, personal excellence, and the insightfulness of their responses and recommendations.

Congratulations again to Tess and Ryan.

Elon Musk Fires Tesla's Supercharger Team. Crazy? But Why?

The electric vehicle market is fundamentally a platform business. A robust supercharger network is vital to convince customers to buy an electric vehicle. 

Tesla is the only EV-maker that implemented a smart charging network strategy, and Tesla's Supercharger network has been pivotal to its success in selling cars.

Distinguished Professor Hemant Bhargava has written extensively on the EV market. In Harvard Business Review, Hemant explained how Tesla’s charging stations left other manufacturers in the dust. Despite billions in investments, none of the major automakers seems to pose much of a threat to Tesla.

Hemant calls Tesla the number one gas station for the electric vehicle industry.

So when Tesla’s Elon Musk surprisingly fired the entire 500 member Supercharger team this month, it threatened California's plans to open up Tesla's Superchargers to all electric vehicles.

Hemant offered three ways to understand and rationalize Musk’s move:

• Musk is decisive and authoritative. Tesla has multiple ways it could execute on opening up its superchargers to rivals and needs new ideas.
• Musk is a mercurial leader. He fired this team one day, but he might bring some of them back! He did that at Twitter (X).
• Musk needs a new, more agile team with a different skill set.

Hemant sees merit to all three arguments but thinks number three is the strongest. 

Thank you for watching this month’s Big 3!

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