“Teslism is replacing the traditional industrial model”, assures a specialist

Michaël Valentin, associate director of Opéo, consulting firm in operational excellence and author of the book The Tesla model to Dunod editions, explained Monday January 3 on franceinfo that the “teslism is replacing the industrial model” traditional. Tesla, the American premium electric car maker, delivered more than 936,000 vehicles in 2021, almost twice as many as in 2020.

>> Automobiles: what makes Tesla successful?

Driven by sound “charismatic” founder Elon Musk, the brand knew “adapting to the semiconductor crisis” thanks to his “agility”he analyzes. By modifying its software more than 21 times last year, Tesla “succeeded each time in adapting his car to the available components and not the other way around”he explains.

franceinfo: Why is Tesla doing so well?

Michael Valentine: Tesla is more than a car manufacturer. Tesla defines itself as a player in the energy transition, but “teslism” is replacing the industrial model with a hybridization of Tech – GAFA, Google and Apple – with the industrial world. Tesla aims to double its sales every year. This is typically the kind of model you find in a purely digital company and this is what Elon Musk is doing with cars.

How did Tesla survive the semiconductor shortage?

It’s super interesting. One of the components of tessism is the agility of the organizational model which means that the car, being connected, is very software-centric and therefore it is very easy to modify the car itself remotely and very quickly, as we modifies software as such.

How did Tesla adapt to this crisis?

First, the attractiveness of the brand and electric models, which are booming. Tesla is taking advantage of this growth in electrics, on the one hand, but it is above all the agility and the ability to adapt to the semiconductor crisis that has blocked most of its competitors’ chains.

“Tesla, modifying its software more than 21 times last year, succeeded each time in adapting its car to the components available and not the other way around.”

Michaël Valentin, associate director of Opeo

at franceinfo

Does founder Elon Musk’s charisma matter too?

It matters a lot. As in all start-ups, if the founder of the start-up is charismatic it is important for success, in particular because he has a vision. For example, it is to contribute to the energy transition. What’s quite surprising and interesting is that beyond customers, you also have employees who are very engaged and enthusiastic about this model and the strong belief that Tesla is not just a company that is there to make money, but for something a little more important to society. So, obviously, Elon Musk is capital, but beyond that, as in all start-ups, the company has changed several times since its creation, about fifteen years ago. And there are still very strong fundamentals that correspond well to today’s world. Customers now expect a product to be respectful of the environment, to respect a certain number of ethical codes and, moreover and above all, to have a product that adapts over time. water.

“The car can be upgraded like an iPhone. Very data-centric, it will allow you to do a whole host of things that are other than driving.”

Michael Valentine

at franceinfo

Eventually, we can imagine that the Tesla car network will make it possible to create applications like on iPhones, where people will be able to code applications. When you go in your car, if it is autonomous, you will be able to play games or watch television, do your shopping. It’s a complete new model, a new way of seeing mobility, which is not only linked to the personality of Elon Musk, but it is also a vision of the evolution of this sector.

Can security be a brake on the development of the brand?

You are right. This also raises questions. It is also the essence of these industrial revolutions. When there is an industrial revolution, there are new technologies that are available. At the start, there is a bit of a trial and error. And then, the legislator must also adapt. In fact, what makes these start-ups go so fast is that there is still a little transgressive side. Indeed, there is a risk taking that sometimes means that it fails, but which also means that many times it succeeds. Failure is allowed in these boxes. Which is a little different from a traditional industrial box because we know that we turn around quickly, that we learn very quickly and that we are able to iterate [répéter] little by little to make an increasingly efficient car and an increasingly efficient industrial model.

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