The Next Next Common Sense
know better” went elsewhere. Innovative software programmers switched platforms - not that they liked Microsoft better, but at least Microsoft did not tell them what to do. But what one hand giveth the other taketh away. As this chapter is being written, Microsoft is disclosing its own versions of Apple’s sins. Apple enforced a false unity internally, Microsoft is enforcing one externally. Where Apple declined as the market moved on, it remains to be seen what happens when the coerced unity of the Microsoft world shatters in light of antitrust pressures. To ignore holons and assert false synthesis is to risk fracture. Contemporary Leaders Embracing Multiple Roles In the original edition of this book, we highlighted Richard Branson’s Virgin Group as a prime example of success through embracing multiple roles. While Branson’s approach continues to demonstrate the power of role multiplicity, the landscape of leadership has evolved significantly in the digital age. Let’s examine how today’s most innovative leaders are building on Branson’s legacy while adapting to new complexities.
Elon Musk: Role Multiplicity at Scale
Few contemporary figures embody role multiplicity more dramatically than Elon Musk. As CEO of Tesla, SpaceX, Neuralink, and owner of X (for- merly Twitter), Musk simultaneously occupies roles as automotive innovator, space entrepreneur, neurotechnology pioneer, and social media platform owner. Unlike traditional conglomerate leaders who might delegate opera- tions entirely, Musk remains actively engaged across these diverse domains. This multiplicity allows cross-pollination that creates unique value. Tesla’s battery technology informs SpaceX’s power systems. SpaceX’s materials science enhances Tesla’s manufacturing. The neural inter- faces developed at Neuralink inspire UI innovations across his compa- nies. Rather than compartmentalizing these roles, Musk leverages their interconnections.
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