The answer Dave is looking for is mind-numbingly simple and obvious to Elon, but exceedingly difficult to put into words in any manner than most people would find very meaningful.
The answer of how Elon does this is visions. He sees where the world is going, what technology cost curve declines allow that which was previously uneconomic, how inefficiencies of labor, energy and materials usage could be improved, how much development is needed to get from A to B, what the market might like if they had access to it, etc. etc. etc. Then, he has to translate that into how to make it happen most quickly and efficiently. What is needed, who is available, how to present the ideas and goals and who to present them to. Then there are feedback loops from others, people who may have more day-to-day understanding of some of the specific challenges involved, there is consensus building, bring new talent on board, it goes on and on. All of this needs to be processed through no-nonsense first principles thinking of the highest order (fewest errors possible).
I think the point is, you could write a book and still not really answer Dave's questions because it's all really simple common sense once you are thinking properly. Much better to just watch the results happen and be in awe. Because, obviously, not everyone can do this. If you have to ask, it's just going to seem like magic to you anyway. It's the result of being visionary and being able to manifest those visions in the real world. Explaining it is not really possible because it's a non-stop watching and pulling strings to keep the ball moving in the right direction. If you are good at every step along the way, the result is an amazing success. Or, you might get halfway into it and realize the entire initiative was flawed from the start. This could necessitate abandoning the initiative or starting over with more correct thinking on a "less wrong" path. In the real world you are not afforded too many "do-overs" because these initiatives have to eventually pay for themselves. So another characteristic of some successful at doing this is they don't embark on a lot of dead-ends.
Dave's questions were mind-numbingly naive in the context of the answers so it just kind of blew Elon's mind (in a bad way). Plus, the very act of describing the process would appear egotistical in the extreme. People want to believe there is an easy way to make amazing things happen but it's never easy to be right such a high percentage of the time that you can actually make big, difficult things happen.
tl;dr: there is much that can be gained from this kind of conversation
I'm not sure Dave is the best person to interview Elon on this subject, I'm not sure he has the right experience, and that they'll sync. Yet, Dave is very thoughtful and original, and I appreciate him for wanting to do this; he's expressed it few times now. And I'm not sure Elon has fully conceptualized what he actually does, it's probably very internalized and instinctive for him. But I'm sure If he put some thoughts in it, he'll come up with a bunch of important insights.
As a VP of Eng. I've had few of my own insights. Here is one example: When Engineer says something is impossible, it merely means it's hard or he doesn't want to do it. If you probe long enough, you'll discover details of the problem, but you can't take first answer as a gospel. This is also why non-technical leaders often fail to lead technical organization. There is lots more about ways to motivate people trough respect, caring for them, but also challenging them etc...
About Elon, I can see from outside few of the principles he uses, though they may be least important, what do I know:
- Raise the stakes (it's hyper important)
- Motivate people trough mission(doing good for others is one of THE MOST powerful motivators, money helps, but much less powerful)
- Work and hire only the best. Empower them to run full speed and to not be afraid to make mistakes
- Keep teams surprisingly small, to reduce bandwidth and communication issues
- Remove all obstacles including underperforming members ruthlessly.
- All communication must have all degrees of freedom, no hierarchy to bind it down
- Screw planning, build a prototype and iterate, iterate, iterate... Project Managers probably don't exist in Tesla. (Company I worked for (Tucows) fired them all in 2010, and let people run wild... with excellent results)
- Mission and results matter, excuses don't (there must be some balance though)
- For mission critical functionality, automated testing must be a first order citizen
- Elon won't take no for the answer. Engineer that says something is impossible better wins that argument, and come prepared with details. (Eventually they stop doing it, and jump to productive discussions immediately. Again, this is because people hate really, really hard stuff).
- Measure, i.e. keep track of the progress. Left to their own devices most people's productivity drops
- To that effect, keep tight, errr, I mean impossible deadlines. If Engineer will need to explain why he failed, he'll do his best, to give his best... Also, unless he fails, how does Elon knows if he pushed him hard enough?
- You want life/work balance? This ain't the company to find it in.
- ask for critics of approach/product/everything, ask for relentless critics from the people you trust - he's talked about this, and how it's hard to set this, as friends don't want to offend you...
Etc, etc...