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Sir Richard takes Virgin into Space
quizdog writes "The latest issue of
Wired has a story on Sir Richard Branson and the history of the Virgin Empire, focusing on his latest venture of partnering with Scaled Composites and Burt Rutan to bring the
X-Prize-winning SpaceShipOne hybrid rocket technology to the point where paying passengers can slip those 'surly bonds' of the atmosphere. Starting
at just $200,000 a pop - any chance of a volume discount?" We first mentioned this a while back, but Wired's coverage is nice to see as well.
In December, Inc. Magazine also selected Burt Rutan as Entrepreneur of the Year. The article is a very good read, and gives a lot of details about Rutan's management style.
A snippet:
As a manager, Rutan has proven intuitively adept at inspiring loyalty and extraordinary work. He doesn't worry so much about the formal background of the engineers he hires. He looks for people who share his passion for aircraft design and gives those who have it free rein. Instead of the specialists sought by aerospace companies, he encourages his staffers to remain generalists who can design anything from a fuselage to a door handle and then go into the shop and build it. Chief engineer Matthew Gionta recalls starting off at the company right out of graduate school in 1994 and being handed the project-leader slot on an ultra-high-tech unmanned aircraft. "What I had to learn on the job made my formal education pale in comparison, but I had to learn it because no one else was going to do it for me," Gionta says. "The stress took years off my life, but when you get that kind of responsibility, it's hard not to feel ownership."
Rutan is loath to codify his approach to managing. "I don't like rules," he says. "Things are so easy to change if you don't write them down." But one way or another, he has communicated a few simple principles to employees. One is that when it comes to safety issues -- and in aircraft design, almost everything is a safety issue -- everyone should be quick to raise questions. Rutan makes sure that when people at Scaled point out their own mistakes, they're applauded rather than reprimanded. And instead of extensively analyzing a design before building it, a notion that's axiomatic in the aerospace industry, Rutan pushes his people to get a first version built quickly, test it, and fix it. Says Gionta: "Testing leads to failure, and failure leads to understanding."