It was Saturday, Oct. 1, and Jim Lewis, who frequently posts on Twitter under the moniker Wall Street Silver, made that assertion to his more than 300,000 followers. “Markets are saying it’s insolvent and probably bust. 2008 moment soon?”
Mr. Lewis was among hundreds of people — many of them amateur investors — who had been speculating about the fate of Credit Suisse, the Swiss bank. It was in the middle of a restructuring and had become an easy target after decades of scandals, failed attempts at reform and management upheavals.
There seemed to be no immediate provocation for Mr. Lewis’s weekend tweet other than a memo that Ulrich Körner, the chief executive of Credit Suisse, had sent employees the day before, reassuring them that the bank was in good financial health.
But the tweet, which has been liked more than 11,000 times and retweeted more than 3,000 times, was one of many that helped ignite a firestorm on social media forums like Twitter and Reddit. The rumor that Credit Suisse was in trouble ricocheted around the world, stumping bank executives and forcing them to call shareholders, trading partners and analysts to reassure them that everything was fine before markets reopened on Monday.
prop up the shares of GameStop, the video game retailer, determined to outsmart hedge funds that had bet the company’s shares would fall.
Our Coverage of the Investment World
The decline of the stock and bond markets this year has been painful, and it remains difficult to predict what is in store for the future.
A Bad Year for Bonds: This has been the most devastating time for bonds since at least 1926 — and maybe in centuries. But much of the damage is already behind us.
Discordant Views: Some investors just don’t see how the Federal Reserve can lower inflation without risking high unemployment. The Fed appears more optimistic.
Weathering the Storm: The rout in the stock and bond markets has been especially rough on people paying for college, retirement or a new home. Here is some advice.
College Savings: As the stock and bond markets wobble, 529 plans are taking a tumble. What’s a family to do? There’s no one-size-fits-all answer, but you have options.
But what started as a spontaneous effort to take down Wall Street has since become an established presence in the market. Millions of amateur investors have embraced trading, including more sophisticated strategies such as shorting. As the Credit Suisse incident shows, their actions highlight a new source of peril for troubled companies.
Founded in Switzerland in 1856 to help finance the expansion of railroads in the tiny European nation, Credit Suisse has two main units — a private wealth management business and an investment bank. However, the bank has often struggled to maintain a pristine reputation.
It has been the repository of funds from businesspeople who are under sanctions, human rights abusers and intelligence officials. The U.S. government has fined it billions of dollars for its role in helping Americans file false tax returns, marketing mortgage-backed securities tied to the 2008 financial crisis and helping customers in Iran, Sudan and elsewhere breach U.S. sanctions.
In the United States, Credit Suisse built its investment banking business through acquisitions, starting with the 1990 purchase of First Boston. But without a core focus, the bank — whose top bosses sit in Switzerland — has often allowed mavericks to pursue new revenue streams and take outsize risks without adequate supervision.
collapsed. Credit Suisse was one of many Wall Street banks that traded with Archegos, the private investment firm of Bill Hwang, a former star money manager. Yet it lost $5.5 billion, far more than its rivals. The bank later admitted that a “fundamental failure of management and controls” had led to the debacle.
surveillance of Credit Suisse executives under his watch. He left the bank in a stable and profitable condition and invested appropriately across its various divisions, his spokesman, Andy Smith, said.
Credit Suisse replaced Mr. Thiam with Thomas Gottstein, a longtime bank executive. When Archegos collapsed, the bank kept Mr. Gottstein on the job, but he started working with a new chairman, António Horta-Osório, who had been appointed a few months earlier to restructure the bank.
resigned after an inquiry into whether he had broken quarantine rules during the pandemic. But he made swift changes in his short tenure. To reduce risk taking, Mr. Horta-Osório said, the bank would close most of its prime brokerage businesses, which involve lending to big trading firms like Archegos. Credit Suisse also lost a big source of revenue as the market for special purpose acquisition companies, or SPACs, cooled.
By July, Credit Suisse had announced its third consecutive quarterly loss. Mr. Gottstein was replaced by Mr. Körner, a veteran of the rival Swiss bank UBS.
Mr. Körner and the chairman, Axel Lehmann, who replaced Mr. Horta-Osório, are expected to unveil a new restructuring plan on Oct. 27 in an effort to convince investors of the bank’s long-term viability and profitability. The stock of Credit Suisse has dipped so much in the past year that its market value — which stood around $12 billion — is comparable to that of a regional U.S. bank, smaller than Fifth Third or Citizens Financial Group.
appeared on Reddit.
Mr. Macleod said he had decided that Credit Suisse was in bad shape after looking at what he deemed the best measure of a bank’s value — the price of its stock relative to its “book value,” or assets minus liabilities. Most Wall Street analysts factor in a broader set of measures.
But “bearing in mind that most followers on Twitter and Reddit are not financial professionals,” he said, “it would have been a wake-up call for them.”
The timing puzzled the bank’s analysts, major investors and risk managers. Credit Suisse had longstanding problems, but no sudden crisis or looming bankruptcy.
Some investors said the Sept. 30 memo sent by Mr. Körner, the bank’s chief executive, reassuring staff that Credit Suisse stood on a “strong capital base and liquidity position” despite recent market gyrations had the opposite effect on stock watchers.
Credit Suisse took the matter seriously. Over the weekend of Oct. 1, bank executives called clients to reassure them that the bank had more than the amount of capital required by regulators. The bigger worry was that talk of a liquidity crisis would become a self-fulfilling prophecy, prompting lenders to pull credit lines and depositors to pull cash, which could drain money from the bank quickly — an extreme and even unlikely scenario given the bank’s strong financial position.
“Banks rely on sentiment,” Mr. Scholtz, the Morningstar analyst, said. “If all depositors want their money back tomorrow, the money isn’t there. It’s the reality of banking. These things can snowball.”
What had snowballed was the volume of trading in Credit Suisse’s stock by small investors, which had roughly doubled from Friday to Monday, according to a gauge of retail activity from Nasdaq Data Link.
Amateur traders who gather on social media can’t trade sophisticated products like credit-default swaps — products that protect against companies’ reneging on their debts. But their speculation drove the price of these swaps past levels reached during the 2008 financial crisis.
Some asset managers said they had discussed the fate of the bank at internal meetings after the meme stock mania that was unleashed in early October. While they saw no immediate risk to Credit Suisse’s solvency, some decided to cut trading with the bank anyway until risks subsided.
In another private message on Twitter, Mr. Lewis declined to speak further about why he had predicted that Credit Suisse would collapse.
“The math and evidence is fairly obvious at this point,” he wrote. “If you disagree, the burden is really on you to support that position.”
TikTok recently tried to tamp down concerns from U.S. lawmakers that it poses a national security threat because it is owned by the Chinese internet company ByteDance. The viral video app insisted it had an arm’s-length relationship with ByteDance and that its own executive was in charge.
“TikTok is led by its own global C.E.O., Shou Zi Chew, a Singaporean based in Singapore,” TikTok wrote in a June letter to U.S. lawmakers.
But in fact, Mr. Chew’s decision-making power over TikTok is limited, according to 12 former TikTok and ByteDance employees and executives.
Zhang Yiming, ByteDance’s founder, as well as by a top ByteDance strategy executive and the head of TikTok’s research and development team, said the people, who declined to be identified for fear of reprisals. TikTok’s growth and strategy, which are led by ByteDance teams, report not to Mr. Chew but to ByteDance’s office in Beijing, they said.
increasingly questioned TikTok’s data practices, reigniting a debate over how the United States should treat business relationships with foreign companies.
On Wednesday, TikTok’s chief operating officer testified in Congress and downplayed the app’s China connections. On Thursday, President Biden signed an executive order to sharpen the federal government’s powers to block Chinese investment in tech in the United States and to limit its access to private data on citizens.
a March interview with the billionaire investor David Rubenstein, whose firm, the Carlyle Group, has a stake in the Chinese giant. Mr. Chew added that he had become familiar with TikTok as a “creator” and amassed “185,000 followers.” (He appeared to be referring to a corporate account that posted videos of him while he was an executive at Xiaomi, one of China’s largest phone manufacturers.)
Jinri Toutiao. The two built a rapport, and an investment vehicle associated with Mr. Milner led a $10 million financing in Mr. Zhang’s company that same year, three people with knowledge of the deal said.
The news aggregator eventually became ByteDance — now valued at around $360 billion, according to PitchBook — and owns TikTok; its Chinese sister app, Douyin; and various education and enterprise software ventures.
By 2015, Mr. Chew had joined Xiaomi as chief financial officer. He spearheaded the device maker’s 2018 initial public offering, led its international efforts and became an English-speaking face for the brand.
“Shou grew up with both American and Chinese language and culture surrounding him,” said Hugo Barra, a former Google executive who worked with Mr. Chew at Xiaomi. “He is objectively better positioned than anyone I’ve ever met in the China business world to be this incredible dual-edged executive in a Chinese company that wants to become a global powerhouse.”
In March 2021, Mr. Chew announced that he was joining ByteDance as chief financial officer, fueling speculation that the company would go public. (It remains privately held.)
appointed Mr. Chew as chief executive, with Mr. Zhang praising his “deep knowledge of the company and industry.” Late last year, Mr. Chew stepped down from his ByteDance role to focus on TikTok.
Kevin Mayer, a former Disney executive, left after the Trump administration’s effort to sunder the app from its Chinese parent. China was also cracking down on its domestic internet giants, with Mr. Zhang resigning from his official roles at ByteDance last year. Mr. Zhang remains involved in decision making, people with knowledge of ByteDance said.
Mr. Chew moved to establish himself as TikTok’s new head during visits to the app’s Los Angeles office in mid-2021. At a dinner with TikTok executives, he sought to build camaraderie by keeping a Culver City, Calif., restaurant open past closing time, three people with knowledge of the event said. He asked attendees if he should buy the establishment to keep it open longer, they said.
a TikTok NFT project involving the musical artists Lil Nas X and Bella Poarch. He reprimanded TikTok’s global head of marketing on a video call with Beijing-based leaders for ByteDance after some celebrities dropped out of the project, four people familiar with the meeting said. It showed that Mr. Chew answered to higher powers, they said.
Mr. Chew also ended a half-developed TikTok store off Melrose Avenue in Los Angeles, three people familiar with the initiative said. TikTok briefly explored obtaining the naming rights of the Los Angeles stadium formerly known as the Staples Center, they said.
He has also overseen layoffs of American managers, two people familiar with the decisions said, while building up teams related to trust and safety. In its U.S. marketing, the app has shifted its emphasis from a brand that starts trends and conversations toward its utility as a place where people can go to learn.
In May, Mr. Chew flew to Davos, Switzerland, for the World Economic Forum, speaking with European regulators and ministers from Saudi Arabia to discuss digital strategy.
June letter to U.S. lawmakers, he noted that ByteDance employees in China could gain access to the data of Americans when “subject to a series of robust cybersecurity controls.” But he said TikTok was in the process of separating and securing its U.S. user data under an initiative known as Project Texas, which has the app working with the American software giant Oracle.
“We know we’re among the most scrutinized platforms,” Mr. Chew wrote.
SAN FRANCISCO — Mark Zuckerberg, the founder and chief executive of the company formerly known as Facebook, called his top lieutenants for the social network to a last-minute meeting in the San Francisco Bay Area this month. On the agenda: a “work-athon” to discuss the road map for improving the main Facebook app, including a revamp that would change how users browse the service.
For weeks beforehand, Mr. Zuckerberg had sent his executives messages about the overhaul, pressing them to increase the velocity and execution of their work, people with knowledge of the matter said. Some executives — who had to read a 122-page slide deck about the changes — were beginning to sweat at the unusual level of intensity, they said.
Facebook’s leaders flew in from around the world for the summit, the people said, and Mr. Zuckerberg and the group pored over each slide. Within days, the team unveiled an update to the Facebook app to better compete with a top rival, TikTok.
trimmed perks, reshuffled his leadership team and made it clear he would cut low-performing employees. Those who are not on board are welcome to leave, he has said. Managers have sent out memos to convey the seriousness of the approach — one, which was shared with The New York Times, had the title “Operating With Increased Intensity.”
the so-called metaverse. Across Silicon Valley, he and other executives who built what many refer to as Web 2.0 — a more social, app-focused version of the internet — are rethinking and upending their original vision after their platforms were plagued by privacy stumbles, toxic content and misinformation.
The moment is reminiscent of other bet-the-company gambles, such as when Netflix killed off its DVD-mailing business last decade to focus on streaming. But Mr. Zuckerberg is making these moves as Meta’s back is against the wall. The company is staring into the barrel of a global recession. Competitors like TikTok, YouTube and Apple are bearing down.
And success is far from guaranteed. In recent months, Meta’s profits have fallen and revenue has slowed as the company has spent lavishly on the metaverse and as the economic slowdown has hurt its advertising business. Its stock has plunged.
“When Mark gets super focused on something, it becomes all hands on deck within the company,” said Katie Harbath, a former Facebook policy director and the founder of Anchor Change, a consulting firm that works on tech and democracy issues. “Teams will quickly drop other work to pivot to the issue at hand, and the pressure is intense to move fast to show progress.”
Andrew Bosworth, who is known as Boz, to chief technology officer, leading hardware efforts for the metaverse. He promoted other loyalists, too, including Javier Olivan, the new chief operating officer; Nick Clegg, who became president of global affairs; and Guy Rosen, who took on a new role of chief information security officer.
In June, Sheryl Sandberg, who was Mr. Zuckerberg’s No. 2 for 14 years, said she would step down this fall. While she spent more than a decade building Facebook’s advertising systems, she was less interested in doing the same for the metaverse, people familiar with her plans have said.
Mr. Zuckerberg has moved thousands of workers into different teams for the metaverse, training their focus on aspirational projects like hardware glasses, wearables and a new operating system for those devices.
“It’s an existential bet on where people over the next decade will connect, express and identify with one another,” said Matthew Ball, a longtime tech executive and the author of a book on the metaverse. “If you have the cash, the engineers, the users and the conviction to take a swing at that, then you should.”
But the efforts are far from cheap. Facebook’s Reality Labs division, which is building augmented and virtual reality products, has dragged down the company’s balance sheet; the hardware unit lost nearly $3 billion in the first quarter alone.
privacy changes from Apple that have hampered its ability to measure the effectiveness of ads on iPhones. TikTok, the Chinese-owned video app, has stolen young audiences from Meta’s core apps like Instagram and Facebook. These challenges are coinciding with a brutal macroeconomic environment, which has pushed Apple, Google, Microsoft and Twitter to freeze or slow hiring.
a memo last month, Chris Cox, Meta’s chief product officer, said the economic environment called for “leaner, meaner, better executing teams.”
In an employee meeting around the same time, Mr. Zuckerberg said he knew that not everyone would be on board for the changes. That was fine, he told employees.
“I think some of you might decide that this place isn’t for you, and that self-selection is OK with me,” Mr. Zuckerberg said. “Realistically, there are probably a bunch of people at the company who shouldn’t be here.”
Another memo circulated internally among workers this month was titled “Operating With Increased Intensity.” In the memo, a Meta vice president said managers should begin to “think about every person on their team and the value they are adding.”
“If a direct report is coasting or a low performer, they are not who we need; they are failing this company,” the memo said. “As a manager, you cannot allow someone to be net neutral or negative for Meta.”
investment priorities” for the company in the second half of this year.
other prototypes. Bloomberg reported earlier on the smart watch.
posted an update to his Facebook profile, noting some coming changes in the app. Facebook would start pushing people into a more video-heavy feed with more suggested content, emulating how TikTok operates.
Meta has been investing heavily in video and discovery, aiming to beef up its artificial intelligence and to improve “discovery algorithms” that suggest engaging content to users without them having to work to find it.
In the past, Facebook has tested major product updates with a few English-speaking audiences to see how they perform before rolling them out more widely. But, this time, the 2.93 billion people around the world who use the social networking app will receive the update simultaneously.
It is a sign, some Meta employees said, of just how much Mr. Zuckerberg means business.
When Sally Buzbee joined The Washington Post a year ago this month, she took over a newsroom that had nearly doubled to more than 1,000 journalists under the ownership of Jeff Bezos, who bought it in 2013. Its coverage regularly won Pulitzer Prizes.
The newspaper has continued growing in the months since. It has opened breaking news hubs in Seoul and London to become more of a 24-hour global operation. It expanded coverage of technology, climate and personal health. Its reporting won the Pulitzer Prize for public service this year.
But Ms. Buzbee is now on the defensive, yet to completely win over the newsroom and facing internal strife that has eclipsed some of her bold plans.
tweeted in unison last week in support of the newspaper’s direction.
joined The Post last June, becoming the first female executive editor in its 145-year history. She had spent her career at The Associated Press, most recently serving as executive editor. She replaced Martin Baron, who remade the newsroom over eight years to much acclaim, including 10 Pulitzer Prizes.
said was too vague and unevenly enforced. Mr. Baron faced similar tensions under his tenure, including a clash with a star reporter, Wesley Lowery. Mr. Baron threatened to fire Mr. Lowery for violations of The Post’s social media policy, including expressing political views and criticizing competitors, according to a copy of a disciplinary letter.
tweeted: “Fantastic to work at a news outlet where retweets like this are allowed!”
Mr. Weigel quickly deleted his tweet and apologized. Several days later, with several staff members fighting about his actions online, Ms. Buzbee suspended him for a month. In emails, she implored Post journalists to be collegial. After an employee replied to everyone in support of Ms. Sonmez, The Post cut off the ability for staff members to reply-all in a newsroom-wide email, according to a person with knowledge of the decision.
But Ms. Sonmez never stopped tweeting. She said the newspaper unevenly punished journalists for what they wrote on Twitter, and critiqued her co-workers publicly. (Ms. Sonmez previously sued The Post for discrimination after she was barred from covering stories related to sexual assault after she publicly identified herself as a victim of assault. A judge dismissed the case in March.)
termination letter sent by The Post accused her of “insubordination, maligning your co-workers online and violating The Post’s standards on workplace collegiality and inclusivity.”
Less than an hour later, Ms. Buzbee met with the features department to quell another social media flare-up.
Taylor Lorenz, a technology reporter lured to The Post from The New York Times this year, had tweeted that a miscommunication with her editor led to an inaccurate line in an article. The tweets were discussed and agreed on by Ms. Lorenz and multiple editors before she posted, said three people with knowledge of the discussions. The tweets prompted an outcry from critics on Twitter who accused her of passing the buck.
Before the corrections, Ms. Buzbee had offered the well-respected editor, David Malitz, a promotion to run the features department, according to one person with knowledge of the offer. He had agreed to take it. But several days later, Ms. Buzbee pulled the offer.
In the meeting with the features group, Ms. Buzbee fielded angry questions about Mr. Malitz’s treatment. She said he was “in no way reprimanded or punished for any errors,” according to a copy of notes taken at the meeting, but would not say what was behind her decision. She said she couldn’t talk about personnel issues.
It was at that meeting that Ms. Sullivan, The Post’s media columnist, accused Ms. Buzbee of damaging Mr. Malitz’s career, and other staff members said she hadn’t earned their trust. Some told Ms. Buzbee that their doubts stemmed from rarely hearing from her until that meeting.
Ms. Lorenz has been moved from the features staff to the technology team, according to three people with knowledge of the move. Mr. Barr has been asked to review her articles before publication, two of the people said.
On Tuesday, Ms. Buzbee met with dozens of editors in person and over videoconference, fielding questions about the recent upheaval. One editor relayed the concerns from employees who were wary of becoming editors at The Post after recent events.
Ms. Buzbee said in the meeting that she was optimistic about the future of the newspaper. She also told editors that it was their collective responsibility to protect the staff, the readers and the newspaper’s credibility.
On Wednesday evening, newsroom employees were emailed a draft of updated social media guidelines and told that senior editors would hold “listening sessions” this week to get feedback on the revisions.
The draft says that no employee is required to post or engage on social media platforms; journalists must not harm the integrity or reputation of the newsroom; and journalists are “allowed and encouraged to bring their full identity and lived experiences to their social accounts.”
The draft guidelines also note that The Post considers it a priority to protect its journalists from online harassment and attacks.
Ms. Sandberg flirted with leaving Facebook. In 2016, she told colleagues that if Hillary Clinton, the Democratic presidential nominee, won the White House she would most likely assume a job in Washington, three people who spoke to her about the move at the time said. In 2018, after revelations about Cambridge Analytica and Russia’s interference in the 2016 U.S. presidential election, she again told colleagues that she was considering leaving but did not want to do so when the company was in crisis.
Last year, Mr. Zuckerberg said his company was making a new bet and was going all in on the metaverse, which he called “the successor to the mobile internet.” In his announcement, Ms. Sandberg made only a cameo, while other executives were more prominently featured.
As Mr. Zuckerberg overhauled the company to focus on the metaverse, some of Ms. Sandberg’s responsibilities were spread among other executives. Nick Clegg, the president of global affairs and a former British deputy prime minister, became the company’s chief spokesman, a role that Ms. Sandberg had once taken. In February, Mr. Clegg was promoted to president of global affairs for Meta.
Ms. Sandberg’s profile dimmed. She concentrated on building the ads business and growing the number of small businesses on Facebook.
She was also focused on personal matters. Dave Goldberg, her husband, had died unexpectedly in 2015. (Ms. Sandberg’s second book, “Option B,” was about dealing with grief.) She later met Mr. Bernthal, and he and his three children moved to her Silicon Valley home from Southern California during the pandemic. Ms. Sandberg, who had two children with Mr. Goldberg, was focused on integrating the families and planning for her summer wedding, a person close to her said.
Meta’s transition to the metaverse has not been easy. The company has spent heavily on metaverse products while its advertising business has stumbled, partly because privacy changes made by Apple have hurt targeted advertising. In February, Meta’s market value plunged more than $230 billion, its biggest one-day wipeout, after it reported financial results that showed it was struggling to make the leap to the metaverse.
In the interview, Ms. Sandberg said Meta faced near-term challenges but would weather the storm, as it had during past challenges. “When we went public, we had no mobile ads,” Ms. Sandberg said, citing the company’s rapid transition from desktop computers to smartphones last decade. “We have done this before.”
Kimbal Musk and Mr. Gracias, who left Tesla’s board last year and serves as a SpaceX director, declined to comment for this article.
Today, Mr. Musk oversees or is associated with at least a dozen companies, including public ones, private ones and holding companies such as Wyoming Steel, which he uses to manage real estate. His net worth stands at about $250 billion.
A Close Circle
As Mr. Musk established more companies, he collected associates he could deploy across many of the endeavors.
One was Mary Beth Brown, who was hired in 2002 to essentially be Mr. Musk’s executive assistant. Known as M.B., she soon became a kind of chief of staff, handling media requests and some financial matters for SpaceX and Tesla, as well as helping to manage Mr. Musk’s personal life, said Ashlee Vance, the author of “Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future.”
That same year, Mr. Musk hired Gwynne Shotwell as SpaceX’s seventh employee. As the rocket maker’s president and chief operating officer, Ms. Shotwell has overseen the company’s growth, becoming one of Mr. Musk’s longest-lasting employees.
At a conference in 2018, Ms. Shotwell explained how she managed Mr. Musk.
“When Elon says something, you have to pause and not immediately blurt out, ‘Well, that’s impossible,’ or, ‘There’s no way we’re going to do that. I don’t know how,’” she said. “So you zip it, and you think about it. And you find ways to get that done.”
The new arrangement freed Mr. Ive from regular commutes to the company’s offices in Cupertino. He shifted from near daily product reviews to an irregular schedule when weeks would pass without weighing in. Sometimes word would spread through the studio that he was unexpectedly coming to the office. Employees compared the moments that followed with old footage of the 1920s stock market crash with papers being tossed into the air and people scurrying around in a furious rush to prepare for his arrival.
With anticipation mounting on Wall Street for a 10th-anniversary iPhone in early 2017, Mr. Ive summoned the company’s top software designers to San Francisco for a product review. A team of about 20 arrived at the city’s exclusive social club, The Battery, and began spreading out 11-by-17-inch printouts of design ideas in the club’s penthouse. They needed Mr. Ive’s approval for several features on the first iPhone with a full-screen display.
They waited that day for nearly three hours for Mr. Ive. When he finally arrived, he didn’t apologize. He reviewed their printouts and offered feedback. He then left without making final decisions. As their work stalled, many wondered, How did it come to this?
In Mr. Ive’s absence, Mr. Cook began reshaping the company in his image. He replaced the outgoing company director Mickey Drexler, the gifted marketer who built Gap and J. Crew, with James Bell, the former finance chief at Boeing. Mr. Ive was irate that a left-brained executive had supplanted one of the board’s few right-brained leaders. “He’s another one of those accountants,” he complained to a colleague.
Mr. Cook also emboldened the company’s finance department, which began auditing outside contractors. At one point, the department rejected a legitimate billing submitted by Foster + Partners, the architecture firm working closely with Mr. Ive to complete the company’s new $5 billion campus, Apple Park.
Amid those struggles, Mr. Cook began to broaden Apple’s strategy into selling more services. During a corporate retreat in 2017, Mr. Ive stepped outside to get fresh air when a newcomer to Apple named Peter Stern stepped before the company’s top leaders. Mr. Stern clicked to a slide of an X-shaped chart that showed Apple’s profit margins from sales of iPhones, iPads and Macs declining while profit margins rose from sales of software and services like its iCloud storage.
The presentation alarmed some people in the audience. It depicted a future in which Mr. Ive — and the company’s business as a product maker — would matter less and Mr. Cook’s increasing emphasis on services, like Apple Music and iCloud, would matter more.
Twitter, which went public in 2013, has also had a tumultuous corporate history. It has repeatedly dealt with board dysfunction and drama with its founders, and was courted by other interested buyers in the past, including Disney and Salesforce. In 2020, the activist investment firm Elliott Management took a stake in Twitter and called for Jack Dorsey, one of its founders, to resign as chief executive. Mr. Dorsey stepped down last year.
“This company is very much undermonetized, especially compared to other platforms and competitors like Facebook,” said Pinar Yildirim, a professor of marketing at the University of Pennsylvania Wharton School of Business. “If you look at it from a point of pure business value, there’s definitely room for improvement.”
In a statement, Bret Taylor, Twitter’s chairman, said that the board had “conducted a thoughtful and comprehensive process” on Mr. Musk’s bid and that the deal would “deliver a substantial cash premium” for shareholders.
Regulators are unlikely to seriously challenge the transaction, former antitrust officials said, since the government most commonly intervenes to stop a deal when a company is buying a competitor.
The deal came together in a matter of weeks. Mr. Musk, who also leads the electric carmaker Tesla and the rocket maker SpaceX, began buying shares of Twitter in January and disclosed this month that he had amassed a stake of more than 9 percent.
That immediately set off a guessing game over what Mr. Musk planned to do with the platform. Twitter’s executives initially welcomed him to the board of directors, but he reversed course within days and instead began a bid to buy the company outright.
Any agreement initially appeared unlikely because the entrepreneur did not say how he would finance the deal. Twitter’s executives appeared skeptical, too, given that it was difficult to discern how much Mr. Musk might be jesting. In 2018, for example, he tweeted that he planned to take Tesla private and inaccurately claimed that he had “funding secured” for such a deal.
“I am sure you aren’t surprised that it came with a fair amount of anxiety, disappointment and concern relative to the changes it would trigger,” he wrote. “All considered, I remain confident we have set the right path.”
The creation of Warner Bros. Discovery could prompt changes among existing media companies, forcing smaller companies like Paramount to find a way to get bigger.
“There’s Disney, HBO Max, Netflix, Amazon and Apple — that’s five,” said Michael Nathanson, a media analyst, pointing to the leading streaming services. “You don’t want to be in position six, seven or eight. At some point, they’ll say, ‘We have to find a dance partner.’”
The biggest question will be what happens to HBO Max and Discovery+, the merging companies’ streaming services. Initially, the two could be sold as a bundle, but over time they will be brought together into one giant streaming service, Mr. Zaslav told staff on Friday.
HBO and HBO Max, which consists of new television series and movies, as well as an impressive lineup from the Warner Bros. library, have more than 70 million subscribers; Discovery+ has more than 20 million.
Even brought together, that pales next to Netflix, which has more than 220 million paying subscribers, most of them outside the United States. HBO Max has only recently expanded into foreign territory, though Discovery has built a robust international business.
“A new giant is born when they prove they have international scale,” Mr. Nathanson said of Warner Bros. Discovery. “I don’t think Discovery content on HBO Max in the U.S. is a needle mover. But because international is such uncontested territory, they can have more impact outside the U.S.”
The company also did not tell investors that its chief operating officer, Rod Copes, a Harley-Davidson veteran, left the company last year. Public companies and those in the process of listing their shares generally disclose the departures of top executives. The news was first reported by The Wall Street Journal.
Understand the Supply Chain Crisis
Ms. Mast said Mr. Copes had a “phased transition from Rivian in fall 2021, prior to the I.P.O.” and retired in December, after the offering.
Mr. Copes, 55, said in an interview that he did not leave Rivian because of concerns about his performance or because there were problems with production. He said that he had achieved key goals and that the structures were in place for Rivian’s ramp-up in production. “It was a smooth and seamless transition,” Mr. Copes said.
But corporate governance experts think Rivian ought to have disclosed his impending departure to investors during the I.P.O., given his senior role. “If they knew he was leaving, the optimal disclosure would have been to identify their C.O.O. but indicate that he was leaving,” John C. Coffee Jr., a professor at Columbia Law School, said in an email.
According to one former executive, Rivian has a poor management culture.
The executive, Laura Schwab, said she was fired last year from a high-ranking sales and marketing position after expressing concerns about what she called the “boys’ club culture” and “gender discrimination” at the company. She filed a lawsuit in state court in California accusing Rivian of violating the state law prohibiting employment discrimination and retaliation.
Ms. Schwab said she had been part of 30 vehicle introductions in prior auto industry jobs, including at Aston Martin and Jaguar Land Rover. Soon after arriving at Rivian, she said, she felt compelled to express concerns that the company was in danger of missing delivery targets.
“The production line doesn’t go from zero to thousands of cars overnight; it just doesn’t work that way,” she said.