Every company uses software, obviously. There isn’t a technology industry keynote that passes without a besuited evangelist telling us that “every business is a technology business” — and they may even pepper in the old “hey Uber has no cars, Amazon has no bookstores” chestnut if they really want to check all the boxes.
It’s the 1990s, the dawn of the Internet age — and you, like everyone you know, has a genius of a dotcom idea. Somehow, you get in to see one of the hottest venture capitalists in Silicon Valley. Your pitch, fired up and ready: You’re going to sell books over the Internet. (The VC yawns.)
Behind the daily skirmishes over tariffs, the U.S. and China are gearing up for a longer-term battle between two very different systems of innovation. To win, America may need to start using some of its rival’s weapons.
Once upon a time, a tiny creature was exposed to extraordinary forces, grew rapidly and exponentially until it became an enormous beast, smashing stores and office buildings and sending Tokyo into terror. Back in 1954, the beast was Godzilla. In 2018, we call it Amazon.
The CEO of Taiwan’s Foxconn, which assembles Apple iPhones and other products for tech companies, said Wednesday that Washington’s dispute with China is over technology rather than trade.
Aircraft parts manufacturers got a rude welcome back to work Monday with the announcement that Boeing is going into business with France’s Safran to make auxiliary power units. It’s one of the more surprising developments yet in Boeing’s drive to shake up its supply chain, which has featured heavy pressure on suppliers to reduce costs, as well as moves to in-source production of such disparate elements as seats, wings and avionics components.
Smart factories that use breakthrough technologies to drive efficiencies within production processes and across value chains have captured the attention of manufacturing executives.