Disruption
Disruption is still explanatory, but the Internet has changed a lot.
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Dollar Shave Club is a textbook example of how the new Internet economy will destroy value in incumbent industries.
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Clayton Christensen claims that Uber is not disruptive, and he’s exactly right. In fact, disruption theory often doesn’t make sense when it comes to understanding how companies succeed in the age of the Internet.
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Not all products are disruptive: some are obsoletive. They are more expensive but remove the need for entire categories of products.
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An Interview with Dan Kim and Hassan Khan About CHIPS
An interview with Dan Kim and Hassan Khan about their work distributing CHIPS program money, and why they are optimistic about U.S. industrial policy going forward.
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American Disruption
A new take on Trump’s tariffs, including using a disruption lens to understand the U.S.’s manufacturing problem, and why a better plan would leverage demand, not kill it.
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Rapidus, The End of Economic Rationality, AI Disruption
Rapidus, Japan’s new foundry on the leading edge, doesn’t make economic sense; it is one of many examples in that regard, as the world enters a new age of uncertainty and AI.
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An Interview with Ben Bajarin About Smartphones, AI, and Intel
An interview with Ben Bajarin about AI’s impact on the smartphone market, including the differing strategies between Apple and Google. Then, a long discussion about what to do about Intel.
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An Interview with Canva CEO Melanie Perkins About Disrupting Design
An interview with Canva CEO Melanie Perkins about founding Canva, disrupting design, and incorporating generative AI.
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An Interview with Scale AI CEO Alex Wang About the Data Pillar for AI
An interview with Scale AI founder and CEO Alex Wang about why data is one of the pillars in AI, and why Scale AI is best-positioned to drive advancements in AI via data.
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OpenAI’s Misalignment and Microsoft’s Gain
The end of a dramatic weekend in tech is that OpenAI has split and Microsoft is partnered with one and has hired the other; this is the ultimate failure case of what should have been a for-profit company organized the wrong way.