Really interesting article and unique angle on how strategy for corporations is especially confined by nationalistic boundaries when playing in the defense industry. Here we see the impact of seemingly short-term thinking on behalf of the US government, whose actions indicate an apathy to the health of the domestic aviation aerospace players. As you keenly noted,this rationale and consequent policy decisions leave Boeing’s production facilities vulnerable, ultimately leading to a possible supply shortage domestically should demand increase. Especially because this company has provided the US with a competitive advantage in the past, I agree that it would be in the best interest of both parties to collaborate to secure and encourage continued R&D, production, and contracts here and abroad. Without collaboration, what guard rails would exist to keep Boeing accountable to key country of production decisions aligned with their home country?
Thank you for bringing forth a fundamental tension that exists in fast fashion today: how far can any one fashion player go to decrease the footprint caused by the very nature of the business they have propagated in society? I was impressed that Inditex seems to be attempting to engrain the pursuit of sustainability into their entire organization, involving purchasing + other operational teams rather than just spearheading the mission through a single centralized Sustainability team. One question I ask here is, how, as the company continues to incorporate the goals into their processes, will they address misaligned incentives? For example, sourcing and processing fully recycled raw materials will add to lead time of a product, conflicting directly with a Merchandisers goal to get the right product in the right place as quickly as possible(https://www.fastcompany.com/3055925/5-new-solutions-for-the-fashion-industrys-sustainability-problem). I am hopeful that giants like Inditex will be willing to evolve their key performance metrics today to account for and incentivize sustainable sourcing of goods.
Really fascinating look into how Facebook has transformed from serving only as a Page Likes + Followers platform for SMB to a true selling solution. As you mentioned, the LookAlike Audience Targeting offered to SMB accesses unparalleled amounts of personal data on consumers, providing businesses with a look into a broader customer base than any other advertising platform can offer. Of note also is that Facebook has forged unique partnerships across a variety of industries to offer even more differentiated data, one example being within Automotive. Here, Facebook partners with owners of registration data (IHS Markit/Polk) and categorizes consumers based how far they are from a car purchase, allowing dealerships to then target customers with a message that matches their intent to buy. I agree that these advertising + platform offerings could evolve further as they develop Facebook Marketplace, which was launched last October. Will this offering supplement SMB’s business needs, offering a seamless shopping experience for consumers, or will it dilute the small influence these businesses have in a shopper’s journey today?
Really interesting look into how one of the country’s largest food producers is taking steps to decrease their impact on global warming. Their expansive network of farmers and agriculture partners provides the opportunity to implement and influence sustainable changes at scale. However, I do still question the responsibility these agricultural players have to addressing underlying root causes propagating warming in our society. For example, should a powerful player like Cargill lobby for and support alternative food, energy, and power sources, rather than just seeking to decrease the impact of their existing practices? Livestock alone contribute 14% of GHG emissions (http://time.com/4266874/vegetarian-diet-climate-change/), illuminating the potential opportunity to shift fundamental eating patterns within the US.
Really interesting look into the implications of AV on uber’s business model. While I agree that software could be the bottleneck in production, I also believe that post-production obstacles may pose an even bigger threat to a successful go-to-market strategy for Uber + all AV players. Firstly, these companies have to navigate the differing regulatory landscape across states while testing vehicles. Many have flocked to AZ where laws have loosened, but I can expect the battles to continue in other states and at the national level. Then, once regulations catch up, how will infrastructure have to transform to maximize the benefits + safety of AV fleets? How will public transit be challenged? It will be interested to watch as these questions (and many more) unfold in the coming years.
Really interesting look into how Alibaba is completely transforming the grocery space in CN through the digitization of the supply chain. While I personally am saddened to see smaller, local players obliterated by emerging, high-tech competitors like Hema, I appreciate the cost savings, efficiency, and experience offered by this alternative world. Like with Amazon acquiring Whole Foods, I wonder how the physical and capital intensive grocery business will continue to evolve in coming years– will shopper step foot in the grocery themselves? Or will bots roam aisles, picking up goods and dropping them in a drone destined for final destinations?