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" ... Finally, there's a misunderstanding about what a company is. It's not a human being, whose existence we value simply because of its (or their perhaps) existence. It's a tool, one made to achieve a specific task. As such it's like a spade, or a shovel. If we don't need spades any more but would rather have spears, we don't then use a spade as a spear. We melt down the spade into its constituent parts, reform the iron into a spear point and reform the wood. We disassemble our spade to make our spear. And if the task for which a company is constructed no longer needs doing then we don't retask the company. We deconstruct it and repurpose the constituent parts. So, if we no longer need the ability to discover and plan how to extract new oil (what Exxon is actually good at) then it isn't true that we want to repurpose Exxon. We want to deconstruct Exxon. Run it down: spend no more on exploration, the profit rate will leap, this can be paid out as dividends and thus the capital returns to investors to be invested again, quite possibly in renewables. The engineers leave the shrinking company and retrain: possibly into renewables. The management skills leave and move over. And so on. ... "
" ... Raytheon's 47,000-square-foot factory in Tucson is chock-full of robots and humans working together. Raytheon doesn't build its bots: It buys them and installs a common software interface to make them simpler to train and retask. When a robot needs to learn something, the task is first simulated in Raytheon's software and then pushed to the robot for initial testing. The whole process can take just a few hours to a day, according to operator Charles Scott. Once a bot is on the floor, the factory line simulation is updated and pushed out to robots already in use. "They're very common robots, but these guys have made them solution-oriented for our products, which are very complex," said Kim Ernzen, vice president of operations. ... "