#innovation

Ignore the 25% loss in market value of the company. Look over here at this shiny bauble.

https://www.wsj.com/cio-journal/ibm-claims-new-era-of-quantum-advantage-92e3d5d4

Big Blue is racing to show that its quantum computing business can be profitable following a historic stock tumble

By: Belle Lin | July 30, 2026 6:00 am ET

International Business Machines said Thursday its research shows “quantum advantage”—a point at which quantum computers perform computations beyond conventional ones—and that these results can be rigorously validated.

The findings, which mark a step toward practical application of the nascent technology, were published in a trio of papers by IBM and its research partners. These include the University of Chicago, Japan’s RIKEN national research institute, and the quantum computing software firms Qedma, BlueQubit and Algorithmiq.

“We’re in the quantum advantage era,” said Jay Gambetta, director of IBM Research. “Scientists can trust it. Now it’s moving from people benchmarking the systems to using these for science to look at applications.”

The news comes as Big Blue races to show that its quantum computing business can be profitable.

Earlier this month, the company suffered its biggest share drop in history after it issued a profit warning citing a shift in customer spending from software to AI hardware and memory chips. IBM said the performance of its software and infrastructure business fell short of expectations in the second quarter.

Since then, IBM Chief Executive Arvind Krishna has offered an optimistic take on the company’s future, arguing quantum computing will begin to power its growth in a matter of years. The company’s first-mover advantage in quantum could boost its fortunes the way being a first mover in GPUs did for Nvidia, he recently told The Wall Street Journal.

IBM is going up against tech giants like Microsoft and Google, but also a host of startups in the quantum space.

While IBM is hardly the first to claim quantum advantage—the quantum computing company D-Wave made the claim last year, and Google said it showed “verifiable quantum advantage” in October—Gambetta said IBM’s latest papers are notable for demonstrating that its results are provable.

“They have methods that make sure that what is running on the quantum computer is giving you correct results,” he said.

In the Qedma and IBM paper, for instance, the companies said they showed how quantum computers can be used to explore the physics of materials, and that the results were confirmed using various methods, including on a Quantinuum quantum computer. “Think of this as a new physics that is being demonstrated on a quantum computer where classical methods fail,” Gambetta said.

Unlike traditional computers, where outputs can be validated by running the same problem on other computers, some quantum computer outputs push beyond the limits of what classical computers can verify.

That’s partly why IBM’s latest announcement is significant: The ability to replicate a quantum computer’s results shows that the systems are becoming more reliable and consistent, according to Heather West, an analyst focused on quantum computing at research firm International Data Corp.

Thursday’s news also helps put IBM further along the path to a fault-tolerant quantum computer, a milestone it has promised to achieve by 2029.

For businesses, though, the most significant takeaway is whether practical applications—from solving optimization problems to making breakthroughs in areas like materials science and medicine—will be possible with quantum computers.

Gambetta says IBM’s latest findings are a step in that direction.

“Having a trusted foundation allows you to start to do the application research, and as we inject more capable machines, it will allow us to scale those applications to ones that matter for business,” he said.

IDC’s West described IBM’s results as “another milestone in the way towards being able to use quantum systems to solve complex problems that are beyond the limits of classical compute,” and help solidify the company’s position as a strong player in the quantum market.

But reaching quantum advantage won’t be a singular moment—and certainly not in the way that the release of ChatGPT set off the artificial-intelligence bo-m, West said.

“We’re going to see future announcements that build on top of these,” she added. “Maybe in a month from now, or six months or a year, these particular findings will be overcome by findings that are a little bit more advanced, and that’s the way it should be.”

IBM said it encourages debate over quantum advantage, and Gambetta said he anticipates scientists will come up with newer classical methods and compare them against IBM’s findings. “I’m not going to say they’re bulletproof,” he said.

“What has changed is that we’re in a point where we can get trusted outcomes so that scientific debate can happen,” he added. “Over the next couple years, it will predominantly be a scientific debate, exactly like AI was debated in the universities using GPUs to look at neural networks.”

This entire argument reads like it was written by someone who still thinks the internet is a fad. It’s not 1997 anymore. Knowledge workers don’t collaborate by walking over to a cubicle. They collaborate across states, countries, and time zones every single day.

It’s fascinating how some leaders still talk about remote work like we’re trying to connect through dial-up and fax machines. We’ve spent years proving that distributed teams can deliver complex work, and somehow we’re still pretending physical proximity is the secret ingredient.

Apparently we’re expected to believe that sitting 20 feet apart magically produces innovation, while sitting 200 miles apart somehow destroys it. Funny…the technology industry seems to have missed that memo.

By this logic, Microsoft Teams has apparently been a very expensive mistake. Someone should probably let Microsoft know their entire business model only works if everyone sits in the same building. 🙃

The Kuga is coming back—but this time with Geely technology. Here's what to expect from the new model that will replace the Kuga. In a move that surprised many, the crossover will be built on a Geely platform. What does this mean for buyers, what changes could it bring to the European auto industry, and why might it affect pricing? Here's what you need to know.

News that Ford has chosen a Geely platform for its future crossover has become a major talking point among car enthusiasts. The decision could reshape the competitive landscape and influence how accessible modern technology becomes for buyers. As Western automakers look for new paths forward, partnerships like this are becoming increasingly important.

Ford has officially begun work on the successor to the popular Kuga. The biggest surprise is the use of a platform developed by China's Geely. According to the head of Ford's European division, the new model will feature a completely American design and will not resemble any existing vehicle. The interior is expected to offer generous space and comfort, particularly for families and drivers who value convenience on long trips.

I learnt from my friend that there are certain teams(like his in CLM) who have been allocated a Claude Code subcription. Do you if this is only certain location/teams or is it being pilotted?

Let’s talk innovation. Will these move the needle?

Whats this all about? How will it bring the stock back up and how serious is ravi about it?
https://investors.cognizant.com/news-and-events/news/news-details/2026/Cognizant-Launches-Sovereign-Physical-AI-Platform-as-a-Service/default.aspx

https://www.axios.com/2026/07/27/openai-chatgpt-work-specialists
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There was a thread here saying they were going to give everyone a ridiculous low budget.
At least 1 org was put under it and they had to put in for an exemption.
But I've seen mgmt recently asking for how we are innovating with AI again.
Which way is the wind blowing this week?
Are they capping or not?

Confirmed layoffs are expected by the second week of September, ahead of the earnings call at the end of the month.

It’s going to be a wild few weeks. Enjoy your summer, don’t overextend yourself, and wait to see where the dust settles after September.

If the rumors are accurate, Innovation is in for a rough ride.

Innovation doesn’t die because people run out of ideas.

It dies when meetings replace making.

When every experiment needs five approvals.

When PowerPoint or Keynote become more valuable than prototypes.

When politics outrank curiosity.

When protecting careers matters more than questioning assumptions.

When “alignment” becomes code for “don’t rock the boat.”

The irony is that the companies famous for disrupting industries often become experts at preserving the status quo.

You can hire the world’s best designers, engineers, and creatives, but if they’re rewarded for managing risk instead of creating value, don’t be surprised when innovation turns into theater.

Real innovation is messy. It creates tension. It challenges leaders. It makes some people uncomfortable.

If everyone in the room agrees, you’re probably not innovating—you’re just documenting consensus.

The biggest threat to innovation isn’t a lack of talent.

It’s bureaucracy wearing an innovation badge.

#Innovation #Leadership #ProductDevelopment #DesignThinking #CorporateCulture #Engineering #Creativity

If they cut heads and get another $5B in free cash flow? Personally, doesn’t mean you’re smart to just cut heads, anyone could do it. Where are the new products, the innovation, the “I wanna work there” moments? I still fail to understand how Board supports a one-trick pony.

There's been barely any communication to employees about recent events (like Hamid leaving), or the gorilla in the room, potential downsizing and a sale.

There also seems to be no taste for process improvement or innovation right now. They seem to be holding the status quo and operating on an "it is what it is" mentality.

Nike’s executives spent years talking about “protecting innovation.” Then they invited the Sword of Damocles to become CFO.

Enter DD. The sword hanging by a single horsehair over every employee, every budget, every project, and every team still foolish enough to think “innovation” is safe.

Damocles at least got to enjoy the banquet before he noticed the sword. Nike employees don’t even get that courtesy—they just get another restructuring email and the 15-minute call

The strategy seems simple:
Cut people. Cut budgets. Cut ambition. Cut innovation.

Pretty soon the only thing left with a Swoosh on it will be the cost savings spreadsheet.

“Just Do It” has become “Just Cut It.”

The company is so top-heavy that management layers seem to outnumber the people doing actual engineering. Many of the best engineers—the ones who lived and breathed problem-solving—have long since left. What remains is an army of title-holders more interested in PowerPoint presentations, meetings, and career advancement than engineering.

The result is predictable: a growing shortage of genuine technical expertise and an organization that often struggles with problems that competent engineers should be able to solve routinely. Too many of today's so-called engineers couldn't design a simple cardboard box without forming a committee, scheduling a dozen meetings, and asking management for approval.

@j3+1kxyr77bx said it perfectly.

Are you seeing any AI wins around you? It has been three and a half years since AI started appearing in every presentation deck at CDW. So, what have we actually accomplished? Where did all the energy, effort, focus, and money go? Oh, well.

Innovation was what set us apart. Then they stopped trying and started recycling old ideas. That's when we lost our edge.

Some employees are trying to learn AI on the job to future-proof their careers, but in practice, it isn’t being used effectively to resolve real bugs or drive actual development. There’s a gap between the push to adopt AI and its real, practical impact on day-to-day engineering work.

Why use AI .. apply human mind that is better to development more efficient than AI… human is always win ai just help on that nothing else

Why is no one talking about the Moana live action movie? We are getting savaged by reviews. And it's true. That movie is so sad compared to the animation. The colors so drab. The rock? Cringe. This place reeks of pure self awareness. While outside of these castle walls everyone else says Disney is formulaic and dated and has lost its creativity. Reduced to sequels and live action remakes. And we sell our dusty old properties to a modern world trying to convince people that it still means something. And when we try to make stories we're trying to please everyone that we please no one and we forget the most important things: story and character development. Case in point: Wish. What. A. Disaster. For a 100 year anniversary film we sure flubbed that one. Why was no one fired for that? Why are they still allowed to make more cr-p? When is someone here actually going to kick all the rerunners out and bring in someone with newer ideas? So we don't do another Toy Story 7. Or Moana 5. Sweet baby Jesus the way people talk around here is like the damn crew of the titanic I swear.

I think AT&T is looking at WFH completely backwards. Instead of fighting it, why not use it as a competitive advantage?

Why limit hiring to a few expensive hub cities when you could recruit the best talent anywhere in the country? Why spend billions on office space and new buildings when that money could be invested in the network, new technology, or staying ahead of the competition?

It also solves a huge problem for younger employees. Not everyone can afford to live near Dallas, Atlanta, or the other hub locations anymore. Housing prices have exploded. WFH gives people the chance to earn a good salary while living somewhere they can actually afford to buy a home and build a life.

Those salaries don’t disappear either. They get spent in small towns and local communities, supporting restaurants, contractors, coffee shops, and small businesses that otherwise wouldn’t see that economic activity.

I don’t see the downside of letting managers manage by results instead of ZIP code. Keep the jobs that truly need to be in the office in the office. Let everyone else work where they’re most productive. And if someone wants to come into the office five days a week, great. No one is stopping them.

To me, that’s a much smarter long-term strategy than spending billions on offices while trying to convince people that sitting in a building creates value. Especially for a global communications company whose business is built on connecting people from anywhere.

Not sure if O removed SM to innovate OR chop...I see a Lot of movement happening all of a sudden

I'm going to hang up this phone, and then I'm going to show these people what you don't want them to see. I'm going to show them a world without you. A world without CEOs,, VPs, politicians, fake markets, fake wars and, A.I, without borders or boundaries. A world where anything is possible.

1. Startup: Bringing your business idea to life.

2. Growth: Consumers know about you and your revenue is increasing.

3. Maturity: More brand awareness and a strong presence in your target market.

4. Renewal or Decline: While every business wants to avoid a decline, it’s bound to happen to almost everyone. Reinvesting in your company can result in its renewal -- or decline can happen for a variety of reasons:
    

• Not pursuing opportunities to expand during the maturity stage
• Changes to the industry that require a change in strategy
• Competing businesses having better products or services
• Not reacting to technology updates or advances


https://www.thehartford.com/business-insurance/strategy/managing-growth/4-stages-business-growth

The morning began quietly, with a cool breeze drifting through the open windows and carrying the scent of fresh rain across the neighborhood. Birds gathered on telephone wires, taking turns singing while the streets slowly came to life. A delivery truck rolled past, cyclists waved to one another, and the first customers entered a small café where the smell of coffee and warm bread filled the air. People hurried to work, students gathered outside schools, and gardeners watered flowers that had begun to bloom after several sunny days.

Across town, a public library welcomed visitors looking for a quiet place to read or study. Shelves stretched from floor to ceiling, holding books on history, science, art, engineering, literature, and countless other subjects. Some readers searched for novels to enjoy over the weekend, while others researched topics for school or personal projects. In a nearby room, children listened carefully as a storyteller described distant mountains, mysterious forests, and adventurous explorers who traveled across oceans in search of knowledge and discovery.

As the afternoon arrived, parks became busier with families, joggers, photographers, and people simply enjoying the weather. A group of musicians practiced together beneath a large oak tree, filling the air with melodies that drifted across the walking paths. Nearby, artists sketched landscapes while children built elaborate sand structures in a playground. Conversations shifted from everyday routines to dreams of future vacations, new hobbies, favorite meals, and memorable experiences shared with friends.

Meanwhile, technology continued to connect people around the world. Engineers collaborated on complex projects from different continents, teachers held virtual classrooms for students thousands of miles away, and researchers exchanged scientific discoveries in real time. Farmers monitored weather forecasts before planting crops, doctors reviewed medical images with specialists in other cities, and volunteers organized community events through online platforms. Small innovations combined to make daily life more efficient while creating opportunities for creativity and collaboration.

As evening approached, the sky gradually transformed into shades of orange, pink, and deep blue. Lights appeared in homes and businesses, restaurants welcomed dinner guests, and families gathered around tables to share stories about their day. Some people relaxed with books, others watched movies, practiced musical instruments, solved puzzles, exercised, or planned future goals. Before the night ended, many stepped outside for a moment to admire the stars overhead, appreciating the quiet stillness that contrasted with the busy hours that had come before.

Although every day follows a familiar rhythm, no two days are ever exactly the same. Small conversations, unexpected opportunities, changing weather, new ideas, and simple acts of kindness all contribute to experiences that shape our memories over time. Curiosity encourages people to continue learning, exploring unfamiliar places, meeting different individuals, and discovering perspectives they had never considered before. Through patience, persistence, and a willingness to adapt, ordinary moments often become meaningful stories that are remembered for years to come.

Sonos has recently undergone a significant restructuring, leading to the elimination of several senior leadership positions within its design, product, and user experience departments. This move is intended to streamline the company's organizational structure and accelerate product development cycles. CEO Tom Conrad expressed a desire for the company to operate with increased speed and conviction. While the company states experienced leadership remains, some former employees worry about the impact on future innovation. The layoffs are not attributed to artificial intelligence, though AI is increasingly integrated into various business functions.

https://www.storyboard18.com/brand-makers/sonos-layoffs-company-cuts-senior-design-product-and-ux-leaders-103729.htm

A lotof cliches can be said so I'll spare you the boredom.

They did it again, stakeholder value was retained for a quarter at a cost of competency.

We knew this comany is not here to innovate, I mean the top product is a cheap SharePoint variant and the latest innovation is AI tool that saves you time in copy-paste, if you are willing to spend 6600$ a month to host it.

No one in OT asks themselves why other companies make money while we are not, they ask how can we milk a 30 year old tech with minimal effort and here we are, 2% down anda new announcement that now, this time, finally, for sure - will succeed because the problem was expensive employees not 8ncompetent accountants.

Ever heard about 3% YOY growth that never happens? Yes!
Ever heard about analysts that get fired for getting it wrong? No!
The OT way.. a graveyard for auccessful tech for sale.

From conversations I've had, it sounds like the company is still working to align spending with current business realities. One of the innovation leaders I respect shared that August and September are expected to be particularly challenging as organizations work toward their headcount targets. Many innovation teams are reportedly running more than 3% above their planned staffing levels, which means difficult decisions are likely ahead.

If that's the case, it's going to be an anxious summer for a lot of people. My advice is to focus on what you can control: deliver meaningful work, support your teammates, keep learning, and take care of yourself.

Enjoy the summer where you can. The months ahead may test a lot of us.

Remember when T as a company was an innovator of new technologies. What was T's last successful innovation? They lost that culture and were duped into spending 100's of billions in mergers and takeovers only to have to sell them for pennies on the dollar. How did the once top innovator in the world miss the AI innovation?

I was part of a team that designed and engineered Personal Shopper - the app that most of the retail reps use. I knew it wont be appreciated yet i still worked on it and pushed it out. Thats my confession. Heads up, theres a v2 coming up and its worse.

Management only seems to know how to cut costs. They can't grow the business, so they just keep trimming people. But that approach is making the innovation problem even worse, which brings us back to square one. They're stuck in a pattern they can't seem to escape.

So Travis was shown the door this week - and rightly so - but when are we ever going to clean up the rest of his management downline? They are every bit as incompetent and inexperienced as he was. You all know the names.

We continue to fall further and further behind in PowerFlex, PowerMax, PowerScale, and PowerStore. There's just little to no innovation or development velocity with any of these groups.

What there is, however, is a lot of excuses, missed deadlines, missed deliverables, and quality control issues. That's a management problem (lack thereof) that needs to be addressed immediately. How long you going to sit on your thumb JC?

The Spur Startup Sandbox Validation Program has launched in Nebraska. It connects international agtech startups with University of Nebraska-Lincoln researchers. The program aims to validate new agricultural technologies. Four international companies are participating in the 2026-27 cohort. Ankit Chandra, founder of Spur Ventures, created this initiative.

https://siliconprairienews.com/2026/06/global-agtech-startups-choose-nebraska-in-new-spur-startup-sandbox-validation-program/

On February 15, ExxonMobil announced that the company's Huizhou Daya Bay R&D Center officially started construction in the Huizhou Daya Bay Petrochemical Park.

The Daya Bay R&D Center is ExxonMobil's second R&D center in China after the Shanghai R&D Center. The new Daya Bay R&D Center will focus on R&D activities in the fields of novel chemistry, process development and process scale-up. The center is ExxonMobil's first comprehensive R&D center equipped with pilot equipment outside the North American headquarters. It integrates product R&D and process development. It is planned to be constructed in two phases, and the first phase is scheduled to be opened in 2025.

"The construction of the Daya Bay R&D Center will further meet the growing market and technology needs in the Asia-Pacific region," said Wan Lifan, chairman of ExxonMobil (China) Investment Co., Ltd., and the R&D center will bring dozens of high-level R&D jobs , to introduce high-level chemical talents for the local area, and further strengthen international technical exchanges and cooperation. ExxonMobil has established a good strategic partnership with Guangdong Province, which will provide strong support for Guangdong to build a world-class green petrochemical industrial cluster.

ExxonMobil stated that the company has safely completed the hoisting of large heavy equipment for the Huizhou ethylene project. At present, the construction of the main factory area of the first phase project is progressing smoothly, and the supporting projects and the main factory area are advancing as planned. The start of the Daya Bay R&D Center is another important milestone since the start of construction in 2020.

The ExxonMobil Huizhou Ethylene Project is the first major petrochemical project wholly-owned by an American company in China, with a total investment of over US$10 billion, and will be constructed in two phases. The first phase of the project will build a 1.6 million tons/year ethylene cracking unit, as well as mid-downstream high-end polyethylene, polypropylene and other production equipment and supporting facilities. The production of various high-end chemical products will help reduce the import of high-performance polymers in the Chinese market rely.

ExxonMobil said the Huizhou project will produce chemicals used in packaging, automotive, industrial and consumer goods, and hygiene and personal care products. The project adopts industry-leading technology to improve energy efficiency, which is in line with the development direction of China's national petrochemical industry and will help reduce the Chinese market's dependence on imports of high-performance polymers.

https://www.echemi.com/cms/1231239.html

Here’s a novel idea:
Fiber is great where dense; 5G mid-band strong in cities. But Starlink (SpaceX) crushes rural/low-density. Immediate deep integration/partnership: Bundle AT&T wireless/fiber with Starlink for seamless "always-on" global coverage. License Starlink tech or co-develop direct-to-cell. This neutralizes competition and expands TAM massively.
Deploy spectrum (from EchoStar/Lumen deals) with obsessive efficiency—Tesla-style manufacturing for cell sites and fiber rollout. Aim for 5M+ new fiber passings/year via automation/robotics. Open RAN? Push harder with custom silicon (like Dojo for AI inference on the edge).
Make convergence king: One app, one bill, one unbeatable experience for phone + home internet + vehicle connectivity. Churn drops when customers are locked into superior physics.

The substack post below might be relevant to some of you

https://substack.com/@gregorojstersek/note/c-282587294

Simple playbook to make yourself valuable in the AI era:

1. Suggest/propose a new AI initiative
2. Implement it
3. Create a blog post about how you did it
4. Speak about it at a conference or meetup

Do this a couple times, and you'll build a great reputation.

but instead of talking about the usual "diversity" bullsh-t, when will this company find a way to gain usage? Mainly any store allows google pay as a payment option, what about this company? Paypal is around way more years, why being stuck only in the ecommerce realm? I know they are trying their best to make it as shittier day by day but still...

Innovation is lacking. Billions lost on useless 5G. Han's and the engineers could not figure out where we are headed. What is the future for telecom?

Opportunity is there but who has the vision and leadership to succeed? Not ATT or VZ.

Satellite and new technology is evolving daily and these legacy companies are so behind it's embarrassing. Dinosaur 70's leadership. It will change eventually and the landscape will be massively different.

It's a race to the bottom currently and Big Red is leading the charge.

Sorry Dan, but AI cannot fix VZ. Not with you in charge.

Looks like T got rid of all their talent so they could end up like Polaroid . Same dead management style, same ending . Loaded up with cheap H1B labor because that seems to be the new "in" thing. Thats innovation right there . Push bright intelligent people to use AI so that they can start buying tokens from another company eventually. Thats a real future lol. Looking at the stock price , some would say T is about to slip beneath the waves.