Calender

April 2010
S M T W T F S
« Feb   Jun »
 123
45678910
11121314151617
18192021222324
252627282930  

NAVIGATION EXPLAINED:

Blog categories are located in the top navigation bar. Static pages are located in the lower navigation bar.

Silicon Valley may become Graphene Gulch

Some day you may see a workman replacing a location sign designating Silicon Valley. In its place the new sign could read Nanotube Valley, or maybe Graphene Gulch. That is improbable at best, but could be more accurate. Researchers are anticipating the day when it will be impossible to further miniaturize silicon transistors, and are developing alternative materials.


 

Candidates currently being explored in labs are gallium arsenide, graphene, and carbon nanotubes. Engineers hope that transistors made from these materials will be smaller, faster, and more energy efficient than silicon.


 

The MIT Technology Review commented, “It’s still uncertain what will ultimately replace silicon. But this once dominant material is already looking too fragile, too power hungry, and too expensive to drive our computers forever.”


 

Michael Mayberry, director of components research at Intel, says,”We need to add more materials to the tool box.” Intel has developed expertise in compound semiconductors, such as gallium arsenide. IBM has made transistors from graphene. At Stanford work is going forward on cylindrical molecules of carbon.


 

One challenge, according to the MIT Review is to make new materials work with the infrastructure built for silicon, which represents billions of dollars in investment for chip makers and their huge fabrication plants.


 

Silicon makes up about 25% of the Earth’s crust and is the second most abundant element in the crust after oxygen. It is widely used in semiconductors, most importantly integrated circuits or microchips. It is also an essential element in biology, but only tiny traces of it appear to be required by animals.

 

 

Death by a thousand cuts

photo-rethink-bloody-knife-4For about a thousand years prior to the 20th century the Chinese used a form of execution known as death by a thousand cuts. That is an apt description of the consequences of the business as usual practices of many companies facing today’s challenges.For example, many executives function as though they were still in an era of mass markets, mass media, and impersonal transactions. According to an article in the Harvard Business Review, “Yet never before have companies had such powerful technologies for interacting directly with customers, collecting and mining information about them, and tailoring their offerings accordingly. And never before have customers expected to interact so deeply with companies, and each other, to shape the products and services they use.”

The Harvard article cautioned, “To compete in this aggressively interactive environment, companies must shift their focus from driving transactions to maximizing customer lifetime value. That means making products and brand subservient to long-term customer relationships. And that means changing strategy and structure across the organization-and reinventing the marketing department altogether.”

Another problem challenging management is worker dissatisfaction. A recent Conference Board survey found only 45 percent of Americans are satisfied with their work. Hard driving old school executives might just shrug this off, but the consequences can be dire.

The Conference Board commented, “If the job satisfaction trend is not reversed it could stifle innovation and hurt America’s competitiveness and productivity. And it could make unhappy older workers less inclined to take the time to share their knowledge and skills with younger workers.”

Another Harvard Business Review article cataloged executive regrets about not moving fast enough on corporate transformation. “They wish they had unified the leadership team right away. They wish they had engaged employees sooner and quickly drummed up support for the new vision. They wish they had had generated some visible returns early on, to accelerate the commitments and reinforce the expectations of employees, customers, suppliers, and investors.”