Earlier quoted context omitted.
The challenge even when "VCs do what China does and start pouring money into hard stuff, not just fluffy software" is that like Feynman's There's Plenty of Room at the Bottom observation, there is plenty of innovation room in the intricacies of "low-end", "low-margin" manufacturing. Divorcing that operational, get-your-hands-dirty aspect from your business closes off insights that arise from the ongoing software-eats…
It's amazing that pretty much every economist, journalist, business school professor and overpaid McKinsey consultant miss this critical point about how innovation works.
Somehow the innovation spurred by capitalism from the freewheeling, chaotic free market is suddenly amenable when it crosses the corporate threshold to sprints, top-down grand corporate architectural visions, and five-year plans. I wish as much as anyone innovation wasn't such a massively, messily, wasteful, organic process. But after decades of experience bashing my head against the wall with everyone else trying the top-down, bottle-it-up-and-sell-it hopeium, I've been pleasantly surprised with "letting go" and letting the "floor" mix it up, take input from it, feed back into it, and create a constantly-boiling stew of ideas. The finance management part in me has to be locked away in the padded cell here and there for their own good, but they and I can't argue with the results.