Deliberate Internet Shutdowns

I deliberately left out specific guidance because I wanted exactly the kind of responses we've seen here: a healthy mixture of takes from different backgrounds and perspectives, as well as the opportunity for fatalists to out themselves with the well-tread "just how it is"/"nothing we can do" schtick these sorts of posts tend to encourage. The discussion was the point, and I love seeing the back-and-forth folks have engaged with here over a very broad opinion of mine.

What I'll leave everyone here with is something that's kept me afloat during my own dark times, far, far darker times than we see now:

Just because everything works that way today, doesn't mean it'll work that way tomorrow. None of today was inevitable yesterday, and none of tomorrow is written in stone today. One individual can't fix the world, but enough of us together, focused on a glut of smaller changes, targeting specific problems, acting in concert despite being individuals? That is what drives meaningful change. That is what defines tomorrow.

Don't fret that you can't overturn colossal problems alone. Stop worrying that things have grown too complicated to fix easily. Focus instead on building a community, a movement, an orchestra of change towards causes you believe in. Build more things and share them with others. Do things specifically because you find value in them, even - and especially - if "free markets" or VCs don't. The more you build that you can share, the wider the audience you can reach with your passions, the easier it is to change things for the better.

Immiseration, complexity, monopoly, centralization: they're choices, not inevitabilities.

In general it's the opposite: Internal politics destroys value and a single point of failure is a business risk even if you own it because failure is rarely intentional.

As an example of the first, Kodak invented digital cameras but then failed to capitalize on them because it would have cannibalized their film business, and now their film business is dead anyway but so is the entire company. As an example of the second, Intel has vertically integrated fabs but now that their fabs are behind it's sinking the rest of the company. You could tell a similar story about AMD a decade and a half ago and spinning off their fabs is a big part of what saved them. IBM was also a big vertically integrated monster back in the day and they got out-competed by, well, everybody, and now they're a hollowed out consultancy.

The way out of this for a large conglomerate is to not take internal dependencies. So for example, Samsung makes both DRAM and devices, and they typically use their own DRAM in their own devices. But it's industry standard DRAM that they sell to anyone who is willing to pay them for it, and if Samsung's DRAM fabs all got destroyed by a natural disaster or their technology fell behind for some reason, their device units could immediately switch to a competitor until their DRAM unit got their house back in order. Likewise, if their consumer devices became uncompetitive their DRAM unit could still sell to the rest of the market because they're not fully beholden to a single internal customer. And having that serves as a canary; Intel didn't have external fab customers so it didn't notice them switching to TSMC, which would otherwise have been a red flag.

The "problem" is that you need to have some foresight. Everything's great until it isn't. If a company waits until one of the internal units has a problem before realizing that it's a single point of failure for other business units, it's too late to redesign the ship after you've already hit the iceberg.