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{调取该文章的TAG关键词}|Transfer People with Technology: Hennessy


{调取该文章的TAG关键词}|Transfer People with Technology: Hennessy
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Alphabet Chair John Hennessy shared his insight into technology transfer with TMTPost Group's founder Zhao Hejuan. 

BEIJING, December 13 (TMTPOST) － Google’s parent company Alphabet chair John Hennessy proposed a new concept in technology transfer that revolving around people in his dialogue with TMTPost Group’s founder.
When asked about how scientists and entrepreneurs work together to turn a lab discovery into a product, Hennessy, a computer scientist with expertise in chip design, said that people become “the way” in which technology is transferred from a laboratory to an assembly line.
“You don’t transfer that technology by publications or by technology journal. You transfer with people,” he said, citing a few examples. Bill Hewlett and David Packard left Stanford University to start their computer making company in 1939. Jerry Yang and Dave Filo left to found the website of Yahoo in 1995. Larry Page and Sergey Brin left to create search engine firm Google in 1998. Michael S. Dell and several of his students left to start cloud-computing and virtualization technology company VMware in 1998.
“You can’t just write papers and assume that industry will pick up the technology. The inventors have to be part of that process,” said Hennessy, who was the president of Stanford University from 2002 to 2016.
“The university generated a lot of interesting companies which redefined the entire market, the Internet, and the World Wide Web, search in the case of Google, the personal computer in the case of Apple. Those were concepts that came out of a deep thinking about what goes on in the universities and I think they continue to play that kind of role,” he explained in detail.
In response to a question about the monopoly of U.S. tech giants, Hennessy believed that the business expansion of Silicon Valley companies is based on innovations and organic growth.
He observed that companies like Google, Amazon and Apple grew into large companies by “innovating”, not by acquisitions. “Acquisitions are usually the place in which you worry about monopolies. You worry about somebody buying out a company. A classical example in the U.S. was Standard Oil, which bought out the railroads and unified railroads with the oil business and created a monopoly between the two,” he elaborated.
“But Google, Amazon and Apple have primarily been internal innovations where the companies have grown organically because they've invested in technology and those have been the secret of their success,” he pointed out. “I think that creates an interesting dilemma because you don't want to discourage companies from innovating by making organic investments in the company. That would be a terrible thing for innovation in the contrary.”
“Great companies are built around innovation. Capital is the tool that you use to promote that innovation,” he added.
The computer scientist also contrasted the China model with the U.S. model in terms of technology innovation and replication. He lauded China’s capability in manufacturing.
“China has been exceptional in the development, particularly around manufacturing technologies and high-tech manufacturing. They have done a remarkable job, not only in figuring out how to make that manufacturing efficient, but to do it at very high-quality levels. And they manage the supply chain really well. Right now we see the whole world is in angst over supply chain issues but I know China is doing quite well.
“The U.S. is good at creating the first of something. If it's in software, then it's pretty easy to replicate it. But if it involves hardware, it's a lot harder to replicate because it involves a manufacturing aspect. So I think both of those models can learn from each other and get a better understanding of how to become the initial innovator in the case of China or how to scale up things really efficiently something, which the U.S. outside of the software industry has struggled a bit with,” he said.

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