Philippa Kaur

THE MIDDLE EAST is something of a tech desert. One company trying to change this is G42, founded six years ago in the United Arab Emirates (UAE). More recently the state-backed firm has turned into the nerve centre of Emirati ambitions to become an AI powerhouse—and to spread the country’s broader influence in its neighbourhood and beyond. But rather than creating its own large language models (LLMs) of the sort that underpin AIs like ChatGPT, G42 wants to achieve this goal by developing the infrastructure of the AI economy and the real-world applications of the technology in industries such as health care and energy.Even by AI’s frenetic standards G42 has had a busy couple of years. It has struck deals with OpenAI, creator of ChatGPT, and with Cerebras, a chipmaking upstart, to construct a new supercomputer. It is erecting data centres to accommodate vast cloud-computing workloads. It has teamed up with AstraZeneca, a European drugmaker (to manufacture “innovative” medicines in the UAE), and with the Mercedes Formula One racing team (for reasons that are vaguer still). Through investment vehicles co-founded with Mubadala and ADQ, two Emirati sovereign-wealth funds, it is also placing multibillion-dollar bets on startups around the world. And in April it found itself on the receiving end of a $1.5bn investment from Microsoft, the $3trn software behemoth whose own partnership with OpenAI has put it at the sharp end of the AI revolution. More

THE MANAGERS of Saudi Aramco could have the cushiest jobs in the energy business. The state-run oil colossus produces 9m barrels of oil a day, more than any other firm and nearly a tenth of the world’s total (see chart 1). It boasts by far the largest remaining proven reserves of the stuff, which would last into second half of the century at current pumping rates. Its piddling production costs of $3 a barrel, a tenth of what many Western private-sector rivals must content themselves with, allowed it to generate an eye-watering $282bn in total net profit over the past two years. And though its oil burns as dirtily as any other, Aramco emits less carbon liberating it from geological formations than competitors do. That makes the company’s product appealing in a world increasingly concerned about global warming but still hooked on hydrocarbons.As less generously endowed rivals fall by the wayside, Aramco’s market share would, in other words, be almost certain to rise with a few modest investments in maintaining reservoirs. Yet the company’s employees are busier than ever. That is because Aramco is the linchpin of the strategy of Muhammad bin Salman, Saudi Arabia’s crown prince and de facto ruler, to end his country’s reliance on oil, diversify its economy and decarbonise its energy production. More

IT WAS A bitter farewell. On May 25th Luciano Benetton, the 89-year-old eponymous co-founder, with his three siblings, of the maker of colourful jumpers, told Corriere della Sera, an Italian daily, that he would step down as chairman. Signor Luciano, as he is known, explained that he felt “betrayed” by Massimo Renon, the firm’s chief executive. Mr Renon was, in Mr Benetton’s telling, insufficiently transparent about a pre-tax “hole” of some €100m ($108m). That lack of transparency, and Benetton’s threadbare results, provoked the near-nonagenarian to throw in the towel. For the first time since its creation in 1965, Benetton will have to make do without a Benetton. The company says that Mr Renon did not break any rules or laws. On May 28th its board approved the financial statement for 2023. Revenue was €1.1 bn, with a net loss of €230m. Still, on the same day it said that Mr Renon would be replaced by Claudio Sforza, a restructuring expert with no experience in fashion but plenty in the turnaround of struggling firms. More

IMAGINE MEETING a stranger at a party. What makes for a successful encounter? Lesson one is to heed the wisdom of a shampoo commercial from the 1980s: you never get a second chance to make a first impression. Lesson two is to remember that you do not need to wear a beret or a fur stole in order to stand out. Lesson three is not to forget that what you leave out matters as much as what you say.These same principles, it turns out, apply to writing a CV. A resumé is not a list of every job you ever had. It is not your autobiography. It is, like that hair-care advert, a marketing tool. Your audience is made up of recruiters and hiring managers. Like cocktail-party guests, they do not take a long time to decide if they want to keep talking. According to one study, such professionals spend an average of 7.4 seconds skimming a job application. Your guest Bartleby has a few tips on how best to ensure that these seconds count. More

There is a wry sense of seen-it-all-before in the crucible of the world’s semiconductor industry. When your columnist took the bullet train to Hsinchu Science Park, home to Taiwan Semiconductor Manufacturing Company (TSMC), the world’s biggest chip producer, on May 24th, China was simulating a military encirclement of Taiwan in waters not far over the horizon. An invasion would be cataclysmic. A blockade could starve the island of vital energy resources. Even cyber-attacks could be crippling. Yet after decades of belligerence, many Taiwanese greet such threats with a shrug. “It’s nothing new to me,” chuckles one seasoned chip executive. “Since 1996 China has been throwing missiles.”Semiconductor executives to whom Schumpeter spoke on a tour of Taiwan, South Korea and Japan are not nearly as relaxed about America’s economic manoeuvres against China, though. They say sanctions, subsidies, tariffs and other blunt instruments of geopolitical rivalry and industrial policy may have strategic logic. But they jeopardise one of the miracles of modern technology: the fragile semiconductor supply chain that stretches from East Asia to America and Europe, with Taiwan at its crux. Along it silicon wafers are made and polished, etched with billions of nanometre-size transistors, sliced into microchips and packaged into the brain cells of the digital age. It is a process masterfully honed to combine government support with the invisible hand of the free market. The chip war threatens to bludgeon it. More

FOR YEARS ExxonMobil was the top dog among the world’s private-sector oil companies. It was the biggest of the Western majors, and the best-managed. It regularly posted higher returns on capital than its peers and enjoyed superior stockmarket valuations. This led to an arrogance among its chief executives that infuriated not just greens but even other oilmen. In 2003 Lee Raymond, a former boss with a ferocious temper, bragged that “everyone at this company works for the general good—and I’m the general of that general good.”More recently ExxonMobil appeared to have lost some of this braggadocio. Between 2016 and 2020, together with the rest of the industry, it eked out meagre returns as oil prices languished. At the same time it was hounded by climate activists and asset managers concerned about environmental, social and governance (ESG) issues. The lowest point came three years ago when it suffered an unprecedented defeat at the hands of Engine No.1, an obscure activist fund that managed to get three climate-minded directors elected to its board. More

Every day seems to bring fresh bets on artificial intelligence (AI). In the past few weeks CoreWeave, an AI cloud-computing company, and H, a French AI startup, have raised hefty sums of money. On May 26th it was Elon Musk’s turn. The tech billionaire’s startup, christened xAI, said it had raised $6bn at a valuation of $24bn. Investors include Silicon Valley stalwarts such as Sequoia Capital and Andreessen Horowitz, two venture-capital (VC) giants, and an investment fund with ties to the Saudi royal family. Their backing puts xAI’s firepower in the big leagues, alongside model-builders such as OpenAI, the creator of ChatGPT, and Anthropic (see chart). Can Mr Musk compete with the AI superstars?This is not his first foray into AI. Mr Musk co-founded OpenAI, then left after falling out with Sam Altman, its boss. In April he told investors that Tesla, his electric-vehicle maker, should be viewed as an AI firm. Never one for modest ambitions, Mr Musk wants his latest venture, which he launched last July, to “advance our collective understanding of the universe”. More

Not since the 1980s have Japanese businesses generated so much excitement. Japanese companies’ profit margins have doubled in the past decade or so. They are forking out twice as much to their owners in the form of dividends and share buy-backs as they did ten years ago. Shareholder-friendly changes to corporate governance in Japan have caused foreign investors to flock to the country once again. Having languished for decades, the Nikkei 225 index, which tracks the value of the country’s largest listed firms, is up by 25% over the past year (see chart 1). In February it at last exceeded the record it set in 1989, just before Japan’s bubble burst.Much of this success reflects Japan Inc’s transformation over the past 35 years. Faced with economic torpor at home, brought on by the stockmarket crash and an ageing population, Japan’s industrial giants have spent the past few decades hunting for growth abroad. In 1996 revenue booked by the foreign subsidiaries of Japanese manufacturers was just 7% of their total sales. Last year that figure reached 29%, a record high. More