HYDITEX CORPORATION helps customers to identify explosion-proof equipment and hydrogen energy trends and trends, identify customer problems, staff development, solve problems of attracting new technologies, conduct the necessary research and development (R&D), and turn all customer ideas into a project into reality.
In today's interconnected global environment, organizations of all types and sizes are increasingly dependent on technology. Technology is essential to maintain productivity, control costs, ensure safety, stay competitive. Technology is becoming extraordinarily complex and changing rapidly. Technology investment management helps industry address the challenges of attracting new technologies. Only a competent set of measures for enterprises introducing new technologies can reduce costs and accelerate capital turnover.
The trend towards a worldwide transition to the netzero concept leads to an increasing use of hydrogen, as a fuel in the energy sector, but also in the chemical industry. For example, geological hydrogen is a clean energy source in general. More work needs to be done to assess the impact of geological hydrogen mining and how energy intensive it is. New technologies and methodologies can speed up the process of producing and extracting pure hydrogen.
The industrial R&D LABORATORIES
Once, small firms centred on inventors were responsible for most of our innovation. And then for a period, this changed: many of the best new products, tools, and ideas came from research labs within large corporations. This period also happened to be the era when scientific, technological, and economic productivity sped forward at its fastest ever clip. The fruitful period was over and we returned to a situation where small companies and small-business-like teams at universities developed innovations outside of large companies and sold them in a market for ideas. Though we might enjoy the innovation created by small flexible firms, we should not dismiss the contributions made by large corporate labs.
In the absence of large firm innovations we now have an innovation system where start-ups and small teams, whether private sector or academic, do most early stage innovation. These teams then sell their work to larger ventures, enabled by the patent system, are acquired wholesale, or more rarely scale up, funded by venture capital, to become large businesses themselves. Like in the first major era of commercial invention and science, a large patent industry has grown to adjudicate claims, and get around the key problem of contracting in a knowledge economy: to reveal your ideas without protection is tantamount to giving them away for nothing.
In many ways, an innovation system based around an open market for ideas, with the division of labour between specialised firms, rather than specialised teams within firms, is attractive. It seems obvious that small new ventures can be more flexible and adapt to new situations as they arise, and perhaps come up with new ideas more rapidly than big incumbents. But there are several reasons why our current model may not be delivering. One is that disintegrated businesses have less incentive to research general purpose technologies. But large vertically integrated companies may have just enough to make it worthwhile, because they can hold on to and use more of the benefits of new discoveries that smaller firms would not be able to capture, even with robust intellectual property protections. Large vertically integrated companies work on more systematic innovations. Labs, compared to university researchers, also maintain a constant link with delivering value and, ultimately, profitability. University incentive, prestige, and funding regimes suffer from the standard problems around non-profits.
Labs also have more incentives towards multidisciplinarity. Since researchers are trying to achieve concrete goals there is less of a tendency towards the hyper specialisation and status competition of universities. Startups may be unable to generate funding in advance for many different types of researcher to work together before they have already had success—and ideas may not be easily separable into single patents they can sell on. Historical success with labs has involved blends of different expertise.
There is a promising spark of big lab activity. The new industrial laboratories funds ‘moonshot’ high-risk, high-reward, ideas. The confidence of modern big businesses that they can benefit from the technologies they develop is the main reason they spend so much time on innovation.
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