Adam Lashinsky

ICG wasn't an index fund so much as a collection of venture-capital investments focused on so-called business-to-business Internet companies.

The rap against Tesla has always been of the 'yes, but' variety. Yes, it's a fine artisanal designer and manufacturer of electric cars, and its CEO is one of the few business leaders alive for whom the label 'visionary' isn't hyperbolic.

The cloud, for a while more of a metaphor than a giant business, is re-ordering all sorts of industries.

Broadcom is the descendent of a nearly 60-year-old unit of the original Hewlett-Packard. Semiconductor companies are like enterprise software companies: they don't die easily.

Cannibalization is by far the most difficult feat any established, successful company can pull off.

As China's retailing champion, Alibaba makes Amazon look like a company that carefully picks its spots. Sure, Amazon does e-tailing. So does Alibaba.

Alphabet would be a holding company to house its wackier or noncore efforts - like its Verily life sciences, Waymo self-driving cars, and Loon Internet balloon projects - while Google's advertising-oriented business would stand apart and continue to drive the company's finances.

If you crave further confirmation that Silicon Valley is a magical place where magical thinking reigns, consider the tale of Roku, the video streaming company that filed to go public Friday, when alert people everywhere were headed out for a long weekend.

The creation of the 'Goldie Scholars' program is an acknowledgment that knowledge isn't enough.

Global affairs consultant Ian Bremmer, founder of the Eurasia Group, has started a newsletter called 'Signal,' aimed at millennials. For years, Bremmer has written a maddeningly all-lowercase yet fascinating weekly newsletter on geopolitics.

For years now, we've been hearing about how China is the great copycat nation, the manufacturer of designs drawn up in other countries, and then an imitator for its own products. That's been true, as the developing country followed a path that Japan and then Korea plowed before it.

Dynamic pricing - charging more when goods and services are in high demand and short supply and less when the opposite is true - isn't new. Gasoline retailers, hoteliers, and airlines have been deploying the technique for years.