Because Wikipedia is a process, not a product, it replaces guarantees offered by institutions with probabilities supported by process: if enough peop… - Clay Shirky

[an Ontario-based bus company] Trentway-Wagar was arguing that because carpooling used to be inconvenient, it should always be inconvenient, and if that inconvenience disappeared, then it should be reinserted by legal fiat. Curiously, an organization that commits to helping society manage a problem also commits itself to the preservation of that same problem, as its institutional existence hinges on society’s continued need for its management. Bus companies provide a critical service—public transportation—but they also commit themselves, as Trentway-Wagar did, to fending off competition from alternative ways of moving people from one place to another.

The problem with alchemy wasn’t that the alchemists had failed to turn lead into gold—no one could do that. The problem, rather, was that the alchemists had failed uninformatively. As a group, the alchemists were notably reclusive; they typically worked alone, they were secretive about their methods and their results, and they rarely accompanied claims of insight or success with anything that we’d recognize today as documentation, let alone evidence. Alchemical methods were hoarded rather than shared, passed down from master to apprentice, and when the alchemists did describe their experiments, the descriptions were both incomplete and vague. As Boyle himself complained of the alchemists’ publications, “Hermetic Books have such involved Obscuritys that they may justly be compared to Riddles written in Cyphers. For after a Man has surmounted the difficulty of decyphering the Words & Terms, he finds a new & greater difficulty to discover the meaning of the seemingly plain Expression.”

Wiko, a French phone company, went from concept to company when the founders were shopping for parts in Shenzhen (as one does). Wiko had trouble raising money—few investors believed a new European phone company could succeed—so they took an investment from the Chinese manufacturer Tinno Mobile. Wiko is thus mostly Chinese, both owned and supplied by Tinno, but given its thin veneer of French design and marketing it looks like a local firm to the French. The resulting excitement over Wiko as a homegrown business helped them to become the second largest phone vendor in France (after Samsung, as usual). This preserves the pattern of “designed elsewhere, made in China,” but with the twist that ownership, not just sourcing and manufacturing, has now moved to China as well.