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Money, Funny-Money, & Crypto

Money, Funny-Money, & Crypto

Authored by Alasdair Macleod via GoldMoney.com,

That the post-industrial era of fiat currencies is coming to an end is becoming a real possibility. Major economies are now stalling while price inflation is…

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Money, Funny-Money, & Crypto

Authored by Alasdair Macleod via GoldMoney.com,

That the post-industrial era of fiat currencies is coming to an end is becoming a real possibility. Major economies are now stalling while price inflation is just beginning to take off, following the excessive currency debasement in all major jurisdictions since the Lehman crisis and accelerated even further by covid.

The dilemma now faced by central banks is whether to raise interest rates sufficiently to tackle price inflation and lend support to their currencies, or to take one last gamble on yet more stimulus in the hope that recessions can be avoided.

Politics and neo-Keynesian economics strongly favour monetary inflation and continued interest rate suppression. But following that course leads to the destruction of currencies. So, how should ordinary people protect themselves from currency risk?

To assist them, this article draws out the distinctions between money, currency, and bank credit. It examines the claims of cryptocurrencies to be replacement money or currencies, explaining why they will be denied either role. An update is given on the uncanny resemblance between current neo-Keynesian monetary inflation and support for financial asset prices, compared with John Law’s proto-Keynesian policies which destroyed the French economy and currency in 1720.

Assuming we continue to follow Law’s playbook, an understanding why money is only physical gold and silver and nothing else will be vital to surviving what appears to be a looming crisis in financial assets and currencies.

Introduction

With the recent acceleration in the growth of money supply it is readily apparent that government spending is increasingly financed through monetary inflation. Those who hoped it would be a temporary phenomenon are being shown to have been overly optimistic. The excuse that its expansion was only a one-off event limited to supporting businesses and consumers through the covid pandemic is now being extended to seeing them through continuing logistics disruptions along with other unexpected problems. We now face an economic slowdown which will reduce government revenues and, according to policy planners, may require additional monetary stimulation to preclude.

Along with never-ending budget deficits, for the foreseeable future monetary inflation at elevated levels is here to stay. The threat to the future purchasing power of currencies should be obvious, yet few people appear to be attributing rising prices to prior monetary expansion. David Ricardo’s equation of exchange whereby changes in the quantity of money are shown to affect its purchasing power down the line has disappeared from the inflation narrative and is all but forgotten.

That the users of the medium of exchange ultimately determine its utility is ignored. It is now assumed to be the state’s function to decide what acts as money and not its users. Instead, we are told that the state’s fiat currency is money, will always be money and that prices are rising due to failures of the capitalist system. Central to the deception is to call currency money, and to persist in describing its management by the state as monetary policy. And money supply is always the supply of fiat currency in all its forms.

That these so-called monetary policies have failed and continue to do so is becoming more widely appreciated. It is the anti-capitalistic attitude of state planners which absolves them from the blame of mismanaging the relationship between their currencies and economies by blaming private sector actors when their policies fail. Instead of acting as the people’s servants, governments have become their controllers, expecting the public’s sheep-like cooperation in economic and monetary affairs. The state issues its currency backed by unquestioned faith and credit in the government’s monopoly to issue and manage it. Seeming to recognise the potential failure of their currency monopolies many central banks now intend to issue a new version, a central bank digital currency to give greater control over how citizens use and value it.

Without doubt, the dangers from fiat currency instability are increasing. Never has it been more important for ordinary people, its users, to understand what real money constitutes and its difference from state-issued currencies. Not only are new currencies in the form of central bank digital currencies being proposed but some suggest that distributed ledger cryptocurrencies, which are beyond the control of governments, will be adopted when state fiat currencies fail, an eventual development for which increasing numbers of people expect.

The currency scene is descending into a confusion for which policy planners are unprepared. Fiat currencies are failing, evidenced by declining purchasing power. Not only is it the lesson of history; not only are governments resorting to the printing press or its digital equivalent, but it is naïve to think that governments desire monetary stability over satisfying the interests of one group over those of another. By suppressing interest rates, central banks favour borrowers over depositors. By issuing additional currency they transfer wealth from their governments’ electors. The transfer is never equitable either, with early receivers of new currency getting to spend it before prices have adjusted to accommodate the increased quantity in circulation. Those who receive it last find that prices have risen because of currency dilution while their income has been devalued. The beneficiaries are those close to government and the banks who expand credit by ledger entry. The losers are the poor and pensioners — the people who in democratic theory are more morally entitled to protection from currency debasement than anyone else.

The true role of money

In the late eighteenth century, a French businessman and economist, Jean-Baptiste Say, noticed that when France’s currencies failed during the Revolution, people simply exchanged goods for other goods. A cobbler would exchange the shoes and boots he made for the food and other items he required to feed and sustain his family. The principles behind the division of labour had continued without money. But it became clear to Say that the role of money was to facilitate this exchange more efficiently than could be achieved in its absence. For Keynesian economists, this is the inconvenient truth of Say’s law.

The division of labour, which permits individuals to deploy their personal skills to the greatest benefit for themselves and therefore for others, remains central to the commercial actions of all humanity. It is the mainspring of progress. A medium of exchange commonly accepted by society not only facilitates the efficient exchange of goods produced through individual skills but it allows a producer to retain money temporarily for future consumption. This can be because he has a surplus for his immediate requirements, or he decides to invest it in improving his product, increasing his output, or for other purposes than immediate consumption.

Whether it is a corporation, manager, employee, or sole trader; whether the product be a good or a service— all qualify as producers. Everyone earning a living or striving to make a profit is a producer.

Over the many millennia that have elapsed since the end of barter, people dividing their labour settled on metallic money as the mediums of exchange; recognisable, divisible, commonly accepted, and being scarce also valuable. And as civilisation progressed gold, silver, and copper were coined into recognisable units. These media of exchange in their unadulterated form were money, and even though they were stamped with images of kings and emperors, they were no one’s liability.

Nowadays, humans across the planet still recognise physical gold and silver as true money. But it is a mistake to think they guarantee price stability — only that they are more stable than other media of exchange, which is why they have always survived and re-emerged after alternatives have failed. This is the key to understanding why they guaranteed money substitutes, notably through industrial revolutions, and remain money to this day.

Britain led the way in replacing silver as its long-standing monetary standard with gold, relegating silver to a secondary coinage. In 1817 the new gold sovereign was introduced at the exchange rate equivalent of 113 grains (0.2354 ounces troy) to the pound currency. A working gold standard, whereby bank notes were exchangeable for gold coin commenced in 1821, remaining at that fixed rate until the outbreak of the First World War in 1914.

By 1900, the gold standard had international as well as domestic aspects. It implied that nations settled balance of payment differences with each other in gold, although in practice this seems to have happened relatively little.

Many smaller nations, while having domestic gold circulation, did not bother to keep physical gold in reserve, but held sterling balances which, again, were regarded as being as good as gold. The Bank of England had a remarkably small reserve of under 200 tonnes in 1900, compared with the Bank of France which held 544 tonnes, the Imperial Bank of Russia with 661 tonnes, and the US Treasury with 602 tonnes. But even though remarkably little gold was held by the Bank of England, over 1,400 tonnes of sovereign coins had been minted in Australia and the UK and were in public circulation. Therefore, some £200m of the UK and its empire’s money supply was in physical gold (the equivalent of £62bn at today’s prices).

The relationship between gold and prices

Metallic money’s purchasing power fluctuates, influenced by long-term factors such as changes in mine output and population growth. Gold is also held for non-monetary purposes such as jewellery though the distinction between bullion held as money and jewellery can be fuzzy. A minor use is industrial. The degree of coin circulation relative to the quantity of substitutes also affects its purchasing power, as experience from nineteenth century Britain attests.

The economic progress of the industrial revolution increased the volume of goods relative to the quantity of money and money-substitutes (bank notes and bank deposits subject to cheques), so the general level of producer prices declined, even though they varied with changes in the level of bank credit. That generally held until the late-1880s, when bank credit in the economy expanded on the back of increased shipments of gold from South Africa. Furthermore, a combination of rising demand for industrial commodities through economic expansion of the entire British empire and more currencies linking themselves to gold indirectly via managed exchange rates against pounds and other gold-backed currencies all contributed to reverse the declining trend of wholesale prices between 1894—1914.

Consequently, wholesale prices no longer declined but tended to increase modestly. This is shown in Figure 1.

Figure 1 also explodes the myth in central bank monetary policy circles that varying interest rates controls money’s purchasing power by “pricing” money.

Demand for credit is set by the economic calculations of businessmen and entrepreneurs, not idle rentiers as assumed by Keynes who named this paradox after Arthur Gibson, who pointed it out in 1923. The explanation eluded Keynes and his followers but is simple. In assessing the profitability of production, the most important variable (assuming that the means of production are readily available) is anticipated prices for finished products. Changes in borrowing rates, reflecting the affordability of interest that could be paid therefore do not precede changes in prices but follow changes in prices for this reason.

While fluctuations in the sum of the quantities of money, currency and credit affect the general level of prices, there is an additional effect of the value placed on these components by its users. History has demonstrated that the most stable value is placed on gold coin, which is what qualifies it as money. It has been said that priced in gold a Roman toga 2,000 years ago cost the same as a lounge suit today. But we don’t need to go back that far for our evidence. Figure 2 shows WTI oil priced in dollars, the world’s reserve currency, and gold both indexed to 1986. Clearly, the dollar is significantly less reliable than gold as a stable medium of exchange.

So long as gold is freely exchangeable for currency, this stability is imparted to currency as well. When it is suspected that this exchangeability is likely to be compromised, coin becomes hoarded and disappears from circulation. The purchasing power of the currency then becomes dependent on a combination of changes in its quantity and changes in faith in the issuer. Bank deposits face the additional risk of faith in the bank’s ability to pay its debts.

In summary, the general level of prices tends to fall gradually over time in an economy where gold coin circulates as the underlying medium of exchange, and when faith in the currency as its circulating alternative is unquestioned. The existence of a coin exchange facility lifts the purchasing power of the currency above where it would otherwise be without a functioning standard. Even when gold exchange for a fiat currency becomes restricted, the purchasing power of the currency continues to enjoy some support, as we saw during the Bretton Woods Agreement.

The distinction between money and currency

So far, we have defined money, which is metallic and physical. Now we turn to what is erroneously taken to be money, which is currency. Originally, the dollar and pound sterling were freely exchangeable by its users for silver and then gold coin, so state-issued currencies came to be assumed to be as good as money. But its exchangeability diminished over time. In the United Kingdom exchangeability of sterling currency for gold coin ceased with the outbreak of hostilities in 1914, though sovereigns still exist as money officially today. They are simply subject to Gresham’s law, driven out of general circulation by inferior currency. The post-war gold standard of 1925-32 was a bullion standard whereby only 400-ounce bars could be demanded for circulating currency, which failed to tie in sterling to money proper.

In the United States, gold coin was exchangeable for dollars in the decades before April 1933 at $20.67 to the ounce. Bank failures following the Wall Street crash encouraged citizens to exchange dollar deposits for gold, and foreign holders of dollar deposits similarly demanded gold, leading to a drain on American gold reserves. By Executive Order 6102 in April 1933 President Roosevelt banned private sector ownership of gold coin, gold bullion and gold certificates, thereby ending the gold coin standard and forcing Americans to accept inconvertible dollar currency as the circulating medium of exchange. This was followed by a devaluation of the dollar on the international exchanges to $35 to the ounce in January 1934.

The entire removal of money from the global currency system was a gradual process, driven by a progression of currency events, until August 1971 when President Nixon ended the Bretton Woods Agreement. From then on, the US dollar became the world’s reserve currency, commonly used for pricing commodities and energy on international markets. But following the Nixon shock, the dollar had become purely fiat.

Unlike gold coin, which has no counterparty risk, fiat currency is evidence of either a liability of an issuing central bank or of a commercial bank. It is not money. The fact that money, being gold or silver coin does not commonly circulate as media of exchange, cannot alter this fact. Since the dawn of modern banking with London’s goldsmiths in the seventeenth century, who deployed ledger debits and credits, most currency entitlements have been held in bank deposits, which are not the property of deposit customers, being liabilities of the banks and owed to them. It started with depositors placing specie with goldsmiths or transferring currency to them from other accounts on the understanding a goldsmith would deploy the funds so acquired to obtain sufficient profit to pay a 6% interest on deposits. To earn this return, it was agreed by the depositor that the funds would become the goldsmith’s property to be used as the goldsmith saw fit.

Goldsmiths and their banking successors were and still are dealers in credit. As the goldsmiths’ banking business evolved, they would create deposits by extending credit to borrowers. A loan to the borrower appeared as an asset on a goldsmith’s balance sheet, which through double-entry book-keeping was balanced by a liability being the deposit facility from which the borrower would draw down the loan. Thus, money and currency issued by banks as claims upon them were replaced entirely by book-entry liabilities owed to depositors, encashable into specie, central bank currency or banker’s cheque only on demand.

Through the expansion of bank credit, which is matched by the creation of deposits through double-entry book-keeping, commercial banks create liabilities subject to withdrawal as currency to this day. That there is an underlying cycle of expansion and contraction of bank credit is evidenced by the composite price index and bond yields between 1817 and 1885 shown in Figure 1 above. But so long as money, that is gold coin, remained exchangeable with currency and bank deposits on demand, fluctuations in outstanding bank credit only had a relatively short-term effect on the general level of prices. And as explained above, the expansion of the quantity of above-ground gold stocks from South African mines in the late 1880s contributed to the general level of prices increasing in the final decade of the nineteenth century until the First World War.

Following the Great War, the earlier creation of the Federal Reserve Board in the United States led to the expansion of circulating dollar currency, fuelling the Roaring Twenties and the Wall Street bubble, followed by the Wall Street crash and the depression. These calamities were the inevitable consequence of excessive credit creation in the 1920s. The error made by statist economists at the time (and ever since) was to ignore what caused the depression, believing it to be a contemporaneous failure of capitalism instead of the consequence of earlier currency debasement and interest rate suppression. From then on, this error has been perpetuated by statists frustrated by the discipline imposed upon them by monetary gold. The solution was seen to be to remove money from the currency system so that the state would have unlimited flexibility to manage economic outcomes.

With America dominating the global economy after the First World War, her use of the dollar both domestically and internationally had begun to dominate global economic outcomes. The errors of earlier currency expansion ahead of and during the Roaring Twenties, admittedly exacerbated by the introduction of farm machinery, led to a global slump in agricultural prices the following decade. And the additional error of Glass Stegall tariffs collapsed global trade in all goods.

Following the Second World War, secondary wars in Korea and Vietnam led to exported dollars being accumulated and then sold by foreign central banks for American’s gold reserves. In 1948, America had 21,628.4 tonnes of gold reserves, 72% of the world total. By 1971, when the facility for central banks to encash dollars for gold was suspended, US gold reserves had fallen to 12,398 tonnes, 34% of world gold reserves. Today it stands officially at 8,133.5 tonnes, being less than 23% of world gold reserves — figures independently unaudited and suspected by many observers to overstate the true position.

The consequences of currency expansion for the relationship between money and currency since the two were completely severed in 1971 is shown in Figure 3.

Since 1960 (the indexed base of the chart) above-ground gold stocks have increased from 62,475 tonnes by about 200% to 189,000 tonnes — offset to a large degree by world population growth.[iv] M3 broad money has increased by 70 times, the disparity in these rates of increase being adjusted by the increase in the dollar price of money, with the dollar losing 98% of its purchasing power relative to gold. By basing the chart on 1960 much of the currency expansion which led to the collapse of the London gold pool in the mid-1960s is captured, illustrating the strains in the relationship that led to the Nixon shock.

The rival status of cryptocurrencies

Over the last decade, led by bitcoin cryptocurrencies have become a popular hedge against fiat currency debasement. Bitcoin has a finite limit of 21 million coins, having less than 2¼ million yet to be mined. And of those issued, some are irretrievably lost, theoretically adding to their value.

Fans of cryptocurrencies are unusual, because they have grasped the essential weakness of state-issued fiat currencies ahead of the wider public. Armed with this knowledge they claim that distributed ledger technology independent from governments will form the basis of tomorrow’s money. It has led to a speculative frenzy, driving bitcoin’s price from a reported 10,000 for two pizzas in 2010 (therefore worth less than a cent each) to over $60,000 today. If, as hodlers hope, bitcoin replaces all state-issued fiat currencies when they fail, then the increase in its dollar value has much further to go.

In theory there are reasons that bitcoin and similar cryptocurrencies can become media of exchange in a limited capacity, but never money, the basis that all currencies referred to for their original validity. Indeed, some transactions following the original pizza purchase have occurred since, but they are very few.

The reasons bitcoin or rival cryptocurrencies are unlikely to be accepted widely as currencies, let alone as a replacement for money, are best summed up in the following bullet points.

  • To replace money, as opposed to currencies, bitcoin would have to be accepted as a replacement for both gold and silver. Beyond the imagination of tech-savvy enthusiasts, making up perhaps less than one in two hundred transacting humans, it is impossible to see bitcoin achieving this goal, because they represent a vanishingly small number of the global population. There can be little doubt that if fiat currencies lose their utility the overwhelming majority of transacting individuals will desire physical money, and not another form of digital media, which currencies in the main and cryptocurrencies have become.

  • Despite the advance of technology not everyone yet possesses the knowledge, media, or the reliable electricity and internet connections to conduct transactions in cryptocurrencies. Remote theft of them is easier and more profitable than that of gold and silver coin. Cryptocurrencies are too dependent on undefinable risk factors for transactional ubiquity.

  • The number of rival cryptocurrencies has proliferated. It is estimated that there are now over 6,800 in existence compared with 180 government-issued currencies. They represent both an inflation of numbers and values, which if unsatisfied already makes the seventeenth century tulip mania look like to have been a relatively minor speed bump in comparison. In only a decade they have grown to $750 billion in value based on an unproven concept stimulating unallayed human greed at the expense of considered reason.

  • By way of contrast, gold’s strength as money is its flexibility of supply from other uses combined with its record of ensuring price stability. As we saw in Figure 1’s illustration of the relationship between prices and borrowing costs, assuming the factors of production are available the stability of prices under a gold standard permits an assessment of final product values at the commencement of an investment in production. There is no such certainty with bitcoin or rival cryptocurrencies because a strictly finite quantity would make it impossible to calculate final prices at the end of an investment in production. Without providing the means for economic calculation, any money or currency replacement will fail.

  • Unless they disappear with their currencies, central banks will never sanction distributed ledger currencies beyond their control acting as a general medium of exchange. This is one reason why they are working to introduce their own central bank digital currencies, allowing them to maintain statist control over currencies while extending powers over how they are used. Furthermore, central banks do not own cryptocurrencies, but they do officially own 35,554 tonnes of gold, having never discarded true money completely.[vi] Events have proved that they are even reluctant to allow monetary gold to circulate, not least because it would call into question the credibility of their fiat currencies. But if there is a fall-back position in the demise of fiat, it will be based on central bank gold and never on a private-sector cryptocurrency.

We should also consider what happens to cryptocurrencies in the event of a fiat currency collapse. The point behind any money or currency is that it must possess all the objective value in a transaction with all subjectivity to be found in the goods or services being exchanged. It requires the currency to be scarce, but not so much that its value measured in goods is expected to continually rise. If that was the case, then its ability to circulate would become impaired through hoarding.

We are left with questioning whether bitcoin can ever possess a purely objective value in transactions. Their potential role as a transacting currency will also evaporate along with fiat because these will be the circumstances where all currencies which cannot be issued as credible gold substitutes will become valueless, because if any currency is to survive the end of the fiat regime it will require action by central banks combined with new laws and regulations which can only come from governments. The nightmare for crypto enthusiasts is that central banks will be forced eventually to mobilise their gold reserves to back credibly what is left of their currencies’ collapsing purchasing power.

We are providing an answer to another question over the fate of cryptocurrencies in the event that central banks are forced to mobilise their gold reserves, turning fiat currencies into credible money substitutes. Admittedly, it is unlikely to be a simple decision with the problem beyond the understanding of statist policy advisers and with competing interests seeking to influence the outcome. But, there can be only one action that will allow the state and banking system to retain control over currencies and credit, which is to back them with gold reserves, preferably with a gold coin standard.

When that moment is anticipated, cryptocurrencies as potential circulating currencies will become fully redundant. They are then likely to lose most of or all their value as replacement currencies. Furthermore, it is hard to find anyone who currently holds a cryptocurrency who does not hope to cash in by selling them at higher prices for their national currencies. They have been bought for speculation and investment with little or no intention of ultimately spending them. Therefore, we can assume that the demise of fiat currencies, far from inviting replacements by bitcoin and its imitators, will also mean the death of the cryptocurrency phenomenon in a general return towards a money standard, which always has been physical and metallic.

The progression towards currency destruction

In last week’s article for Goldmoney I suggested four waypoints to mark the route towards the ending of the fiat currency system. The similarity of current events with those of John Law’s inflation and subsequent collapse of the Mississippi bubble and of the French livre so far is striking, but this time it’s on a global scale. The John Law experience offers us a template for what is already happening to financial assets and currencies today — hence the four waypoints.

Briefly described, John Law was a proto-Keynesian money crank who operated a policy of inflating the values of his principal assets, the Banque Royale and his Mississippi venture, by issuing shares in partly paid form with calls due later. Ten per cent down translated into fortunes for early subscribers as share prices rose from L140 in June 1717 to over L10,000 in January 1720, fuelled by a bitcoin-style buying frenzy. But when calls became due in January 1720 and a scheme to merge the Banque Royale with the Mississippi venture was proposed, shares began to be sold to pay the calls and take up rights to new issues. Law used his position as controller of the currency to issue fiat livres to buy shares in the market to support prices, measures that finally failed in May. Priced in livres, the shares fell to under 3,500 by November. In sterling, they fell from £330 in January to below £50 in September. After October, there was no exchange rate for livres against sterling implying the livre had lost all its exchange value.

By injecting cash into investing institutions in return for government bonds, central banks are following a remarkably similar policy today. Quantitative easing by the US’s central bank, which since March 2020 has injected over $2 trillion into US pension funds and insurance companies to invest in higher risk assets than government and agency bonds, is no less than a repetition of John Law’s policy of inflating asset values to ensure a spreading wealth effect, while ensuring finance is facilitated for the state.

Last night (3 November) the Fed was forced to announce a phased reduction of quantitative easing to allay fears of intractable price inflation. The question now arises as to how many months of QE reduction it will take to deflate the financial asset bubble. And what will then be the Fed’s response: will QE be increased again in a repetition of the John Law proto-Keynesian mistakes?

There comes a point where the prices of goods reflect the increased quantity of currency in circulation. Increases in the general level of prices inevitably lead to rising levels for interest rates, and the creation of credit in the main banking centres begin to go into reverse. John Law found that share prices could then no longer be supported, and the Mississippi bubble burst in May 1720; a fate which equity markets today will almost certainly face, because price rises for goods and services are now proving intractable.

The outcome of Law’s proto-Keynesianism was a collapse in Mississippi shares, and the complete destruction of the livre. The similarity with the situation in financial markets today is truly remarkable. There are now no good options for policy makers. Hampered by similar neo-Keynesian errors and beliefs, central bankers and politicians lack the resolve to stop events leading inexorably towards the destruction of their currencies. The first waypoint in last week’s article for Goldmoney is now being seen: a growing realisation that major economies, particularly the US and UK, face the prospect of a combination of rising prices accompanied by an economic slump, frequently diagnosed as stagflation.

Stagflation is a misnomer. Monetary inflation is a con which in smaller doses provides the illusion of stimulus. But there comes a point where the transfer of wealth from the productive economy to the government is too great to bear and the economy begins to collapse. While it is impossible to judge where that point lies, the accumulation of monetary inflation in recent years now weighs heavily on all major economies.

The conditions today closely replicate those in France in late-1719 and early 1720. Prices were rising in the rural areas as well as in the cities, impoverishing the peasantry and asset inflation was running into headwinds, about to impoverish the beneficiaries of the bubble’s wealth effect as well.

Conclusion

If central banks decide to protect their currencies, they must let markets determine interest rates. With prices rising officially at over 5% in the US (more like 15% on independent estimates) the rise in interest rates will not only crash all financial asset values from fixed interest to equities, but force governments to rein in their spending to eliminate deficits. This will involve greater cuts than currently indicated, because of loss of tax revenues. Indeed, mandatory spending will put socialising governments in an impossible position.

But even these measures are unlikely to protect currencies, because of extensive foreign ownership of the US dollar. Foreigners hold total some $33 trillion in financial assets and bank deposits, much of which will be liquidated or lost in a bear market. Long experience suggests that funds rescued from overexposure to foreign currencies will be repatriated.

Alternatively, attempts to continue the inflationary policies of Keynesian money cranks will undermine currencies more rapidly, but this is almost certainly the line of least policy resistance — until it is too late.

It has never been more important for the hapless citizen to recognise what is happening to currencies and to understand the fallacies behind cryptocurrencies. They are not practical replacements for state-issued currencies and are likely to turn out to be just another aspect of the financial bubble. The only protection from an increasingly likely collapse of the fiat money system and all that sails with it is to understand what constitutes money as opposed to currency; and that is only physical gold and silver coins and bars.

Tyler Durden Sat, 11/13/2021 - 09:20

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Infosys Recognized as the Top Service Provider Across Nordics in the Whitelane Research and PA Consulting IT Sourcing Study 2023

Infosys Recognized as the Top Service Provider Across Nordics in the Whitelane Research and PA Consulting IT Sourcing Study 2023
PR Newswire
STOCKHOLM, March 31, 2023

Infosys achieves a notable rise in overall ranking in the Nordics with a customer…

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Infosys Recognized as the Top Service Provider Across Nordics in the Whitelane Research and PA Consulting IT Sourcing Study 2023

PR Newswire

Infosys achieves a notable rise in overall ranking in the Nordics with a customer satisfaction score of 81 percent as compared to the industry average of 73 percent

STOCKHOLM, March 31, 2023 /PRNewswire/ -- Infosys (NSE: INFY) (BSE: INFY) (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized as one of the top service providers in the Nordics, achieving the highest awarded score in Whitelane Research and PA Consulting's 2023 IT Sourcing Study. The report ranked Infosys as the number one service provider and an 'Exceptional Performer' in the categories of Digital Transformation, Application Services, and Cloud & Infrastructure Hosting Services. Infosys also ranked number one in overall General Satisfaction and Service Delivery.

For the report, Whitelane Research and PA Consulting, the innovation and transformation consultancy, surveyed nearly 400 CXOs and key decision-makers from top IT spending organizations in the Nordics and evaluated over 750 unique IT sourcing relationships and more than 1,400 cloud sourcing relationships. These service providers were assessed based on their service delivery, client relationships, commercial leverage, and transformation capabilities.

Some of Infosys' key differentiating factors highlighted in the report are:

  • Infosys ranked as a top provider in the Nordics across key performance indicators on service delivery quality, account management quality, price level and transformative innovation.
  • Infosys' ranked above the industry average by 8 percent year-on-year, making it one of the top system integrators in the Nordics.
  • Infosys is positioned as a "Strong Performer" in Security Services and scored significantly above average on account management.

Arne Erik Berntzen, Group CIO of Posten Norge, said: "Infosys has been integral in helping Posten Norge transform its IT Service Management capabilities. As Posten's partner since 2021, Infosys picked up the IT Service Management function from the incumbent, successfully transforming it through a brand-new implementation of ServiceNow, redesigning IT service management to suit the next-generation development processes and resulting in a significant improvement of the overall customer experience. I congratulate Infosys for achieving the top ranking in the 2023 Nordic IT Sourcing Study."

Antti Koskelin, SVP & CIO at KONE, said: "Infosys has been our trusted partner in our digitalization journey since 2017 and have helped us in establishing best-in-class services blueprint and rolling-in our enterprise IT landscape over the last few years. Digital transformations need partners to constantly learn, give ideas that work and be flexible to share risks and rewards with us, and Infosys has done just that. I am delighted that Infosys has been positioned No. 1 in Whitelane's 2023 Nordic Survey. This is definitely a reflection of their capabilities."

Jef Loos, Head of Research Europe, Whitelane Research, said, "In today's dynamic IT market, client demand is ever evolving, and staying ahead of the curve requires a strategic blend of optimized offerings and trusted client relationships. Infosys' impressive ranking in Whitelane's Nordic IT Sourcing Study is a testament to their unwavering commitment to fulfilling client demands effectively. Through their innovative solutions and exceptional customer service, Infosys has established itself as a leader in the industry, paving the way for a brighter and more successful future for all."

Hemant Lamba, Executive Vice President & Global Head – Strategic Sales, Infosys said, "Our ranking as one of the top service providers across the Nordics in the Whitelane Research and PA Consulting 2023 IT Sourcing Study, endorses our commitment to this important market. This is a significant milestone in our regional strategy, and the recognition revalidates our commitment towards driving customer success and excellence in delivering innovative IT services. Through our geographical presence in the Nordics, we will continue to drive business innovation and IT transformation in the region, backed by a strong partner network. We look forward to continuing investing in this market to foster client confidence and further enhance delivery."

About Infosys

Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.

Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.

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Spread & Containment

Asking the right dumb questions

You’ll have to forgive the truncated newsletter this week. Turns out I brought more back from Chicago than a couple of robot stress balls (the one piece…

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You’ll have to forgive the truncated newsletter this week. Turns out I brought more back from Chicago than a couple of robot stress balls (the one piece of swag I will gladly accept). I was telling someone ahead of the ProMat trip that I’ve returned to 2019 travel levels this year. One bit I’d forgotten was the frequency and severity of convention colds — “con crud,” as my comics friends used to call it.

I’ve been mostly housebound for the last few days, dealing with this special brand of Chicago-style deep-dish viral infection. The past three years have no doubt hobbled my immune system, but after catching COVID-19 three times, it’s frankly refreshing to have a classic, good old-fashioned head cold. Sometimes you want the band you see live to play the hits, you know? I’m rediscovering the transformative properties of honey in a cup of tea.

The good news for me is that (and, hopefully, you) is I’ve got a trio of interviews from ProMat that I’ve been wanting to share in Actuator. As I said last week, the trip was really insightful. At one of the after-show events, someone asked me how one gets into tech journalism. It’s something I’ve been asked from time to time, and I always have the same answer. There are two paths in. One is as a technologist; the other is as a journalist.

It’s obvious on the face of it. But the point is that people tend to enter the field in one of two distinct ways. Either they love writing or they’re really into tech. I was the former. I moved to New York City to write about music. It’s something I still do, but it’s never fully paid the bills. The good news for me is I sincerely believe it’s easier to learn about technology than it is to learn how to be a good writer.

I suspect the world of robotics startups is similarly bifurcated. You enter as either a robotics expert or someone with a deep knowledge of the field that’s being automated. I often think about the time iRobot CEO Colin Angle told me that, in order to become a successful roboticist, he first had to become a vacuum salesman. He and his fellow co-founders got into the world through the robotics side. And then there’s Locus robotics, which began as a logistics company that started building robots out of necessity.

Both approaches are valid, and I’m not entirely sure one is better than the other, assuming you’re willing to surround yourself with assertive people who possess deep knowledge in areas where you fall short. I don’t know if I entirely buy the old adage that there’s no such thing as a dumb question, but I do believe that dumb questions are necessary, and you need to get comfortable asking them. You also need to find a group of people you’re comfortable asking. Smart people know the right dumb questions to ask.

Covering robotics has been a similar journey for me. I learned as much about supply chain/logistics as the robots that serve them at last week’s event. That’s been an extremely edifying aspect of writing about the space. In robotics, no one really gets to be a pure roboticist anymore.

Q&A with Rick Faulk

Image Credits: Locus Robotics

I’m gonna kick things off this week with highlights from a trio of ProMat interviews. First up is Locus Robotics CEO, Rick Faulk. The full interview is here.

TC: You potentially have the foundation to automate the entire process.

RF: We absolutely do that today. It’s not a dream.

Lights out?

It’s not lights out. Lights out might happen 10 years from now, but the ROI is not there to do it today. It may be there down the road. We’ve got advanced product groups working on some things that are looking at how to get more labor out of the equation. Our strategy is to minimize labor over time. We’re doing integrations with Berkshire Grey and others to minimize labor. To get to a dark building is going to be years away.

Have you explored front-of-house — retail or restaurants?

We have a lot of calls about restaurants. Our strategy is to focus. There are 135,000 warehouses out there that have to be automated. Less than 5% are automated today. I was in Japan recently, and my meal was filled by a robot. I look around and say, “Hey, we could do that.” But it’s a different market.

What is the safety protocol? If a robot and I are walking toward each other on the floor, will it stop first?

It will stop or they’ll navigate around. It’s unbelievably smart. If you saw what happened on the back end — it’s dynamically planning paths in real time. Each robot is talking to other robots. This robot will tell this robot over here, “You can’t get through here, so go around.” If there’s an accident, we’ll go around it.

They’re all creating a large, cloud-based map together in real time.

That’s exactly what it is.

When was the company founded?

[In] 2014. We actually spun out of a company called Quiet Logistics. It was a 3PL. We were fully automated with Kiva. Amazon bought Kiva in 2012, and said, “We’re going to take the product off the market.” We looked for another robot and couldn’t find one, so we decided to build one.

The form factors are similar.

Their form factor is basically the bottom. It goes under a shelf and brings the shelf back to the station to do a pick. The great thing about our solution is we can go into a brownfield building. They’re great and they work, but it will also take four times the number of robots to do the same work our robots do.

Amazon keeps coming up in my conversations in the space as a motivator for warehouses to adopt technologies to remain competitive. But there’s an even deeper connection here.

Amazon is actually our best marketing organization. They’re setting the bar for SLAs (service-level agreements). Every single one of these 3PLs walking around here [has] to do same- or next-day delivery, because that’s what’s being demanded by their clients.

Do the systems’ style require in-person deployment?

The interesting thing during COVID is we actually deployed a site over FaceTime.

Someone walked around the warehouse with a phone?

Yeah. It’s not our preferred method. They probably actually did a better job than we did. It was terrific.

As far as efficiency, that could make a lot of sense, moving forward.

Yeah. It does still require humans to go in, do the installation and training — that sort of thing. I think it will be a while before we get away from that. But it’s not hard to do. We take folks off the street, train them and in a month they know how to deploy.

Where are they manufactured?

We manufacture them in Boston, believe it or not. We have contract manufacturers manufacturing some components, like the base and the mast. And then we integrate them together in Boston. We do the final assembly and then do all the shipments.

As you expand sales globally, are there plans to open additional manufacturing sites?

We will eventually. Right now we’re doing some assemblies in Amsterdam. We’re doing all refurbishments for Europe in Amsterdam. […] There’s a big sustainability story, too. Sustainability is really important to big clients like DHL. Ours is an inherently green model. We have over 12,000 robots in the field. You can count the number of robots we’ve scrapped on two hands. Everything gets recycled to the field. A robot will come back after three or four years and we’ll rewrap it. We may have to swap out a camera, a light or something. And then it goes back into service under a RaaS model.

What happened in the cases where they had to be scrapped?

They got hit by forklifts and they were unrepairable. I mean crushed.

Any additional fundraising on the horizon?

We’ve raised about $430 million, went through our Series F. Next leg in our financing will be an IPO. Probably. We have the numbers to do it now. The market conditions are not right to do it, for all the reasons you know.

Do you have a rough timeline?

It will be next year, but the markets have got to recover. We don’t control that.

Q&A with Jerome Dubois

Image Credits: 6 River Systems

Next up, fittingly, is Jerome Dubois, the co-founder of Locus’ chief competitor, 6 River Systems (now a part of Shopify). Full interview here.

TC: Why was [the Shopify acquisition] the right move? Had you considered IPO’ing or moving in a different direction?

JD: In 2019, when we were raising money, we were doing well. But Shopify presents itself and says, “Hey, we’re interested in investing in the space. We want to build out a logistics network. We need technology like yours to make it happen. We’ve got the right team; you know about the space. Let’s see if this works out.”

What we’ve been able to do is leverage a tremendous amount of investment from Shopify to grow the company. We were about 120 employees at 30 sites. We’re at 420 employees now and over 110 sites globally.

Amazon buys Kiva and cuts off third-party access to their robots. That must have been a discussion you had with Shopify.

Up front. “If that’s what the plan is, we’re not interested.” We had a strong positive trajectory; we had strong investors. Everyone was really bullish on it. That’s not what it’s been. It’s been the opposite. We’ve been run independently from Shopify. We continue to invest and grow the business.

From a business perspective, I understand Amazon’s decision to cut off access and give itself a leg up. What’s in it for Shopify if anyone can still deploy your robots?

Shopify’s mantra is very different from Amazon. I’m responsible for Shopify’s logistics. Shopify is the brand behind the brand, so they have a relationship with merchants and the customers. They want to own a relationship with the merchant. It’s about building the right tools and making it easier for the merchant to succeed. Supply chain is a huge issue for lots of merchants. To sell the first thing, they have to fulfill the first thing, so Shopify is making it easier for them to print off a shipping label.

Now, if you’ve got to do 100 shipping letters a day, you’re not going to do that by yourself. You want us to fulfill it for you, and Shopify built out a fulfillment network using a lot of third parties, and our technology is the backbone of the warehouse.

Watching you — Locus or Fetch — you’re more or less maintaining a form factor. Obviously, Amazon is diversifying. For many of these customers, I imagine the ideal robot is something that’s not only mobile and autonomous, but also actually does the picking itself. Is this something you’re exploring?

Most of the AMR (autonomous mobile robot) scene has gotten to a point where the hardware is commoditized. The robots are generally pretty reliable. Some are maybe higher quality than others, but what matters the most is the workflows that are being enacted by these robots. The big thing that’s differentiating Locus and us is, we actually come in with predefined workflows that do a specific kind of work. It’s not just a generic robot that comes in and does stuff. So you can integrate it into your workflow very quickly, because it knows you want to do a batch pick and sortation. It knows that you want to do discreet order picking. Those are all workflows that have been predefined and prefilled in the solution.

With respect to the solving of the grabbing and picking, I’ve been on the record for a long time saying it’s a really hard problem. I’m not sure picking in e-comm or out of the bin is the right place for that solution. If you think about the infrastructure that’s required to solve going into an aisle and grabbing a pink shirt versus a blue shirt in a dark aisle using robots, it doesn’t work very well, currently. That’s why goods-to-person makes more sense in that environment. If you try to use arms, a Kiva-like solution or a shuttle-type solution, where the inventory is being brought to a station and the lighting is there, then I think arms are going to be effective there.

Are these the kinds of problems you invest R&D in?

Not the picking side. In the world of total addressable market — the industry as a whole, between Locus, us, Fetch and others — is at maybe 5% penetration. I think there’s plenty of opportunity for us to go and implement a lot of our technology in other places. I also think the logical expansion is around the case and pallet operations.

Interoperability is an interesting conversation. No one makes robots for every use case. If you want to get near full autonomous, you’re going to have a lot of different robots.

We are not going to be a fit for 100% of the picks in the building. For the 20% that we’re not doing, you still leverage all the goodness of our management consoles, our training and that kind of stuff, and you can extend out with [the mobile fulfillment application]. And it’s not just picking. It’s receiving, it’s put away and whatever else. It’s the first step for us, in terms of proving wall-to-wall capabilities.

What does interoperability look like beyond that?

We do system interoperability today. We interface with automation systems all the time out in the field. That’s an important part of interoperability. We’re passing important messages on how big a box we need to build and in what sequence it needs to be built.

When you’re independent, you’re focused on getting to portability. Does that pressure change when you’re acquired by a Shopify?

I think the difference with Shopify is, it allows us to think more long-term in terms of doing the right thing without having the pressure of investors. That was one of the benefits. We are delivering lots of longer-term software bets.

Q&A with Peter Chen

Covariant

Image Credits: Covariant

Lastly, since I’ve chatted with co-founder Pieter Abbeel a number of times over the years, it felt right to have a formal conversation with Covariant CEO Peter Chen. Full interview here.

TC: A lot of researchers are taking a lot of different approaches to learning. What’s different about yours?

PC: A lot of the founding team was from OpenAI — like three of the four co-founders. If you look at what OpenAI has done in the last three to four years to the language space, it’s basically taking a foundation model approach to language. Before the recent ChatGPT, there were a lot of natural language processing AIs out there. Search, translate, sentiment detection, spam detection — there were loads of natural language AIs out there. The approach before GPT is, for each use case, you train a specific AI to it, using a smaller subset of data. Look at the results now, and GPT basically abolishes the field of translation, and it’s not even trained to translation. The foundation model approach is basically, instead of using small amounts of data that’s specific to one situation or train a model that’s specific to one circumstance, let’s train a large foundation-generalized model on a lot more data, so the AI is more generalized.

You’re focused on picking and placing, but are you also laying the foundation for future applications?

Definitely. The grasping capability or pick and place capability is definitely the first general capability that we’re giving the robots. But if you look behind the scenes, there’s a lot of 3D understanding or object understanding. There are a lot of cognitive primitives that are generalizable to future robotic applications. That being said, grasping or picking is such a vast space we can work on this for a while.

You go after picking and placing first because there’s a clear need for it.

There’s clear need, and there’s also a clear lack of technology for it. The interesting thing is, if you came by this show 10 years ago, you would have been able to find picking robots. They just wouldn’t work. The industry has struggled with this for a very long time. People said this couldn’t work without AI, so people tried niche AI and off-the-shelf AI, and they didn’t work.

Your systems are feeding into a central database and every pick is informing machines how to pick in the future.

Yeah. The funny thing is that almost every item we touch passes through a warehouse at some point. It’s almost a central clearing place of everything in the physical world. When you start by building AI for warehouses, it’s a great foundation for AI that goes out of warehouses. Say you take an apple out of the field and bring it to an agricultural plant — it’s seen an apple before. It’s seen strawberries before.

That’s a one-to-one. I pick an apple in a fulfillment center, so I can pick an apple in a field. More abstractly, how can these learnings be applied to other facets of life?

If we want to take a step back from Covariant specifically, and think about where the technology trend is going, we’re seeing an interesting convergence of AI, software and mechatronics. Traditionally, these three fields are somewhat separate from each other. Mechatronics is what you’ll find when you come to this show. It’s about repeatable movement. If you talk to the salespeople, they tell you about reliability, how this machine can do the same thing over and over again.

The really amazing evolution we have seen from Silicon Valley in the last 15 to 20 years is in software. People have cracked the code on how to build really complex and highly intelligent looking software. All of these apps we’re using [are] really people harnessing the capabilities of software. Now we are at the front seat of AI, with all of the amazing advances. When you ask me what’s beyond warehouses, where I see this really going is the convergence of these three trends to build highly autonomous physical machines in the world. You need the convergence of all of the technologies.

You mentioned ChatGPT coming in and blindsiding people making translation software. That’s something that happens in technology. Are you afraid of a GPT coming in and effectively blindsiding the work that Covariant is doing?

That’s a good question for a lot of people, but I think we had an unfair advantage in that we started with pretty much the same belief that OpenAI had with building foundational models. General AI is a better approach than building niche AI. That’s what we have been doing for the last five years. I would say that we are in a very good position, and we are very glad OpenAI demonstrated that this philosophy works really well. We’re very excited to do that in the world of robotics.

News of the week

Image Credits: Berkshire Grey

The big news of the week quietly slipped out the day after ProMat drew to a close. Berkshire Grey, which had a strong presence at the event, announced on Friday a merger agreement that finds SoftBank Group acquiring all outstanding capital stock it didn’t already own. The all-cash deal is valued at around $375 million.

The post-SPAC life hasn’t been easy for the company, in spite of a generally booming market for logistics automation. Locus CEO Rick Faulk told me above that the company plans to IPO next year, after the market settles down. The category is still a young one, and there remains an open question around how many big players will be able to support themselves. For example, 6 River Systems and Fetch have both been acquired, by Shopify and Zebra, respectively.

“After a thoughtful review of value creation opportunities available to Berkshire Grey, we are pleased to have reached this agreement with SoftBank, which we believe offers significant value to our stockholders,” CEO Tom Wagner said in a release. “SoftBank is a great partner and this merger will strengthen our ability to serve customers with our disruptive AI robotics technology as they seek to become more efficient in their operations and maintain a competitive edge.”

Unlike the Kiva deal that set much of this category in motion a decade ago, SoftBank maintains that it’s bullish about offering BG’s product to existing and new customers. Says managing partner, Vikas J. Parekh:

As a long-time partner and investor in Berkshire Grey, we have a shared vision for robotics and automation. Berkshire Grey is a pioneer in transformative, AI-enabled robotic technologies that address use cases in retail, eCommerce, grocery, 3PL, and package handling companies. We look forward to partnering with Berkshire Grey to accelerate their growth and deliver ongoing excellence for customers.

Container ships at dock

Image Credits: John Lamb / Getty Images

A healthy Series A this week from Venti Technologies. The Singapore/U.S. firm, whose name translates to “large Starbucks cup,” raised $28.8 million, led by LG Technology Ventures. The startup is building autonomous systems for warehouses, ports and the like.

“If you have a big logistics facility where you run vehicles, the largest cost is human capital: drivers,” co-founder and CEO Heidi Wyle tells TechCrunch. “Our customers are telling us that they expect to save over 50% of their operations costs with self-driving vehicles. Think they will have huge savings.”

Neubility

Image Credits: Neubility / Neubility

This week in fun pivots, Neubility is making the shift from adorable last-mile delivery robots to security bots. This isn’t the company’s first pivot, either. Kate notes that it’s now done so five times since its founding. Fifth time’s the charm, right?

Neubility currently has 50 robots out in the world, a number it plans to raise significantly, with as many as 400 by year’s end. That will be helped along by the $2.6 million recently tacked onto its existing $26 million Series A.

Model-Prime emerged out of stealth this week with a $2.3 million seed round, bringing its total raise to $3.3 million. The funding was led by Eniac Ventures and featured Endeavors and Quiet Capital. The small Pittsburgh-based firm was founded by veterans of the self-driving world, Arun Venkatadri and Jeanine Gritzer, who were seeking a way to create reusable data logs for robotics companies.

The startup says its tech, “handles important tasks like pulling the metadata, automated tagging, and making logs searchable. The vision is to make the robotics industry more like web apps, or mobile apps, where it now seems silly to build your own data solution when you could just use Datadog or Snowflake instead.”

Image Credits: Saildrone

Saildrone, meanwhile, is showcasing Voyager, a 33-foot uncrewed water vehicle. The system sports cameras, radar and an acoustic system designed to map a body of water down to 900 feet. The company has been testing the boat out in the world since last February and is set to begin full-scale production at a rate of a boat a week.

Image Credits: MIT

Finally, some research out of MIT. Robust MADER is a new version of MADER, which the team introduced in 2020 to help drones avoid in-air collisions.

“MADER worked great in simulations, but it hadn’t been tested in hardware. So, we built a bunch of drones and started flying them,” says grad student Kota Kondo. “The drones need to talk to each other to share trajectories, but once you start flying, you realize pretty quickly that there are always communication delays that introduce some failures.”

The new version adds in a delay before setting out on a new trajectory. That added time will allow it to receive and process information from fellow drones and adjust as needed. Kondo adds, “If you want to fly safer, you have to be careful, so it is reasonable that if you don’t want to collide with an obstacle, it will take you more time to get to your destination. If you collide with something, no matter how fast you go, it doesn’t really matter because you won’t reach your destination.”

Fair enough.

Image Credits: Bryce Durbin/TechCrunch

 

Here you go, way too fast. Don’t slow down, you’re gonna crash. Na-na-na-na-na-na-na-na-na. (Subscribe to Actuator!)

 

 

Asking the right dumb questions by Brian Heater originally published on TechCrunch

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Government

Waymo retires its self-driving Chrysler Pacifica minivan

More than five years ago, a newly minted Waymo took the wraps off of what would become its first commercialized autonomous vehicle: a Chrysler Pacifica…

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More than five years ago, a newly minted Waymo took the wraps off of what would become its first commercialized autonomous vehicle: a Chrysler Pacifica Hybrid minivan loaded with sensors and software.

Now, the minivan, a symbol of the early and hypey AV days, is headed for retirement as Waymo transitions its fleet to the all-electric Jaguar I-Pace vehicles equipped with its fifth-generation self-driving system.

When the Chrysler Pacifica Hybrid AV was first revealed, it might not have been what people expected from the former Google self-driving project turned Alphabet-owned business. The design wasn’t ripped from the pages of a graphic sci-fi novel and it was hardly flashy. But the white minivan — highlighted with the same blue and green accent colors found on the Waymo logo — embodied the company’s aim. Waymo wanted a friendly looking vehicle people would feel comfortable using.

The partnership with established manufacturer Fiat Chrysler — now Stellantis — also derisked an already risky frontier tech pursuit. Under the deal, Fiat Chrysler would handle the manufacturing and provide Waymo with minivans that built in redundancies designed for autonomous driving.

Waymo never got close to the 62,000-minivan order it agreed to in 2018 as part of an expanded partnership with Fiat Chrysler. But the minivan did become a critical part of its commercialization plan and over its lifespan the fleet provided tens of thousands of rides to the public, according to the company. (Waymo has never revealed detailed figures of its minivan fleet beyond that its total global fleet is somewhere around 700 vehicles.)

“It’s bittersweet to see it go,” Chris Ludwick, product management director at Waymo who has been at the company since 2012, told TechCrunch. “But I’m also happy for this next chapter.”

A bit of history

Waymo revealed the Chrysler Pacifica Hybrid in December 2016 and then provided more technical and business model details a month later at the 2017 North American International Auto Show. The first look at the minivan in December came just five days after Google’s self-driving project officially announced that it was a business with a new name and slightly tweaked mission.

At the time, little was known about what the Google self-driving project — also known as Chauffeur — intended to do beyond a stated goal to commercialize self-driving cars. The Google self-driving project had developed a custom low-speed vehicle without a steering wheel called the Firefly, but that cute gumdrop-shaped car never made it to commercial robotaxi status.

Waymo Firefly and Chrysler Pacifica autonomous vehicles. Image Credits: Waymo

The lowly minivan seemed to represent a more grounded realistic vision toward the goal. By spring 2017, the company had launched an early rider program that let real people in the Phoenix area (who had been vetted and signed an NDA) use an app to hail a self-driving Chrysler Pacifica minivan with a human safety operator behind the wheel.

Waymo eventually opened up the service to the public — no NDA required — and grew its service area to Phoenix suburbs Chandler, Tempe, Ahwatukee and Mesa. Waymo repeated that process as it took the important step of removing the human safety operator from behind the wheel, launching driverless rides in 2019 and eventually a driverless robotaxi service in 2020 that was open to the public.

Minivan proving ground

Image Credits: Waymo

The minivan’s initial reveal represented the moment when “Chauffeur” became Waymo and less of a science project, he noted. But there was still considerable work to be done.

The Chrysler Pacifica was the ultimate commercial proving ground, according to anecdotes from Ludwick, who recounted the progress of moving from autonomous driving 10 miles in one day, then 100 miles, and then a 100 miles everyday.

For instance, the company discovered that families were far more enthusiastic to use the minivan than it assumed. The minivan also helped develop the company’s AV operations playbook, including how to park vehicles in between rides and where to locate depots for maintenance and charging.

The minivan also became a testbed for how to operate a driverless fleet during the COVID-19 pandemic. Prior to COVID, the fleet in Phoenix was a mix of driverless vehicles and those with human safety operators behind the wheel.

“In three months we turned it fully driverless and figured out how to disinfect the vehicles between each ride,” he said.

All-electric chapter

Waymo jaguar ipace autonomous vehicle

Image Credits: Waymo

The next chapter for Waymo is focused on its all-electric Jaguar I-Pace vehicles, which will be pulled into the service area in the Phoenix suburbs of Chandler and Tempe that the minivan covered. The Jaguar I-Pace is currently the go-to driverless vehicle for robotaxi rides in downtown Phoenix and to the Phoenix International Sky Harbor Airport. The 24/7 service runs on a five-mile stretch between downtown Phoenix and an airport shuttle stop, specifically, the 44th Street Sky Train station.

On Thursday, the White House gave a shout-out to Waymo (along with other companies) for its commitment to an all-electric fleet as part of the White House EV Acceleration Challenge.

Waymo intends to deploy the all-electric Jaguar I-Pace across all of its ride-hailing service territories this spring now that the minivan has been retired. The nod to Waymo was part of a larger announcement from the Biden administration around public and private sector investments into EVs as part of its goal of having 50% of all new vehicle sales be electric by 2030.

The next task for Waymo may be its most challenging: The company has to figure out how to grow the service, charge its all-electric fleet efficiently and eventually turn a profit.

But Ludwick believes the company is well positioned thanks, in part, to the Chrysler Pacifica.

“When I look at what the Pacifica got us, it’s a lot,” he said, noting that the vehicle had to travel at higher speeds and make unprotected left turns.

Waymo retires its self-driving Chrysler Pacifica minivan by Kirsten Korosec originally published on TechCrunch

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