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Others worry about the things they may do in the attempt.
Manic trading by computers and speculators means the average Apple share changes hands every five months.
Deregulation and globalisation mean that it is easier for firms to employ workers and make products through networks of third-party suppliers whose efforts can be amped up or services sloughed off with ease.
Yet hard evidence of a great acceleration is hard to come by.
Japanese firms pioneered flexible supply chains and reorganised factory floors in the 1970s and 1980s—eking out efficiency gains by eliminating delays.
In 1990 George Stalk and Thomas Hout, of BCG, a consulting firm, popularised this approach in “Competing Against Time” (a favourite book of Apple’s boss, Tim Cook).
Such hyperactivity in the world’s biggest company by market value makes it easy to believe that 21st-century business is pushing its pedals ever harder to the metal.