Jon Emont

And suddenly they had to figure it all out again. You know, Nike's producing tons of different new types of shoes all the time. So again, a human workforce is, you know, pretty adaptable. Okay, we're now doing things this way. Okay.

Exactly. But these things can be tricky. And the other thing you have to remember about shoes is that, you know, they come in, you know, more than a dozen sizes. They often come in different colors and there are often, you know, little distinctions. So you need machines that can sort of adapt to all of that too. And that's tricky. You can't fail, right? It has to work every single time.

Exactly. But these things can be tricky. And the other thing you have to remember about shoes is that, you know, they come in, you know, more than a dozen sizes. They often come in different colors and there are often, you know, little distinctions. So you need machines that can sort of adapt to all of that too. And that's tricky. You can't fail, right? It has to work every single time.

Exactly. But these things can be tricky. And the other thing you have to remember about shoes is that, you know, they come in, you know, more than a dozen sizes. They often come in different colors and there are often, you know, little distinctions. So you need machines that can sort of adapt to all of that too. And that's tricky. You can't fail, right? It has to work every single time.

One of the chief challenges of the project was that you had a company that was in certain ways spoiled, like a lot of American companies. They're very design-oriented. They're trying to push boundaries. And so what they're used to doing is having these very creative designers say, we want this shoe. It has these properties. It uses these materials. It is different from other shoes in these ways.

One of the chief challenges of the project was that you had a company that was in certain ways spoiled, like a lot of American companies. They're very design-oriented. They're trying to push boundaries. And so what they're used to doing is having these very creative designers say, we want this shoe. It has these properties. It uses these materials. It is different from other shoes in these ways.

One of the chief challenges of the project was that you had a company that was in certain ways spoiled, like a lot of American companies. They're very design-oriented. They're trying to push boundaries. And so what they're used to doing is having these very creative designers say, we want this shoe. It has these properties. It uses these materials. It is different from other shoes in these ways.

And then they tell their extremely skilled Asian shoe manufacturing partners that, make the shoe and they can do it.

And then they tell their extremely skilled Asian shoe manufacturing partners that, make the shoe and they can do it.

And then they tell their extremely skilled Asian shoe manufacturing partners that, make the shoe and they can do it.

Not really. The Adidas Speed Factory, which is what they called it, they shipped the equipment to Asia. So the technology was moved to Asia. And with the Project Glory with Under Armour, that's the one that there's least information about. They just stopped mentioning it. So they mentioned it in 2015, Project Glory, and proudly to investors and, you know, haven't heard about it since.

Not really. The Adidas Speed Factory, which is what they called it, they shipped the equipment to Asia. So the technology was moved to Asia. And with the Project Glory with Under Armour, that's the one that there's least information about. They just stopped mentioning it. So they mentioned it in 2015, Project Glory, and proudly to investors and, you know, haven't heard about it since.

Not really. The Adidas Speed Factory, which is what they called it, they shipped the equipment to Asia. So the technology was moved to Asia. And with the Project Glory with Under Armour, that's the one that there's least information about. They just stopped mentioning it. So they mentioned it in 2015, Project Glory, and proudly to investors and, you know, haven't heard about it since.

And now they make, you know, the vast bulk of their shoes in these Asian countries.

And now they make, you know, the vast bulk of their shoes in these Asian countries.

And now they make, you know, the vast bulk of their shoes in these Asian countries.

It's really hard to imagine a quick shift out of Asia. In fact, it's pretty impossible. I think with the Nike example, the clearest thing, what it shows you is that actually robots can't make everything so that you will need a lot of laborers. You will need a lot of skilled laborers and good luck finding them in the United States, right?

It's really hard to imagine a quick shift out of Asia. In fact, it's pretty impossible. I think with the Nike example, the clearest thing, what it shows you is that actually robots can't make everything so that you will need a lot of laborers. You will need a lot of skilled laborers and good luck finding them in the United States, right?

It's really hard to imagine a quick shift out of Asia. In fact, it's pretty impossible. I think with the Nike example, the clearest thing, what it shows you is that actually robots can't make everything so that you will need a lot of laborers. You will need a lot of skilled laborers and good luck finding them in the United States, right?

You know, you can find them, but you're gonna have to pay them, you know, pretty well. And that's definitely gonna be expensive and very, very difficult.