Somehow the innovation spurred by capitalism from the freewheeling, chaotic free market is suddenly amenable when it crosses the corporate threshold to sprints, top-down grand corporate architectural visions, and five-year plans. I wish as much as anyone innovation wasn't such a massively, messily, wasteful, organic process. But after decades of experience bashing my head against the wall with everyone else trying the top-down, bottle-it-up-and-sell-it hopeium, I've been pleasantly surprised with "letting go" and letting the "floor" mix it up, take input from it, feed back into it, and create a constantly-boiling stew of ideas. The finance management part in me has to be locked away in the padded cell here and there for their own good, but they and I can't argue with the results.
In any case, we absolutely should not let our natural inclinations towards an underdog story cloud our judgement. China isn't an underdog anymore.
Half of the people in America look at foreign policy through the lens of naive capitalism and the other half look at foreign policy through the lens of naive morality. Both are incredibly foolish, as China has taught us.
To be clear, the current administration has matched rhetoric about "winning" with some very stupid moves. I'm not a fan of stupid moves, but I see people object to both smart and stupid moves on the basis that they aren't good, or right, or fair -- and I object to that. Politics is amoral.
The more you cram together the people networks, culture, knowledge, tooling and practices of how to create all this stuff into a single ecosystem, the more they start making Burke-like Connections. Thinking you can Jira-innovate your way to dominance on an ever-narrowing technology stack is architecture astronaut'ing on a strategic corporate scale.
If Amazon had outsourced their IT operations to an IBM, would their internal culture still have de novo evolved the nascent devops principles back then into AWS?
It isn't what Intel gives up now by selling this business that will hurt their innovation. It is the options that suddenly get a lot more expensive to investigate in the future for future innovation. Technology innovation is evolution: extremely messy, more dead ends than successful adaptations, enormously energy-intensive from lots of majority-repetition, and highly organic. You can certainly optimize around the edges to make it slightly less jagged-edge, but innovation sparks at the tiny interstices, usually not at the top.