On August 29th, as Hurricane Dorian tracked towards America's east coast, Elon Musk, the boss of Tesla, an electric-car maker, announced that some of his customers in the storm's path would find that their cars had suddenly developed the ability to drive farther on a single battery charge. Like many modern vehicles, Mr. Musk's products are best thought of as internet-connected computers on wheels. The cheaper models in Tesla's line-up have parts of their batteries disabled by the car's software in order to limit their range. At the tap of a keyboard in Palo Alto, the firm was able to remove those restrictions and give drivers temporary access to the full power of their batteries.
Mr. Musk's computerized cars are just one example of a much broader trend. As computers and connectivity become cheaper, it makes sense to bake them into more and more things that are not, in themselves, computers, creating an "internet of things".
Such a world will bring many benefits. Consumers will get convenience, and products that can do things non-computerized versions cannot. Businesses will get efficiency, as information about the physical world that used to be uncertain becomes concrete and analyzable.
In the long term, though, the most obvious effects will be in how the world works. Ever more companies will become tech companies; the internet will become everywhere. As a result, a series of unresolved arguments will spill over from the virtual world into the real one.
Start with ownership. As Mr. Musk showed, the internet gives firms the ability to stay connected to their products even after they have been sold, transforming them into something closer to services than goods. That has already made the traditional ideas of ownership unclear. When Microsoft closed its ebook store in July, for instance, its customers lost the ability to read titles they had bought(the firm offered refunds). That shifts the balance of power from the customer to the seller.
Virtual business models willjarin the physical world. Tech firms are generally happy to move fast and break things. But you cannot release thebeta version(测试版)of a fridge. Apple, a smartphonemaker, provides updates for its phones for only five years or so after their release; users of Android smartphones are lucky to get two. But goods such as washing machines or industrial machinery can have lifespans of a decade or more. Firms will need to work out how to support complicated computerised devices long after their original programmers have moved on.
Data will be another flashpoint. For much of the internet the business model is to offer "free" services that are paid for with valuable user data, collected withconsent(同意)that is half-informed at best. In the virtual world, arguments about what should be tracked, and who owns the resulting data, can seem airy and theoretical. In the real one, they will feel more urgent.
Predicting the consequences of any technology is hard—especially one as universal as computing. The emergence of the consumer internet, 25 years ago, was met with starry-eyed optimism. These days the internet's faults dominate the headlines. But the people have the advantage of having lived through the first internet revolution—which should give them some idea of what to expect.
