strategy

It’s a clue to your strategy for the hardware of the future

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Apple has acquired Invrs.io, a small AI-guided photonics and optical research company. It is one of those purchases that almost goes unnoticed, but that reveals a lot about where Apple is aiming in the hardware and AI race. Below these lines we tell you all the details. What has happened. According to a notification published by the European Commission, Apple announced in October 2025 that it was acquiring certain assets of Invrs.io LLC and hiring its only employee and founder, Martin Schubert. The information was made public this week, after the regulatory waiting period of four months, according to counted MacRumors. Who is Schubert and what he did. Schubert founded Invrs.io in 2023 after spending more than a decade working on advanced display, chip and optics technologies at companies including Google, Alphabet, X and Meta. According to your LinkedIn profileaccumulates nearly a hundred patents. At Invrs.io his goal was to develop AI-guided design tools focused on optics and photonics, with direct applications in augmented and virtual reality, data centers and autonomous vehicles. The company, according to its page on GitHubbuilt open source frameworks for photonics research, with standardized simulations and a public ranking to compare design results. Why does this matter? Photonics is the science that studies how to generate, control and detect photons, that is, light particles. In practical terms, it is the basis for optical components such as cameras, sensors, displays, LiDAR scanners, and lenses for mixed reality devices. Apple has been integrating this type of technology into its products for years, from the iPhone’s camera system to the Apple Vision Pro. Bringing in someone specialized in designing those components with the help of AI allows you to speed up that process and do it with greater precision. The Apple pattern. This acquisition fits perfectly into Apple’s usual way of moving: small, silent purchases highly oriented toward specific capabilities, generally months before introducing a new product. In January of this year it bought Q.aian Israeli AI startup applied to audio, in what is considered its second largest historical acquisition with nearly $2 billion. Invrs.io is much more modest in size (it literally has one person in charge), but it gives us small clues as to how the company’s movements regarding its products will be in the following years. The hardware that accompanies AI. Although we are now witnessing a great technological battle to see who launches the most powerful AI model, there is a race in the background that will decide who stays on top, and that race involves hardware. Specifically, the hardware that AI will use to perceive the physical world: sensors, lenses, optical systems, computer vision technology, etc. Google now has Nano Bananaa model with which it works so that AI can generate images with knowledge of the real world. Apple, with moves like this, could bet on integrating ultra-precise optics into its wearables and future devices. They are different strategies, but with a common objective: to be the eyes of the AI. And now what. Apple has not confirmed which projects Schubert will work on internally, something completely common for the company. But everything indicates that the company will intend with this purchase to improve the optical components of future models of the Apple Vision Pro, the iPhone or devices yet to be announced. Cover image | Junseong Lee and Xataka In Xataka | Apple is not yet ready to manufacture the iPhone in the US, but it has given in something: part of the Mac Mini is

Anthropic has taken Apple’s strategy against Microsoft to the Super Bowl: making using the rival look ridiculous

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Anthropic has opened the Super Bowl by attacking OpenAI with ads that show virtual therapists advertising dating apps and personal trainers selling boosts for short people. The message: “Ads are coming to AI. But not to Claude“(“The ads are reaching the AI. But not Claude.”) Sam Altman has responded in X calling them “dishonest” and accusing them of “doublespeak“, “double speech” in Spanish, although a better adapted translation could be “deceptive language” or simply “hypocrisy.” It seems like a minor skirmish, two rivals fighting over an advertisement. But under that hood is a billion-dollar question: What kind of business will AI be when it’s established? The history of the Internet is summarized in two great models: One free supported by advertising: Google, Facebook, YouTube, Instagram, TikTok… regardless of whether they have premium versions. Other direct payment by subscription: Netflix, DAZN, Disney+, Apple Music, PSN… The first aims to maximize the audience, the second aims to maximize the revenue per user. The AI ​​is right now deciding which of the two paths it takes. In Xataka AI is breaking one of the oldest economic paradigms in history: that cheap equals "bad" OpenAI has already chosen and is starting to test putting ads on free ChatGPT accounts. Altman justifies it with the classic argument of democratization: “More Texans use free ChatGPT than the total number of people using Claude in the United States.” In other words: they want to reach those billions of people who are not going to pay 20 dollars a month. And for that you need advertising. Anthropic chooses the opposite. “Anthropic offers an expensive product to rich people,” Altman reproaches him. In a way, it is true: Claude is betting above all on contracts with companies and premium subscriptions of 20, 100 and 200 dollars per month. Their model depends on the AI ​​being valuable enough for you to pay for it. And so that you look from time to time to the higher plan with the temptation to go up one more step. Without advertising, without sponsored links and without responses being influenced by advertisers. The difference is not only business, it is product. An AI with advertising has different incentives than one without it. What happens when you ask the assistant what car to buy you and there is a manufacturer paying to appear in their answers? What about medical, financial, legal advice? OpenAI has promised that “ads do not influence responses.” That’s what he said in minute 0. But that promise will be increasingly difficult to sustain as monetization pressure increases. {“videoId”:”x9u4ml2″,”autoplay”:false,”title”:”Does Gemini 3 surpass ChatGPT? This is Google’s new AI”, “tag”:”Webedia-prod”, “duration”:”156″} Anthropic has its own problem: If it only reaches those who can afford to pay, AI becomes a tool of the elites. A technology that promises to democratize knowledge ends up reproducing the class divisions that already exist. We saw this coming with the arrival of $200 plans to access the AI ​​elite. A gap that creates another gap, The parallel with the history of the Internet is inevitable. Free social networks caught (almost) all of us in the 1910s, but in return they built advertising surveillance machines optimized for the engagementnot for anyone’s well-being. Payment services are cleaner, but also more exclusive. So AI is now at that bifurcation point: OpenAI is committed to being the YouTube of AI: free for everyone, supported by ads and with premium versions for those who want to pay. Anthropic wants to be the Netflix: better experience and free of ads, but only for those who pay. It is true that it maintains a free plan, but its limits are a continuous invitation to check out or leave. And now it’s up for grabs What kind of relationship with those machines that know more and more about us and from which we ask more and more?. Whether they will be services that serve us or whether they will be platforms that monetize us. In Xataka | The AI ​​of 2026 brings an uncomfortable truth: the most useful will be the one that watches us the most Featured image | Anthropic (function() { window._JS_MODULES = window._JS_MODULES || {}; var headElement = document.getElementsByTagName(‘head’)(0); if (_JS_MODULES.instagram) { var instagramScript = document.createElement(‘script’); instagramScript.src=”https://platform.instagram.com/en_US/embeds.js”; instagramScript.async = true; instagramScript.defer = true; headElement.appendChild(instagramScript); – The news Anthropic has taken Apple’s strategy against Microsoft to the Super Bowl: making using the rival look ridiculous was originally published in Xataka by Javier Lacort .

The alliance with Google and Gemini makes it clear what tactic Apple has chosen for its future: the parasite strategy

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Let’s do a little memory. It was the summer of the year 102 BC. C. and Consul Gaius Mariusde facto ruler of Rome, was facing the invasion of the Germanic tribes of the Teutons and the Ambrones, who three years earlier had annihilated several legions of the Republic in the battle of Arausio. Marius, camped and with abundant provisions, saw how the Teutons did not stop provoking him and his soldiers. The Germanic tribes, superior in number, mocked them and tried to force an immediate battle, but Marius flatly refused. He punished soldiers who responded to provocations, let his troops despair, and endured humiliation by simply following and observing the enemy. He made his troops go up to the palisades in turns and observe the Teutons, their weapons, their movements, their shouts. Forced them to get used to them and to make them go from something scary to something familiar. But all Mario was doing was choosing the battle that was really worth fighting. The Teutons tried to cross the Alps and Marius and his legions followed them until Aquae Sextiae. There, in an advantageous position and highly motivated—among other things, by thirst—the Romans ended up annihilating the Ambroni first, and then the Teutons. Mario didn’t care that they laughed at him, that they provoked him and that his own soldiers distrusted him. He achieved a historic victory that prevented a potential invasion by those and other Germanic tribes. And he did it with a simple tactic: choose the battles to fight. Which is, at least on the surface, what Apple seems to be doing. The parasite strategy For years Apple has boasted of controlling every element of its ecosystem, both hardware and software. And if there was something that he didn’t control, he worked to do it, as we are seeing with the iPhone or the Mac, increasingly less dependent on third-party chips and technologies. However, the alliance with Google and Gemini breaks that trend and represents a disturbing implicit recognition: in the generative AI race, Apple is not only not in the lead, but it seems to have decided to stop running. At least it doesn’t do it like its rivals do. While Google, Microsoft, Meta, xAI or Amazon do not stop investing billions in chips, new AI models and above all new data centers, Apple has not wanted to enter into those battles. He didn’t care about the provocations or that the industry and the media distrusted (we distrusted) that strategy. Apple has gone about its business, and has barely launched new features in an absolutely explosive segment. Its Apple Intelligence platform is comparatively much lower than those of rivalsyour Private Cloud Compute It’s an interesting idea but at the moment without a clear impact and Siri delay last year was the definitive sign that Apple I had missed the AI ​​train. And it is better not to talk about economic investment: its competitors are betting everything on AI while Apple’s capex remains almost symbolic compared to that of others. That has made many of us doubt the future of an Apple that seems to “move on from AI.” But be careful, because Tim Cook may just be adopting that same Mario tactic of choosing which battles to fight. They may not believe it makes sense to spend those billions of dollars developing a foundational model right now, and they may not believe in the need to create their own data centers either. In fact, Apple has been applying the parasite strategy: in those segments in which he did not dominate or was not strong, he delegated: Cloud infrastructure: Apple has never been strong in the cloud and has delegated to other platforms to which it has paid large sums of money for years. Searches: We have the clearest example of this strategy in internet searches. The multi-million dollar alliance with Google has been offering both companies a perfect solution in this area for years That agreement with Google in the search segment now has its sequel with the historic agreement to use Gemini as a fundamental pillar of the reinvention of Siri. Apple’s voice assistant will make use of Google’s AI models and will thus become a critical component of the functioning of its ecosystem. It is an alliance with extraordinary implications and that once again confirms that parasite strategy in which the ultimate goal is clear: achieve benefits without taking risks. Apple as a wrapper for AI In fact, here Apple is once again taking advantage of its leading role in the mobility market—especially in the US—once again. While other companies like Google and OpenAI spend fortunes on servers and energy, Apple it is limited to being the elegant packaging. They provide the screen, the local processor and the user’s trust. Google puts the brain that runs in the cloud. It is (theoretically) a win-win. But it is also the recognition of a pragmatic defeat. Giving in to that reality—we don’t have a foundational AI model, we don’t have cloud infrastructure, we don’t have data centers—is also a tactic that can end up winning the game. AI aims to become a commodityin something that will be accessible to everything and everyone and that loses its differentiating characteristics in the eyes of the consumer. It will be something generic, interchangeable and basic, and what may matter then is not the AI, but how it is distributed and provided. And Apple is changing from being a company that invents all its tools to becoming a company that is the largest distributor of services in the world. They certify it the more than 2.35 billion active devices with their different operating systems around the world, which can clearly become – if they are not already – the gateway to AI for millions of people. This parasite strategy allows Apple to turn that theoretical defeat into a potential victory. Apple is the mandatory tollnot only for billions of users, but for companies like Google, which seems to have … Read more

The man who failed to transform Siri and the brain of the AI ​​strategy ends his stage

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Apple has communicated that John Giannandrea, one of the most influential executives in its AI strategy in recent years, will begin a retirement process that will culminate in 2026. The company explains that the executive will leave his position as senior vice president of Machine Learning and AI Strategy, although he will continue to collaborate as an advisor in the coming months. This announcement comes months after a realignment of responsibilities related to Apple Intelligence and Siri. Giannandrea landed at Apple in 2018 as one of its most notable signings, with the task of strengthening the AI ​​strategy and giving Siri a new direction. His team was in charge of areas such as Apple Foundation Models, the internal search engine and machine learning research, technical pieces on which Apple has built much of its recent strategy. He also took on responsibility for guiding the evolution of Siri and coordinating AI projects that affected multiple teams in the company. A project that began with ambition and ended in postponements. Apple Intelligence was born as a profound renewal of the user experience, but the advances were not at the expected pace. The Information detailed that the demo shown at WWDC 2024 did not fully reflect the advanced capabilities that Apple had suggested, and that many of those features were not implemented at the time of the presentation. The pressure increased when the company confirmed that the new Siri with personalized functions would be delayed until 2026. What was supposed to be the new turning point ended up becoming a chain of postponements. Internal war in Cupertino over the direction of AI. Tensions between the AI/ML group and the software team were long-standing, according to The Information. While the area led by Giannandrea opted for a more cautious advance focused on privacy, Craig Federighi defended a more pragmatic approach aimed at tangible results. The clash of priorities became evident when some engineers began referring to the AI/ML team as “AIMLess,” a sign of the accumulated unrest. The situation led to a March 2025 twist that placed Federighi and Mike Rockwell at the forefront of Siri’s new direction. A loss of influence that had been brewing. According to Bloomberg, Tim Cook’s trust in Giannandrea suffered after the numerous delays in the development of the Apple Intelligence functions promised during WWDC 2024. In a meeting with his team, the manager admitted that the delays were “ugly” and acknowledged the shame and anger that this situation had generated among the staff. After the change in leadership in 2025, a good part of his functions began to be left in the hands of other managers, while he maintained other tasks in research into AI and robotics technologies. This shift in operational focus serves as a backdrop to the announcement that he will become an advisor before retiring in 2026. The landing of Amar Subramanya and the new architecture of power. Apple has hired Amar Subramanya as vice president of AI after his time as corporate vice president of AI at Microsoft and 16 years at Google, where he was responsible for engineering the Gemini assistant. According to the official note, Subramanya will take charge of key areas such as Apple Foundation Models, machine learning research and AI Safety and Evaluation teams. He will report directly to Craig Federighi, thus reinforcing his weight in the artificial intelligence strategy. The rest of the organization linked to this area will be under the supervision of Sabih Khan and Eddy Cue, a cast that seeks to align responsibilities with their respective departments. Giannandrea’s retirement and the arrival of new managers mark a turning point for Apple in its artificial intelligence strategy. The company now relies on a more defined structure, with Craig Federighi at the center of the project and Amar Subramanya leading key research areas and foundational models. The challenge will be to convert this reorganization into visible improvements for users and regain competitiveness in a market that evolves at high speed. Images | Apple In Xataka | Huawei has a patent with which to manufacture 2nm chips. The only problem is that it’s just a patent.

From today, Ryanair requires 100% digital boarding. It is the culmination of a strategy to trap us in its application

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The day has come. Ryanair only lets you board its planes with a digital card. The measure has been postponed for a few months but November 12 was finally the date on which this decision by the airline, which has raised some controversy and critical voices, was consolidated. Digital boarding. Showing your boarding pass on your mobile phone will be the only way to access Ryanair planes from today. The company claims that by issuing the digital boarding pass, what they call TED, 300 tons of paper are saved per year. This TED is available from the Ryanair application, once the passenger has checked in online prior to taking the plane. This card is available without a mobile data connection, so they ensure that you can access the plane if your mobile phone does not have data or the airport Wi-Fi is not fast enough. The big news is that, until now, it was possible to send a PDF to email from the application and from the browser. This PDF could be printed or simply stored on the mobile phone and brought onto the plane with it, “bypassing” the download of the application. What does Ryanair earn? That the client downloads its application where the company offers seat changes and, simply, facilitates the collection of supplements with added services. This has become the company’s great gold mine. It is, in fact, the only reason to make this decision. In Xataka Mobile have contacted the company to ask why this change and the last part of the answer is eloquent: “This transition, already adopted by almost 80% of Ryanair’s more than 207 million annual passengers, will offer a faster, smarter and more sustainable travel experience. In addition, it will make it easier for passengers to access a variety of innovative features within the app” In the video itself where they explain the change, they already point out that the user will have constant information during their flight, the allocation of the boarding gate… or the possibility of ordering food at your seat. And if… The company has opened a page question and answer website in which all the possible “what ifs” that we can think of are answered. All of them, yes, require billing in advance. For example: And if… I left my phone at home: you can request a free paper boarding pass at the airport, as long as you have completed the online check-in. And if… I lose my phone: same case as the previous one. And if… I lose my phone or I run out of battery after having passed the control: if we have passed the control it means that the passenger has already checked in. In that case, attention will be offered at the boarding gate. And if… I don’t have a smartphone: we will have to check in online beforehand and request a physical boarding pass at the airport. If we have not done it previously, we will have to pay the 55 euros that Ryanair charges for check-in at the airport. Is there some kind of advantage for the user? More or less. Until now, issuing the boarding pass cost 55 euros, whether or not we had done online check-in previously. With the change, Ryanair ensures that the issuance of the card will be free, as long as we have previously made the online check-in. Controversy. Since the measure will be announced in October 2024the voices opposed to the measure have multiplied. Facua has assured since then the measure is illegal as it is considered abusive. The organization defined the situation as follows: Mandating 100% digital boarding is “an especially burdensome clause for vulnerable groups (older people, passengers who, due to their disability or physical condition, have difficulties interacting with new technologies, etc.). These types of consumers usually need the attention and assistance of a third party to be able to carry out the procedures correctly. on-line. Likewise, in Xataka we already got in touch with the company to ask what would happen if a person wanted to print their boarding pass and access it with it, without using their mobile phone. So we didn’t know (nor did the company confirm) that they were going to remove the PDF. Now, the only way is to take a screenshot and print it. However, if someone wanted to go to this trouble, there was no solution offered for this case. Photo | Dan Barrett In Xataka | Ryanair has found a new formula to earn more per ticket: forcing you to board 100% digitally

The EU is considering banning the installation of mobile network equipment from Huawei or ZTE. It is a dangerous strategy

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The European Commission (EC) is exploring ways to get member states stop using telecommunications equipment from Chinese sellers like Huawei or ZTE. Tension between Europe and China is escalating once again, and it is not at all clear that this decision will be beneficial for European companies. Huawei in Europe no, thanks. On Bloomberg cite sources close to these plans and talk about how the vice president of this organization, Henna Virkkunen, has adopted a very forceful position. Virkkunen apparently wants to completely stop the use of Huawei telecommunications equipment with an eye-catching argument: making that a legal requirement. It wouldn’t matter what each country thought.. Years ago the EU has already recommended avoiding Chinese telecommunications equipment as far as possible, but it was a suggestion without a mandatory nature and the member states were the ones to decide in this area. Spain, for example, has continued using this equipment. The Commission’s theoretical proposal would legally force EU countries to break commercial ties with these companies. Failure to comply with the requirement could expose these countries to economic sanctions. Before they were suggestions. At the beginning of 2020 the European Union announced those recommendations under the name “5G Toolbox”. At that time they warned of the risks but left room for maneuver to the member states. Now we go from a soft recommendation to a legal imposition, because that “Toolbox” was voluntary. The national security argument. The argument is the same as that used in the past: Euro officials fear the risks associated with using communications equipment from companies (such as Huawei) so closely linked to the Chinese government. Maintaining these teams, this strategy suggests, could compromise national security. And be careful with countries outside the EU. The EU’s plan is not only for member countries to abandon these teams, but to pressure countries outside the EU to do so as well. Thus, it would try to block the use of program funds Global Gateway if those who use them spend them buying Huawei equipment. The operators, harmed. European telecommunications companies also appear to oppose this plan. First of all, they indicate in Bloomberg, because Huawei technology is often cheaper and even superior to Western alternatives from Nokia or Ericsson. And second, because replacing existing equipment is extremely expensive and can delay current and future deployments. internal division. In the absence of confirmation of the EC plan, there is another key element: there is internal division among EU members. Germany and Finland continue to deliberate on what restrictions to impose, while Spain and Greece continue to purchase telephone equipment from these manufacturers. What they say in China. Lin Jian, spokesperson for the Chinese Foreign Minister, has indicated that when certain countries forcibly eliminate telecommunications equipment from Chinese firms like Huawei, they not only slow down their technological progress, but also suffer economic losses. He further added that “We urge the #EU to provide a fair, transparent and non-discriminatory business environment for Chinese companies and avoid undermining business confidence in investing in Europe.” Let’s remember Sweden. In 2020, Sweden decided to ban the use of telecommunications equipment from Chinese manufacturers with the same argument that we already know about national security. That theoretically favored the local company, Ericsson, but its CEO criticized the Swedish government’s decision precisely because he knew what was going to happen. Revenge is served on a cold plate. And what happened is that China retaliated. A few months later, China Mobile announced budgets and contracts to boost the country’s telecommunications infrastructure, and Ericsson was the biggest loser. The company had almost 11% market share before the government’s decision: today its share does not reach 2%. Dangerous veto. If confirmed and made effective, the veto on being able to use telecommunications equipment in the European Union is dangerous precisely for the same reason that happened with Sweden. China continues to be a great commercial ally of China despite being more aligned with the US in areas such as semiconductors. With these types of actions, Europe positions itself even more closely with the Trump government, something that is somewhat surprising because Europe already came out badly after the agreement with tariffs. In Xataka | Huawei has a plan to deal the final blow to NVIDIA in China: a supernode of 15,000 processors

It is a strategy that we know well

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China has recorded one of the fastest growth in its manufacturing industry. batteries for electric vehicles in recent years. Between January and September 2025, the total production reached 1,122 GWhwhich represents an increase of 44% compared to the same period in 2024, according to data from the Chinese Passenger Car Association (CPCA). collected by CLS. In September alone, 151 GWh were manufactured, 50% more than in the same month of the previous year. Why it is important. We have been seeing this exponential growth for years and it does not take us by surprise, since it is an industrial strategy that China has been running for years in multiple sectors. Flood the product market with dozens of manufacturers competing simultaneously, gain global share based on volume and price, and gradually expel foreign competitors. The goal: dominate the entire electric mobility value chain before Europe, South Korea, Japan or the United States can consolidate their own industrial alternatives. More figures. The sector remains robust thanks to increasing sales of electrified vehicles within China and growing international demand. In September, 50% of total production was installed directly on vehiclessix percentage points more than at the beginning of the year. Of that volume, lithium iron phosphate (LFP) batteries They represented 52%, their highest level of the year, while the ternary type remained at 44%. An increasingly atomized market. Although CATL maintains its leadership with 41.7% of the market in the third quarter and BYD occupies second position with 21.4%, both have given up quota: 3.6 and 3.4 percentage points respectively compared to 2024. Who is gaining ground? Manufacturers such as EVE Energy, CALB, Sunwoda, REPT, SVOLT, Gotion High-Tech (backed by Volkswagen) and Jidian New Energy. The list does not stop growing, and it is a characteristic that reflects China’s strategy: multiply manufacturers, increase installed capacity and compete by volume until margins are compressed for everyone. Between the lines. Although this energy ecosystem is booming, it can also be a ticking time bomb due to overcapacity. And when you produce more than the market can sustainably absorb, prices plummet, margins disappear and a war of attrition begins. China has already experienced it in sectors such as solar or steel. In the short term, this allows you to gain global share based on price. In the medium term, many of these manufacturers will end up disappearing or merging. This is a calculated sacrifice that China has been making for years in multiple sectors: losing profitability today to control the market tomorrow. Technological change as a commercial weapon. The replacement of ternary batteries with LFP also works in China’s favor. LFPs are cheaper, safer and less reliant on critical materials such as nickel or cobalt, whose supply chains are more fragmented. Only 7% of models In the third quarter of 2025, they installed batteries with a density greater than 160 Wh/kg, compared to 11% the previous year. The most common range is between 125 and 160 Wh/kg, sufficient for most applications. The shift to LFP, where China dominates, reinforces its competitive advantage over Korea and Japan, more specialized in ternary chemistry. The context of the electric vehicle. Production of new energy vehicles in China reached 9.59 million units in the first nine months of the year, 29% more than in 2024. Of them, 5.8 million were pure electric vehicles (+44%), 3.28 million plug-in hybrids (+10%) and 460,000 electric commercial vehicles. As it could not be otherwise, this growth fuels the demand for batteries, and China continues to be the main world market, both in electromobility and export. In Xataka | The throne of the fastest car in the world already belongs to China. BYD has swept Xiaomi on the most famous circuit in the world

The new strategy against Alzheimer’s is not to attack, but to ‘reprogram’ the brain to clean itself

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Alzheimer’s can be resemble a great fortress with a large number of defenses that makes it very difficult for us. One of its most formidable defenses is blood brain barriera biological wall that protects the brain from harmful substances, but, ironically, also prevents the entry of most drugs. In Alzheimer’s patients, this barrier not only blocks help, but also becomes an accomplice to the disease. But we have already found a way to access and attack this pathology. The investigation. A team of scientists has been able to develop a radically new strategy to treat Alzheimer’s. Instead of trying to force entry into the brain, they have created smart nanocapsules that “reprogram” the barrier itself to do its job again: actively cleaning up toxic waste. Something that they have already tested in mice, and they have given spectacular results: a reduction of almost 45% of the amyloid load in just two hours and a cognitive recovery that was maintained for six months. The problem. In order to understand this advance, we must know exactly how ‘access’ to our brain works. The blood-brain barrier (BBB) ​​functions as an incredibly strict customs checkpoint. Like any border, it must have an entry and exit gate and in this case it is the LRP1 receiver. In the case of a healthy brain, LRP1 will be responsible for capturing beta-amyloid proteins and transporting them out of the brain for elimination. But in the case of a brain that is already old, and more markedly in Alzheimer’s, the amount of these LRP1 receptors is reduced, causing beta-amyloid to end up accumulating in our neurons, causing this disease to begin to show signs of presence. The discovery. In this case, the research team discovered that the fate of the LRP1 receptor depends on how it interacts with the molecules that bind to it. This is where the concept of “greedy,” or total bonding strength, comes into play. Very strong union. If a molecule clings too tightly to LRP1 (as beta-amyloid aggregates do in Alzheimer’s), the receptor activates an emergency pathway that sends it directly to be destroyed in the cellular “dumping ground” that is the lysosomes. This makes the problem even worse, as it eliminates the few exit doors left in the brain to take out the ‘garbage’. Moderate union. Or average greed. If the binding is “just right,” the receptor activates a non-destructive express transport pathway (the PACSIN2 pathway). This pathway creates a kind of tubular tunnel that transports cargo through the barrier quickly and safely, preserving the LRP1 receptor so it can continue working. In fact, this pathway even promotes the expression of more LRP1 receptors, which is what interests us most in this situation. The result. Based on this principle, the researchers designed nanocapsules called “polymersomes” (A₄₀-POs). They are tiny spheres decorated with a very specific number of “keys” (angiopep-2 ligands) on their surface. The number of these keys was calculated to achieve that perfect “medium greed”, with the aim of achieving the result similar to that of a moderate union. Results. When they administered these nanocapsules to model mice with advanced Alzheimer’s, the effects were surprising. A massive brain cleanse was achieved in just two hours, causing beta-amyloid protein levels in the mice’s brains to be reduced by 45%. In order to confirm that the protein was not just moving from place to place, its blood levels were measured. The result was an 8-fold increase, which shows that the blood-brain barrier was expelling the ‘waste’. The tests. In order to see the result in practice, behavioral tests such as the Morris water maze were carried out. Here treated Alzheimer’s mice showed significant improvement in spatial learning and memory. In this case, their performance became comparable to healthy mice without the disease. Most strikingly, these cognitive benefits persisted for up to six months after a single course of treatment, suggesting a long-term restorative effect. More than a drug. This work represents a paradigm shift. Most therapeutic strategies for Alzheimer’s treat the blood-brain barrier as an obstacle to overcome. This new approach treats it as a dysfunctional biological system that can be repaired by adding more exit doors for the organism to maintain this homeostasis. By using these nanocapsules with the “perfect keychain”, not only is the existing beta-amyloid removed, but the brain’s natural cleaning mechanism is reactivated. The treatment was able to restore levels of LRP1 and the beneficial transport pathway (PACSIN2) while reducing the destructive pathway. In essence, nanocapsules are not the drug itself, but a tool to reprogram the biology of the brain so that it heals itself. Although the results have been obtained in mouse models and the path to human trials is long and complex, this research opens a completely new and hopeful therapeutic avenue. The idea of ​​”repairing the barrier instead of just breaking it down” could be the key not only to Alzheimer’s, but also to other neurodegenerative diseases where transport and brain clearance play a key role. Images | Bhautik Patel In Xataka | We have a new “theory of everything” to understand Alzheimer’s. Its key is in some small granules

Dreame is Dyson’s Chinese rival. And now it is going to arrive in Spain copying Xiaomi’s strategy

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Dreame has more than doubled its revenue in Europe in recent months and Spain has become its key market for the next step: replicating Xiaomi’s manual eight years ago. Why is it important. The Chinese company has not only come to sell vacuum cleaners. It has come to build a complete connected home ecosystem that fully competes with traditional European brands. Dyson, Philips or Bosch compete in design and brand prestige, but Dreame focuses on another aspect: offering 80% of the quality at 40% of the price. It is the same strategy that Xiaomi used to conquer Spain: launch an anchor product at an aggressive price, quickly gain market share and expand to the rest of the home. The current situation. Dreame has reported a 139% growth in its year-on-year revenue in Europe between January and July 2025, as published Expansion. Spain has exceeded the company’s initial expectations, which now plans to open two physical stores in Madrid and Barcelona. The brand already operates combining online sales with presence in MediaMarkt and El Corte Inglés. Although the greatest weight remains in digital, the physical channel is growing. The background. The expansion plan goes far beyond robot vacuum cleaners: At IFA 2025, Dreame presented a complete ecosystem of 22 product lines, 15 of them new. It will soon launch televisions, dishwashers, air conditioners and small kitchen appliances in Spain. It will also consolidate its personal care range with hair dryers and straighteners, and add robotic lawnmowers and pool cleaners. It is the exact copy of the Xiaomi model: You enter with a competitive technology product at a disruptive price. You gain market share quickly. You build loyalty with an ecosystem of connected devices. And you expand category by category until you become a relevant player in the market. Xiaomi, by the way, entered the field of large household appliances in Europe just a few days ago with the trojan horse strategy. In detail. The commitment to innovation is the central argument of Dreame. More than 60% of its staff is dedicated to R&D and it has more than 6,300 patents worldwide. At IFA he announced a cleaning robot capable of climbing stairs or with an arm to clean in difficult areas. But that race “for innovation” has also taken them to court. Dyson sued Dreame for marketing two stylers very similar to its Airwrap model. The Unitary Patent Court ordered the provisional withdrawal of two models of these hair stylers in Spain due to their similarity to the British device. Whether or not the blood reaches the river (Dreame is going to resort), it is evident that there is inspiration in Dyson. You just have to look, for example, at the air purifier in the image that heads this article. The contrast. The question we ask ourselves at this stage is how long Dyson, Philips, Bosch and company can last before losing market share. Dreame is the type of China in the shoe (pun intended) that makes the grown-ups very uncomfortable and against which there is no easy antidote. Traditional brands have built their business on design, prestige and high margins. Dreame offers them direct competition in technical quality at less than half the price. It is the same dilemma that European mobile phone manufacturers had to face years ago when Chinese brands arrived. AND We already know how that movie ended.. At stake. If Dreame replicates Xiaomi’s success in Spain, European brands will have to face a difficult decision: Or they lower prices (and margins) to compete. Or they accept a progressive loss of market share. The third option, less likely, is that one of them will progressively weaken and end up being bought by a Chinese competitor seeking quick access to European distribution and Western brand prestige. The same thing happened with the Swedish Volvo, the British MG or the Italian Pirelli: they all ended up in Chinese hands at some point this century. For now, Dreame avoids giving specific figures about its growth plans. But the strategy is clear: Spain is a key market for its international expansion and the company is going to redouble its efforts to expand its presence. The physical stores in Madrid and Barcelona are just the starting signal. In Xataka | Xiaomi is no longer a brand: there are several brands fighting over the same logo Featured image | Dreame

‘Universalis V’ Europe is the most ambitious strategy game in history. And brings surprise: he was born in Spain

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‘Universalis V’ Europe, the last installment of the legendary Strategy saga of Interactive Paradox, is an ambitious jump in depth, realism and complexity for the Fans of the genre. The series, venerated for two decades and competing face to face with giants as civilization It reinvents itself to offer unprecedented historical simulation. But the most interesting of all is that, after four deliveries developed in Swedenthis fifth part is being developed entirely in Spain by the Paradox red study, based in Barcelona. It goes more. We attended the presentation that Paradox red carried out in the Comic-with Malagajust a few weeks after its launch on November 4, and between Sonia Linares (Director of Operations), Álvaro Sanz (Head of Content Design) and Matías Tiscornia (2D Art Coordinator) made it clear that the title was, above all, “” Ambitious. We have people with 7000 hours played at our games, people who live the saga. ” And it is from a superficial first glance: “The fourth install 500 years of simulation. And so with everything: in ‘EU4’ there were 900, and here, 2,000. In the previous delivery, 16 combinations of land (climate, topography and vegetation), and now we will have 672. in ‘EU4’ there were 367 cultures, and in ‘EU5’, 2,000. And if there were only 27 religions there, we will now have 300. 16,000 kilometers of map and more than 500 years of history, from 1337 (the beginning of the War of the Hundred Years) until 1837 (the dawn of the Victorian era). That is, the players will live the Renaissance, the Enlightenment, the absolutism, the revolutions and other key periods structured in six ages (traditions, rebirth, discovery, information, absolutism and revolution). Exhausting but infinitely stimulating. Three pillars. To stand this ambition, the game has been based on “three organic pillars: first, A credible world based on systems, mechanical, etc. simulations; Second, an almost infinite rejugability, that thousands of hours occur for the family’s freedom of action; And third, that the game is really from the community: we have spent the last year and a half of development going to the forum every week to be part of the creation of the game, talk to the community directly, ask what they want, to make fixes and changes instantly, all thanks to the community. “ Maximum detail. All this sets in an obsession with absolutely demential detail: for example, the team presented us with a panoramic view of how the game in 1337 was contract according to variables controlled by the player. ” There are mechanics for exploration and colonization of territories, “with the possibility of sending populations to colonize, create commercial companies and exploit resources.” And of course, possibilities of diplomacy and war. Even music. In total, “more than 100,000 lines of content, more than 60 countries with unique content made by hand, more than 8,000 events, 2,000 decisions, hundreds of forms of government, laws, privileges and situations. More than 1,300 historical characters have also been investigated. And that only in 1337 dynamic that changes according to the player’s actions. And much more. And with this we are only scratching the surface of what the game contributes, since decisions have been made of enormous complexity. For example, “if there is an empire that includes different ethnicities within it, it is tried to reflect the genetic and cultural burden throughout the country.” And all this embodied, as the art coordinator told us, in “Illustrations of events, disasters and dynamic organizations, showing the cultural diversity of the game and how the same event can manifest itself differently in different cultures.” That is, a huge and even effort to the ambition of the project, for an entirely developed game in Spain but has an absolutely international scope. So much, which covers five centuries. In Xataka | This war strategy video game has a very special player: the pentagon

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