2T0C IGZO-based DRAM opens doors to high-density 3D DRAM and embedded DRAM

IMEC's new capacitor-less IGZO-DRAM technology is a potential disruptor to the traditional DRAM roadmap, offering a solution to the scaling limitations of conventional 1T1C DRAM bit cells. This new approach uses two thin-film transistors (2T) made of indium-gallium-zinc-oxide (IGZO) and no capacitor (0C).

​Key advantages of the IGZO-DRAM technology include:

​Improved Power Efficiency and Data Retention: IGZO transistors have an extremely low off-current, which significantly reduces the need for frequent refreshing. This leads to a substantial decrease in power consumption, addressing one of the major challenges of scaling traditional DRAM.

​Enhanced Manufacturability and Cost-Effectiveness: Unlike silicon, IGZO can be processed at lower temperatures, making it compatible with existing back-end-of-line (BEOL) processes. This simplified manufacturing process could potentially lower production costs.

​Enabling Advanced Architectures: The capacitor-less design allows for more compact bit cells, which in turn enables new, higher-density DRAM architectures. This includes stacking the memory array on top of the periphery logic and "true 3D" stacking, which could lead to a significant increase in memory density.

​Addressing Reliability Concerns: While reliability issues, such as positive bias temperature instability (PBTI), have been a concern for the industry, IMEC has made significant progress in understanding and modeling these effects to ensure the reliability of their IGZO-based transistors.

Unlike traditional spatial crystals such as diamonds, where atoms form repeating patterns in three-dimensional space, time crystals exhibit periodic motion in the temporal dimension.

By stacking multiple time crystal layers, engineers could potentially create unprecedented data storage systems that encode information in both spatial and temporal domains.

Why Silicon Valley’s heartless, baseless, and foolish obsessions—with escaping death, building AI tyrants, and creating limitless growth—are about oligarchic power, not preparing for the future

Tech billionaires have decided that they should determine our futures for us. According to Elon Musk, Jeff Bezos, Sam Altman, and more, the only good future for humanity is one powered by technology: trillions of humans living in space, functionally immortal, served by superintelligent AIs.

Hundred Rabbits is an artist collective that documents low-tech solutions with the hope of building a more resilient future. We live and work aboard a 10 m sailboat named Pino in remote parts of the world to learn more about how technology degrades beyond the shores of the western world.

Over the past decade, the software engineering industry experienced an unprecedented period of prosperity and privilege, characterized by lavish perks, generous compensation, and near-guaranteed job security. This era was fundamentally driven by an economic environment of near-zero interest rates that allowed companies to operate with unlimited access to cheap capital. During this time, profitability was secondary to growth metrics, user acquisition, and company valuation, leading organizations to compete aggressively for engineering talent through extensive benefits and high salaries.

The landscape has dramatically shifted since 2023, with interest rates rising to approximately 5%, fundamentally altering corporate incentives. Companies now prioritize profitability and efficiency over unchecked growth, leading to a wave of layoffs and a cultural transformation in how engineers are valued and treated. What was once considered essential—open-source contributions, developer experience initiatives, and experimental projects—is now being defunded in favor of focused execution on core business priorities.

This transformation represents more than just economic adjustment; it's a fundamental realignment between company interests and individual engineer interests. The previous decade created an illusion where companies appeared to share engineers' values and priorities, but this was largely a mirage created by abundant capital and the need to attract talent. The current reality is that companies are now driven by executive leadership's specific strategic objectives rather than broad engineering enthusiasm.

Engineers face difficult choices in this new environment. Those who continue pursuing projects or values misaligned with company priorities risk being perceived as ineffective or unreliable, making them vulnerable to layoffs. The shift requires engineers to either adapt to the new reality or accept potential career consequences. While this transition has been painful and represents a loss of privilege, it also brings a certain clarity and authenticity to the profession. The relationship between engineers and companies has returned to a more straightforward dynamic: value creation leads to rewards, while lack of value leads to consequences.

The fundamental truth emerging from this shift is that software engineering, like any profession, operates on clear economic principles. Success now depends on understanding and aligning with company objectives rather than expecting companies to accommodate individual preferences. This realignment, while challenging, may ultimately lead to a more sustainable and realistic industry where both companies and engineers operate with clearer expectations and mutual understanding.