"Our interest is in technology and engineering and design, and as a family business, we are able to keep the focus and philosophy there. We’re able to think very long-term, to develop technology that might be 20 to 25 years away. We can afford to do it. We can afford to make mistakes without anyone being sacked. We can take a long-term view of everything." ... Last year, the company broke ground on a more than $400 million technology campus adjacent to the Malmesbury headquarters. When it is completed next year, it will house 3,000 designers and engineers. Already, the company has brought in hundreds of software and computer hardware specialists and tripled the size of its engineering staff. The company currently funnels $2.5 million into R&D every week ... In coming months, the technology campus will serve as a launching pad for a range of new verticals, some of which Dyson has disclosed (robotics), some of which seem imminent (the Sakti3 investment appears to indicate a further interest in household electronics), and some of which are entirely classified. ... In the 15 years Dyson spent painstakingly perfecting the 360 Eye, a range of autonomous floor cleaners have entered the market, including iRobot’s Roomba and several models from Samsung. Dyson says that the 360 Eye will offer better suction, more advanced sensors, and longer-lasting battery life than its competitors. Still, in a sense, the device is illustrative of the challenges Dyson faces as it attempts to expand into categories already thick with deep-pocketed rivals: What happens when a company accustomed to being hailed for its innovations decides to play catch-up?