Many thanks to my stellar Cambrian.ai team, Dan Zehr and Mark Nitzberg, and the students of my Business & Global Society course at Hult International Business School, as well as the research team for our book (https://www.amazon.com/Solomons-Code-Humanity-Thinking-Machines/dp/168177870X) for helping me prepare for Tuesday's testimony during the California State Assembly's Hearing on AI.
The economic and human potential of AI is significant. Our state is the 6th largest economy in the world and one of a handful of AI innovation hubs globally. It will co-lead the transition of the global economy into the era of cognitive computing. We need to make sure that our policies facilitate sustainable human and economic growth with responsible entrepreneurship, transparency, explainability, agency, privacy, safety and cybersecurity.
This vibrant state has struck the balance between business growth and ecological and social sustainability before and we can do it again.
Olaf Groth and Mark Nitzberg's book is available for pre-order on Amazon.
A thought-provoking examination of artificial intelligence and its influence on human values, culture, power, and economics as technology continues to change our world.
If data is the new oil, then AI is evolving to be the new engine driving the emerging "autonomy economy." We need rules of the road.
See our piece with Mark Nitzberg and Mark Esposito, Ph.D. here (in print at the end of October):
TEDx Talk: Human Values and Power in a World of Artificial Intelligence | Olaf Groth | Hult-Ashridge
The future of AI is already here: AI and its "cousin technologies" are starting to permeate our lives and societies. As it gains insight and decision power, AI needs to empower the dynamically evolving values and growth of humans and societies in turn. Rather than getting caught up in dystopian futures, we should harness AI's vast potential for positive transformative change responsibly. To that end, we need a new global multi-stakeholder institution organizing a representative congress to negotiate a modern, digital Magna Carta and to govern AI transparently within and across borders. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx
Very glad to see the World Economic Foru took to our topic (with Mark Nitzberg Ph.D. and Mark Esposito, Ph.D.) of vales-based human empowerment and the New Digital Magna Carta for AI. There is tremendous opportunity in AI. Let's make sure we seize it in responsible fashion. Both benefits and risks, for humans, the economy and nature will have systemic effects across many areas of life.
* adapted from the forthcoming book “Solomon’s Code: Power and Ethics in the AI Revolution” (working title) copyright © 2017 Olaf Groth & Mark Nitzberg.
Every productive collaboration requires respect for mutual values and empowerment. Our evolving relationship with ever smarter machines is no different. We need a Digital Magna Carta and transparent multi-stakeholder governance for the emerging Global AI Economy to safeguard human values and empowerment and harness AI's tremendous potential in service of society's biggest challenges. Let's not wait until the technology we've created runs circles around us. We (with Mark Nitzberg, Ph.D. and Mark Esposito, Ph.D.) are grateful that this idea has gotten traction at the renowned Global Peter Drucker Forum this year:
No doubt, there is some very significant innovation potential in public blockchains in this field, maybe similar to the promise of big open government data. But our take is that the majors will still delineate hard between intra and extra chains, making just enough available to buy themselves the right to dip into public for their own benefit. Competitive advantage, security and privacy concerns, whether real or perceived, will make this a slow development on their part. The bigger and more integrated you are, the more secret sauce there is to the integrated play. Small and medium size players, or a carve-out from a major will likely lead.
We need a New Magna Carta for the AI Revolution. Power is being distributed in new and currently intransparent ways in our economy and society. We need to establish stakeholder rights and re-direct the focus toward saving our world's most urgent problems. Thanks for sharing, Mark Esposito, Ph.D., fellow traveler on the WEF Global Expert Network.
Original article: http://medcitynews.com/2017/08/darpa-researchers-want-know-machine-learning-algorithms-get-wrong/
Commentary: Certainly, there are some very detrimental consequences of inexplicability. What is the morality of in/transparency? In which domains do we need public or multi-stakeholder transparency to mitigate errors, biases, abuse or manipulation? Conversely, are there areas where it's justifiable that explanatory functions should be in the hands of only one party? - Public health decisions for which mass panics are a risk, individual or group identity issues where psychological tensions could arise, competitive decisions in corporate strategy, national security or intel analysis, crime investigations, international trade negotiations, dating / trading / shopping agents, personal bouncer bots, etc? Are the rules for the AI-age different than in pre-AI era, because it penetrates our lives more deeply, pervasively, and with more 2nd and 3rd order unintended consequences?
My co-author and Cambrian collaborator Mark Nitzberg and I are glad to have contributed in humble ways to this very timely report by Sir Tim Berners-Lee's WebFoundation.org. AI has the potential to be the great equalizer but also the risk of increasing the digital and economic divides between the world's rich and poor. Harnessing opportunity and mitigating risk will require socio-technical policies and governance institutions for which all countries are ill-equipped, but those without representative multi-stakeholder governance experience, large data pools and / or large markets will have a particularly hard time.
Don't fall victim to the resource curse and don't enable the global addiction to oil. Instead, diversify and create the future with jobs geared to 2020, not 1980, by investing existing oil wealth in eco-experience tourism, digital/IOT, wind energy, etc.
Thanks, Steve Westly, for sharing. With respect to the article's consideration that this could hamper investment in lower emissions combustion engines, I'm not sure how much that holds: for one, engines that will be in new cars hitting the market over the next 10-15 years are already being developed, so that's a sunk investment. In parallel, investments in electrification are well under way. Lastly, 23 years seems like an ample amount of time for a smart investment transition (applying options theory), even for a complex product. So, I'm optimistic: I'd expect less of a canibalization effect and more of a resurgence of European car makers' R&D leadership in their strategic home markets in electrification and AI-based smart vehicles. What an opportunity to reinvent a futures-challenged industry with systemic impact on economy and society at large!
Many experts believe that the development and incorporation of internet-connected sensors – constituting the Internet of Things (IoT) – will optimize the production, consumption and maintenance of all types of existing products and services. But the IoT, in conjunction with so-called artificial or augmented intelligence (AI), creates an emergent and convergent industry of “data-facturing”, forced by data analytics intermediaries, which will lead to a complete overhaul of global production and its economics.
In einem bahnbrechenden Artikel im Harvard Business Manager skizzierten Managementvordenker Michael Porter und sein Koautor James Heppelmann Ende 2014, wie das Internet der Dinge den Wettbewerb verändern wird. Doch die beiden haben nicht weit genug gedacht. Letztendlich könnte die rasante Entwicklung Porters eigenes Modell der fünf Kräfte überflüssig machen.
What might be the future of “the innovative global corporation”? There has been a profound evolution of the corporation over the last hundred years. Corporations have, willingly or unwillingly, developed an ever-greater macro and micro role in societies. In many parts of the world, they have become more powerful and wealthy than governments, and their global influence, by any account, is massive. As engines of economic growth, innovation, and technological progress, they have brought much good to humanity.
An “Entrepreneur-Driven Innovation Ecosystem (EDIE)” can help shift Europe’s early stage entrepreneurial activities toward a model of dynamic and systemic intervention led by value-seeking entrepreneurs as disruptive change agents.
Entrepreneurship is vital to growing markets. And across most of Europe, entrepreneurship is lacking. The paucity of entrepreneurship and substantial investment in innovation among countries in Europe highlights the urgent need for European businesses and governments to work together to develop a new entrepreneurial innovation model to tackle financial deficits, create financial stability, and pull Europe through future crises. This new system can be thought of as an “Entrepreneur-Driven Innovation Ecosystem (EDIE).”
While Russia’s growth in the early 2000s inspired confidence in its potential as a global economic powerhouse, falling international oil prices and foreign military exploits have slowed the pace of growth and left Russia’s future uncertain. Below, the authors outline two potential scenarios and argue that only with an innovative long-term strategy focused on developing a science and technology “String of Pearls” can Russia secure its future as a global power.
The collaborative economy and commons are challenging the way companies are engaging with consumers and we experience a shift towards zero marginal cost society thanks to a new hybrid form of converging configuration, powered by the crowd. Supported by technological breakthroughs and disruptive creation, the intelligence of the “swarm” constitutes an opportunity to alleviate old structural imbalances, injustices and diseconomies, if managed with foresight.
Bien que nous soyons entourés par une foule de nouvelles technologies et applications perturbatrices, les ressources humaines n’ont toujours pas amélioré leur façon d’évaluer les candidats à l’embauche. Les procédures traditionnelles centrées sur les CV ne suffisent plus : en effet, elles n’identifient pas les qualités requises des dirigeants d’aujourd’hui, et leurs critères dépassés empêchent de repérer de nombreuses personnes de talent.
I have read the following criticism about business school students and recent graduates many times: “They are arrogant.” One executive even complained that some graduates of the best schools “are so full of themselves that they can hardly walk straight”. Are MBAs really arrogant? If so, why are they, does it matter and if so what should we do about it?
Produced as part of the World Economic Forum’s project “Fostering Innovation-Driven Entrepreneurship in Europe”, this report addresses the challenge of lagging European performance with regard to the region’s innovation capabilities and the conditions for scalable entrepreneurship. The report suggests a forward-looking agenda designed to contribute to Europe’s competitiveness and growth by encouraging a robust environment of ambitious, serial entrepreneurs who envisage, create and scale innovation-driven ventures.
You can’t cure advanced cancer of the brain with a knife. Not often anyway. Or at least not without causing major damage. We have learned that simple chop-and-carve techniques doesn’t work when every cut against a tumor causes damage to neural pathways that control vital organs of the body. The brain, our legions of organs and their functions are connected in a system of intricate regulation of the numerous flows of fluids and electrical signals that drive and keep our bodies alive and healthy. Curing advanced cancer of the brain is a wicked problem.
For the past five years, Europe has been engaged in fierce debates about the best way to master the current economic crisis. The discussion has tackled everything from austerity packages and their socio-cultural appropriateness to stimulus programmes and the need for balance, the flawed split between monetary and fiscal responsibilities in the region, conflicts inherent in rating agencies, bankers’ incentives and corporate pay schemes.
We are facing a high-stakes moment for smart grids. Trillions of dollars of private and public sector investment are at stake over the next 20 years. But, the future of smart grids is unclear. Some believe that smart grids will usher in the next Internet boom — democratizing energy management and use. Others imagine the future of electricity grids falling into the hands of a few, powerful, established players that are poised to leverage smart technologies into even greater control over national energy flows. Now is the time for business leaders across a wide array of sectors to question their assumptions. They should consider how critical uncertainties with respect to the differentiated evolution of the energy and power infrastructure around the world might impact their businesses and their corporate, innovation and investment strategies.
“Ride the Machine: How to Survive and Thrive in the AI Revolution that Will Change Your World,” with Mark J. Nitzberg, Ph.D. and Dan Zehr (ed.), through Aevitas Creative Literary Agency, forthcoming 2Q2018.
“Management Innovation in an Uncertain World,” Co-editor of Special Issue, California Management Review (CMR), University of California at Berkeley, forthcoming 4Q2017.
“Future of the Automobile,” with Markus Seidel (Head of BMW Tech Office China) and Satjiv Chahil (former CMO of Apple), forthcoming 3Q2017.
“Future of the Autonomous Automobile: A Strategy for BMW,” with Eleonora Ferrero, Aleksey Malyshev and Neus Esteve-Soldado, HULT International Business School, pre-published 6 March 2015, final publication through Case Center 2Q2017.
“Datafacturing in the Internet of Things – A Shakeup Ahead,” with Ted Ladd, Roubini Economonitor, January 12th 2016.
“Das Ende von (Michael Porter’s) Five Forces,” with Ted Ladd (also Hult IBS), Harvard Business Manager Deutschland, June 2015.
“Perspectives from Practice: What Europe Needs Is an Innovation-Driven Entrepreneurship Ecosystem: Introducing EDIE,” with Mark Esposito and Terence Tse (also Hult IBS), Thunderbird International Business Review, Volume 57, Number 4, July/August 2015.
“How to Fix the Broken European System – All We Need is EDIE,” with Mark Esposito & Terence Tse, European Business Review, March 4th 2015.
“Using Entrepreneurial Innovation to Stabilize Europe,” with Mark Esposito & Terence Tse, Eurocrisis in the Press, 19 February 2015.
“The Future of the Global Corporation: From Fortress Firms to Cambrian Corporations,” with Mark Esposito & Terence Tse, Thunderbird International Business Review, 27 February 2015.
“Swarm Economics: Wie 3D Fertigung die globale Wirtschaft veraendern wird,” with Mark Esposito and Terence Tse (also Hult IBS), Harvard Business Manager Deutschland, January 2015.
“Towards a New Global Russia: Leaving the BRICs Behind,” with Terence Tse and Mark Esposito, World Financial Review for September/October 2014.
“Swarm Economics: How 3D Printing Will Change the Shape of the Global Economy,” The European Business Review, September/October 2014.
“Les CV sont un frein au recrutement,” with Mark Esposito & Terence Tse, Harvard Business Review France, 12 September 2014.
“Arriva l’era del Swarm Economics: Come la stampa tridimensionale cambiera’ l’economia globale (Dawn of Swarm Economics: How 3D Printing Will Change the Global Economy)”, Harvard Business Review Italia, September 2014.
“Final Report: Europe’s Entrepreneurship-Driven Innovation Ecosystem 2.0,” World Economic Forum Report, Davos, July 2014.
“Introducing EDIE: An Entrepreneur-Driven Innovation Ecosystem for Europe” with Mark Esposito and Terence Tse, Harvard Business Review Italia, July 2014.
“Are business Graduates Arrogant? - In Search of Leadership, Humility, and Other Competencies for a Complex Global economy,” Today’s CFO, Summer 2014, pp.56.
“Arrogant MBA Students Are Products of Role-Modeling.” Financial Times, May 4th 2014 http://www.ft.com/intl/cms/s/2/8ee5f616-a3be-11e3-aa85-00144feab7de.html#axzz32Sw8LzUq
“Hacking Wicked Social Problems,” ImpactX Blog, Huffington Post, February 19th, 2014.
“Interim Report: Europe’s Entrepreneurship-Driven Innovation Ecosystem 2.0” World Economic Forum Report, Davos, December 2013.
“Eight Ways Europe Can Boost Entrepreneurship,” World Economic Forum Blog, November 2013.
“The Future of Global Smart Grids: A New Energy Internet? – Implications for Corporate, Investment, and Innovation Strategies Across Industry Sectors,” Monitor Group Whitepaper, December 2010.
“Technology & Globalization and Their Impact on Culture and Identity,” Pioneer Living Series, PBS, 2/2001.
Contributed to “Accelerating Social and Economic Development,“ Strategies for a Global Generation – Millennium Online Manifesto for the Millennium Summit of the United Nations, Young Internationalists for Progressive Global Change, Richard Ponzio (editor) et alia, 1 September 2000.
“Divergence and Convergence in Industrial Targeting in South Korea and Taiwan, 1965 - 1996”, Dissertation, Boston: Fletcher School of Law & Diplomacy, Tufts University, May 1997.
“Reforming the United Nations – Economic Section,” Monterey Review, Monterey, Spring 1992, 32.
“Naturwissenschaften - Wirtschaftsnähe suchen (Sciences – Looking for Business Needs),” Wirtschaftswoche Sonderheft – Beruf & Studium’92, Düsseldorf, Jan.1992, 56-58.
“Studienorganisation - Die Zeit beherrschen (Mastering Time Management),” Wirtschaftswoche Sonderheft – Beruf & Studium’92, Düsseldorf, Jan.1992, 80-81.
“German Higher Education,” The Courier, Monterey, 25. September 1991.
“German (Re-)Unification: Now that the Wall is Down,” The Courier, Monterey, 23. October 1991, 9.