Showing posts with label robots. Show all posts
Showing posts with label robots. Show all posts

The Humanity in Killer Robots

Us humans are strange creatures.  Drones, which are like robots with wings that fly above a war zone waiting to pounce on an enemy like a hawk seem to be clever to us, but not if they walk upon the ground.  If they walk - that crosses some kind of line in the sand that we find intolerable.  Why is one clever, and the other unacceptable?  

I wish for only peace and happiness, but understanding how humans interact with machines is going to be an increasingly important area of study.

The following video clip is a parody of robots being trained by humans to be killer robots.  Look for the humanity in this clip.

Thoughts?
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Kevin Benedict
Partner | Futurist at TCS
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Giving Our Own Moral Codes to Robots

In military and other time sensitive environments the ability to shorten, or compress the time it takes to gather relevant information, make a decision and then act on it is critical.  For that reason, no matter how concerned people are about introducing artificial intelligence, automation and robots onto the battlefield, it will happen.  

Already today, inexpensive swarms of commercial drones supported by open source software and algorithms, high definition cameras and commonly available weapons can be launched by the dozens to attack predesignated targets.  The low costs of these attack drones guarantee that large numbers will be used to overwhelm slow, human dependent defense strategies and responses.  These vulnerabilities today ensure that automated defense systems will need to be employed in the future.  The speed and complexity of an offense dictates what is required of a defense.

Must We be Good to Have a Good Future?

The renowned Futurist Gerd Leonhard, in this short and impactful video, says in order to create a good future - we must be good.  He suggests four focus areas for the future: people, prosperity, purpose and planet.  If you agree with Gerd, then the first question is "What is good?  Secondly, "How do we become good?"  And, thirdly, "How do we use that good to create the future we all want?"

A satisfying definition of "good" for me is something that promotes happiness, community well-being, is loving, pleasing, admirable, kind, desirable and virtuous.  Once we figure out how to become these things ourselves, we must embed them in our technology in the form of AI, to help us shape a "good" future.

As more of our daily activities and interactions involve artificial intelligence, we will want our interfaces and communications with AI (digital assistants, chatbots and robots) to feel and be "good."  We will want AI to make accurate, consistent and "good" decisions, and then to execute "good" actions.  Training AI to be good and act good is a real challenge.  These kinds of philosophical, moral and inspired traits and actions are not AI's strong suite.  Now that I am writing this I realize they aren't particularly the strong suite of humans either.

I can imagine a scenario where an algorithm processes data that suggests three equally logical actions.  The final choice, however, is determined by which option is most heavily weighted to the "good."  Which one of us is going to determine the "good" weight?

The obvious problem with this scenario is us humans can't agree on what is good, or to what degree it is good.  Feeding and sheltering homeless families and giving them medical assistance is considered good by some, and bad by others.  Saving millions of lives by vaccinating people is considered good by some and bad by others.

Our artificial intelligence powered digital assistants, chatbot and robots are all awaiting their instructions about how they can help create a "good" future.  What should I tell them?  

Watch the latest on Oracle's digital assistants, chatbots and artificial intelligence here in my interview with Oracle expert Suhas Uliyar.

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Kevin Benedict
Partner | Futurist at TCS
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Will You Trust a Robot?

Jeff Bezos and team launched 66.5 miles into suborbital space on a rocket ship with no pilot this week.  The rocket ship operated autonomously using sensors and artificial intelligence.  That takes trust. They had to believe in the science and that the AI system would get them safely there and back.  They had to have trust in the scientists, programmers, engineers, physicists and chemists.  They had to have trust in the math and physics.  They had to trust the coding and formulas used in the algorithms.  They had to trust in the data coming from the sensors.  Although there were likely many failures along the way, they trusted the process - the scientific method.

The Future of Managers

Managers must explain a lot of things.  Early in my career I managed a team of six IT experts responsible for EDI and other forms of business-to-business data exchanges with suppliers.  Our data, from planning and manufacturing systems, was shared with our suppliers' to support the just-in-time manufacturing of electronics.  Our senior leadership would often ask us to defend our data, yet we often struggled to explain where it originated from or how the numbers were generated.  The data we were using came from a figurative "black box."  We received it without explanation.  That of course was an untenable position for a manager.

In the near future managers will increasingly depend on artificial intelligence for assistance, and hopefully it will be explainable AI to avoid the challenges I faced.  Explainable AI (XAI) is artificial intelligence in which the results, and the logic and data used, can be understood by humans.  Understanding how the system works is critical to establishing trust.  

As AI becomes integrated into more and more businesses and IT systems, the role it plays will become ever more critical.  Any questions about why an AI system made a particular decision or took an action must be able to be quickly deciphered, explained and adjusted if necessary.  Having trust in the AI system is a critical first step for managers to open up and use it for an expanding list of tasks.

AI systems, implemented correctly can be a manager's right hand.  Common benefits of AI are:
  • Reduced human errors
  • Is available 24x7x365
  • Can complete mundane, repetitive and routine administrative work without distraction
  • Can scale
  • Can make faster decisions, and take faster actions based upon established business processes 
  • Can find solutions and innovations faster by analyzing patterns within oceans of data
In a report by HBR, it was found that 54% of a manager's time is usually spent on administrative tasks - tasks well suited for AI assistance.  If AI can take over these tasks it could free up managers to spend more time on the things humans are best at including applying their knowledge of organizational history and culture, empathy, ethical reflection, judgement, creativity, experiments, innovation, strategy, discretion, experience and improvisation. 

In the HBR report there are five pieces of advice for managers of the future:
  1. Leave administration to AI
  2. Focus on judgement work
  3. Treat intelligent machines/agents as colleagues
  4. Work like a designer
  5. Develop your social skills and networks
I can imagine a scenario in the near future where there will be an organizational chart of robots, robot workers, managers and robot executives.  Each using XAI to explain how they are managing the robots, tasks and operations under their responsibility.  I guess that means we humans will need to figure that out first.

Read more on AI here:
Kevin Benedict
Partner | Futurist at TCS
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Future of Warfare and Its Gamification

Technology is giving life the potential to flourish like never before - or to self destruct. ~ Future of Life Institute 
In the future, warfare will be fought increasingly by engineers, software developers, scientists, accountants and politicians, which is a historical anomaly and worth some consideration.

Historically war was conducted to compel a positive political outcome for the victor.  This was accomplished by diminishing an adversaries will, or resolve to fight by making them suffer.  Once an adversary suffered enough and they lost their will to continue - peace was achieved on the terms of the victor.  Here is where the entire twisted logic of war and violence breaks down.  In the future, warfare is likely to be increasingly fought between machines that don't suffer.  They just do it - as Nike advocated.

Fooled by Psychographic Profiles and Social Engineering

In the 1960s psychographic researchers began studying how to understand consumers and their behaviors at a deeper level based on personality traits, emotional triggers, interests, needs, values and attitudes, etc.  A few decades later these findings were dusted off and combined with neuromarketing (the measurement of physiological and neural signals to gain insight into customers' motivations, preferences, and decision) to study how various advertisements and political messages impacted people with different psychological or psychographic profiles.  

The data for a large number of psychographic profiles was infamously collected from personality quizzes, surveys and games on Facebook and other social media platforms without the knowledge of the user, or as claimed - the platforms themselves.  All of this data was eventually combined with social engineering strategies and methods, and a military tactic called “information operations” by political strategists for the purpose of  influencing large populations.

Robots that Create Jobs and Construct Apartment Buildings

An Idaho company, Autovol Volumetric Modular, is building apartments inside a Nampa, Idaho factory and shipping the modular components to the San Jose, CA area for installation.  In a 400,000 square foot manufacturing space they are maximizing the use of robots and automation to do the heavy lifting and to ensure precision manufacturing.  The value according to CEO Rick Murdock, is saving 20% on costs and 40% on time.  "We’ll build it here (in Idaho), ship it and save the project about $100 a square foot.”

What a great story!  Idaho, known worldwide for their farming of "famous potatoes," is innovating and shipping their finished products to Silicon Valley, and none too soon.  The oldest archaeological evidence of house construction is estimated to be around 1.8 million years old.  It's about time for innovation! 

How do they designate what work the humans do, and what work the robots do?  Robots are used to build walls, floors and ceilings and to assemble the modules, while the humans install wiring, plumbing and fixtures, perform inspections and write the software programs that control the robots.

By innovating with the use of automation and robots, Autovol Volumetric Modular anticipates having over 300 employees in Idaho by next year.  This is an example of robots helping to create jobs - not taking them away.


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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
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Follow me on Twitter @krbenedict
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Digital Anthropology, Covid-19 and the Future of Work

In this interview we discuss Covid-19's impact on businesses, digital transformation, the impact of automation on humans and the second digital revolution with entrepreneur and future of work expert, Richard Skellett.  Richard is opinionated and calls the displacement of humans with robots and automation immoral.  Join us for a thought provoking exploration of the future of work.

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Kevin Benedict
Partner | Futurist | Leadership Strategies at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Digital Transformation for the Greater Good

Adam Smith wrote about rational self-interest, which posits we work for the greater good when it benefits ourselves.  But what is the greater good, and how does digital transformation impact it?

I believe most of us would agree that replacing large numbers of humans with machines that result in wide scale unemployment and suffering is not in our rational self-interest or the greater good. Having massive numbers of jobs terminated by the Terminator does not result in a safer, healthier, happier civilization or vibrant economy.  So what is the greater good that we, out of rational self-interest, can strive for?

Just because something is possible, and VCs will fund it, does not mean it supports the greater good. Technology that takes all meaningful jobs away from humans resulting in their suffering will soon become a target for their wrath.  I can already imagine brands placing badges on their products that certify "Human-Made" to gain a competitive advantage over machine-made production.

At the macro level, if businesses increasingly replace human workers with machines, they will soon have difficulty finding employed customers that can pay for their products.  At what point do businesses seek to expand employment opportunities out of a rational self-interest rather than decrease them through automation? Is it even realistic to expect profit maximizing businesses to seek the greater good of the societies they operate in?  We must seriously ponder these issues as gathered humans.

I think there is value in playing out future scenarios:
  • In the short-term, manufacturers want to automate faster than their competition in order to gain economic advantages while there are sufficient numbers of consumers employed elsewhere to provide a market for their goods.
  • In the mid-term, entire industries will automate and terminate large numbers of jobs, but hope other, slower-to-automate industries will employ their customer base so there is money to spend. 
  • In the long-term, however, when digital transformation has swept through all industries, who is left to employ the consumers and provide them with living wages so goods can be purchased?
As jobs that require little training or education diminish in numbers, we have two choices, 1) Increase education levels to equip humans for employment in the digital future, or 2) subsidize and fund employment opportunities that benefit the greater good, so there are sufficient incomes available to support a healthy economy.

There are plenty of problems left on this planet to be solved, and solving these problems could employ many. Today, however, not all of these problems have economic and greater good values assigned to them. Fresh water sources, clean air, litter removal, forestation, sustainable farming, peace, better health and wellness, improved education, beautification of public spaces, etc.  All of these areas have the potential to generate enormous benefits for the greater good, but they need society to place a value on them and fund employment in these areas which are not always profit generating but support the greater good.

A vibrant economy, and a safe and secure society depends on healthy employment numbers, adequate wages, property ownership, human and property rights, hope, peace and purpose. Digital transformation must add to the greater good, or it risks accelerating a break down in our society and economy.

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Kevin Benedict
Futurist/Founder
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Hiding from Karma in an AI World

Recently an artificial intelligence system in China successfully passed a medical exam for the first time.  This is a significant advance in healthcare.  Potentially AI can soon provide high quality medical diagnoses remotely anywhere around the world.   Another significant step in AI and robotics happen a couple of years ago in Saudi Arabia where they granted citizenship to a robot named Sophia.  I wonder if that robot will be forced to wear a burka?  With all these rapid advancements, I think it is time we explore the spiritual life of robots and artificial intelligence.

Up until recently, human programmers coded and configured algorithms, AI, automation and machine learning system and took personal responsibility for all of their own code.  Today, however, AI has escaped the confines of human oversight and has been empowered and employed to self-program, self-optimize, self-test, self-configure and self-learn.  David Gunning writes, "Continued advances [in AI] promise to produce autonomous systems that will perceive, learn, decide, and act on their own."  That's potentially a big problem for karma.

A simplistic definition of karma is a spiritual principle that teaches good actions and good intent lead to good things now and in the future, while bad actions and bad intent lead to bad things now and in the future.  What happens to a human programmer that empowers or transfers responsibility for future decisions and actions to a robot - an autonomous machine with artificial intelligence?  Will karma eventually seek out the original human programmer of the autonomous system, long since retired and fishing on a mountain lake to extract retribution, or direct bad karma to the machine?  It's a problem.

An Interview with SAP's Futurist Tom Raftery

In this episode, filmed at SAP’s SAPPHIRENOW 2018 conference, I have the opportunity to sit down with SAP’s Futurist Tom Raftery, and discuss the impact of artificial intelligence today and in the future.  Spoiler alert – data from thousands of different sources gets transformed into intelligence giving leaders the ability to improve and find competitive advantages in many new areas.  Enjoy!

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Kevin Benedict
SVP Solutions Strategy, Regalix Inc.
Website Regalix Inc.
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

IT Leaders Series: Nigel Willson, Microsoft's Global Strategist

In this episode of the IT Leader Series, Microsoft's digital expert and guru Nigel Willson and I discuss IT trends, business strategies, emerging technologies and the future.   I learned a great deal and hope you will to.


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Kevin Benedict
Senior Vice President Solutions Strategy, Regalix Inc.
Website Regalix Inc.
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin's YouTube Channel
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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Leadership: The Plan for Winning in Digital Transformation

Last year the World Economic Forum labeled 2017 as the beginning of the Fourth Industrial Revolution. What value do we gain from defining industrial revolutions? I believe it is to define new sets of rules for winning in business. Let’s review the three previous industrial revolutions.

  • Industrial Revolution #1. We move from reliance on animals, human muscles and biomass to the use of fossil fuels and mechanical power. A caveman/businessman wishing for a competitive advantage might be the first to use mechanical power fueled by fossil fuels to build cave-condos faster and cheaper than other Neanderthals.
  • Industrial Revolution #2. Electricity is harnessed and distributed, both wireless and wired communication is developed, the synthesis of ammonia provides new fertilizers and harvests increase, and new forms of power generation are developed. A farmer wishing for competitive advantages could adopt mobile phones to communicate wirelessly with their workers, use lights around the farm to extend hours of operation, fertilizers could increase their production.
  • Industrial Revolution #3. Digital systems are developed, communication and rapid advances in computing power achieved, which enable new ways of generating, processing and sharing information. A businessman operating a disco and seeking competitive advantages installs a digital cash register for more accurate cash management, buys an Apple Computer with the VisiCalc spreadsheet to better manage the business, and installs a heavy printer to print disco-oriented newsletters and other business documents from the office.
  • Industrial Revolution #4. Billions of humans are connected by mobile devices and networks, surrounded by sensors, wearing wearables, supported by unprecedented processing power, storage capacity, and access to knowledge, which serves as the springboard for developments in artificial intelligence, robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, biotechnology, materials science, energy storage, and quantum computing. A business woman seeking a competitive advantage decides to develop and rent out genetically-altered and custom-designed farm animals with embedded GPS sensors to urban dwellers by developing a mobile app connected to the internet where chatbots take your reservation and deliver the beasts in autonomous self-driving trucks pulling cattle trailers.

Artificial Intelligence, Combined Actions and Digital Strategies

Fingerspitzengefühl: A German word used to describe the ability to maintain attention to detail in an ever-changing operational and tactical environment by maintaining real-time situational awareness. The term is synonymous with the English expression of "keeping one's finger on the pulse".  The problem with fingerspitzengefühl traditionally, in addition to pronouncing it, has been it is hard for an individual to scale up. Today that is changing.  In a world of sensors, AI and mobile devices, having real-time situational awareness is far easier than ever before.  In fact, today the challenge is not how to do it, but what to do with the massive volume of data that can be provided.



Competition, Artificial Intelligence and Balloons

W. Edward Deming taught that quality is achieved by measuring as much as possible and reducing variations, and reducing variation is achieved by improving the system, not just pieces.  Japan widely adopted Deming's philosophies in the 1950s and became the 2nd biggest economy in the world.  Quality improvement didn't decrease jobs in Japan, it increased jobs.

AI now has the ability to expand and codify Deming's philosophies - to take them to the next level. AI can improve and standardize decision making based on logic, rather than the fear of missing objectives, bonuses or losing one's job.  It can continuously monitor for quality against specifications by analyzing streams of real-time data coming from embedded sensors connected to the IIoT, IoT and IoA (internet of agriculture). This means companies that are aggressive early adopters of these digital technologies will have more knowledge, higher quality and significant competitive advantages, which means more demand for their products, sales, customer service, manufacturing, distribution, etc.  It also means aggressive adopters will likely generate more jobs.

What Artificial Intelligence Can Teach Us

Most of us understand that artificial intelligence (AI) offers opportunities for productivity improvements in the form of speed, automation, standardized actions and responses, plus the opportunity for continuous improvements via machine learning. These opportunities are enabled by data inputs that are analyzed and processed through AI algorithms that execute a desired decision and action. For all of the great capabilities and benefits that AI can provide, there is also a potential dark side. AI solutions can easily codify our prejudices, bias, gender stereotypes and promote injustices intentionally or unintentionally. This threat, as real and serious as it is, can also be seen as an opportunity to evaluate who we are, what we want the future to look like, and then codify a better tomorrow.

Digital Technologies and the Compression of Time and Distance

Professor Paul Virilio, a philosopher of speed, urbanist and cultural theorist, wrote at length about the impact of speed on society.  He wrote that speed compresses both time and distance. Where once it took a letter 6 months to get to the other side of the world, an email can now arrive in seconds.  Today's near real-time communications has changed how nations are governed, markets operate and commerce is conducted.  The distance and time involved in communications has been compressed into seconds.

Commanders of Roman armies could once estimate the day and time of battle based upon their soldiers ability to march 20 miles per day on purpose built stone roads.  Today, however, a ballistic missile can be launched and reach the other side of the earth in minutes.   As a result, nations and their military commanders must now prepare to make critical decisions in mere seconds rather than taking days, weeks or months to deliberate.  That's a big deal.  In the past, an army could retreat and give up distance for time.  In the example of the roman army, an opponent could retreat and separate themselves by 100 miles to give them the security of 5 days of time.  Today 100 miles means only a matter of seconds.  The distance and time of military conflicts today has been compressed to milliseconds.

Chatbots Rising - Learning from Oracle's Suhas Uliyar



    Kevin Benedict
    Senior Analyst, Center for the Future of Work, Cognizant
    View my profile on LinkedIn
    Follow me on Twitter @krbenedict
    Subscribe to Kevin's YouTube Channel
    Join the Linkedin Group Strategic Enterprise Mobility
    Join the Google+ Community Mobile Enterprise Strategies

    ***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

    Bots for President

    1. The End Game of Digital Transformation
    2. The Three Tsunamis of Digital Transformation - Be Prepared!
    3. Bots, AI and the Next 40 Months
    4. You Only Have 40 Months to Digitally Transform
    5. Digital Technologies and the Greater Good
    6. Video Report: 40 Months of Hyper-Digital Transformation
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    8. Virtual Moves to Real in with Sensors and Digital Transformation
    9. Technology Must Disappear in 2017
    10. Merging Humans with AI and Machine Learning Systems
    11. In Defense of the Human Experience in a Digital World
    12. Profits that Kill in the Age of Digital Transformation
    13. Competing in Future Time and Digital Transformation
    14. Digital Hope and Redemption in the Digital Age
    15. Digital Transformation and the Role of Faster
    16. Digital Transformation and the Law of Thermodynamics
    17. Jettison the Heavy Baggage and Digitally Transform
    18. Digital Transformation - The Dark Side
    19. Business is Not as Usual in Digital Transformation
    20. 15 Rules for Winning in Digital Transformation
    21. The End Goal of Digital Transformation
    22. Digital Transformation and the Ignorance Penalty
    23. Surviving the Three Ages of Digital Transformation
    24. The Advantages of an Advantage in Digital Transformation
    25. From Digital to Hyper-Transformation
    26. Believers, Non-Believers and Digital Transformation
    27. Forces Driving the Digital Transformation Era
    28. Digital Transformation Requires Agility and Energy Measurement
    29. A Doctrine for Digital Transformation is Required
    30. Digital Transformation and Its Role in Mobility and Competition
    31. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
    32. Competing in Digital Transformation and Mobility
    33. Ambiguity and Digital Transformation
    34. Digital Transformation and Mobility - Macro-Forces and Timing
    35. Mobile and IoT Technologies are Inside the Curve of Human Time
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    Kevin Benedict
    Senior Analyst, Center for the Future of Work, Cognizant
    View my profile on LinkedIn
    Follow me on Twitter @krbenedict
    Subscribe to Kevin's YouTube Channel
    Join the Linkedin Group Strategic Enterprise Mobility
    Join the Google+ Community Mobile Enterprise Strategies

    ***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

    Interviews with Kevin Benedict