Human Capacity Preservation Will Decide Our Future, #25

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We talk constantly about technology, artificial intelligence, automation, and speed. We argue about tools, ethics, productivity, and disruption. But beneath all of those debates sits a far more consequential issue:

Can humans remain viable inside the systems we are building?

This question will shape the next several decades of business, governance, and society. It determines whether progress continues, stalls, or collapses.

The risk we face is not that machines will become too intelligent. It is that human capacity—judgment, ethics, trust, meaning, and adaptive energy—will be exhausted by systems that no longer fit people.

Understanding this requires clarity about three things:
  1. What healthy humans are capable of producing?
  2. What humans require in order to remain viable?
  3. How modern systems unintentionally degrade those capacities—and how that degradation can be reversed?
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Finland and the Sixth Great Transition, #24

The Sixth Great Transition is not mainly about new technology. It is about new operating conditions.

Artificial intelligence, automation, robotics, and digital platforms now act faster than humans can observe, understand, or intervene. These systems operate continuously, scale globally, and produce effects that are often permanent. Humans do not control the tempo.

Yet humans are still expected to do four things:

  1. Notice when something important is happening

  2. Decide what should be done

  3. Accept responsibility for the outcome

  4. Explain those outcomes in ways others accept as legitimate

This expectation remains embedded in our institutions, laws, and organizations. It is rarely stated, but it governs accountability, trust, and authority.

The problem is simple: systems now move faster than the humans they depend on.

This creates exhaustion, errors, loss of trust, and declining legitimacy—not because people are failing, but because the environment has changed.

So the core question of the Sixth Great Transition is not technological.

It is this:

What conditions allow humans to function responsibly and meaningfully inside systems that now operate at machine speed?

Why Finland Matters

Finland offers useful lessons because they also faced big challenges and decisions during their formation.

When Finland became independent, it was small, exposed, and vulnerable. It could not rely on size, wealth, or military power to protect itself. Survival required careful design.

Finland had to decide:

  • How to govern itself

  • How to protect people physically and economically

  • How to maintain social stability during uncertainty

  • How to help people adapt without breaking under pressure

These were practical decisions, not philosophical ones.

Finland focused on building conditions that allowed people to remain capable over time.

That approach matters now.

Leadership and Human Viability, #23

The key constraint of the Sixth Great Transition is human viability—the ability of people to remain coherent, responsible, and meaningfully engaged inside systems that operate faster than humans.  
As we all recognize, humans cannot compete against the power and speed of digital platforms, AI, and automation. So what roles and responsibilities do leaders have when speed forces humans to the sidelines?

To answer that question, we must first ask another: What do human leaders owe society—and what does society owe humans.

This question is particularly important when considering how to support your society through times of massive and unrelenting change. It is the implicit social contract of leadership.

For most of history, change was slower. Power was constrained by time, distance, and human limits.  Today, however, acceleration, automation, and autonomous systems have altered leadership. Leaders must now oversee systems that act at machine speed, and scale globally with irreversible consequences. When systems accelerate like this, responsibility concentrates. 

The Future of Automobile Manufacturing with Siemens Expert Kristian Kozole

In this episode of FOBtv — We take a deep dive into how automobile manufacturing is being fundamentally rewritten.  Our guest is Kristian Kozole, Vice President of Automotive at Siemens Digital Industries Software.  Kristian will help us understand what has actually changed over the past decade—and what the next ten years will demand of automobile manufacturers. From software-defined vehicles and AI-driven design to the real state of smart factories, digital twins, robotics, and resilient supply chains, this conversation explains how complex systems now work together on the factory floor. 


*I use AI in all my work.
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Kevin Benedict
Futurist, and Lecturer 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.

How Clarity is Maintained in Foresight, #22

Earlier in this series, we examined how foresight erodes and fails—first through moral misalignment, then through cognitive distortion. We saw how:
  1. Fear
  2. Ego
  3. Comfort
  4. Denial
  5. Status
Quietly drain away Transformational Energy Units (TEUs), and how those inner conditions harden into faulty mental models: 
  • linear thinking
  • nostalgia bias
  • confirmation loops
  • fragmented systems logic
These developments corrupt our ability to see clearly into the future.

Just as ecosystems regenerate after disturbance, human systems possess counterforces—disciplines that can help restore clarity, widen perception, and stabilize judgment under uncertainty. These counterforces are functional virtues that improve our ability to see into the future clearly. 

What follows are the nine virtues of foresight—the precise antidotes to the distortions described above. Each expands perception where a vice narrows it. Each replenishes TEUs where misalignment drains them. Together, they form the internal architecture required for polyintelligent leadership.

The Future of Shared Services with Expert Ajay Wadhwa

In this episode of FOBtv, I get the opportunity to sit down, viritually, with Tata Motors Global Services Limited CEO Ajay Wadhwa for a rare, inside look at the invisible engine powering the future of automobile manufacturing. As the industry accelerates toward electrification, AI, autonomy, and sustainability, this conversation reveals why shared services—often overlooked—are becoming a strategic force multiplier. 


*I use AI in all my work.
************************************************************************
Kevin Benedict
Futurist, and Lecturer at TCS
View my profile on LinkedIn
Follow me on X @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.

The Human Assumption, #21

As we look toward the future, one fact is already unavoidable: the world is not merely changing faster—it is operating faster and differently. Speed is persistent. Automation is required. Verification is demanded. Consequences are no longer reversible or private.

Yet beneath all of this acceleration, our systems—economic, organizational, legal, and civic—still rest on an ancient and inherited assumption:

A human will be there.
A human to notice when something matters.
A human to judge what to do next.
A human to accept responsibility when outcomes cause harm.
A human to explain decisions in a way other humans can accept as legitimate.

This assumption about humans is so deeply embedded that it is rarely named. It does not appear in strategy documents or system diagrams. But it governs how accountability flows, how authority is justified, and how trust is maintained. Over the next decade, this assumption will either be deliberately redesigned—or silently broken.

The Inherited Mind, #20

Every era leaves behind more than buildings, bones, books, or institutions. It leaves behind habits of thought. These habits quietly shape what feels normal, reasonable, and legitimate, and what feels possible long after the original conditions have disappeared. We don't select these habits. We inherit them. And when the world changes faster than our habits can adapt, we're in trouble.

The Renaissance, the Reformation, the Scientific Revolution, and the Age of Reason together forged the mental architecture of the modern world. That architecture produced extraordinary progress. It also took the human mind down a dead end street.  To a place the mind was never meant to be.

That mismatch is now breaking systems—and exhausting the humans inside them.

A World That Made Sense From the Inside

For thousands of years humans mostly lived inside inherited certainty. Truth was certain and provided by institutions and authorities. One didn't have to work for their own answers, or seek them out.

Life could be brutal, unfair, short and constrained—but it was understood. People knew who they were, where they belonged, and which forces governed their lives and provided answers with certainty. 

The burden of judgment rested largely outside the individual. Life's big questions were all answered by authorities, and shared frameworks of meaning. This did not make societies more just, or more accurate. But it made them cognitively lighter

By cognitively lighter, we mean individual humans were not expected to know much, or make many big decisions. People were not required to continually evaluate competing versions of truth, determine which authority was legitimate, or reconcile unresolved disagreement. Those burdens were carried by institutions and authorities.

In the language of this series, earlier societies consumed fewer Transformational Energy Units (TEUs) simply to function. TEUs describe the finite human energy required to absorb change, exercise judgment, regulate emotion, and maintain meaning under uncertainty. 

When ambiguity is structurally and institutionally contained, TEU expenditure for individuals is low and replenishable. 

Life might have been materially harder, but it was mentally simpler for humans.

The Latest in Automobile Manufacturing with TCS Expert Naresh Mehta

The automotive industry is undergoing one of the deepest transformations in its history, and this episode of FOBtv breaks down what’s actually happening behind the headlines. I'm joined by Naresh Mehta, Global Chief Technology & Innovation Officer at TCS, to examine how factories, supply chains, and the vehicles themselves are being fundamentally redesigned. 


*I use AI in all my work.
************************************************************************
Kevin Benedict
Futurist, and Lecturer at TCS
View my profile on LinkedIn
Follow me on X @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.

The Future of Automobile Manufacturing with Expert Michael Diettrick

In this episode of the FOBtv podcast, we pull back the curtains on one of the most profound transformations underway in manufacturing: the reinvention of automotive manufacturing in an age defined by AI, automation, and software-defined mobility. I'm able to connect with automobile manufacturing expert Michael Diettrick from TCS’s Future of Business team to explore how the next decade will reshape how cars are designed, built, and experienced.


*I use AI in all my work.
************************************************************************
Kevin Benedict
Futurist, and Lecturer at TCS
View my profile on LinkedIn
Follow me on X @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.

Interviews with Kevin Benedict