Access to AI is key to solving our future problems

A conversation with futurist Stefan Hyttfors

Business as we know it has been turned upside down in the last decade. Growth is no longer linear. It is now exponential and driven by a digital and algorithmic backbone. Stefan Hyttfors believes this changes the game for everyone. , He  recently spoke at SAS Forum about how to get a foothold in the maelstrom of modern business management. I caught up with him for a chat about the digital generation gap and the perils of size when it comes to business transformation. In particular, I wanted to understand how to adapt to the realities of climate change using technology including AI.

 Stefan, what is the main problem or potential in the gap between generations?

 First of all, generations are about cultural shifts. Generation-shaping trends are most influential as people come of age. This leads to shifts values, beliefs, behaviors and characteristics, such as communication or shopping. These are often a result of the fact that we experience similar trends at the same time in life.

 Secondly, a faster pace of change from new technology makes this problem even more obvious. Our previous knowledge represents more an obstacle than an advantage. Knowledge and experience that was a strength in one generation will therefor most likely become irrelevant or even a weakness to the next generation.

 The most important takeaway from all the well-known cases of disruption is this: you don’t get disrupted because you are bad but because you are good, at doing what is no longer needed.

The fast development of AI is often perceived as a major risk for the impact on employment and the workforce. What are your thoughts on this?

We should focus more on access to understand the impact of technology. Think of computing power as an example. When I was young only a few (big corporations) had access to advanced computers so disruption from IT start-ups and small companies was non-existing.

Today, billions of people have access to supercomputers, limitless storage and fast connectivity so the speed of innovation increases. In the near future, computers will have access to computers…No one knows how this will impact society and humanity but yes, of course it means great changes to employment, and yes it will be very bad if your main concern is to protect workers from change.

But if you shift focus to the problems we need to solve; climate, pollution, inequality, cancer etc., AI will be the enabler and opportunity we so badly need. Again, it’s a question about access. Who have access to education, healthcare, food? Let’s be honest, if machines can solve all our problems and create value the problem is about sharing, not about jobs.

 If we want to try to face the issue if climate change issue the help of AI, what should be our approach?

Our challenge is not to save the planet, earth will stay around for at least a billion years. This is about humanity, how long we will be on this planet and what that future will look like.

And I don’t believe we should focus on how to convince sceptics. We haven’t come close to decouple emissions growth from economic growth. So we are all part of the problem.

We need to do three things. First, accept climate change and prepare for how to live with the consequences. Second, incentivise sustainability (taxation and even sanctions on everything unsustainable). Third, embrace new technologies such as AI to understand and identify opportunities.

Big equals slow you said. Are all big companies by default slow and only focus on internal processes?

Big is a consequence of growth - just like old is a result of ageing. We all want to grow just like we want to become older (as opposed to the alternative).

But just like with old age, size becomes a challenge in a world where speed is more important than size.

 So yes, I believe big companies are slow by default. Size might be necessary for strategic reasons, but managers need to understand that it is also a challenge working against them.

 Stefan, you are a father and an entrepreneur, what is your advice for the next generation?

Remember my answer to your first question? I have knowledge and experience that will be irrelevant or even a weakness to the next generation. So I am careful when I give advice to young people. But I do tell them to search for meaning. Competition is fierce, so you need to be good at whatever you do and the only way to become good is to do something you love. That’s it.

Instead of giving advise people in my generation should focus on support. As leaders we need to give young people the resources and prepare to step aside.

To create independence and make yourself superfluous, ‘?verfl?dig’ in Swedish, thats what leadership is all about, just like parenting.