Augmented Curiosity

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The perils of stagnation

This week, I reflected on the fate of Van Hool, a Belgian bus manufacturer whose legacy is fraying at the edges. Over 1,100 employees stand on the precipice of unemployment, a grim testament to the perils of stagnation.

In an exposé to De Tijd, Belgian’s financial newspaper, I voiced my concerns, only to be met with the swift sting of regret. In today’s digital colosseum, opinions are both the sword and the shield, and the onslaught of social media can be unforgiving. My armor against such virulence is yet untested. No need to be concerned, I learned once the column was publishe. People were OK with it. Al least most of them, and those that were not, were respectful.

Van Hool’s decline, I argued, stemmed from an innovation deficit—a void where curiosity should have sparked. I am penning a book on the symbiosis of curiosity and profitability, and I am convinced that a robust Net Curiosity Score (NCS) could have altered Van Hool’s trajectory.

Curiosity is not one dimensional, like most people think. It manifests in dual forms: explorative and purpose-driven. The former is the wanderlust of the mind, a quest without destination, driven by the sheer thrill of discovery. It’s a trait often shunned in the corporate realm, where risk is the enemy, and the unknown is a path less traveled. Yet, it is this very explorative impulse that could have made Van Hool see the seismic shifts on the horizon in time—electrification, data analytics, automation, the rise of smart cities, and the burgeoning ecosystem of mobility.

Seizing these nascent trends could have paved the way for the latter form of curiosity—the strategic pursuit of innovation. Van Hool might have reimagined its foundational elements, integrating them with emerging opportunities or countering potential threats. This purpose-driven curiosity is the crucible in which transformative ideas are forged, the very curiosity that might have been Van Hool’s salvation.

Alas, Van Hool turned a blind eye to explorative curiosity, and by the time the warning signs were heeded, the damage was done. The company found itself adrift, clinging to denial as a life raft, hoping against hope that the inevitable tide would ebb.

This narrative is not unique to Van Hool. Many automotive titans find themselves in a similar quagmire, having entered the electric vehicle arena too late, after years of resistance. Now caught in a limbo of their own making, they face a dilemma: to ride the wave of change or retreat to the familiar shores of yesteryear. Yet, with each moment of hesitation, the wave grows more formidable, and the prospect of retreat fades into the annals of history.

In the end, the lesson is clear: curiosity, both explorative and purpose-driven, is not a luxury but a necessity. It is the compass that guides companies through the ever-changing landscape of industry, the beacon that illuminates the path to innovation and longevity.

Every day I write the book.

We find ourselves in an era where change is the only constant, a whirlwind of transformation that reshapes our world with each passing moment. It is curiosity that stands as our beacon through these tumultuous times, a savior that ignites the spark of innovation and guides us towards enlightenment. Recognizing the paramount importance of this virtue, I have embarked on a literary journey to author a book dedicated to the art of curiosity. It is a manifesto for the inquisitive spirit, a guide on how to nurture and amplify this essential trait, ensuring that we not only adapt to the changes around us but also thrive amidst them. This book is my ode to curiosity, a testament to its power in steering us through the uncharted waters of rapid and dramatic change.

In the midst of crafting a book on curiosity, I find myself entangled in a semantic web. To say I “wrote” would be a misstep; it is “writing” that captures the essence of my current endeavor. The deadline looms, yet ample time remains for the ebb and flow of creation, allowing me to sculpt and refine both new and existing passages.

In my youth, a time now distant, I wielded the pen with fervor, but also reveled in the brush’s stroke. It was then I discerned the stark contrast between watercolor and oil painting. A watercolor is definitive, its fate sealed once the pigment settles and the water recedes. An oil painting, however, is an eternal canvas, inviting endless revision. Such is the nature of a book. Like an oil masterpiece, one must eventually release it into the world, declaring, “This is it.” That moment, for me, has yet to arrive. I continue to tinker, and today, I extend an invitation into this intricate dance of words.

Within the pages still under my careful curation, I explore how curiosity fuels the engine of organizational innovation. This force is vital; without it, an entity becomes inert, destined to obsolescence. Curiosity has been a pivotal trait throughout human evolution.

AI and curiosity, a curious couple.

As artificial intelligence (AI) rapidly conquers the globe, I’m often queried about its relationship with curiosity. The underlying skepticism suggests that AI lacks this trait, as we cling to the notion of curiosity as a uniquely human attribute. I find this topic utterly captivating. Is AI curious?

AI is but a constellation of algorithms designed to perform tasks traditionally requiring human intellect, from processing data to solving complex problems and making decisions amidst a multitude of variables. Does curiosity fall within AI’s remit? Here lies the answer: AI does not supplant human curiosity; it amplifies it, should we desire so.

The curiosity of AI is fundamentally distinct from our own, yet it warrants the label. While humans are innately driven, especially in youth, to learn and discover, AI’s curiosity is prompted—commanded, even. Its quest for knowledge is not spontaneous but programmed.Rather than resist the potential perils of AI—and they exist—I advocate for an open embrace of this alternate form of intelligence.

My book, from a myriad of perspectives, demonstrates a clear correlation between fostering an organization’s curiosity—and that of its people—and its success and profitability. If AI can enhance, expedite, and deepen this curiosity, and if indeed curiosity is the overlooked lever to bolster an organization’s profitability, then we must not only quantify curiosity to continually elevate it but also welcome AI as an ally in this pursuit.

In the grand theater of commerce, artificial intelligence emerges as a maestro of curiosity, orchestrating a symphony of exploration and innovation. Companies stand to reap immense benefits from AI’s augmented curiosity, a dual-edged sword that sharpens both the explorative and purpose-driven facets of inquiry.

Explorative Curiosity Amplified: AI excels in pattern detection, tirelessly sifting through data with unparalleled precision. It is the vigilant sentinel, ever-watchful for the subtlest shifts in the market’s fabric. Where human oversight may falter, AI’s algorithms thrive, identifying nascent trends and signals that herald change. This explorative prowess enables companies to be proactive rather than reactive, to be pioneers rather than settlers in the new frontiers of business.

Purpose-Driven Curiosity Enhanced: On the flip side, AI’s capacity to combine and recombine an organization’s building blocks with emerging trends catalyzes the genesis of novel products, services, and markets. It is the crucible in which purpose-driven curiosity melds with strategic intent, forging pathways to untapped opportunities. AI serves as a catalyst, accelerating the ideation process and transforming the seeds of curiosity into the fruits of innovation.

This augmented curiosity is not merely an extension of human capability; it is a transformation of it. It is the bridge between what is known and the infinite expanse of the unknown. In the hands of a company attuned to its potential, AI becomes more than a tool—it becomes a visionary partner, guiding the organization through the labyrinth of progress with the torch of curiosity held high.

Conclusion.

AI is the embodiment of augmented curiosity. It invites companies to transcend their limitations, to question the status quo, and to embrace the boundless possibilities that curiosity unveils. It is not a question of whether companies can benefit from AI, but rather how swiftly they can integrate this profound curiosity into the very core of their strategic vision. For in the age of AI, it is the curious who will lead, and the complacent who will follow. The leaders will win, the followers will die from starvation. Like Van Hool.