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There’s no better way of ensuring you win a race than by setting the rules yourself. That may be behind the recent rush by countries, international organizations, and companies to put forward their visions for how the AI race should be governed.
China became the latest to release a set of “ethical standards” for the development of AI last month, which might raise eyebrows given the country’s well-documented AI-powered state surveillance program and suspect approaches to privacy and human rights.
But given the recent flurry of AI guidelines, it may well have been motivated by a desire not to be left out of the conversation. The previous week the OECD, backed by the US, released its own “guiding principles” for the industry, and in April the EU released “ethical guidelines.”
The language of most of these documents is fairly abstract and noticeably similar, with broad appeals to ideals like accountability, responsibility, and transparency. The OECD’s guidelines are the lightest on detail, while the EU’s offer some more concrete suggestions such as ensuring humans always know if they’re interacting with AI and making algorithms auditable. China’s standards have an interesting focus on promoting openness and collaboration as well as expressly acknowledging AIs potential to disrupt employment.
Overall, though, one might be surprised that there aren’t more disagreements between three blocs with very divergent attitudes to technology, regulation, and economics. Most likely these are just the opening salvos in what will prove to be a long-running debate, and the devil will ultimately be in the details.
The EU seems to have stolen a march on the other two blocs, being first to publish its guidelines and having already implemented the world’s most comprehensive regulation of data—the bedrock of modern AI—with last year’s GDPR. But its lack of industry heavyweights is going to make it hard to hold onto that lead.
One organization that seems to be trying to take on the role of impartial adjudicator is the World Economic Forum, which recently hosted an event designed to find common ground between various stakeholders from across the world. What will come of the effort remains to be seen, but China’s release of guidelines broadly similar to those of its Western counterparts is a promising sign.
Perhaps most telling, though, is the ubiquitous presence of industry leaders in both advisory and leadership positions. China’s guidelines are backed by “an AI industrial league” including Baidu, Alibaba, and Tencent, and the co-chairs of the WEF’s AI Council are Microsoft President Brad Smith and prominent Chinese AI investor Kai-Fu Lee.
Shortly after the EU released its proposals one of the authors, philosopher Thomas Metzinger, said the process had been compromised by the influence of the tech industry, leading to the removal of “red lines” opposing the development of autonomous lethal weapons or social credit score systems like China’s.
For a long time big tech argued for self-regulation, but whether they’ve had an epiphany or have simply sensed the shifting winds, they are now coming out in favor of government intervention.
Both Amazon and Facebook have called for regulation of facial recognition, and in February Google went even further, calling for the government to set down rules governing AI. Facebook chief Mark Zuckerberg has also since called for even broader regulation of the tech industry.
But considering the current concern around the anti-competitive clout of the largest technology companies, it’s worth remembering that tough rules are always easier to deal with for companies with well-developed compliance infrastructure and big legal teams. And these companies are also making sure the regulation is on their terms. Wired details Microsoft’s protracted effort to shape Washington state laws governing facial recognition technology and Google’s enormous lobbying effort.
“Industry has mobilized to shape the science, morality and laws of artificial intelligence,” Harvard law professor Yochai Benkler writes in Nature. He highlights how Amazon’s funding of a National Science Foundation (NSF) program for projects on fairness in artificial intelligence undermines the ability of academia to act as an impartial counterweight to industry.
Excluding industry from the process of setting the rules to govern AI in a fair and equitable way is clearly not practical, writes Benkler, because they are the ones with the expertise. But there also needs to be more concerted public investment in research and policymaking, and efforts to limit the influence of big companies when setting the rules that will govern AI.
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As digital technologies facilitate the growth of both new and incumbent organizations, we have started to see the darker sides of the digital economy unravel. In recent years, many unethical business practices have been exposed, including the capture and use of consumers’ data, anticompetitive activities, and covert social experiments.
But what do young people who grew up with the internet think about this development? Our research with 400 digital natives—19- to 24-year-olds—shows that this generation, dubbed “GenTech,” may be the one to turn the digital revolution on its head. Our findings point to a frustration and disillusionment with the way organizations have accumulated real-time information about consumers without their knowledge and often without their explicit consent.
Many from GenTech now understand that their online lives are of commercial value to an array of organizations that use this insight for the targeting and personalization of products, services, and experiences.
This era of accumulation and commercialization of user data through real-time monitoring has been coined “surveillance capitalism” and signifies a new economic system.
A central pillar of the modern digital economy is our interaction with artificial intelligence (AI) and machine learning algorithms. We found that 47 percent of GenTech do not want AI technology to monitor their lifestyle, purchases, and financial situation in order to recommend them particular things to buy.
In fact, only 29 percent see this as a positive intervention. Instead, they wish to maintain a sense of autonomy in their decision making and have the opportunity to freely explore new products, services, and experiences.
As individuals living in the digital age, we constantly negotiate with technology to let go of or retain control. This pendulum-like effect reflects the ongoing battle between humans and technology.
My Life, My Data?
Our research also reveals that 54 percent of GenTech are very concerned about the access organizations have to their data, while only 19 percent were not worried. Despite the EU General Data Protection Regulation being introduced in May 2018, this is still a major concern, grounded in a belief that too much of their data is in the possession of a small group of global companies, including Google, Amazon, and Facebook. Some 70 percent felt this way.
In recent weeks, both Facebook and Google have vowed to make privacy a top priority in the way they interact with users. Both companies have faced public outcry for their lack of openness and transparency when it comes to how they collect and store user data. It wasn’t long ago that a hidden microphone was found in one of Google’s home alarm products.
Google now plans to offer auto-deletion of users’ location history data, browsing, and app activity as well as extend its “incognito mode” to Google Maps and search. This will enable users to turn off tracking.
At Facebook, CEO Mark Zuckerberg is keen to reposition the platform as a “privacy focused communications platform” built on principles such as private interactions, encryption, safety, interoperability (communications across Facebook-owned apps and platforms), and secure data storage. This will be a tough turnaround for the company that is fundamentally dependent on turning user data into opportunities for highly individualized advertising.
Privacy and transparency are critically important themes for organizations today, both for those that have “grown up” online as well as the incumbents. While GenTech want organizations to be more transparent and responsible, 64 percent also believe that they cannot do much to keep their data private. Being tracked and monitored online by organizations is seen as part and parcel of being a digital consumer.
Despite these views, there is a growing revolt simmering under the surface. GenTech want to take ownership of their own data. They see this as a valuable commodity, which they should be given the opportunity to trade with organizations. Some 50 percent would willingly share their data with companies if they got something in return, for example a financial incentive.
Rewiring the Power Shift
GenTech are looking to enter into a transactional relationship with organizations. This reflects a significant change in attitudes from perceiving the free access to digital platforms as the “product” in itself (in exchange for user data), to now wishing to use that data to trade for explicit benefits.
This has created an opportunity for companies that seek to empower consumers and give them back control of their data. Several companies now offer consumers the opportunity to sell the data they are comfortable sharing or take part in research that they get paid for. More and more companies are joining this space, including People.io, Killi, and Ocean Protocol.
Sir Tim Berners Lee, the creator of the world wide web, has also been working on a way to shift the power from organizations and institutions back to citizens and consumers. The platform, Solid, offers users the opportunity to be in charge of where they store their data and who can access it. It is a form of re-decentralization.
The Solid POD (Personal Online Data storage) is a secure place on a hosted server or the individual’s own server. Users can grant apps access to their POD as a person’s data is stored centrally and not by an app developer or on an organization’s server. We see this as potentially being a way to let people take back control from technology and other companies.
GenTech have woken up to a reality where a life lived “plugged in” has significant consequences for their individual privacy and are starting to push back, questioning those organizations that have shown limited concern and continue to exercise exploitative practices.
It’s no wonder that we see these signs of revolt. GenTech is the generation with the most to lose. They face a life ahead intertwined with digital technology as part of their personal and private lives. With continued pressure on organizations to become more transparent, the time is now for young people to make their move.
Dr Mike Cooray, Professor of Practice, Hult International Business School and Dr Rikke Duus, Research Associate and Senior Teaching Fellow, UCL
This article is republished from The Conversation under a Creative Commons license. Read the original article.
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In the wake of the housing market collapse of 2008, one entrepreneur decided to dive right into the failing real estate industry. But this time, he didn’t buy any real estate to begin with. Instead, Glenn Sanford decided to launch the first-ever cloud-based real estate brokerage, eXp Realty.
Contracting virtual platform VirBELA to build out the company’s mega-campus in VR, eXp Realty demonstrates the power of a dematerialized workspace, throwing out hefty overhead costs and fundamentally redefining what ‘real estate’ really means. Ten years later, eXp Realty has an army of 14,000 agents across all 50 US states, 3 Canadian provinces, and 400 MLS market areas… all without a single physical office.
But VR is just one of many exponential technologies converging to revolutionize real estate and construction. As floating cities and driverless cars spread out your living options, AI and VR are together cutting out the middleman.
Already, the global construction industry is projected to surpass $12.9 trillion in 2022, and the total value of the US housing market alone grew to $33.3 trillion last year. Both vital for our daily lives, these industries will continue to explode in value, posing countless possibilities for disruption.
In this blog, I’ll be discussing the following trends:
New prime real estate locations;
Disintermediation of the real estate broker and search;
Materials science and 3D printing in construction.
Let’s dive in!
Location Location Location
Until today, location has been the name of the game when it comes to hunting down the best real estate. But constraints on land often drive up costs while limiting options, and urbanization is only exacerbating the problem.
Beyond the world of virtual real estate, two primary mechanisms are driving the creation of new locations.
(1) Floating Cities
Offshore habitation hubs, floating cities have long been conceived as a solution to rising sea levels, skyrocketing urban populations, and threatened ecosystems. In success, they will soon unlock an abundance of prime real estate, whether for scenic living, commerce, education, or recreation.
One pioneering model is that of Oceanix City, designed by Danish architect Bjarke Ingels and a host of other domain experts. Intended to adapt organically over time, Oceanix would consist of a galaxy of mass-produced, hexagonal floating modules, built as satellite “cities” off coastal urban centers and sustained by renewable energies.
While individual 4.5-acre platforms would each sustain 300 people, these hexagonal modules are designed to link into 75-acre tessellations sustaining up to 10,000 residents. Each anchored to the ocean floor using biorock, Oceanix cities are slated to be closed-loop systems, as external resources are continuously supplied by automated drone networks.
Electric boats or flying cars might zoom you to work, city-embedded water capture technologies would provide your water, and while vertical and outdoor farming supply your family meal, share economies would dominate goods provision.
AERIAL: Located in calm, sheltered waters, near coastal megacities, OCEANIX City will be an adaptable, sustainable, scalable, and affordable solution for human life on the ocean. Image Credit: OCEANIX/BIG-Bjarke Ingels Group.
Joined by countless government officials whose islands risk submersion at the hands of sea level rise, the UN is now getting on board. And just this year, seasteading is exiting the realm of science fiction and testing practical waters.
As French Polynesia seeks out robust solutions to sea level rise, their government has now joined forces with the San Francisco-based Seasteading Institute. With a newly designated special economic zone and 100 acres of beachfront, this joint Floating Island Project could even see up to a dozen inhabitable structures by 2020. And what better to fund the $60 million project than the team’s upcoming ICO?
But aside from creating new locations, autonomous vehicles (AVs) and flying cars are turning previously low-demand land into the prime real estate of tomorrow.
(2) Autonomous Electric Vehicles and Flying Cars
Today, the value of a location is a function of its proximity to your workplace, your city’s central business district, the best schools, or your closest friends.
But what happens when driverless cars desensitize you to distance, or Hyperloop and flying cars decimate your commute time? Historically, every time new transit methods have hit the mainstream, tolerance for distance has opened up right alongside them, further catalyzing city spread.
And just as Hyperloop and the Boring Company aim to make your commute immaterial, autonomous vehicle (AV) ridesharing services will spread out cities in two ways: (1) by drastically reducing parking spaces needed (vertical parking decks = more prime real estate); and (2) by untethering you from the steering wheel. Want an extra two hours of sleep on the way to work? Schedule a sleeper AV and nap on your route to the office. Need a car-turned-mobile-office? No problem.
Meanwhile, aerial taxis (i.e. flying cars) will allow you to escape ground congestion entirely, delivering you from bedroom to boardroom at decimated time scales.
Already working with regulators, Uber Elevate has staked ambitious plans for its UberAIR airborne taxi project. By 2023, Uber anticipates rolling out flying drones in its two first pilot cities, Los Angeles and Dallas. Flying between rooftop skyports, drones would carry passengers at a height of 1,000 to 2,000 feet at speeds between 100 to 200 mph. And while costs per ride are anticipated to resemble those of an Uber Black based on mileage, prices are projected to soon drop to those of an UberX.
But the true economic feat boils down to this: if I were to commute 50 to 100 kilometers, I could get two or three times the house for the same price. (Not to mention the extra living space offered up by my now-unneeded garage.)
All of a sudden, virtual reality, broadband, AVs, or high-speed vehicles are going to change where we live and where we work. So rather than living in a crowded, dense urban core for access to jobs and entertainment, our future of personalized, autonomous, low-cost transport opens the luxury of rural areas to all without compromising the benefits of a short commute.
Once these drivers multiply your real estate options, how will you select your next home?
Disintermediation: Say Bye to Your Broker
In a future of continuous and personalized preference-tracking, why hire a human agent who knows less about your needs and desires than a personal AI?
Just as disintermediation is cutting out bankers and insurance agents, so too is it closing in on real estate brokers. Over the next decade, as AI becomes your agent, VR will serve as your medium.
To paint a more vivid picture of how this will look, over 98 percent of your home search will be conducted from the comfort of your couch through next-generation VR headgear.
Once you’ve verbalized your primary desires for home location, finishings, size, etc. to your personal AI, it will offer you top picks, tour-able 24/7, with optional assistance by a virtual guide and constantly updated data. As a seller, this means potential buyers from two miles, or two continents, away.
Throughout each immersive VR tour, advanced eye-tracking software and a permissioned machine learning algorithm follow your gaze, further learn your likes and dislikes, and intelligently recommend other homes or commercial residences to visit.
Curious as to what the living room might look like with a fresh coat of blue paint and a white carpet? No problem! VR programs will be able to modify rendered environments instantly, changing countless variables, from furniture materials to even the sun’s orientation. Keen to input your own furniture into a VR-rendered home? Advanced AIs could one day compile all your existing furniture, electronics, clothing, decorations, and even books, virtually organizing them across any accommodating new space.
As 3D scanning technologies make extraordinary headway, VR renditions will only grow cheaper and higher resolution. One company called Immersive Media (disclosure: I’m an investor and advisor) has a platform for 360-degree video capture and distribution, and is already exploring real estate 360-degree video.
Smaller firms like Studio 216, Vieweet, Arch Virtual, ArX Solutions, and Rubicon Media can similarly capture and render models of various properties for clients and investors to view and explore. In essence, VR real estate platforms will allow you to explore any home for sale, do the remodel, and determine if it truly is the house of your dreams.
Once you’re ready to make a bid, your AI will even help estimate a bid, process and submit your offer. Real estate companies like Zillow, Trulia, Move, Redfin, ZipRealty (acquired by Realogy in 2014) and many others have already invested millions in machine learning applications to make search, valuation, consulting, and property management easier, faster, and much more accurate.
But what happens if the home you desire most means starting from scratch with new construction?
New Methods and Materials for Construction
For thousands of years, we’ve been constrained by the construction materials of nature. We built bricks from naturally abundant clay and shale, used tree limbs as our rooftops and beams, and mastered incredible structures in ancient Rome with the use of cement.
But construction is now on the cusp of a materials science revolution. Today, I’d like to focus on three key materials:
Imagine if you could turn the world’s greatest waste products into their most essential building blocks. Thanks to UCLA researchers at CO2NCRETE, we can already do this with carbon emissions.
Today, concrete produces about five percent of all greenhouse gas (GHG) emissions. But what if concrete could instead conserve greenhouse emissions? CO2NCRETE engineers capture carbon from smokestacks and combine it with lime to create a new type of cement. The lab’s 3D printers then shape the upcycled concrete to build entirely new structures. Once conquered at scale, upcycled concrete will turn a former polluter into a future conserver.
Or what if we wanted to print new residences from local soil at hand? Marking an extraordinary convergence between robotics and 3D printing, the Institute of Advanced Architecture of Catalonia (IAAC) is already working on a solution.
In a major feat for low-cost construction in remote zones, IAAC has found a way to convert almost any soil into a building material with three times the tensile strength of industrial clay. Offering myriad benefits, including natural insulation, low GHG emissions, fire protection, air circulation, and thermal mediation, IAAC’s new 3D printed native soil can build houses on-site for as little as $1,000.
Nano- and micro-materials are ushering in a new era of smart, super-strong, and self-charging buildings. While carbon nanotubes dramatically increase the strength-to-weight ratio of skyscrapers, revolutionizing their structural flexibility, nanomaterials don’t stop here.
Several research teams are pioneering silicon nanoparticles to capture everyday light flowing through our windows. Little solar cells at the edges of windows then harvest this energy for ready use. Researchers at the US National Renewable Energy Lab have developed similar smart windows. Turning into solar panels when bathed in sunlight, these thermochromic windows will power our buildings, changing color as they do.
The American Society of Civil Engineers estimates that the US needs to spend roughly $4.5 trillion to fix nationwide roads, bridges, dams, and common infrastructure by 2025. But what if infrastructure could fix itself?
Enter self-healing concrete. Engineers at Delft University have developed bio-concrete that can repair its own cracks. As head researcher Henk Jonkers explains, “What makes this limestone-producing bacteria so special is that they are able to survive in concrete for more than 200 years and come into play when the concrete is damaged. […] If cracks appear as a result of pressure on the concrete, the concrete will heal these cracks itself.”
But bio-concrete is only the beginning of self-healing technologies. As futurist architecture firms start printing plastic and carbon-fiber houses like the stunner seen below (using Branch Technologies’ 3D printing technology), engineers have begun tackling self-healing plastic.
And in a bid to go smart, burgeoning construction projects have started embedding sensors for preemptive detection. Beyond materials and sensors, however, construction methods are fast colliding into robotics and 3D printing.
While some startups and research institutes have leveraged robot swarm construction (namely, Harvard’s robotic termite-like swarm of programmed constructors), others have taken to large-scale autonomous robots.
One such example involves Fastbrick Robotics. After multiple iterations, the company’s Hadrian X end-to-end bricklaying robot can now autonomously build a fully livable, 180-square meter home in under 3 days. Using a laser-guided robotic attachment, the all-in-one brick-loaded truck simply drives to a construction site and directs blocks through its robotic arm in accordance with a 3D model.
Layhead. Image Credit: Fastbrick Robotics.
Meeting verified building standards, Hadrian and similar solutions hold massive promise in the long term, deployable across post-conflict refugee sites and regions recovering from natural catastrophes.
Imagine the implications. Eliminating human safety concerns and unlocking any environment, autonomous builder robots could collaboratively build massive structures in space or deep underwater habitats.
Where, how, and what we live in form a vital pillar of our everyday lives. The concept of “home” is unlikely to disappear anytime soon. At the same time, real estate and construction are two of the biggest playgrounds for technological convergence, each on the verge of revolutionary disruption.
As underlying shifts in transportation, land reclamation, and the definition of “space” (real vs. virtual) take hold, the real estate market is about to explode in value, spreading out urban centers on unprecedented scales and unlocking vast new prime “property.”
Meanwhile, converging advancements in AI and VR are fundamentally disrupting the way we design, build, and explore new residences. Just as mirror worlds create immersive, virtual real estate economies, VR tours and AI agents are absorbing both sides of the coin to entirely obliterate the middleman.
And as materials science breakthroughs meet new modes of construction, the only limits to tomorrow’s structures are those of our own imagination.
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We live in the age of entrepreneurs. New startups seem to appear out of nowhere and challenge not only established companies, but entire industries. Where startup unicorns were once mythical creatures, they now seem abundant, not only increasing in numbers but also in the speed with which they can gain the minimum one-billion-dollar valuations to achieve this status.
But no matter how well things go for innovative startups, how many new success stories we hear, and how much space they take up in the media, the story that they are the best or only source of innovation isn’t entirely accurate.
Established organizations, or legacy organizations, can be incredibly innovative too. And while innovation is much more difficult in established organizations than in startups because they have much more complex systems—nobody is more likely to succeed in their innovation efforts than established organizations.
Unlike startups, established organizations have all the resources. They have money, customers, data, suppliers, partners, and infrastructure, which put them in a far better position to transform new ideas into concrete, value-creating, successful offerings than startups.
However, for established organizations, becoming an innovation champion in these times of rapid change requires new rules of engagement.
Many organizations commit the mistake of engaging in innovation as if it were a homogeneous thing that should be approached in the same way every time, regardless of its purpose. In my book, Transforming Legacy Organizations, I argue that innovation in established organizations must actually be divided into three different tracks: optimizing, augmenting, and mutating innovation.
All three are important, and to complicate matters further, organizations must execute all three types of innovation at the same time.
The first track is optimizing innovation. This type of innovation is the majority of what legacy organizations already do today. It is, metaphorically speaking, the extra blade on the razor. A razor manufacturer might launch a new razor that has not just three, but four blades, to ensure an even better, closer, and more comfortable shave. Then one or two years later, they say they are now launching a razor that has not only four, but five blades for an even better, closer, and more comfortable shave. That is optimizing innovation.
Adding extra blades on the razor is where the established player reigns.
No startup with so much as a modicum of sense would even try to beat the established company in this type of innovation. And this continuous optimization, both on the operational and customer facing sides, is important. In the short term. It pays the rent. But it’s far from enough. There are limits to how many blades a razor needs, and optimizing innovation only improves upon the past.
Established players must also go beyond optimization and prepare for the future through augmenting innovation.
The digital transformation projects that many organizations are initiating can be characterized as augmenting innovation. In the first instance, it is about upgrading core offerings and processes from analog to digital. Or, if you’re born digital, you’ve probably had to augment the core to become mobile-first. Perhaps you have even entered the next augmentation phase, which involves implementing artificial intelligence. Becoming AI-first, like the Amazons, Microsofts, Baidus, and Googles of the world, requires great technological advancements. And it’s difficult. But technology may, in fact, be a minor part of the task.
The biggest challenge for augmenting innovation is probably culture.
Only legacy organizations that manage to transform their cultures from status quo cultures—cultures with a preference for things as they are—into cultures full of incremental innovators can thrive in constant change.
To create a strong innovation culture, an organization needs to thoroughly understand its immune systems. These are the mechanisms that protect the organization and operate around the clock to keep it healthy and stable, just as the body’s immune system operates to keep the body healthy and stable. But in a rapidly changing world, many of these defense mechanisms are no longer appropriate and risk weakening organizations’ innovation power.
When talking about organizational immune systems, there is a clear tendency to simply point to the individual immune system, people’s unwillingness to change.
But this is too simplistic.
Of course, there is human resistance to change, but the organizational immune system, consisting of a company’s key performance indicators (KPIs), rewards systems, legacy IT infrastructure and processes, and investor and shareholder demands, is far more important. So is the organization’s societal immune system, such as legislative barriers, legacy customers and providers, and economic climate.
Luckily, there are many culture hacks that organizations can apply to strengthen their innovation cultures by upgrading their physical and digital workspaces, transforming their top-down work processes into decentralized, agile ones, and empowering their employees.
Upgrading your core and preparing for the future by augmenting innovation is crucial if you want success in the medium term. But to win in the long run and be as or more successful 20 to 30 years from now, you need to invent the future, and challenge your core, through mutating innovation.
This requires involving radical innovators who have a bold focus on experimenting with that which is not currently understood and for which a business case cannot be prepared.
Here you must also physically move away from the core organization when you initiate and run such initiatives. This is sometimes called “innovation on the edges” because the initiatives will not have a chance at succeeding within the core. It will be too noisy as they challenge what currently exists—precisely what the majority of the organization’s employees are working to optimize or augment.
Forward-looking organizations experiment to mutate their core through “X divisions,” sometimes called skunk works or innovation labs.
Lowe’s Innovation Labs, for instance, worked with startups to build in-store robot assistants and zero-gravity 3D printers to explore the future. Mutating innovation might include pursuing partnerships across all imaginable domains or establishing brand new companies, rather than traditional business units, as we see automakers such as Toyota now doing to build software for autonomous vehicles. Companies might also engage in radical open innovation by sponsoring others’ ingenuity. Japan’s top airline ANA is exploring a future of travel that does not involve flying people from point A to point B via the ANA Avatar XPRIZE competition.
Increasing technological opportunities challenge the core of any organization but also create unprecedented potential. No matter what product, service, or experience you create, you can’t rest on your laurels. You have to bring yourself to a position where you have a clear strategy for optimizing, augmenting, and mutating your core and thus transforming your organization.
It’s not an easy job. But, hey, if it were easy, everyone would be doing it. Those who make it, on the other hand, will be the innovation champions of the future.
Image Credit: rock-the-stock / Shutterstock.com
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Robot technology is evolving at breakneck speed. SoftBank’s Pepper is found in companies across the globe and is rapidly improving its conversation skills. Telepresence robots open up new opportunities for remote working, while Boston Dynamics’ Handle robot could soon (literally) take a load off human colleagues in warehouses.
But warehouses and offices aren’t the only places where robots are lining up next to humans.
Toyota’s Cue 3 robot recently showed off its basketball skills, putting up better numbers than the NBA’s most accurate three-point shooter, the Golden State Warriors’ Steph Curry.
Cue 3 is still some way from being ready to take on Curry, or even amateur basketball players, in a real game. However, it is the latest member of a growing cast of robots challenging human dominance in sports.
As these robots continue to develop, they not only exemplify the speed of exponential technology development, but also how those technologies are improving human capabilities.
Meet the Contestants
The list of robots in sports is surprisingly long and diverse. There are robot skiers, tumblers, soccer players, sumos, and even robot game jockeys. Introductions to a few of them are in order.
Sport: Table tennis
Intro: Looks like something out of War of the Worlds equipped with a ping pong bat instead of a death ray.
Ability level: Capable of counteracting spin shots and good enough to beat many beginners.
Robot: Sumo bot
Sport: Sumo wrestling
Intro: Hyper-fast, hyper-aggressive. Think robot equivalent to an angry wasp on six cans of Red Bull crossed with a very small tank.
Ability level: Flies around the ring way faster than any human sumo. Tend to drive straight out of the ring at times.
Robot: Cue 3
Intro: Stands at an imposing 6 foot and 10 inches, so pretty much built for the NBA. Looks a bit like something that belongs in a video game.
Ability level: A 62.5 percent three-pointer percentage, which is better than Steph Curry’s; is less mobile than Charles Barkley – in his current form.
Robot: Robo Cup Robots
Intro: The future of soccer. If everything goes to plan, a team of robots will take on the Lionel Messis and Cristiano Ronaldos of 2050 and beat them in a full 11 vs. 11 game.
Ability level: Currently plays soccer more like the six-year-olds I used to coach than Lionel Messi.
The Limiting Factor
The skill level of all the robots above is impressive, and they are doing things that no human contestant can. The sumo bots’ inhuman speed is self-evident. Forpheus’ ability to track the ball with two cameras while simultaneously tracking its opponent with two other cameras requires a look at the spec sheet, but is similarly beyond human capability. While Cue 3 can’t move, it makes shots from the mid-court logo look easy.
Robots are performing at a level that was confined to the realm of science fiction at the start of the millennium. The speed of development indicates that in the near future, my national team soccer coach would likely call up a robot instead of me (he must have lost my number since he hasn’t done so yet. It’s the only logical explanation), and he’d be right to do so.
It is also worth considering that many current sports robots have a humanoid form, which limits their ability. If engineers were to optimize robot design to outperform humans in specific categories, many world champions would likely already be metallic.
Swimming is perhaps one of the most obvious. Even Michael Phelps would struggle to keep up with a torpedo-shaped robot, and if you beefed up a sumo robot to human size, human sumos might impress you by running away from them with a 100-meter speed close to Usain Bolt’s.
In other areas, the playing field for humans and robots is rapidly leveling. One likely candidate for the first head-to-head competitions is racing, where self-driving cars from the Roborace League could perhaps soon be ready to race the likes of Lewis Hamilton.
Tech Pushing Humans
Perhaps one of the biggest reasons why it may still take some time for robots to surpass us is that they, along with other exponential technologies, are already making us better at sports.
In Japan, elite volleyball players use a robot to practice their attacks. Some American football players also practice against robot opponents and hone their skills using VR.
On the sidelines, AI is being used to analyze and improve athletes’ performance, and we may soon see the first AI coaches, not to mention referees.
We may even compete in games dreamt up by our electronic cousins. SpeedGate, a new game created by an AI by studying 400 different sports, is a prime example of that quickly becoming a possibility.
However, we will likely still need to make the final call on what constitutes a good game. The AI that created SpeedGate reportedly also suggested less suitable pastimes, like underwater parkour and a game that featured exploding frisbees. Both of these could be fun…but only if you’re as sturdy as a robot.
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