Tag Archives: innovation

#435589 Construction Robots Learn to Excavate by ...

Posted on September 11, 2019 by Android

Pavel Savkin remembers the first time he watched a robot imitate his movements. Minutes earlier, the engineer had finished “showing” the robotic excavator its new goal by directing its movements manually. Now, running on software Savkin helped design, the robot was reproducing his movements, gesture for gesture. “It was like there was something alive in there—but I knew it was me,” he said.

Savkin is the CTO of SE4, a robotics software project that styles itself the “driver” of a fleet of robots that will eventually build human colonies in space. For now, SE4 is focused on creating software that can help developers communicate with robots, rather than on building hardware of its own.
The Tokyo-based startup showed off an industrial arm from Universal Robots that was running SE4’s proprietary software at SIGGRAPH in July. SE4’s demonstration at the Los Angeles innovation conference drew the company’s largest audience yet. The robot, nicknamed Squeezie, stacked real blocks as directed by SE4 research engineer Nathan Quinn, who wore a VR headset and used handheld controls to “show” Squeezie what to do.

As Quinn manipulated blocks in a virtual 3D space, the software learned a set of ordered instructions to be carried out in the real world. That order is essential for remote operations, says Quinn. To build remotely, developers need a way to communicate instructions to robotic builders on location. In the age of digital construction and industrial robotics, giving a computer a blueprint for what to build is a well-explored art. But operating on a distant object—especially under conditions that humans haven’t experienced themselves—presents challenges that only real-time communication with operators can solve.

The problem is that, in an unpredictable setting, even simple tasks require not only instruction from an operator, but constant feedback from the changing environment. Five years ago, the Swedish fiber network provider umea.net (part of the private Umeå Energy utility) took advantage of the virtual reality boom to promote its high-speed connections with the help of a viral video titled “Living with Lag: An Oculus Rift Experiment.” The video is still circulated in VR and gaming circles.

In the experiment, volunteers donned headgear that replaced their real-time biological senses of sight and sound with camera and audio feeds of their surroundings—both set at a 3-second delay. Thus equipped, volunteers attempt to complete everyday tasks like playing ping-pong, dancing, cooking, and walking on a beach, with decidedly slapstick results.

At outer-orbit intervals, including SE4’s dream of construction projects on Mars, the limiting factor in communication speed is not an artificial delay, but the laws of physics. The shifting relative positions of Earth and Mars mean that communications between the planets—even at the speed of light—can take anywhere from 3 to 22 minutes.

A long-distance relationship

Imagine trying to manage a construction project from across an ocean without the benefit of intelligent workers: sending a ship to an unknown world with a construction crew and blueprints for a log cabin, and four months later receiving a letter back asking how to cut down a tree. The parallel problem in long-distance construction with robots, according to SE4 CEO Lochlainn Wilson, is that automation relies on predictability. “Every robot in an industrial setting today is expecting a controlled environment.”
Platforms for applying AR and VR systems to teach tasks to artificial intelligences, as SE4 does, are already proliferating in manufacturing, healthcare, and defense. But all of the related communications systems are bound by physics and, specifically, the speed of light.
The same fundamental limitation applies in space. “Our communications are light-based, whether they’re radio or optical,” says Laura Seward Forczyk, a planetary scientist and consultant for space startups. “If you’re going to Mars and you want to communicate with your robot or spacecraft there, you need to have it act semi- or mostly-independently so that it can operate without commands from Earth.”

Semantic control
That’s exactly what SE4 aims to do. By teaching robots to group micro-movements into logical units—like all the steps to building a tower of blocks—the Tokyo-based startup lets robots make simple relational judgments that would allow them to receive a full set of instruction modules at once and carry them out in order. This sidesteps the latency issue in real-time bilateral communications that could hamstring a project or at least make progress excruciatingly slow.
The key to the platform, says Wilson, is the team’s proprietary operating software, “Semantic Control.” Just as in linguistics and philosophy, “semantics” refers to meaning itself, and meaning is the key to a robot’s ability to make even the smallest decisions on its own. “A robot can scan its environment and give [raw data] to us, but it can’t necessarily identify the objects around it and what they mean,” says Wilson.

That’s where human intelligence comes in. As part of the demonstration phase, the human operator of an SE4-controlled machine “annotates” each object in the robot’s vicinity with meaning. By labeling objects in the VR space with useful information—like which objects are building material and which are rocks—the operator helps the robot make sense of its real 3D environment before the building begins.

Giving robots the tools to deal with a changing environment is an important step toward allowing the AI to be truly independent, but it’s only an initial step. “We’re not letting it do absolutely everything,” said Quinn. “Our robot is good at moving an object from point A to point B, but it doesn’t know the overall plan.” Wilson adds that delegating environmental awareness and raw mechanical power to separate agents is the optimal relationship for a mixed human-robot construction team; it “lets humans do what they’re good at, while robots do what they do best.”

This story was updated on 4 September 2019. Continue reading →

Posted in Human Robots

#435541 This Giant AI Chip Is the Size of an ...

Posted on August 26, 2019 by Android

People say size doesn’t matter, but when it comes to AI the makers of the largest computer chip ever beg to differ. There are plenty of question marks about the gargantuan processor, but its unconventional design could herald an innovative new era in silicon design.

Computer chips specialized to run deep learning algorithms are a booming area of research as hardware limitations begin to slow progress, and both established players and startups are vying to build the successor to the GPU, the specialized graphics chip that has become the workhorse of the AI industry.

On Monday Californian startup Cerebras came out of stealth mode to unveil an AI-focused processor that turns conventional wisdom on its head. For decades chip makers have been focused on making their products ever-smaller, but the Wafer Scale Engine (WSE) is the size of an iPad and features 1.2 trillion transistors, 400,000 cores, and 18 gigabytes of on-chip memory.

The Cerebras Wafer-Scale Engine (WSE) is the largest chip ever built. It measures 46,225 square millimeters and includes 1.2 trillion transistors. Optimized for artificial intelligence compute, the WSE is shown here for comparison alongside the largest graphics processing unit. Image Credit: Used with permission from Cerebras Systems.
There is a method to the madness, though. Currently, getting enough cores to run really large-scale deep learning applications means connecting banks of GPUs together. But shuffling data between these chips is a major drain on speed and energy efficiency because the wires connecting them are relatively slow.

Building all 400,000 cores into the same chip should get round that bottleneck, but there are reasons it’s not been done before, and Cerebras has had to come up with some clever hacks to get around those obstacles.

Regular computer chips are manufactured using a process called photolithography to etch transistors onto the surface of a wafer of silicon. The wafers are inches across, so multiple chips are built onto them at once and then split up afterwards. But at 8.5 inches across, the WSE uses the entire wafer for a single chip.

The problem is that while for standard chip-making processes any imperfections in manufacturing will at most lead to a few processors out of several hundred having to be ditched, for Cerebras it would mean scrapping the entire wafer. To get around this the company built in redundant circuits so that even if there are a few defects, the chip can route around them.

The other big issue with a giant chip is the enormous amount of heat the processors can kick off—so the company has had to design a proprietary water-cooling system. That, along with the fact that no one makes connections and packaging for giant chips, means the WSE won’t be sold as a stand-alone component, but as part of a pre-packaged server incorporating the cooling technology.

There are no details on costs or performance so far, but some customers have already been testing prototypes, and according to Cerebras results have been promising. CEO and co-founder Andrew Feldman told Fortune that early tests show they are reducing training time from months to minutes.

We’ll have to wait until the first systems ship to customers in September to see if those claims stand up. But Feldman told ZDNet that the design of their chip should help spur greater innovation in the way engineers design neural networks. Many cornerstones of this process—for instance, tackling data in batches rather than individual data points—are guided more by the hardware limitations of GPUs than by machine learning theory, but their chip will do away with many of those obstacles.

Whether that turns out to be the case or not, the WSE might be the first indication of an innovative new era in silicon design. When Google announced it’s AI-focused Tensor Processing Unit in 2016 it was a wake-up call for chipmakers that we need some out-of-the-box thinking to square the slowing of Moore’s Law with skyrocketing demand for computing power.

It’s not just tech giants’ AI server farms driving innovation. At the other end of the spectrum, the desire to embed intelligence in everyday objects and mobile devices is pushing demand for AI chips that can run on tiny amounts of power and squeeze into the smallest form factors.

These trends have spawned renewed interest in everything from brain-inspired neuromorphic chips to optical processors, but the WSE also shows that there might be mileage in simply taking a sideways look at some of the other design decisions chipmakers have made in the past rather than just pumping ever more transistors onto a chip.

This gigantic chip might be the first exhibit in a weird and wonderful new menagerie of exotic, AI-inspired silicon.

Image Credit: Used with permission from Cerebras Systems. Continue reading →

Posted in Human Robots

#435145 How Big Companies Can Simultaneously Run ...

Posted on May 28, 2019 by Android

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.

Optimizing Innovation
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.

Augmenting Innovation
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.

Mutating Innovation
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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#435080 12 Ways Big Tech Can Take Big Action on ...

Posted on May 14, 2019 by Android

Bill Gates and Mark Zuckerberg have invested $1 billion in Breakthrough Energy to fund next-generation solutions to tackle climate. But there is a huge risk that any successful innovation will only reach the market as the world approaches 2030 at the earliest.

We now know that reducing the risk of dangerous climate change means halving global greenhouse gas emissions by that date—in just 11 years. Perhaps Gates, Zuckerberg, and all the tech giants should invest equally in innovations to do with how their own platforms —search, social media, eCommerce—can support societal behavior changes to drive down emissions.

After all, the tech giants influence the decisions of four billion consumers every day. It is time for a social contract between tech and society.

Recently myself and collaborator Johan Falk published a report during the World Economic Forum in Davos outlining 12 ways the tech sector can contribute to supporting societal goals to stabilize Earth’s climate.

Become genuine climate guardians

Tech giants go to great lengths to show how serious they are about reducing their emissions. But I smell cognitive dissonance. Google and Microsoft are working in partnership with oil companies to develop AI tools to help maximize oil recovery. This is not the behavior of companies working flat-out to stabilize Earth’s climate. Indeed, few major tech firms have visions that indicate a stable and resilient planet might be a good goal, yet AI alone has the potential to slash greenhouse gas emissions by four percent by 2030—equivalent to the emissions of Australia, Canada, and Japan combined.

We are now developing a playbook, which we plan to publish later this year at the UN climate summit, about making it as simple as possible for a CEO to become a climate guardian.

Hey Alexa, do you care about the stability of Earth’s climate?

Increasingly, consumers are delegating their decisions to narrow artificial intelligence like Alexa and Siri. Welcome to a world of zero-click purchases.

Should algorithms and information architecture be designed to nudge consumer behavior towards low-carbon choices, for example by making these options the default? We think so. People don’t mind being nudged; in fact, they welcome efforts to make their lives better. For instance, if I want to lose weight, I know I will need all the help I can get. Let’s ‘nudge for good’ and experiment with supporting societal goals.

Use social media for good

Facebook’s goal is to bring the world closer together. With 2.2 billion users on the platform, CEO Mark Zuckerberg can reasonably claim this goal is possible. But social media has changed the flow of information in the world, creating a lucrative industry around a toxic brown-cloud of confusion and anger, with frankly terrifying implications for democracy. This has been linked to the rise of nationalism and populism, and to the election of leaders who shun international cooperation, dismiss scientific knowledge, and reverse climate action at a moment when we need it more than ever.

Social media tools need re-engineering to help people make sense of the world, support democratic processes, and build communities around societal goals. Make this your mission.

Design for a future on Earth

Almost everything is designed with computer software, from buildings to mobile phones to consumer packaging. It is time to make zero-carbon design the new default and design products for sharing, re-use and disassembly.

The future is circular

Halving emissions in a decade will require all companies to adopt circular business models to reduce material use. Some tech companies are leading the charge. Apple has committed to becoming 100 percent circular as soon as possible. Great.

While big tech companies strive to be market leaders here, many other companies lack essential knowledge. Tech companies can support rapid adoption in different economic sectors, not least because they have the know-how to scale innovations exponentially. It makes business sense. If economies of scale drive the price of recycled steel and aluminium down, everyone wins.

Reward low-carbon consumption

eCommerce platforms can create incentives for low-carbon consumption. The world’s largest experiment in greening consumer behavior is Ant Forest, set up by Chinese fintech giant Ant Financial.

An estimated 300 million customers—similar to the population of the United States—gain points for making low-carbon choices such as walking to work, using public transport, or paying bills online. Virtual points are eventually converted into real trees. Sure, big questions remain about its true influence on emissions, but this is a space for rapid experimentation for big impact.

Make information more useful

Science is our tool for defining reality. Scientific consensus is how we attain reliable knowledge. Even after the information revolution, reliable knowledge about the world remains fragmented and unstructured. Build the next generation of search engines to genuinely make the world’s knowledge useful for supporting societal goals.

We need to put these tools towards supporting shared world views of the state of the planet based on the best science. New AI tools being developed by startups like Iris.ai can help see through the fog. From Alexa to Google Home and Siri, the future is “Voice”, but who chooses the information source? The highest bidder? Again, the implications for climate are huge.

Create new standards for digital advertising and marketing

Half of global ad revenue will soon be online, and largely going to a small handful of companies. How about creating a novel ethical standard on what is advertised and where? Companies could consider promoting sustainable choices and healthy lifestyles and limiting advertising of high-emissions products such as cheap flights.

We are what we eat

It is no secret that tech is about to disrupt grocery. The supermarkets of the future will be built on personal consumer data. With about two billion people either obese or overweight, revolutions in choice architecture could support positive diet choices, reduce meat consumption, halve food waste and, into the bargain, slash greenhouse gas emissions.

The future of transport is not cars, it’s data

The 2020s look set to be the biggest disruption of the automobile industry since Henry Ford unveiled the Model T. Two seismic shifts are on their way.

First, electric cars now compete favorably with petrol engines on range. Growth will reach an inflection point within a year or two once prices reach parity. The death of the internal combustion engine in Europe and Asia is assured with end dates announced by China, India, France, the UK, and most of Scandinavia. Dates range from 2025 (Norway) to 2040 (UK and China).

Tech giants can accelerate the demise. Uber recently announced a passenger surcharge to help London drivers save around $1,500 a year towards the cost of an electric car.

Second, driverless cars can shift the transport economic model from ownership to service and ride sharing. A complete shift away from privately-owned vehicles is around the corner, with large implications for emissions.

Clean-energy living and working

Most buildings are barely used and inefficiently heated and cooled. Digitization can slash this waste and its corresponding emissions through measurement, monitoring, and new business models to use office space. While, just a few unicorns are currently in this space, the potential is enormous. Buildings are one of the five biggest sources of emissions, yet have the potential to become clean energy producers in a distributed energy network.

Creating liveable cities

More cities are setting ambitious climate targets to halve emissions in a decade or even less. Tech companies can support this transition by driving demand for low-carbon services for their workforces and offices, but also by providing tools to help monitor emissions and act to reduce them. Google, for example, is collecting travel and other data from across cities to estimate emissions in real time. This is possible through technologies like artificial intelligence and the internet of things. But beware of smart cities that turn out to be not so smart. Efficiencies can reduce resilience when cities face crises.

It’s a Start
Of course, it will take more than tech to solve the climate crisis. But tech is a wildcard. The actions of the current tech giants and their acolytes could serve to destabilize the climate further or bring it under control.

We need a new social contract between tech companies and society to achieve societal goals. The alternative is unthinkable. Without drastic action now, climate chaos threatens to engulf us all. As this future approaches, regulators will be forced to take ever more draconian action to rein in the problem. Acting now will reduce that risk.

Note: A version of this article was originally published on World Economic Forum

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#435046 The Challenge of Abundance: Boredom, ...

Posted on May 6, 2019 by Android

As technology continues to progress, the possibility of an abundant future seems more likely. Artificial intelligence is expected to drive down the cost of labor, infrastructure, and transport. Alternative energy systems are reducing the cost of a wide variety of goods. Poverty rates are falling around the world as more people are able to make a living, and resources that were once inaccessible to millions are becoming widely available.

But such a life presents fuel for the most common complaint against abundance: if robots take all the jobs, basic income provides us livable welfare for doing nothing, and healthcare is a guarantee free of charge, then what is the point of our lives? What would motivate us to work and excel if there are no real risks or rewards? If everything is simply given to us, how would we feel like we’ve ever earned anything?

Time has proven that humans inherently yearn to overcome challenges—in fact, this very desire likely exists as the root of most technological innovation. And the idea that struggling makes us stronger isn’t just anecdotal, it’s scientifically validated.

For instance, kids who use anti-bacterial soaps and sanitizers too often tend to develop weak immune systems, causing them to get sick more frequently and more severely. People who work out purposely suffer through torn muscles so that after a few days of healing their muscles are stronger. And when patients visit a psychologist to handle a fear that is derailing their lives, one of the most common treatments is exposure therapy: a slow increase of exposure to the suffering so that the patient gets stronger and braver each time, able to take on an incrementally more potent manifestation of their fears.

Different Kinds of Struggle
It’s not hard to understand why people might fear an abundant future as a terribly mundane one. But there is one crucial mistake made in this assumption, and it was well summarized by Indian mystic and author Sadhguru, who said during a recent talk at Google:

Stomach empty, only one problem. Stomach full—one hundred problems; because what we refer to as human really begins only after survival is taken care of.

This idea is backed up by Maslow’s hierarchy of needs, which was first presented in his 1943 paper “A Theory of Human Motivation.” Maslow shows the steps required to build to higher and higher levels of the human experience. Not surprisingly, the first two levels deal with physiological needs and the need for safety—in other words, with the body. You need to have food, water, and sleep, or you die. After that, you need to be protected from threats, from the elements, from dangerous people, and from disease and pain.

Maslow’s Hierarchy of Needs. Photo by Wikimedia User:Factoryjoe / CC BY-SA 3.0
The beauty of these first two levels is that they’re clear-cut problems with clear-cut solutions: if you’re hungry, then you eat; if you’re thirsty, then you drink; if you’re tired, then you sleep.

But what about the next tiers of the hierarchy? What of love and belonging, of self-esteem and self-actualization? If we’re lonely, can we just summon up an authentic friend or lover? If we feel neglected by society, can we demand it validate us? If we feel discouraged and disappointed in ourselves, can we simply dial up some confidence and self-esteem?

Of course not, and that’s because these psychological needs are nebulous; they don’t contain clear problems with clear solutions. They involve the external world and other people, and are complicated by the infinite flavors of nuance and compromise that are required to navigate human relationships and personal meaning.

These psychological difficulties are where we grow our personalities, outlooks, and beliefs. The truly defining characteristics of a person are dictated not by the physical situations they were forced into—like birth, socioeconomic class, or physical ailment—but instead by the things they choose. So a future of abundance helps to free us from the physical limitations so that we can truly commit to a life of purpose and meaning, rather than just feel like survival is our purpose.

The Greatest Challenge
And that’s the plot twist. This challenge to come to grips with our own individuality and freedom could actually be the greatest challenge our species has ever faced. Can you imagine waking up every day with infinite possibility? Every choice you make says no to the rest of reality, and so every decision carries with it truly life-defining purpose and meaning. That sounds overwhelming. And that’s probably because in our current socio-economic systems, it is.

Studies have shown that people in wealthier nations tend to experience more anxiety and depression. Ron Kessler, professor of health care policy at Harvard and World Health Organization (WHO) researcher, summarized his findings of global mental health by saying, “When you’re literally trying to survive, who has time for depression? Americans, on the other hand, many of whom lead relatively comfortable lives, blow other nations away in the depression factor, leading some to suggest that depression is a ‘luxury disorder.’”

This might explain why America scores in the top rankings for the most depressed and anxious country on the planet. We surpassed our survival needs, and instead became depressed because our jobs and relationships don’t fulfill our expectations for the next three levels of Maslow’s hierarchy (belonging, esteem, and self-actualization).

But a future of abundance would mean we’d have to deal with these levels. This is the challenge for the future; this is what keeps things from being mundane.

As a society, we would be forced to come to grips with our emotional intelligence, to reckon with philosophy rather than simply contemplate it. Nearly every person you meet will be passionately on their own customized life journey, not following a routine simply because of financial limitations. Such a world seems far more vibrant and interesting than one where most wander sleep-deprived and numb while attempting to survive the rat race.

We can already see the forceful hand of this paradigm shift as self-driving cars become ubiquitous. For example, consider the famous psychological and philosophical “trolley problem.” In this thought experiment, a person sees a trolley car heading towards five people on the train tracks; they see a lever that will allow them to switch the trolley car to a track that instead only has one person on it. Do you switch the lever and have a hand in killing one person, or do you let fate continue and kill five people instead?

For the longest time, this was just an interesting quandary to consider. But now, massive corporations have to have an answer, so they can program their self-driving cars with the ability to choose between hitting a kid who runs into the road or swerving into an oncoming car carrying a family of five. When companies need philosophers to make business decisions, it’s a good sign of what’s to come.

Luckily, it’s possible this forceful reckoning with philosophy and our own consciousness may be exactly what humanity needs. Perhaps our great failure as a species has been a result of advanced cognition still trapped in the first two levels of Maslow’s hierarchy due to a long history of scarcity.

As suggested in the opening scenes in 2001: A Space Odyssey, our ape-like proclivity for violence has long stayed the same while the technology we fight with and live amongst has progressed. So while well-off Americans may have comfortable lives, they still know they live in a system where there is no safety net, where a single tragic failure could still mean hunger and homelessness. And because of this, that evolutionarily hard-wired neurotic part of our brain that fears for our survival has never been able to fully relax, and so that anxiety and depression that come with too much freedom but not enough security stays ever present.

Not only might this shift in consciousness help liberate humanity, but it may be vital if we’re to survive our future creations as well. Whatever values we hold dear as a species are the ones we will imbue into the sentient robots we create. If machine learning is going to take its guidance from humanity, we need to level up humanity’s emotional maturity.

While the physical struggles of the future may indeed fall to the wayside amongst abundance, it’s unlikely to become a mundane world; instead, it will become a vibrant culture where each individual is striving against the most important struggle that affects all of us: the challenge to find inner peace, to find fulfillment, to build meaningful relationships, and ultimately, the challenge to find ourselves.

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