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“The Six Ds are a chain reaction of technological progression, a road map of rapid development that always leads to enormous upheaval and opportunity.”
–Peter Diamandis and Steven Kotler, Bold
We live in incredible times. News travels the globe in an instant. Music, movies, games, communication, and knowledge are ever-available on always-connected devices. From biotechnology to artificial intelligence, powerful technologies that were once only available to huge organizations and governments are becoming more accessible and affordable thanks to digitization.
The potential for entrepreneurs to disrupt industries and corporate behemoths to unexpectedly go extinct has never been greater.
One hundred or fifty or even twenty years ago, disruption meant coming up with a product or service people needed but didn’t have yet, then finding a way to produce it with higher quality and lower costs than your competitors. This entailed hiring hundreds or thousands of employees, having a large physical space to put them in, and waiting years or even decades for hard work to pay off and products to come to fruition.
“Technology is disrupting traditional industrial processes, and they’re never going back.”
But thanks to digital technologies developing at exponential rates of change, the landscape of 21st-century business has taken on a dramatically different look and feel.
The structure of organizations is changing. Instead of thousands of employees and large physical plants, modern start-ups are small organizations focused on information technologies. They dematerialize what was once physical and create new products and revenue streams in months, sometimes weeks.
It no longer takes a huge corporation to have a huge impact.
Technology is disrupting traditional industrial processes, and they’re never going back. This disruption is filled with opportunity for forward-thinking entrepreneurs.
The secret to positively impacting the lives of millions of people is understanding and internalizing the growth cycle of digital technologies. This growth cycle takes place in six key steps, which Peter Diamandis calls the Six Ds of Exponentials: digitization, deception, disruption, demonetization, dematerialization, and democratization.
According to Diamandis, cofounder and chairman of Singularity University and founder and executive chairman of XPRIZE, when something is digitized it begins to behave like an information technology.
Newly digitized products develop at an exponential pace instead of a linear one, fooling onlookers at first before going on to disrupt companies and whole industries. Before you know it, something that was once expensive and physical is an app that costs a buck.
Newspapers and CDs are two obvious recent examples. The entertainment and media industries are still dealing with the aftermath of digitization as they attempt to transform and update old practices tailored to a bygone era. But it won’t end with digital media. As more of the economy is digitized—from medicine to manufacturing—industries will hop on an exponential curve and be similarly disrupted.
Diamandis’s 6 Ds are critical to understanding and planning for this disruption.
The 6 Ds of Exponential Organizations are Digitized, Deceptive, Disruptive, Demonetized, Dematerialized, and Democratized.
Diamandis uses the contrasting fates of Kodak and Instagram to illustrate the power of the six Ds and exponential thinking.
Kodak invented the digital camera in 1975, but didn’t invest heavily in the new technology, instead sticking with what had always worked: traditional cameras and film. In 1996, Kodak had a $28 billion market capitalization with 95,000 employees.
But the company didn’t pay enough attention to how digitization of their core business was changing it; people were no longer taking pictures in the same way and for the same reasons as before.
After a downward spiral, Kodak went bankrupt in 2012. That same year, Facebook acquired Instagram, a digital photo sharing app, which at the time was a startup with 13 employees. The acquisition’s price tag? $1 billion. And Instagram had been founded only 18 months earlier.
The most ironic piece of this story is that Kodak invented the digital camera; they took the first step toward overhauling the photography industry and ushering it into the modern age, but they were unwilling to disrupt their existing business by taking a risk in what was then uncharted territory. So others did it instead.
The same can happen with any technology that’s just getting off the ground. It’s easy to stop pursuing it in the early part of the exponential curve, when development appears to be moving slowly. But failing to follow through only gives someone else the chance to do it instead.
The Six Ds are a road map showing what can happen when an exponential technology is born. Not every phase is easy, but the results give even small teams the power to change the world in a faster and more impactful way than traditional business ever could.
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I don’t have to open the doors of AImotive’s white 2015 Prius to see that it’s not your average car. This particular Prius has been christened El Capitan, the name written below the rear doors, and two small cameras are mounted on top of the car. Bundles of wire snake out from them, as well as from the two additional cameras on the car’s hood and trunk.
Inside is where things really get interesting, though. The trunk holds a computer the size of a microwave, and a large monitor covers the passenger glove compartment and dashboard. The center console has three switches labeled “Allowed,” “Error,” and “Active.”
Budapest-based AImotive is working to provide scalable self-driving technology alongside big players like Waymo and Uber in the autonomous vehicle world. On a highway test ride with CEO Laszlo Kishonti near the company’s office in Mountain View, California, I got a glimpse of just how complex that world is.
Camera-Based Feedback System
AImotive’s approach to autonomous driving is a little different from that of some of the best-known systems. For starters, they’re using cameras, not lidar, as primary sensors. “The traffic system is visual and the cost of cameras is low,” Kishonti said. “A lidar can recognize when there are people near the car, but a camera can differentiate between, say, an elderly person and a child. Lidar’s resolution isn’t high enough to recognize the subtle differences of urban driving.”
Image Credit: AImotive
The company’s aiDrive software uses data from the camera sensors to feed information to its algorithms for hierarchical decision-making, grouped under four concurrent activities: recognition, location, motion, and control.
Kishonti pointed out that lidar has already gotten more cost-efficient, and will only continue to do so.
“Ten years ago, lidar was best because there wasn’t enough processing power to do all the calculations by AI. But the cost of running AI is decreasing,” he said. “In our approach, computer vision and AI processing are key, and for safety, we’ll have fallback sensors like radar or lidar.”
aiDrive currently runs on Nvidia chips, which Kishonti noted were originally designed for graphics, and are not terribly efficient given how power-hungry they are. “We’re planning to substitute lower-cost, lower-energy chips in the next six months,” he said.
Testing in Virtual Reality
Waymo recently announced its fleet has now driven four million miles autonomously. That’s a lot of miles, and hard to compete with. But AImotive isn’t trying to compete, at least not by logging more real-life test miles. Instead, the company is doing 90 percent of its testing in virtual reality. “This is what truly differentiates us from competitors,” Kishonti said.
He outlined the three main benefits of VR testing: it can simulate scenarios too dangerous for the real world (such as hitting something), too costly (not every company has Waymo’s funds to run hundreds of cars on real roads), or too time-consuming (like waiting for rain, snow, or other weather conditions to occur naturally and repeatedly).
“Real-world traffic testing is very skewed towards the boring miles,” he said. “What we want to do is test all the cases that are hard to solve.”
On a screen that looked not unlike multiple games of Mario Kart, he showed me the simulator. Cartoon cars cruised down winding streets, outfitted with all the real-world surroundings: people, trees, signs, other cars. As I watched, a furry kangaroo suddenly hopped across one screen. “Volvo had an issue in Australia,” Kishonti explained. “A kangaroo’s movement is different than other animals since it hops instead of running.” Talk about cases that are hard to solve.
AImotive is currently testing around 1,000 simulated scenarios every night, with a steadily-rising curve of successful tests. These scenarios are broken down into features, and the car’s behavior around those features fed into a neural network. As the algorithms learn more features, the level of complexity the vehicles can handle goes up.
On the Road
After Kishonti and his colleagues filled me in on the details of their product, it was time to test it out. A safety driver sat in the driver’s seat, a computer operator in the passenger seat, and Kishonti and I in back. The driver maintained full control of the car until we merged onto the highway. Then he flicked the “Allowed” switch, his copilot pressed the “Active” switch, and he took his hands off the wheel.
What happened next, you ask?
A few things. El Capitan was going exactly the speed limit—65 miles per hour—which meant all the other cars were passing us. When a car merged in front of us or cut us off, El Cap braked accordingly (if a little abruptly). The monitor displayed the feed from each of the car’s cameras, plus multiple data fields and a simulation where a blue line marked the center of the lane, measured by the cameras tracking the lane markings on either side.
I noticed El Cap wobbling out of our lane a bit, but it wasn’t until two things happened in a row that I felt a little nervous: first we went under a bridge, then a truck pulled up next to us, both bridge and truck casting a complete shadow over our car. At that point El Cap lost it, and we swerved haphazardly to the right, narrowly missing the truck’s rear wheels. The safety driver grabbed the steering wheel and took back control of the car.
What happened, Kishonti explained, was that the shadows made it hard for the car’s cameras to see the lane markings. This was a new scenario the algorithm hadn’t previously encountered. If we’d only gone under a bridge or only been next to the truck for a second, El Cap may not have had so much trouble, but the two events happening in a row really threw the car for a loop—almost literally.
“This is a new scenario we’ll add to our testing,” Kishonti said. He added that another way for the algorithm to handle this type of scenario, rather than basing its speed and positioning on the lane markings, is to mimic nearby cars. “The human eye would see that other cars are still moving at the same speed, even if it can’t see details of the road,” he said.
After another brief—and thankfully uneventful—hands-off cruise down the highway, the safety driver took over, exited the highway, and drove us back to the office.
Driving into the Future
I climbed out of the car feeling amazed not only that self-driving cars are possible, but that driving is possible at all. I squint when driving into a tunnel, swerve to avoid hitting a stray squirrel, and brake gradually at stop signs—all without consciously thinking to do so. On top of learning to steer, brake, and accelerate, self-driving software has to incorporate our brains’ and bodies’ unconscious (but crucial) reactions, like our pupils dilating to let in more light so we can see in a tunnel.
Despite all the progress of machine learning, artificial intelligence, and computing power, I have a wholly renewed appreciation for the thing that’s been in charge of driving up till now: the human brain.
Kishonti seemed to feel similarly. “I don’t think autonomous vehicles in the near future will be better than the best drivers,” he said. “But they’ll be better than the average driver. What we want to achieve is safe, good-quality driving for everyone, with scalability.”
AImotive is currently working with American tech firms and with car and truck manufacturers in Europe, China, and Japan.
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Picture a robot. In all likelihood, you just pictured a sleek metallic or chrome-white humanoid. Yet the vast majority of robots in the world around us are nothing like this; instead, they’re specialized for specific tasks. Our cultural conception of what robots are dates back to the coining of the term robots in the Czech play, Rossum’s Universal Robots, which originally envisioned them as essentially synthetic humans.
The vision of a humanoid robot is tantalizing. There are constant efforts to create something that looks like the robots of science fiction. Recently, an old competitor in this field returned with a new model: Toyota has released what they call the T-HR3. As humanoid robots go, it appears to be pretty dexterous and have a decent grip, with a number of degrees of freedom making the movements pleasantly human.
This humanoid robot operates mostly via a remote-controlled system that allows the user to control the robot’s limbs by exerting different amounts of pressure on a framework. A VR headset completes the picture, allowing the user to control the robot’s body and teleoperate the machine. There’s no word on a price tag, but one imagines a machine with a control system this complicated won’t exactly be on your Christmas list, unless you’re a billionaire.
Toyota is no stranger to robotics. They released a series of “Partner Robots” that had a bizarre affinity for instrument-playing but weren’t often seen doing much else. Given that they didn’t seem to have much capability beyond the automaton that Leonardo da Vinci made hundreds of years ago, they promptly vanished. If, as the name suggests, the T-HR3 is a sequel to these robots, which came out shortly after ASIMO back in 2003, it’s substantially better.
Slightly less humanoid (and perhaps the more useful for it), Toyota’s HSR-2 is a robot base on wheels with a simple mechanical arm. It brings to mind earlier machines produced by dream-factory startup Willow Garage like the PR-2. The idea of an affordable robot that could simply move around on wheels and pick up and fetch objects, and didn’t harbor too-lofty ambitions to do anything else, was quite successful.
So much so that when Robocup, the international robotics competition, looked for a platform for their robot-butler competition @Home, they chose HSR-2 for its ability to handle objects. HSR-2 has been deployed in trial runs to care for the elderly and injured, but has yet to be widely adopted for these purposes five years after its initial release. It’s telling that arguably the most successful multi-purpose humanoid robot isn’t really humanoid at all—and it’s curious that Toyota now seems to want to return to a more humanoid model a decade after they gave up on the project.
What’s unclear, as is often the case with humanoid robots, is what, precisely, the T-HR3 is actually for. The teleoperation gets around the complex problem of control by simply having the machine controlled remotely by a human. That human then handles all the sensory perception, decision-making, planning, and manipulation; essentially, the hardest problems in robotics.
There may not be a great deal of autonomy for the T-HR3, but by sacrificing autonomy, you drastically cut down the uses of the robot. Since it can’t act alone, you need a convincing scenario where you need a teleoperated humanoid robot that’s less precise and vastly more expensive than just getting a person to do the same job. Perhaps someday more autonomy will be developed for the robot, and the master maneuvering system that allows humans to control it will only be used in emergencies to control the robot if it gets stuck.
Toyota’s press release says it is “a platform with capabilities that can safely assist humans in a variety of settings, such as the home, medical facilities, construction sites, disaster-stricken areas and even outer space.” In reality, it’s difficult to see such a robot being affordable or even that useful in the home or in medical facilities (unless it’s substantially stronger than humans). Equally, it certainly doesn’t seem robust enough to be deployed in disaster zones or outer space. These tasks have been mooted for robots for a very long time and few have proved up to the challenge.
Toyota’s third generation humanoid robot, the T-HR3. Image Credit: Toyota
Instead, the robot seems designed to work alongside humans. Its design, standing 1.5 meters tall, weighing 75 kilograms, and possessing 32 degrees of freedom in its body, suggests it is built to closely mimic a person, rather than a robot like ATLAS which is robust enough that you can imagine it being useful in a war zone. In this case, it might be closer to the model of the collaborative robots or co-bots developed by Rethink Robotics, whose tons of safety features, including force-sensitive feedback for the user, reduce the risk of terrible PR surrounding killer robots.
Instead the emphasis is on graceful precision engineering: in the promo video, the robot can be seen balancing on one leg before showing off a few poised, yoga-like poses. This perhaps suggests that an application in elderly care, which Toyota has ventured into before and which was the stated aim of their simple HSR-2, might be more likely than deployment to a disaster zone.
The reason humanoid robots remain so elusive and so tempting is probably because of a simple cognitive mistake. We make two bad assumptions. First, we assume that if you build a humanoid robot, give its joints enough flexibility, throw in a little AI and perhaps some pre-programmed behaviors, then presto, it will be able to do everything humans can. When you see a robot that moves well and looks humanoid, it seems like the hardest part is done; surely this robot could do anything. The reality is never so simple.
We also make the reverse assumption: we assume that when we are finally replaced, it will be by perfect replicas of our own bodies and brains that can fulfill all the functions we used to fulfill. Perhaps, in reality, the future of robots and AI is more like its present: piecemeal, with specialized algorithms and specialized machines gradually learning to outperform humans at every conceivable task without ever looking convincingly human.
It may well be that the T-HR3 is angling towards this concept of machine learning as a platform for future research. Rather than trying to program an omni-capable robot out of the box, it will gradually learn from its human controllers. In this way, you could see the platform being used to explore the limits of what humans can teach robots to do simply by having them mimic sequences of our bodies’ motion, in the same way the exploitation of neural networks is testing the limits of training algorithms on data. No one machine will be able to perform everything a human can, but collectively, they will vastly outperform us at anything you’d want one to do.
So when you see a new android like Toyota’s, feel free to marvel at its technical abilities and indulge in the speculation about whether it’s a PR gimmick or a revolutionary step forward along the road to human replacement. Just remember that, human-level bots or not, we’re already strolling down that road.
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