Tag Archives: better

#434151 Life-or-Death Algorithms: The Black Box ...

Posted on December 18, 2018 by Android

When it comes to applications for machine learning, few can be more widely hyped than medicine. This is hardly surprising: it’s a huge industry that generates a phenomenal amount of data and revenue, where technological advances can improve or save the lives of millions of people. Hardly a week passes without a study that suggests algorithms will soon be better than experts at detecting pneumonia, or Alzheimer’s—diseases in complex organs ranging from the eye to the heart.

The problems of overcrowded hospitals and overworked medical staff plague public healthcare systems like Britain’s NHS and lead to rising costs for private healthcare systems. Here, again, algorithms offer a tantalizing solution. How many of those doctor’s visits really need to happen? How many could be replaced by an interaction with an intelligent chatbot—especially if it can be combined with portable diagnostic tests, utilizing the latest in biotechnology? That way, unnecessary visits could be reduced, and patients could be diagnosed and referred to specialists more quickly without waiting for an initial consultation.

As ever with artificial intelligence algorithms, the aim is not to replace doctors, but to give them tools to reduce the mundane or repetitive parts of the job. With an AI that can examine thousands of scans in a minute, the “dull drudgery” is left to machines, and the doctors are freed to concentrate on the parts of the job that require more complex, subtle, experience-based judgement of the best treatments and the needs of the patient.

High Stakes
But, as ever with AI algorithms, there are risks involved with relying on them—even for tasks that are considered mundane. The problems of black-box algorithms that make inexplicable decisions are bad enough when you’re trying to understand why that automated hiring chatbot was unimpressed by your job interview performance. In a healthcare context, where the decisions made could mean life or death, the consequences of algorithmic failure could be grave.

A new paper in Science Translational Medicine, by Nicholson Price, explores some of the promises and pitfalls of using these algorithms in the data-rich medical environment.

Neural networks excel at churning through vast quantities of training data and making connections, absorbing the underlying patterns or logic for the system in hidden layers of linear algebra; whether it’s detecting skin cancer from photographs or learning to write in pseudo-Shakespearean script. They are terrible, however, at explaining the underlying logic behind the relationships that they’ve found: there is often little more than a string of numbers, the statistical “weights” between the layers. They struggle to distinguish between correlation and causation.

This raises interesting dilemmas for healthcare providers. The dream of big data in medicine is to feed a neural network on “huge troves of health data, finding complex, implicit relationships and making individualized assessments for patients.” What if, inevitably, such an algorithm proves to be unreasonably effective at diagnosing a medical condition or prescribing a treatment, but you have no scientific understanding of how this link actually works?

Too Many Threads to Unravel?
The statistical models that underlie such neural networks often assume that variables are independent of each other, but in a complex, interacting system like the human body, this is not always the case.

In some ways, this is a familiar concept in medical science—there are many phenomena and links which have been observed for decades but are still poorly understood on a biological level. Paracetamol is one of the most commonly-prescribed painkillers, but there’s still robust debate about how it actually works. Medical practitioners may be keen to deploy whatever tool is most effective, regardless of whether it’s based on a deeper scientific understanding. Fans of the Copenhagen interpretation of quantum mechanics might spin this as “Shut up and medicate!”

But as in that field, there’s a debate to be had about whether this approach risks losing sight of a deeper understanding that will ultimately prove more fruitful—for example, for drug discovery.

Away from the philosophical weeds, there are more practical problems: if you don’t understand how a black-box medical algorithm is operating, how should you approach the issues of clinical trials and regulation?

Price points out that, in the US, the “21st-Century Cures Act” allows the FDA to regulate any algorithm that analyzes images, or doesn’t allow a provider to review the basis for its conclusions: this could completely exclude “black-box” algorithms of the kind described above from use.

Transparency about how the algorithm functions—the data it looks at, and the thresholds for drawing conclusions or providing medical advice—may be required, but could also conflict with the profit motive and the desire for secrecy in healthcare startups.

One solution might be to screen algorithms that can’t explain themselves, or don’t rely on well-understood medical science, from use before they enter the healthcare market. But this could prevent people from reaping the benefits that they can provide.

Evaluating Algorithms
New healthcare algorithms will be unable to do what physicists did with quantum mechanics, and point to a track record of success, because they will not have been deployed in the field. And, as Price notes, many algorithms will improve as they’re deployed in the field for a greater amount of time, and can harvest and learn from the performance data that’s actually used. So how can we choose between the most promising approaches?

Creating a standardized clinical trial and validation system that’s equally valid across algorithms that function in different ways, or use different input or training data, will be a difficult task. Clinical trials that rely on small sample sizes, such as for algorithms that attempt to personalize treatment to individuals, will also prove difficult. With a small sample size and little scientific understanding, it’s hard to tell whether the algorithm succeeded or failed because it’s bad at its job or by chance.

Add learning into the mix and the picture gets more complex. “Perhaps more importantly, to the extent that an ideal black-box algorithm is plastic and frequently updated, the clinical trial validation model breaks down further, because the model depends on a static product subject to stable validation.” As Price describes, the current system for testing and validation of medical products needs some adaptation to deal with this new software before it can successfully test and validate the new algorithms.

Striking a Balance
The story in healthcare reflects the AI story in so many other fields, and the complexities involved perhaps illustrate why even an illustrious company like IBM appears to be struggling to turn its famed Watson AI into a viable product in the healthcare space.

A balance must be struck, both in our rush to exploit big data and the eerie power of neural networks, and to automate thinking. We must be aware of the biases and flaws of this approach to problem-solving: to realize that it is not a foolproof panacea.

But we also need to embrace these technologies where they can be a useful complement to the skills, insights, and deeper understanding that humans can provide. Much like a neural network, our industries need to train themselves to enhance this cooperation in the future.

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Posted in Human Robots

#433954 The Next Great Leap Forward? Combining ...

Posted on December 14, 2018 by Android

The Internet of Things is a popular vision of objects with internet connections sending information back and forth to make our lives easier and more comfortable. It’s emerging in our homes, through everything from voice-controlled speakers to smart temperature sensors. To improve our fitness, smart watches and Fitbits are telling online apps how much we’re moving around. And across entire cities, interconnected devices are doing everything from increasing the efficiency of transport to flood detection.

In parallel, robots are steadily moving outside the confines of factory lines. They’re starting to appear as guides in shopping malls and cruise ships, for instance. As prices fall and the artificial intelligence (AI) and mechanical technology continues to improve, we will get more and more used to them making independent decisions in our homes, streets and workplaces.

Here lies a major opportunity. Robots become considerably more capable with internet connections. There is a growing view that the next evolution of the Internet of Things will be to incorporate them into the network, opening up thrilling possibilities along the way.

Home Improvements
Even simple robots become useful when connected to the internet—getting updates about their environment from sensors, say, or learning about their users’ whereabouts and the status of appliances in the vicinity. This lets them lend their bodies, eyes, and ears to give an otherwise impersonal smart environment a user-friendly persona. This can be particularly helpful for people at home who are older or have disabilities.

We recently unveiled a futuristic apartment at Heriot-Watt University to work on such possibilities. One of a few such test sites around the EU, our whole focus is around people with special needs—and how robots can help them by interacting with connected devices in a smart home.

Suppose a doorbell rings that has smart video features. A robot could find the person in the home by accessing their location via sensors, then tell them who is at the door and why. Or it could help make video calls to family members or a professional carer—including allowing them to make virtual visits by acting as a telepresence platform.

Equally, it could offer protection. It could inform them the oven has been left on, for example—phones or tablets are less reliable for such tasks because they can be misplaced or not heard.

Similarly, the robot could raise the alarm if its user appears to be in difficulty.Of course, voice-assistant devices like Alexa or Google Home can offer some of the same services. But robots are far better at moving, sensing and interacting with their environment. They can also engage their users by pointing at objects or acting more naturally, using gestures or facial expressions. These “social abilities” create bonds which are crucially important for making users more accepting of the support and making it more effective.

To help incentivize the various EU test sites, our apartment also hosts the likes of the European Robotic League Service Robot Competition—a sort of Champions League for robots geared to special needs in the home. This brought academics from around Europe to our laboratory for the first time in January this year. Their robots were tested in tasks like welcoming visitors to the home, turning the oven off, and fetching objects for their users; and a German team from Koblenz University won with a robot called Lisa.

Robots Offshore
There are comparable opportunities in the business world. Oil and gas companies are looking at the Internet of Things, for example; experimenting with wireless sensors to collect information such as temperature, pressure, and corrosion levels to detect and possibly predict faults in their offshore equipment.

In the future, robots could be alerted to problem areas by sensors to go and check the integrity of pipes and wells, and to make sure they are operating as efficiently and safely as possible. Or they could place sensors in parts of offshore equipment that are hard to reach, or help to calibrate them or replace their batteries.

The likes of the ORCA Hub, a £36m project led by the Edinburgh Centre for Robotics, bringing together leading experts and over 30 industry partners, is developing such systems. The aim is to reduce the costs and the risks of humans working in remote hazardous locations.

ORCA tests a drone robot. ORCA
Working underwater is particularly challenging, since radio waves don’t move well under the sea. Underwater autonomous vehicles and sensors usually communicate using acoustic waves, which are many times slower (1,500 meters a second vs. 300m meters a second for radio waves). Acoustic communication devices are also much more expensive than those used above the water.

This academic project is developing a new generation of low-cost acoustic communication devices, and trying to make underwater sensor networks more efficient. It should help sensors and underwater autonomous vehicles to do more together in future—repair and maintenance work similar to what is already possible above the water, plus other benefits such as helping vehicles to communicate with one another over longer distances and tracking their location.

Beyond oil and gas, there is similar potential in sector after sector. There are equivalents in nuclear power, for instance, and in cleaning and maintaining the likes of bridges and buildings. My colleagues and I are also looking at possibilities in areas such as farming, manufacturing, logistics, and waste.

First, however, the research sectors around the Internet of Things and robotics need to properly share their knowledge and expertise. They are often isolated from one another in different academic fields. There needs to be more effort to create a joint community, such as the dedicated workshops for such collaboration that we organized at the European Robotics Forum and the IoT Week in 2017.

To the same end, industry and universities need to look at setting up joint research projects. It is particularly important to address safety and security issues—hackers taking control of a robot and using it to spy or cause damage, for example. Such issues could make customers wary and ruin a market opportunity.

We also need systems that can work together, rather than in isolated applications. That way, new and more useful services can be quickly and effectively introduced with no disruption to existing ones. If we can solve such problems and unite robotics and the Internet of Things, it genuinely has the potential to change the world.

Mauro Dragone, Assistant Professor, Cognitive Robotics, Multiagent systems, Internet of Things, Heriot-Watt University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Posted in Human Robots

#433907 How the Spatial Web Will Fix What’s ...

Posted on November 21, 2018 by Android

Converging exponential technologies will transform media, advertising and the retail world. The world we see, through our digitally-enhanced eyes, will multiply and explode with intelligence, personalization, and brilliance.

This is the age of Web 3.0.

Last week, I discussed the what and how of Web 3.0 (also known as the Spatial Web), walking through its architecture and the converging technologies that enable it.

To recap, while Web 1.0 consisted of static documents and read-only data, Web 2.0 introduced multimedia content, interactive web applications, and participatory social media, all of these mediated by two-dimensional screens—a flat web of sensorily confined information.

During the next two to five years, the convergence of 5G, AI, a trillion sensors, and VR/AR will enable us to both map our physical world into virtual space and superimpose a digital layer onto our physical environments.

Web 3.0 is about to transform everything—from the way we learn and educate, to the way we trade (smart) assets, to our interactions with real and virtual versions of each other.

And while users grow rightly concerned about data privacy and misuse, the Spatial Web’s use of blockchain in its data and governance layer will secure and validate our online identities, protecting everything from your virtual assets to personal files.

In this second installment of the Web 3.0 series, I’ll be discussing the Spatial Web’s vast implications for a handful of industries:

News & Media Coverage
Smart Advertising
Personalized Retail

Let’s dive in.

Transforming Network News with Web 3.0
News media is big business. In 2016, global news media (including print) generated 168 billion USD in circulation and advertising revenue.

The news we listen to impacts our mindset. Listen to dystopian news on violence, disaster, and evil, and you’ll more likely be searching for a cave to hide in, rather than technology for the launch of your next business.

Today, different news media present starkly different realities of everything from foreign conflict to domestic policy. And outcomes are consequential. What reporters and news corporations decide to show or omit of a given news story plays a tremendous role in shaping the beliefs and resulting values of entire populations and constituencies.

But what if we could have an objective benchmark for today’s news, whereby crowdsourced and sensor-collected evidence allows you to tour the site of journalistic coverage, determining for yourself the most salient aspects of a story?

Enter mesh networks, AI, public ledgers, and virtual reality.

While traditional networks rely on a limited set of wired access points (or wireless hotspots), a wireless mesh network can connect entire cities via hundreds of dispersed nodes that communicate with each other and share a network connection non-hierarchically.

In short, this means that individual mobile users can together establish a local mesh network using nothing but the computing power in their own devices.

Take this a step further, and a local population of strangers could collectively broadcast countless 360-degree feeds across a local mesh network.

Imagine a scenario in which protests break out across the country, each cluster of activists broadcasting an aggregate of 360-degree videos, all fed through photogrammetry AIs that build out a live hologram of the march in real time. Want to see and hear what the NYC-based crowds are advocating for? Throw on some VR goggles and explore the event with full access. Or cue into the southern Texan border to assess for yourself the handling of immigrant entry and border conflicts.

Take a front seat in the Capitol during tomorrow’s Senate hearing, assessing each Senator’s reactions, questions and arguments without a Fox News or CNN filter. Or if you’re short on time, switch on the holographic press conference and host 3D avatars of live-broadcasting politicians in your living room.

We often think of modern media as taking away consumer agency, feeding tailored and often partisan ideology to a complacent audience. But as wireless mesh networks and agnostic sensor data allow for immersive VR-accessible news sites, the average viewer will necessarily become an active participant in her own education of current events.

And with each of us interpreting the news according to our own values, I envision a much less polarized world. A world in which civic engagement, moderately reasoned dialogue, and shared assumptions will allow us to empathize and make compromises.

The future promises an era in which news is verified and balanced; wherein public ledgers, AI, and new web interfaces bring you into the action and respect your intelligence—not manipulate your ignorance.

Web 3.0 Reinventing Advertising
Bringing about the rise of ‘user-owned data’ and self-established permissions, Web 3.0 is poised to completely disrupt digital advertising—a global industry worth over 192 billion USD.

Currently, targeted advertising leverages tomes of personal data and online consumer behavior to subtly engage you with products you might not want, or sell you on falsely advertised services promising inaccurate results.

With a new Web 3.0 data and governance layer, however, distributed ledger technologies will require advertisers to engage in more direct interaction with consumers, validating claims and upping transparency.

And with a data layer that allows users to own and authorize third-party use of their data, blockchain also holds extraordinary promise to slash not only data breaches and identity theft, but covert advertiser bombardment without your authorization.

Accessing crowdsourced reviews and AI-driven fact-checking, users will be able to validate advertising claims more efficiently and accurately than ever before, potentially rating and filtering out advertisers in the process. And in such a streamlined system of verified claims, sellers will face increased pressure to compete more on product and rely less on marketing.

But perhaps most exciting is the convergence of artificial intelligence and augmented reality.

As Spatial Web networks begin to associate digital information with physical objects and locations, products will begin to “sell themselves.” Each with built-in smart properties, products will become hyper-personalized, communicating information directly to users through Web 3.0 interfaces.

Imagine stepping into a department store in pursuit of a new web-connected fridge. As soon as you enter, your AR goggles register your location and immediately grant you access to a populated register of store products.

As you move closer to a kitchen set that catches your eye, a virtual salesperson—whether by holographic video or avatar—pops into your field of view next to the fridge you’ve been examining and begins introducing you to its various functions and features. You quickly decide you’d rather disable the avatar and get textual input instead, and preferences are reset to list appliance properties visually.

After a virtual tour of several other fridges, you decide on the one you want and seamlessly execute a smart contract, carried out by your smart wallet and the fridge. The transaction takes place in seconds, and the fridge’s blockchain-recorded ownership record has been updated.

Better yet, you head over to a friend’s home for dinner after moving into the neighborhood. While catching up in the kitchen, your eyes fixate on the cabinets, which quickly populate your AR glasses with a price-point and selection of colors.

But what if you’d rather not get auto-populated product info in the first place? No problem!

Now empowered with self-sovereign identities, users might be able to turn off advertising preferences entirely, turning on smart recommendations only when they want to buy a given product or need new supplies.

And with user-centric data, consumers might even sell such information to advertisers directly. Now, instead of Facebook or Google profiting off your data, you might earn a passive income by giving advertisers permission to personalize and market their services. Buy more, and your personal data marketplace grows in value. Buy less, and a lower-valued advertising profile causes an ebb in advertiser input.

With user-controlled data, advertisers now work on your terms, putting increased pressure on product iteration and personalizing products for each user.

This brings us to the transformative future of retail.

Personalized Retail–Power of the Spatial Web
In a future of smart and hyper-personalized products, I might walk through a virtual game space or a digitally reconstructed Target, browsing specific categories of clothing I’ve predetermined prior to entry.

As I pick out my selection, my AI assistant hones its algorithm reflecting new fashion preferences, and personal shoppers—also visiting the store in VR—help me pair different pieces as I go.

Once my personal shopper has finished constructing various outfits, I then sit back and watch a fashion show of countless Peter avatars with style and color variations of my selection, each customizable.

After I’ve made my selection, I might choose to purchase physical versions of three outfits and virtual versions of two others for my digital avatar. Payments are made automatically as I leave the store, including a smart wallet transaction made with the personal shopper at a per-outfit rate (for only the pieces I buy).

Already, several big players have broken into the VR market. Just this year, Walmart has announced its foray into the VR space, shipping 17,000 Oculus Go VR headsets to Walmart locations across the US.

And just this past January, Walmart filed two VR shopping-related patents. In a new bid to disrupt a rapidly changing retail market, Walmart now describes a system in which users couple their VR headset with haptic gloves for an immersive in-store experience, whether at 3am in your living room or during a lunch break at the office.

But Walmart is not alone. Big e-commerce players from Amazon to Alibaba are leaping onto the scene with new software buildout to ride the impending headset revolution.

Beyond virtual reality, players like IKEA have even begun using mobile-based augmented reality to map digitally replicated furniture in your physical living room, true to dimension. And this is just the beginning….

As AR headset hardware undergoes breakneck advancements in the next two to five years, we might soon be able to project watches onto our wrists, swapping out colors, styles, brand, and price points.

Or let’s say I need a new coffee table in my office. Pulling up multiple models in AR, I can position each option using advanced hand-tracking technology and customize height and width according to my needs. Once the smart payment is triggered, the manufacturer prints my newly-customized piece, droning it to my doorstep. As soon as I need to assemble the pieces, overlaid digital prompts walk me through each step, and any user confusions are communicated to a company database.

Perhaps one of the ripest industries for Spatial Web disruption, retail presents one of the greatest opportunities for profit across virtual apparel, digital malls, AI fashion startups and beyond.

In our next series iteration, I’ll be looking at the tremendous opportunities created by Web 3.0 for the Future of Work and Entertainment.

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Posted in Human Robots

#433895 Sci-Fi Movies Are the Secret Weapon That ...

Posted on November 17, 2018 by Android

If there’s one line that stands the test of time in Steven Spielberg’s 1993 classic Jurassic Park, it’s probably Jeff Goldblum’s exclamation, “Your scientists were so preoccupied with whether or not they could, they didn’t stop to think if they should.”

Goldblum’s character, Dr. Ian Malcolm, was warning against the hubris of naively tinkering with dinosaur DNA in an effort to bring these extinct creatures back to life. Twenty-five years on, his words are taking on new relevance as a growing number of scientists and companies are grappling with how to tread the line between “could” and “should” in areas ranging from gene editing and real-world “de-extinction” to human augmentation, artificial intelligence and many others.

Despite growing concerns that powerful emerging technologies could lead to unexpected and wide-ranging consequences, innovators are struggling with how to develop beneficial new products while being socially responsible. Part of the answer could lie in watching more science fiction movies like Jurassic Park.

Hollywood Lessons in Societal Risks
I’ve long been interested in how innovators and others can better understand the increasingly complex landscape around the social risks and benefits associated with emerging technologies. Growing concerns over the impacts of tech on jobs, privacy, security and even the ability of people to live their lives without undue interference highlight the need for new thinking around how to innovate responsibly.

New ideas require creativity and imagination, and a willingness to see the world differently. And this is where science fiction movies can help.

Sci-fi flicks are, of course, notoriously unreliable when it comes to accurately depicting science and technology. But because their plots are often driven by the intertwined relationships between people and technology, they can be remarkably insightful in revealing social factors that affect successful and responsible innovation.

This is clearly seen in Jurassic Park. The movie provides a surprisingly good starting point for thinking about the pros and cons of modern-day genetic engineering and the growing interest in bringing extinct species back from the dead. But it also opens up conversations around the nature of complex systems that involve both people and technology, and the potential dangers of “permissionless” innovation that’s driven by power, wealth and a lack of accountability.

Similar insights emerge from a number of other movies, including Spielberg’s 2002 film “Minority Report”—which presaged a growing capacity for AI-enabled crime prediction and the ethical conundrums it’s raising—as well as the 2014 film Ex Machina.

As with Jurassic Park, Ex Machina centers around a wealthy and unaccountable entrepreneur who is supremely confident in his own abilities. In this case, the technology in question is artificial intelligence.

The movie tells a tale of an egotistical genius who creates a remarkable intelligent machine—but he lacks the awareness to recognize his limitations and the risks of what he’s doing. It also provides a chilling insight into potential dangers of creating machines that know us better than we know ourselves, while not being bound by human norms or values.

The result is a sobering reminder of how, without humility and a good dose of humanity, our innovations can come back to bite us.

The technologies in Jurassic Park, Minority Report, and Ex Machina lie beyond what is currently possible. Yet these films are often close enough to emerging trends that they help reveal the dangers of irresponsible, or simply naive, innovation. This is where these and other science fiction movies can help innovators better understand the social challenges they face and how to navigate them.

Real-World Problems Worked Out On-Screen
In a recent op-ed in the New York Times, journalist Kara Swisher asked, “Who will teach Silicon Valley to be ethical?” Prompted by a growing litany of socially questionable decisions amongst tech companies, Swisher suggests that many of them need to grow up and get serious about ethics. But ethics alone are rarely enough. It’s easy for good intentions to get swamped by fiscal pressures and mired in social realities.

Elon Musk has shown that brilliant tech innovators can take ethical missteps along the way. Image Credit:AP Photo/Chris Carlson
Technology companies increasingly need to find some way to break from business as usual if they are to become more responsible. High-profile cases involving companies like Facebook and Uber as well as Tesla’s Elon Musk have highlighted the social as well as the business dangers of operating without fully understanding the consequences of people-oriented actions.

Many more companies are struggling to create socially beneficial technologies and discovering that, without the necessary insights and tools, they risk blundering about in the dark.

For instance, earlier this year, researchers from Google and DeepMind published details of an artificial intelligence-enabled system that can lip-read far better than people. According to the paper’s authors, the technology has enormous potential to improve the lives of people who have trouble speaking aloud. Yet it doesn’t take much to imagine how this same technology could threaten the privacy and security of millions—especially when coupled with long-range surveillance cameras.

Developing technologies like this in socially responsible ways requires more than good intentions or simply establishing an ethics board. People need a sophisticated understanding of the often complex dynamic between technology and society. And while, as Mozilla’s Mitchell Baker suggests, scientists and technologists engaging with the humanities can be helpful, it’s not enough.

An Easy Way into a Serious Discipline
The “new formulation” of complementary skills Baker says innovators desperately need already exists in a thriving interdisciplinary community focused on socially responsible innovation. My home institution, the School for the Future of Innovation in Society at Arizona State University, is just one part of this.

Experts within this global community are actively exploring ways to translate good ideas into responsible practices. And this includes the need for creative insights into the social landscape around technology innovation, and the imagination to develop novel ways to navigate it.

People love to come together as a movie audience.Image credit: The National Archives UK, CC BY 4.0
Here is where science fiction movies become a powerful tool for guiding innovators, technology leaders and the companies where they work. Their fictional scenarios can reveal potential pitfalls and opportunities that can help steer real-world decisions toward socially beneficial and responsible outcomes, while avoiding unnecessary risks.

And science fiction movies bring people together. By their very nature, these films are social and educational levelers. Look at who’s watching and discussing the latest sci-fi blockbuster, and you’ll often find a diverse cross-section of society. The genre can help build bridges between people who know how science and technology work, and those who know what’s needed to ensure they work for the good of society.

This is the underlying theme in my new book Films from the Future: The Technology and Morality of Sci-Fi Movies. It’s written for anyone who’s curious about emerging trends in technology innovation and how they might potentially affect society. But it’s also written for innovators who want to do the right thing and just don’t know where to start.

Of course, science fiction films alone aren’t enough to ensure socially responsible innovation. But they can help reveal some profound societal challenges facing technology innovators and possible ways to navigate them. And what better way to learn how to innovate responsibly than to invite some friends round, open the popcorn and put on a movie?

It certainly beats being blindsided by risks that, with hindsight, could have been avoided.

Andrew Maynard, Director, Risk Innovation Lab, Arizona State University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Posted in Human Robots

#433872 Breaking Out of the Corporate Bubble ...

Posted on November 12, 2018 by Android

For big companies, success is a blessing and a curse. You don’t get big without doing something (or many things) very right. It might start with an invention or service the world didn’t know it needed. Your product takes off, and growth brings a whole new set of logistical challenges. Delivering consistent quality, hiring the right team, establishing a strong culture, tapping into new markets, satisfying shareholders. The list goes on.

Eventually, however, what made you successful also makes you resistant to change.

You’ve built a machine for one purpose, and it’s running smoothly, but what about retooling that machine to make something new? Not so easy. Leaders of big companies know there is no future for their organizations without change. And yet, they struggle to drive it.

In their new book, Leading Transformation: How to Take Charge of Your Company’s Future, Kyle Nel, Nathan Furr, and Thomas Ramsøy aim to deliver a roadmap for corporate transformation.

The book focuses on practical tools that have worked in big companies to break down behavioral and cognitive biases, envision radical futures, and run experiments. These include using science fiction and narrative to see ahead and adopting better measures of success for new endeavors.

A thread throughout is how to envision a new future and move into that future.

We’re limited by the bubbles in which we spend the most time—the corporate bubble, the startup bubble, the nonprofit bubble. The mutually beneficial convergence of complementary bubbles, then, can be a powerful tool for kickstarting transformation. The views and experiences of one partner can challenge the accepted wisdom of the other; resources can flow into newly co-created visions and projects; and connections can be made that wouldn’t otherwise exist.

The authors call such alliances uncommon partners. In the following excerpt from the book, Made In Space, a startup building 3D printers for space, helps Lowe’s explore an in-store 3D printing system, and Lowe’s helps Made In Space expand its vision and focus.

Uncommon Partners
In a dingy conference room at NASA, five prototypical nerds, smelling of Thai food, laid out the path to printing satellites in space and buildings on distant planets. At the end of their four-day marathon, they emerged with an artifact trail that began with early prototypes for the first 3D printer on the International Space Station and ended in the additive-manufacturing future—a future much bigger than 3D printing.

In the additive-manufacturing future, we will view everything as transient, or capable of being repurposed into new things. Rather than throwing away a soda bottle or a bent nail, we will simply reprocess these things into a new hinge for the fence we are building or a light switch plate for the tool shed. Indeed, we might not even go buy bricks for the tool shed, but instead might print them from impurities pulled from the air and the dirt beneath our feet. Such a process would both capture carbon in the air to make the bricks and avoid all the carbon involved in making and then transporting traditional bricks to your house.

If it all sounds a little too science fiction, think again. Lowe’s has already been honored as a Champion of Change by the US government for its prototype system to recycle plastic (e.g., plastic bags and bottles). The future may be closer than you have imagined. But to get there, Lowe’s didn’t work alone. It had to work with uncommon partners to create the future.

Uncommon partners are the types of organizations you might not normally work with, but which can greatly help you create radical new futures. Increasingly, as new technologies emerge and old industries converge, companies are finding that working independently to create all the necessary capabilities to enter new industries or create new technologies is costly, risky, and even counterproductive. Instead, organizations are finding that they need to collaborate with uncommon partners as an ecosystem to cocreate the future together. Nathan [Furr] and his colleague at INSEAD, Andrew Shipilov, call this arrangement an adaptive ecosystem strategy and described how companies such as Lowe’s, Samsung, Mastercard, and others are learning to work differently with partners and to work with different kinds of partners to more effectively discover new opportunities. For Lowe’s, an adaptive ecosystem strategy working with uncommon partners forms the foundation of capturing new opportunities and transforming the company. Despite its increased agility, Lowe’s can’t be (and shouldn’t become) an independent additive-manufacturing, robotics-using, exosuit-building, AR-promoting, fill-in-the-blank-what’s-next-ing company in addition to being a home improvement company. Instead, Lowe’s applies an adaptive ecosystem strategy to find the uncommon partners with which it can collaborate in new territory.

To apply the adaptive ecosystem strategy with uncommon partners, start by identifying the technical or operational components required for a particular focus area (e.g., exosuits) and then sort these components into three groups. First, there are the components that are emerging organically without any assistance from the orchestrator—the leader who tries to bring together the adaptive ecosystem. Second, there are the elements that might emerge, with encouragement and support. Third are the elements that won’t happen unless you do something about it. In an adaptive ecosystem strategy, you can create regular partnerships for the first two elements—those already emerging or that might emerge—if needed. But you have to create the elements in the final category (those that won’t emerge) either with an uncommon partner or by yourself.

For example, when Lowe’s wanted to explore the additive-manufacturing space, it began a search for an uncommon partner to provide the missing but needed capabilities. Unfortunately, initial discussions with major 3D printing companies proved disappointing. The major manufacturers kept trying to sell Lowe’s 3D printers. But the vision our group had created with science fiction was not for vendors to sell Lowe’s a printer, but for partners to help the company build a system—something that would allow customers to scan, manipulate, print, and eventually recycle additive-manufacturing objects. Every time we discussed 3D printing systems with these major companies, they responded that they could do it and then tried to sell printers. When Carin Watson, one of the leading lights at Singularity University, introduced us to Made In Space (a company being incubated in Singularity University’s futuristic accelerator), we discovered an uncommon partner that understood what it meant to cocreate a system.

Initially, Made In Space had been focused on simply getting 3D printing to work in space, where you can’t rely on gravity, you can’t send up a technician if the machine breaks, and you can’t release noxious fumes into cramped spacecraft quarters. But after the four days in the conference room going over the comic for additive manufacturing, Made In Space and Lowe’s emerged with a bigger vision. The company helped lay out an artifact trail that included not only the first printer on the International Space Station but also printing system services in Lowe’s stores.

Of course, the vision for an additive-manufacturing future didn’t end there. It also reshaped Made In Space’s trajectory, encouraging the startup, during those four days in a NASA conference room, to design a bolder future. Today, some of its bold projects include the Archinaut, a system that enables satellites to build themselves while in space, a direction that emerged partly from the science fiction narrative we created around additive manufacturing.

In summary, uncommon partners help you succeed by providing you with the capabilities you shouldn’t be building yourself, as well as with fresh insights. You also help uncommon partners succeed by creating new opportunities from which they can prosper.

Helping Uncommon Partners Prosper
Working most effectively with uncommon partners can require a shift from more familiar outsourcing or partnership relationships. When working with uncommon partners, you are trying to cocreate the future, which entails a great deal more uncertainty. Because you can’t specify outcomes precisely, agreements are typically less formal than in other types of relationships, and they operate under the provisions of shared vision and trust more than binding agreement clauses. Moreover, your goal isn’t to extract all the value from the relationship. Rather, you need to find a way to share the value.

Ideally, your uncommon partners should be transformed for the better by the work you do. For example, Lowe’s uncommon partner developing the robotics narrative was a small startup called Fellow Robots. Through their work with Lowe’s, Fellow Robots transformed from a small team focused on a narrow application of robotics (which was arguably the wrong problem) to a growing company developing a very different and valuable set of capabilities: putting cutting-edge technology on top of the old legacy systems embedded at the core of most companies. Working with Lowe’s allowed Fellow Robots to discover new opportunities, and today Fellow Robots works with retailers around the world, including BevMo! and Yamada. Ultimately, working with uncommon partners should be transformative for both of you, so focus more on creating a bigger pie than on how you are going to slice up a smaller pie.

The above excerpt appears in the new book Leading Transformation: How to Take Charge of Your Company’s Future by Kyle Nel, Nathan Furr, and Thomas Ramsøy, published by Harvard Business Review Press.

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