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#431690 Oxford Study Says Alien Life Would ...
The alternative universe known as science fiction has given our culture a menagerie of alien species. From overstuffed teddy bears like Ewoks and Wookies to terrifying nightmares such as Alien and Predator, our collective imagination of what form alien life from another world may take has been irrevocably imprinted by Hollywood.
It might all be possible, or all these bug-eyed critters might turn out to be just B-movie versions of how real extraterrestrials will appear if and when they finally make the evening news.
One thing for certain is that aliens from another world will be shaped by the same evolutionary forces as here on Earth—natural selection. That’s the conclusion of a team of scientists from the University of Oxford in a study published this month in the International Journal of Astrobiology.
A complex alien that comprises a hierarchy of entities, where each lower level collection of entities has aligned evolutionary interests.Image Credit: Helen S. Cooper/University of Oxford.
The researchers suggest that evolutionary theory—famously put forth by Charles Darwin in his seminal book On the Origin of Species 158 years ago this month—can be used to make some predictions about alien species. In particular, the team argues that extraterrestrials will undergo natural selection, because that is the only process by which organisms can adapt to their environment.
“Adaptation is what defines life,” lead author Samuel Levin tells Singularity Hub.
While it’s likely that NASA or some SpaceX-like private venture will eventually kick over a few space rocks and discover microbial life in the not-too-distant future, the sorts of aliens Levin and his colleagues are interested in describing are more complex. That’s because natural selection is at work.
A quick evolutionary theory 101 refresher: Natural selection is the process by which certain traits are favored over others in a given population. For example, take a group of brown and green beetles. It just so happens that birds prefer foraging on green beetles, allowing more brown beetles to survive and reproduce than the more delectable green ones. Eventually, if these population pressures persist, brown beetles will become the dominant type. Brown wins, green loses.
And just as human beings are the result of millions of years of adaptations—eyes and thumbs, for example—aliens will similarly be constructed from parts that were once free living but through time came together to work as one organism.
“Life has so many intricate parts, so much complexity, for that to happen (randomly),” Levin explains. “It’s too complex and too many things working together in a purposeful way for that to happen by chance, as how certain molecules come about. Instead you need a process for making it, and natural selection is that process.”
Just don’t expect ET to show up as a bipedal humanoid with a large head and almond-shaped eyes, Levin says.
“They can be built from entirely different chemicals and so visually, superficially, unfamiliar,” he explains. “They will have passed through the same evolutionary history as us. To me, that’s way cooler and more exciting than them having two legs.”
Need for Data
Seth Shostak, a lead astronomer at the SETI Institute and host of the organization’s Big Picture Science radio show, wrote that while the argument is interesting, it doesn’t answer the question of ET’s appearance.
Shostak argues that a more productive approach would invoke convergent evolution, where similar environments lead to similar adaptations, at least assuming a range of Earth-like conditions such as liquid oceans and thick atmospheres. For example, an alien species that evolved in a liquid environment would evolve a streamlined body to move through water.
“Happenstance and the specifics of the environment will produce variations on an alien species’ planet as it has on ours, and there’s really no way to predict these,” Shostak concludes. “Alas, an accurate cosmic bestiary cannot be written by the invocation of biological mechanisms alone. We need data. That requires more than simply thinking about alien life. We need to actually discover it.”
Search Is On
The search is on. On one hand, the task seems easy enough: There are at least 100 billion planets in the Milky Way alone, and at least 20 percent of those are likely to be capable of producing a biosphere. Even if the evolution of life is exceedingly rare—take a conservative estimate of .001 percent or 200,000 planets, as proposed by the Oxford paper—you have to like the odds.
Of course, it’s not that easy by a billion light years.
Planet hunters can’t even agree on what signatures of life they should focus on. The idea is that where there’s smoke there’s fire. In the case of an alien world home to biological life, astrobiologists are searching for the presence of “biosignature gases,” vapors that could only be produced by alien life.
As Quanta Magazine reported, scientists do this by measuring a planet’s atmosphere against starlight. Gases in the atmosphere absorb certain frequencies of starlight, offering a clue as to what is brewing around a particular planet.
The presence of oxygen would seem to be a biological no-brainer, but there are instances where a planet can produce a false positive, meaning non-biological processes are responsible for the exoplanet’s oxygen. Scientists like Sara Seager, an astrophysicist at MIT, have argued there are plenty of examples of other types of gases produced by organisms right here on Earth that could also produce the smoking gun, er, planet.
Life as We Know It
Indeed, the existence of Earth-bound extremophiles—organisms that defy conventional wisdom about where life can exist, such as in the vacuum of space—offer another clue as to what kind of aliens we might eventually meet.
Lynn Rothschild, an astrobiologist and synthetic biologist in the Earth Science Division at NASA’s Ames Research Center in Silicon Valley, takes extremophiles as a baseline and then supersizes them through synthetic biology.
For example, say a bacteria is capable of surviving at 120 degrees Celsius. Rothschild’s lab might tweak an organism’s DNA to see if it could metabolize at 150 degrees. The idea, as she explains, is to expand the envelope for life without ever getting into a rocket ship.
While researchers may not always agree on the “where” and “how” and “what” of the search for extraterrestrial life, most do share one belief: Alien life must be out there.
“It would shock me if there weren’t [extraterrestrials],” Levin says. “There are few things that would shock me more than to find out there aren’t any aliens…If I had to bet on it, I would bet on the side of there being lots and lots of aliens out there.”
Image Credit: NASA Continue reading →
Posted in Human Robots
#431682 Oxford Study Says Alien Life Would ...
The alternative universe known as science fiction has given our culture a menagerie of alien species. From overstuffed teddy bears like Ewoks and Wookies to terrifying nightmares such as Alien and Predator, our collective imagination of what form alien life from another world may take has been irrevocably imprinted by Hollywood.
It might all be possible, or all these bug-eyed critters might turn out to be just B-movie versions of how real extraterrestrials will appear if and when they finally make the evening news.
One thing for certain is that aliens from another world will be shaped by the same evolutionary forces as here on Earth—natural selection. That’s the conclusion of a team of scientists from the University of Oxford in a study published this month in the International Journal of Astrobiology.
A complex alien that comprises a hierarchy of entities, where each lower level collection of entities has aligned evolutionary interests.Image Credit: Helen S. Cooper/University of Oxford.
The researchers suggest that evolutionary theory—famously put forth by Charles Darwin in his seminal book On the Origin of Species 158 years ago this month—can be used to make some predictions about alien species. In particular, the team argues that extraterrestrials will undergo natural selection, because that is the only process by which organisms can adapt to their environment.
“Adaptation is what defines life,” lead author Samuel Levin tells Singularity Hub.
While it’s likely that NASA or some SpaceX-like private venture will eventually kick over a few space rocks and discover microbial life in the not-too-distant future, the sorts of aliens Levin and his colleagues are interested in describing are more complex. That’s because natural selection is at work.
A quick evolutionary theory 101 refresher: Natural selection is the process by which certain traits are favored over others in a given population. For example, take a group of brown and green beetles. It just so happens that birds prefer foraging on green beetles, allowing more brown beetles to survive and reproduce than the more delectable green ones. Eventually, if these population pressures persist, brown beetles will become the dominant type. Brown wins, green loses.
And just as human beings are the result of millions of years of adaptations—eyes and thumbs, for example—aliens will similarly be constructed from parts that were once free living but through time came together to work as one organism.
“Life has so many intricate parts, so much complexity, for that to happen (randomly),” Levin explains. “It’s too complex and too many things working together in a purposeful way for that to happen by chance, as how certain molecules come about. Instead you need a process for making it, and natural selection is that process.”
Just don’t expect ET to show up as a bipedal humanoid with a large head and almond-shaped eyes, Levin says.
“They can be built from entirely different chemicals and so visually, superficially, unfamiliar,” he explains. “They will have passed through the same evolutionary history as us. To me, that’s way cooler and more exciting than them having two legs.”
Need for Data
Seth Shostak, a lead astronomer at the SETI Institute and host of the organization’s Big Picture Science radio show, wrote that while the argument is interesting, it doesn’t answer the question of ET’s appearance.
Shostak argues that a more productive approach would invoke convergent evolution, where similar environments lead to similar adaptations, at least assuming a range of Earth-like conditions such as liquid oceans and thick atmospheres. For example, an alien species that evolved in a liquid environment would evolve a streamlined body to move through water.
“Happenstance and the specifics of the environment will produce variations on an alien species’ planet as it has on ours, and there’s really no way to predict these,” Shostak concludes. “Alas, an accurate cosmic bestiary cannot be written by the invocation of biological mechanisms alone. We need data. That requires more than simply thinking about alien life. We need to actually discover it.”
Search is On
The search is on. On one hand, the task seems easy enough: There are at least 100 billion planets in the Milky Way alone, and at least 20 percent of those are likely to be capable of producing a biosphere. Even if the evolution of life is exceedingly rare—take a conservative estimate of .001 percent or 200,000 planets, as proposed by the Oxford paper—you have to like the odds.
Of course, it’s not that easy by a billion light years.
Planet hunters can’t even agree on what signatures of life they should focus on. The idea is that where there’s smoke there’s fire. In the case of an alien world home to biological life, astrobiologists are searching for the presence of “biosignature gases,” vapors that could only be produced by alien life.
As Quanta Magazine reported, scientists do this by measuring a planet’s atmosphere against starlight. Gases in the atmosphere absorb certain frequencies of starlight, offering a clue as to what is brewing around a particular planet.
The presence of oxygen would seem to be a biological no-brainer, but there are instances where a planet can produce a false positive, meaning non-biological processes are responsible for the exoplanet’s oxygen. Scientists like Sara Seager, an astrophysicist at MIT, have argued there are plenty of examples of other types of gases produced by organisms right here on Earth that could also produce the smoking gun, er, planet.
Life as We Know It
Indeed, the existence of Earth-bound extremophiles—organisms that defy conventional wisdom about where life can exist, such as in the vacuum of space—offer another clue as to what kind of aliens we might eventually meet.
Lynn Rothschild, an astrobiologist and synthetic biologist in the Earth Science Division at NASA’s Ames Research Center in Silicon Valley, takes extremophiles as a baseline and then supersizes them through synthetic biology.
For example, say a bacteria is capable of surviving at 120 degrees Celsius. Rothschild’s lab might tweak an organism’s DNA to see if it could metabolize at 150 degrees. The idea, as she explains, is to expand the envelope for life without ever getting into a rocket ship.
While researchers may not always agree on the “where” and “how” and “what” of the search for extraterrestrial life, most do share one belief: Alien life must be out there.
“It would shock me if there weren’t [extraterrestrials],” Levin says. “There are few things that would shock me more than to find out there aren’t any aliens…If I had to bet on it, I would bet on the side of there being lots and lots of aliens out there.”
Image Credit: NASA Continue reading →
Posted in Human Robots
#431389 Tech Is Becoming Emotionally ...
Many people get frustrated with technology when it malfunctions or is counterintuitive. The last thing people might expect is for that same technology to pick up on their emotions and engage with them differently as a result.
All of that is now changing. Computers are increasingly able to figure out what we’re feeling—and it’s big business.
A recent report predicts that the global affective computing market will grow from $12.2 billion in 2016 to $53.98 billion by 2021. The report by research and consultancy firm MarketsandMarkets observed that enabling technologies have already been adopted in a wide range of industries and noted a rising demand for facial feature extraction software.
Affective computing is also referred to as emotion AI or artificial emotional intelligence. Although many people are still unfamiliar with the category, researchers in academia have already discovered a multitude of uses for it.
At the University of Tokyo, Professor Toshihiko Yamasaki decided to develop a machine learning system that evaluates the quality of TED Talk videos. Of course, a TED Talk is only considered to be good if it resonates with a human audience. On the surface, this would seem too qualitatively abstract for computer analysis. But Yamasaki wanted his system to watch videos of presentations and predict user impressions. Could a machine learning system accurately evaluate the emotional persuasiveness of a speaker?
Yamasaki and his colleagues came up with a method that analyzed correlations and “multimodal features including linguistic as well as acoustic features” in a dataset of 1,646 TED Talk videos. The experiment was successful. The method obtained “a statistically significant macro-average accuracy of 93.3 percent, outperforming several competitive baseline methods.”
A machine was able to predict whether or not a person would emotionally connect with other people. In their report, the authors noted that these findings could be used for recommendation purposes and also as feedback to the presenters, in order to improve the quality of their public presentation. However, the usefulness of affective computing goes far beyond the way people present content. It may also transform the way they learn it.
Researchers from North Carolina State University explored the connection between students’ affective states and their ability to learn. Their software was able to accurately predict the effectiveness of online tutoring sessions by analyzing the facial expressions of participating students. The software tracked fine-grained facial movements such as eyebrow raising, eyelid tightening, and mouth dimpling to determine engagement, frustration, and learning. The authors concluded that “analysis of facial expressions has great potential for educational data mining.”
This type of technology is increasingly being used within the private sector. Affectiva is a Boston-based company that makes emotion recognition software. When asked to comment on this emerging technology, Gabi Zijderveld, chief marketing officer at Affectiva, explained in an interview for this article, “Our software measures facial expressions of emotion. So basically all you need is our software running and then access to a camera so you can basically record a face and analyze it. We can do that in real time or we can do this by looking at a video and then analyzing data and sending it back to folks.”
The technology has particular relevance for the advertising industry.
Zijderveld said, “We have products that allow you to measure how consumers or viewers respond to digital content…you could have a number of people looking at an ad, you measure their emotional response so you aggregate the data and it gives you insight into how well your content is performing. And then you can adapt and adjust accordingly.”
Zijderveld explained that this is the first market where the company got traction. However, they have since packaged up their core technology in software development kits or SDKs. This allows other companies to integrate emotion detection into whatever they are building.
By licensing its technology to others, Affectiva is now rapidly expanding into a wide variety of markets, including gaming, education, robotics, and healthcare. The core technology is also used in human resources for the purposes of video recruitment. The software analyzes the emotional responses of interviewees, and that data is factored into hiring decisions.
Richard Yonck is founder and president of Intelligent Future Consulting and the author of a book about our relationship with technology. “One area I discuss in Heart of the Machine is the idea of an emotional economy that will arise as an ecosystem of emotionally aware businesses, systems, and services are developed. This will rapidly expand into a multi-billion-dollar industry, leading to an infrastructure that will be both emotionally responsive and potentially exploitive at personal, commercial, and political levels,” said Yonck, in an interview for this article.
According to Yonck, these emotionally-aware systems will “better anticipate needs, improve efficiency, and reduce stress and misunderstandings.”
Affectiva is uniquely positioned to profit from this “emotional economy.” The company has already created the world’s largest emotion database. “We’ve analyzed a little bit over 4.7 million faces in 75 countries,” said Zijderveld. “This is data first and foremost, it’s data gathered with consent. So everyone has opted in to have their faces analyzed.”
The vastness of that database is essential for deep learning approaches. The software would be inaccurate if the data was inadequate. According to Zijderveld, “If you don’t have massive amounts of data of people of all ages, genders, and ethnicities, then your algorithms are going to be pretty biased.”
This massive database has already revealed cultural insights into how people express emotion. Zijderveld explained, “Obviously everyone knows that women are more expressive than men. But our data confirms that, but not only that, it can also show that women smile longer. They tend to smile more often. There’s also regional differences.”
Yonck believes that affective computing will inspire unimaginable forms of innovation and that change will happen at a fast pace.
He explained, “As businesses, software, systems, and services develop, they’ll support and make possible all sorts of other emotionally aware technologies that couldn’t previously exist. This leads to a spiral of increasingly sophisticated products, just as happened in the early days of computing.”
Those who are curious about affective technology will soon be able to interact with it.
Hubble Connected unveiled the Hubble Hugo at multiple trade shows this year. Hugo is billed as “the world’s first smart camera,” with emotion AI video analytics powered by Affectiva. The product can identify individuals, figure out how they’re feeling, receive voice commands, video monitor your home, and act as a photographer and videographer of events. Media can then be transmitted to the cloud. The company’s website describes Hugo as “a fun pal to have in the house.”
Although he sees the potential for improved efficiencies and expanding markets, Richard Yonck cautions that AI technology is not without its pitfalls.
“It’s critical that we understand we are headed into very unknown territory as we develop these systems, creating problems unlike any we’ve faced before,” said Yonck. “We should put our focus on ensuring AI develops in a way that represents our human values and ideals.”
Image Credit: Kisan / Shutterstock.com Continue reading →
Posted in Human Robots
#430668 Why Every Leader Needs to Be Obsessed ...
This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
Stock Media provided by MJTierney / Pond5 Continue reading →
Posted in Human Robots
#430658 Why Every Leader Needs a Healthy ...
This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
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