Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Into the Future with Artificial Intelligence: Opportunities and Challenges

707 views

Published on

Slides from my presentation at the Advancing AI and Official Kickoff of the Chalmers AI Research Center in Gothenburg, Sweden on March 4, 2019.

Published in: Business
  • Be the first to comment

Into the Future with Artificial Intelligence: Opportunities and Challenges

  1. 1. Into the Future with Artificial Intelligence ------ Opportunities and Challenges Professor Robin Teigland Chalmers University of Technology www.robinteigland.com | www.slideshare.net/eteigland | robin.teigland@chalmers.se| @RobinTeigland
  2. 2. People • “Net generation” • 24x7 “mobile” workforce • Gig economy • Online learning • Sharing not owning • Sustainability Technology • Broadband/wifi • Cloud, fog • Internet of Things • AI/ML/DL/NN • Autonomous vehicles • Smart robotics • VR/AR/Holography • 3D/4D printing/ALM • Blockchains • Nanotechnology • Quantum computing Open Source • Software • Hardware • Physibles Convergence of….. Finance • Microlending/microfinance • Crowdfunding/equity/P2P lending • Cryptocurrencies, tokens • Blockchains, smart contracts • Mobile money and payments • M2M/R2R payments
  3. 3. Digital is the main reason just over half the Fortune 500 companies have disappeared since the year 2000. -Pierre Nanterme, CEO Accenture, 2016 Yet..Digital disruption has only just begun.
  4. 4. Thx to R. Wieselfors, Ericsson for photos
  5. 5. Thx to R. Wieselfors, Ericsson for photos
  6. 6. Analyzing European tourism with digital traces http://www.etc-corporate.org/
  7. 7. We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. - Bill Gates, The Road Ahead, 1996
  8. 8. Updated from http://www.visualcapitalist.com/chart-largest-companies-market-cap-15-years/; statista, November 2018 $1.06T $754B$782B $820B 2018 $438B Technology (AI) replacing energy and banking
  9. 9. Exploitation Exploration
  10. 10. FIRM FOUNDED EMPLOYEES MKT CAP BMW 1916 130,000 $56B UBER 2009 16,000 $72B MARRIOTT 1927 177,000 $40B AIRBNB 2008 10,000 $38B WALT DISNEY 1923 199,000 $171B FACEBOOK 2004 25,000 $422B WALMART 1962 2,200,000 $300B ALIBABA 1999 66,000 $353B Adapted from Parker & Van Alstyne, with Choudary, 2016, updated November 2018 Something fundamental is changing
  11. 11. Everytime you interact with an Airbnb app or the website, you’re interacting with machine learning in one way or another. -Mike Curtis, VP of Engineering
  12. 12. Shifting market logics – The rise of platforms Ericsson & Augur 2011
  13. 13. B2B data platforms growing
  14. 14. Transformation of economic activity Centralized, hierarchical organizations Decentralized, self-organizing organizations
  15. 15. Decentralized “Ebay”
  16. 16. “Flash organization” with Upwork freelancers Valentine et al., 2017, http://hci.stanford.edu/publications/2017/flashorgs/flash-orgs-chi-2017.pdf
  17. 17. http://marketrealist.com/2016/01/fourth-industrial-revolution-need-know/
  18. 18. https://www.inc.com/glenn-leibowitz/meet-the-ceo-running-a-billion-dollar-company-with-no-offices-or-email.html
  19. 19. Increasing forces for local community and circular economies
  20. 20. ReGen Villages – Fully self-sufficient http://www.regenvillages.com/
  21. 21. All our knowledge is about the past, but all our strategic decisions are about the future Conway 2003 What we don’t know we don’t know about the future What we know What we know we don’t know
  22. 22. While 63% of CEOs believe AI will have a larger impact on the world than the internet,…. https://www.pwc.com/gx/en/ceo-survey/2019/report/pwc-22nd-annual-global-ceo-survey.pdf …only 6% have AI initiatives on a wider scale in the organization.
  23. 23. Companies progressing but leadership falling behind Research; Understanding Digital Maturity – MIT/CapGemini 2018
  24. 24. Boards overestimate their digital savviness 62% of boards report they are digitally savvy Source: MIT CISR 2014 Board Survey, 81 companies. 24% of boards are digitally savvy based on public data Source: MIT CISR 2018 Board Study, 1122 companies, based on coding of public proxy data.
  25. 25. Digital Savvy Boards -> Higher performance • Companies with digitally savvy boards • 38% higher revenue growth • 34% higher ROA • 34% higher market growth • 3 digitally savvy directors required to impact performance Source: MIT Research 2018
  26. 26. A single tech savvy director in the boardroom risks being lonely and misunderstood. To effect change at the board level, there must be a critical mass of directors who truly understand; and, ideally, every director is conversant. —Jenny Banner, Lead Director, BB&T Source: MIT CISR 2018 Board Study
  27. 27. Boards and Top Management not aligned on AI Research; AI in Europe & Sweden by EY and Microsoft 2018 (n=267)
  28. 28. 35 IDEO
  29. 29. • Payment systems – Functionality – Fraud • Third parties and IoT devices – Ownership and fraud – Operational, health & safety • Data – Cyberhacking and security breaches – Ownership – Integrity and ethical use of personal data • Artificial intelligence – ML blackbox – Algorithm & training data bias • Regulation & compliance – Upstream and downstream – National & international Increasing complexity of trust
  30. 30. Interpersonal trust – People Institutional trust – Platform 1st Rev 2nd Rev 3rd Rev Changing focus of trust Institutional trust - Brand 4th Rev Procedural trust – AI????
  31. 31. Old fashioned Governance in the Era of AI Disruption – The Challenges of AI for Sustainable Corporate Governance © All rights reserved Digoshen AB 2018-2021 Robin Teigland, Professor, Chalmers University of Technology Liselotte Engstam, Chairman & Research Director, Digoshen, NED Fernanda Torre, Researcher, Stockholm School of Economics Anthony Larsson, Researcher, Stockholm School of Economics
  32. 32. AI-enabled research of digital transformation • Mapping of AI competence in firms – AI-enabled analysis of Swedish talent on LinkedIn • Mapping of AI competence at board level – AI-enabled analysis of interlocking directorates • Development of AI Maturity Scale – Above results – AI-enabled analysis of annual reports and websites • Organizational performance – Financial – Innovation – Other? • Regional performance – Employment – Other?
  33. 33. Free online AI courses
  34. 34. The future is already here - it’s just not very evenly distributed. - William Gibson
  35. 35. www.robinteigland.com www.slideshare.net/eteigland Robin.teigland@chalmers.se @RobinTeigland

×