A Better Way: Leadership, Technology and Prosperity

How we can use tech innovation for the good of all people.

Erik Brynjolfsson | MIT

In March 2004, a comedy of errors unfolded in the Mojave Desert. The DARPA Grand Challenge offered a million-dollar prize for any self-driving car that could complete a 240-kilometer course.

The best performer didn’t even make it 12 kilometers before coming off the road at a hairpin turn and getting stuck on an embankment. One of the 15 entrants managed to flip the car upside down before leaving the starting gate.

It’s amazing to think that in barely more than a decade, we’ve gone from the Keystone Cops to self-driving cars safely navigating the streets of many cities.

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We’ve gone from the Keystone Cops to self-driving cars safely navigating the streets of many cities.

A big part of that story is the amazing power of simply setting a clear goal and attaching a prize to it.

I remember how graduate students and professors on the MIT team became so engrossed in the DARPA Grand Challenge, they forgot to eat and sleep. Humans can be incredibly dedicated and successful when we have a target in mind.

Today the main conversation about self-driving cars is not about technological feasibility but societal impacts and industrial transformation. For example, how difficult will it be for taxi drivers to make a living?

How will the industry change if we stop thinking about cars as things we own continuously and start seeing them as an on-demand service? How much can we reduce accidents, pollution and congestion?

The same conversations are happening about all kinds of automation. I meet optimists who say: “There’s no need to worry. Technology will make life better for everyone like it always has in the past.”

davos-sidebar-3-v1I meet pessimists who say: “There’s no point in fighting it. Humans won’t be able to keep up with what the next wave of machine capabilities. We’re heading for a world of mass unemployment and extreme inequality.”

I don’t agree with either of these views. The future is not pre-ordained by machines. It’s created by humans.

Technology is a tool. We can use it in many different ways. How do we use technology in ways that will create not just prosperity, but shared prosperity? How do we make choices that will work for people earning low and middle incomes?

A new grand challenge

Here’s part of the answer: Let’s define the goal and offer a million dollars in prizes. Let’s create a new grand challenge.

At the MIT Initiative on the Digital Economy, which I co-founded with Andy McAfee, we came up with the idea of the Inclusive Innovation Challenge. Many prizes already exist to motivate engineers to create amazing technologies.

That’s terrific. But why not develop a prize to inspire business executives and social scientists to think up better ways of using these amazing technologies?

We defined four areas where we think leadership from the private sector will help use technology to benefit the many, not just the few:

  • How do we enable people to succeed in and access the work opportunities of the future?
  • How do we connect more people with internet and technology access, regardless of age, location, education or ability?
  • How do we ensure financial security and stability for more people? How do we enable more people to access the benefits of financial services?
  • How do we ensure that workers earn sufficient and growing incomes to achieve satisfactory quality of life and living standards? How do we re-imagine struggling industries and create new opportunities for work?

We raised prize money from individuals like Eric and Wendy Schmidt, Brad Feld and Amy Batchelor and Joe Eastin. We also received donations from the Joyce Foundation, the Rockefeller Foundation, the NASDAQ Foundation and from Accenture Digital, among many others.

We recruited a panel of expert judges. We received more than 250 entries. The applications were incredibly impressive. A few months ago, we announced the first year’s winners.

They included a company called 99Degrees Custom, which is bringing manufacturing jobs back to Lowell, Massachusetts. That’s only about 30 miles from the MIT campus, but it’s a very different kind of place – a city built on the textile industry, where the working class has been hard hit by automation and offshoring.

Those old jobs are likely never coming back. But we can create new manufacturing jobs, with cutting-edge technologies like the ones the workers at 99Degrees Custom are using to make highly customized textile products.

These jobs are better than the old factory jobs – more interesting and better-paying – and they provide workers with transferable, advanced manufacturing skills.

Another winner was Iora Health. They employ health coaches and match them with patients to work on things like helping a patient stick to a diet, exercise regime or even remember to take their pills.

Studies show this approach can improve outcomes and reduce costs by 15-20 percent, making the difference between recovery or another stay in the hospital.

Spreading the benefits of technology

These coaches aren’t trained medical staff, and they’re at the lower end of the income scale. But they’re adding real value by using the kind of human skills we won’t get from robots anytime soon, if ever – empathy, motivational skills, emotional intelligence.

Of course, spreading the benefits from technology demands leadership from governments, too – in areas like education, infrastructure, regulations, taxes and social protection – as well as individuals taking responsibility for developing their skills. But these are great examples of how leadership in the private sector can help to shape the way technology remakes society.

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Leadership in the private sector can shape the way technology remakes society.

The changes won’t happen overnight. In the first industrial revolution, it took several decades after the invention of the steam engine for societal changes to play out.

After electricity became widely available, it still took about another three decades for industrialists to fully rethink their factories, business models and organizational structures.

Similarly, the social impacts of many of today’s emerging technologies are likely to take several decades to shake out – from self-driving cars to healthcare to manufacturing to financial services. In many industries, we are now at a leverage point in rethinking how we do things. The choices we make now will shape the future.

So I want to encourage everyone reading this post to think about the kind of world you want technology to create. Realize that your vision won’t happen automatically.

What can you do? Why not join us in creating widely shared prosperity? Perhaps get involved with the next round of the Inclusive Innovation Challenge. Or define your own personal grand challenge. goldbrown2

This article first appeared on World Economic Forum and was republished with permission.

You might also like:

Industry Experts’ Top IoT Predictions for 2017 and Beyond

The Holy Grail of Future Work

The Digital Revolution is Creating New Opportunities for Leadership

 

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Erik Brynjolfsson is director of the MIT Initiative on the Digital Economy, a professor at the MIT Sloan School and a research associate at NBER.

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1 Comment

  1. Dennis

    If DARPA wants to change the driving ecosystem the change needs to be where the rubber hits the road. Embedding the Hwy system with a self propelling propulsion system that levitates the frame is technology aligned to future driving. Only after rails were standard did the steam engine unify the
    States. The same for rural electrification and the stock exchanges.

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