Contentshero to make humanity’s last stand. Dressed in a black suit, white shirt, and black tie,...
Transcript of Contentshero to make humanity’s last stand. Dressed in a black suit, white shirt, and black tie,...
Contents
TitlePage
Contents
Copyright
Dedication
Introduction
China’sSputnikMoment
CopycatsintheColiseum
China’sAlternateInternetUniverse
ATaleofTwoCountries
TheFourWavesofAI
Utopia,Dystopia,andtheRealAICrisis
TheWisdomofCancer
ABlueprintforHumanCoexistencewithAI
OurGlobalAIStory
Acknowledgments
Notes
Index
AbouttheAuthor
ConnectwithHMH
Copyright©2018byKai-FuLeeAllrightsreserved
Forinformationaboutpermissiontoreproduceselectionsfromthisbook,[email protected],HoughtonMifflinHarcourtPublishingCompany,3
ParkAvenue,19thFloor,NewYork,NewYork10016.hmhco.com
LibraryofCongressCataloging-in-PublicationDataNames:Lee,Kai-Fu,author.
Title:AIsuperpowers:China,SiliconValley,andthenewworldorder/Kai-FuLee.Description:Boston:HoughtonMifflinHarcourt,[2018]|Includesbibliographicalreferencesandindex.Identifiers:LCCN2018017250(print)|LCCN2018019409(ebook)|ISBN9781328545862
(ebook)|ISBN9781328546395(hardcover)
ISBN9781328606099(internationaledition)Subjects:LCSH:Artificialintelligence—Economicaspects—China.|Artificialintelligence—Economicaspects—UnitedStates.
Classification:LCCHC79.I55(ebook)|LCCHC79.I55L4352018(print)|DDC338.4/700630951—DC23
LCrecordavailableathttps://lccn.loc.gov/2018017250CoverdesignbyMarkR.Robinson
Authorphotograph©HuiliShiv1.0818
ToRajReddy,mymentorinAIandinlife
INTRODUCTION
Oneoftheobligationsthatcomeswithmyworkasaventure-capital(VC)investoristhatIoftengivespeechesaboutartificialintelligence(AI)tomembersoftheglobalbusinessandpoliticalelite.OneofthejoysofmyworkisthatIsometimesgettotalkaboutthatverysametopicwithkindergarteners.Surprisingly,thesetwodistinctlydifferentaudiencesoftenaskmethesamekindsofquestions.DuringarecentvisittoaBeijingkindergarten,agaggleoffive-year-oldsgrilledmeaboutourAIfuture.
“Arewegoingtohaverobotteachers?”
“Whatifonerobotcarbumpsintoanotherrobotcarandthenwegethurt?”
“Willpeoplemarryrobotsandhavebabieswiththem?”
“Arecomputersgoingtobecomesosmartthattheycanbossusaround?”
“Ifrobotsdoeverything,thenwhatarewegoingtodo?”
Thesekindergarteners’questionsechoedqueriesposedbysomeoftheworld’smostpowerfulpeople,andtheinteractionwasrevealinginseveralways.First,itspoketohowAIhasleapttotheforefrontofourminds.Justafewyearsago,artificialintelligencewasafieldthatlivedprimarilyinacademicresearchlabsandscience-fictionfilms.TheaveragepersonmayhavehadsomesensethatAIwasaboutbuildingrobotsthatcouldthinklikepeople,buttherewasalmostnoconnectionbetweenthatprospectandoureverydaylives.
Todayallofthathaschanged.ArticlesonthelatestAIinnovationsblanketthepagesofournewspapers.BusinessconferencesonleveragingAItoboostprofitsarehappeningnearlyeveryday.Andgovernmentsaroundtheworldarereleasingtheirownnationalplansforharnessingthetechnology.AIissuddenlyatthecenterofpublicdiscourse,andforgoodreason.
MajortheoreticalbreakthroughsinAIhavefinallyyieldedpracticalapplicationsthatarepoisedtochangeourlives.AIalreadypowersmanyofourfavoriteappsandwebsites,andinthecomingyearsAIwillbedrivingourcars,managingourportfolios,manufacturingmuchofwhatwebuy,andpotentiallyputtingusoutofourjobs.Theseusesarefullofbothpromiseandpotentialperil,andwemustprepareourselvesforboth.
Mydialoguewiththekindergartnerswasalsorevealingbecauseofwhereittookplace.Notlongago,Chinalaggedyears,ifnotdecades,behindthe
UnitedStatesinartificialintelligence.ButoverthepastthreeyearsChinahascaughtAIfever,experiencingasurgeofexcitementaboutthefieldthatdwarfsevenwhatweseeintherestoftheworld.EnthusiasmaboutAIhasspilledoverfromthetechnologyandbusinesscommunitiesintogovernmentpolicymaking,andithastrickledallthewaydowntokindergartenclassroomsinBeijing.
Thisbroad-basedsupportforthefieldhasbothreflectedandfedintoChina’sgrowingstrengthinthefield.ChineseAIcompaniesandresearchershavealreadymadeupenormousgroundontheirAmericancounterparts,experimentingwithinnovativealgorithmsandbusinessmodelsthatpromisetorevolutionizeChina’seconomy.Together,thesebusinessesandscholarshaveturnedChinaintoabonafideAIsuperpower,theonlytruenationalcounterweighttotheUnitedStatesinthisemergingtechnology.HowthesetwocountrieschoosetocompeteandcooperateinAIwillhavedramaticimplicationsforglobaleconomicsandgovernance.
Finally,duringmyback-and-forthwiththoseyoungstudents,Istumbledonadeepertruth:whenitcomestounderstandingourAIfuture,we’realllikethosekindergartners.We’reallfullofquestionswithoutanswers,tryingtopeerintothefuturewithamixtureofchildlikewonderandgrown-upworries.WewanttoknowwhatAIautomationwillmeanforourjobsandforoursenseofpurpose.Wewanttoknowwhichpeopleandcountrieswillbenefitfromthistremendoustechnology.WewonderwhetherAIcanvaultustolivesofmaterialabundance,andwhetherthereisspaceforhumanityinaworldrunbyintelligentmachines.
Noonehasacrystalballthatcanrevealtheanswerstothesequestionsforus.Butthatcoreuncertaintymakesitallthemoreimportantthatweaskthesequestionsand,tothebestofourabilities,exploretheanswers.Thisbookismyattempttodothat.I’mnooraclewhocanperfectlypredictourAIfuture,butinexploringthesequestionsIcanbringmyexperienceasanAIresearcher,technologyexecutive,andnowventure-capitalinvestorinbothChinaandtheUnitedStates.Myhopeisthatthisbookshedssomelightonhowwegothere,andalsoinspiresnewconversationsaboutwherewegofromhere.
PartofwhypredictingtheendingtoourAIstoryissodifficultisbecausethisisn’tjustastoryaboutmachines.It’salsoastoryabouthumanbeings,peoplewithfreewillthatallowsthemtomaketheirownchoicesandtoshapetheirowndestinies.OurAIfuturewillbecreatedbyus,anditwillreflectthechoiceswemakeandtheactionswetake.Inthatprocess,Ihopewewilllookdeepwithinourselvesandtoeachotherforthevaluesandwisdomthatcanguideus.
Inthatspirit,letusbeginthisexploration.
1★
CHINA’SSPUTNIKMOMENT
TheChineseteenagerwiththesquare-rimmedglassesseemedanunlikelyherotomakehumanity’slaststand.Dressedinablacksuit,whiteshirt,andblacktie,KeJieslumpedinhisseat,rubbinghistemplesandpuzzlingovertheprobleminfrontofhim.Normallyfilledwithaconfidencethatborderedoncockiness,thenineteen-year-oldsquirmedinhisleatherchair.Changethevenueandhecouldbejustanotherprep-schoolkidagonizingoveraninsurmountablegeometryproof.
ButonthisMayafternoonin2017,hewaslockedinanall-outstruggleagainstoneoftheworld’smostintelligentmachines,AlphaGo,apowerhouseofartificialintelligencebackedbyarguablytheworld’stoptechnologycompany:Google.Thebattlefieldwasanineteen-by-nineteenlinedboardpopulatedbylittleblackandwhitestones—therawmaterialsofthedeceptivelycomplexgameofGo.Duringgameplay,twoplayersalternateplacingstonesontheboard,attemptingtoencircletheopponent’sstones.NohumanonEarthcoulddothisbetterthanKeJie,buttodayhewaspittedagainstaGoplayeronalevelthatnoonehadeverseenbefore.
Believedtohavebeeninventedmorethan2,500yearsago,Go’shistoryextendsfurtherintothepastthananyboardgamestillplayedtoday.InancientChina,GorepresentedoneofthefourartformsanyChinesescholarwasexpectedtomaster.ThegamewasbelievedtoimbueitsplayerswithaZen-likeintellectualrefinementandwisdom.WheregameslikeWesternchesswerecrudelytactical,thegameofGoisbasedonpatientpositioningandslowencirclement,whichmadeitintoanartform,astateofmind.
ThedepthofGo’shistoryismatchedbythecomplexityofthegameitself.Thebasicrulesofgameplaycanbelaidoutinjustninesentences,butthenumberofpossiblepositionsonaGoboardexceedsthenumberofatomsintheknownuniverse.ThecomplexityofthedecisiontreehadturneddefeatingtheworldchampionofGointoakindofMountEverestfortheartificialintelligencecommunity—aproblemwhosesheersizehadrebuffedeveryattempttoconquerit.Thepoeticallyinclinedsaiditcouldn’tbedonebecausemachineslackedthehumanelement,analmostmysticalfeelforthegame.
Theengineerssimplythoughttheboardofferedtoomanypossibilitiesforacomputertoevaluate.ButonthisdayAlphaGowasn’tjustbeatingKeJie—itwassystematically
dismantlinghim.Overthecourseofthreemarathonmatchesofmorethanthreehourseach,Kehadthrowneverythinghehadatthecomputerprogram.Hetesteditwithdifferentapproaches:conservative,aggressive,defensive,andunpredictable.Nothingseemedtowork.AlphaGogaveKenoopenings.Instead,itslowlytighteneditsvisearoundhim.
THEVIEWFROMBEIJING
Whatyousawinthismatchdependedonwhereyouwatcheditfrom.TosomeobserversintheUnitedStates,AlphaGo’svictoriessignalednotjustthetriumphofmachineovermanbutalsoofWesterntechnologycompaniesovertherestoftheworld.TheprevioustwodecadeshadseenSiliconValleycompaniesconquerworldtechnologymarkets.CompanieslikeFacebookandGooglehadbecomethego-tointernetplatformsforsocializingandsearching.Intheprocess,theyhadsteamrolledlocalstartupsincountriesfromFrancetoIndonesia.TheseinternetjuggernautshadgiventheUnitedStatesadominanceofthedigitalworldthatmatcheditsmilitaryandeconomicpowerintherealworld.WithAlphaGo—aproductoftheBritishAIstartupDeepMind,whichhadbeenacquiredbyGooglein2014—theWestappearedpoisedtocontinuethatdominanceintotheageofartificialintelligence.
ButlookingoutmyofficewindowduringtheKeJiematch,Isawsomethingfardifferent.Theheadquartersofmyventure-capitalfundislocatedinBeijing’sZhongguancun(pronounced“jong-gwan-soon”)neighborhood,anareaoftenreferredtoas“theSiliconValleyofChina.”Today,ZhongguancunisthebeatingheartofChina’sAImovement.Topeoplehere,AlphaGo’svictorieswerebothachallengeandaninspiration.TheyturnedintoChina’s“SputnikMoment”forartificialintelligence.
WhentheSovietUnionlaunchedthefirsthuman-madesatelliteintoorbitinOctober1957,ithadaninstantandprofoundeffectontheAmericanpsycheandgovernmentpolicy.TheeventsparkedwidespreadU.S.publicanxietyaboutperceivedSoviettechnologicalsuperiority,withAmericansfollowingthesatelliteacrossthenightskyandtuningintoSputnik’sradiotransmissions.IttriggeredthecreationoftheNationalAeronauticsandSpaceAdministration(NASA),fueledmajorgovernmentsubsidiesformathandscienceeducation,andeffectivelylaunchedthespacerace.ThatnationwideAmericanmobilizationborefruittwelveyearslaterwhenNeilArmstrongbecamethefirstpersonevertosetfootonthemoon.
AlphaGoscoreditsfirsthigh-profilevictoryinMarch2016duringafive-gameseriesagainstthelegendaryKoreanplayerLeeSedol,winningfourtoone.WhilebarelynoticedbymostAmericans,thefivegamesdrewmorethan280millionChineseviewers.Overnight,Chinaplungedintoanartificialintelligencefever.Thebuzzdidn’tquiterivalAmerica’sreactiontoSputnik,butitlitafireundertheChinesetechnologycommunitythathasbeenburningeversince.
WhenChineseinvestors,entrepreneurs,andgovernmentofficialsallfocusinononeindustry,theycantrulyshaketheworld.Indeed,ChinaisrampingupAIinvestment,research,andentrepreneurshiponahistoricscale.MoneyforAIstartupsispouringinfromventurecapitalists,techjuggernauts,andtheChinesegovernment.ChinesestudentshavecaughtAIfeveraswell,enrollinginadvanceddegreeprogramsandstreaminglecturesfrominternationalresearchersontheirsmartphones.Startupfoundersarefuriouslypivoting,reengineering,orsimplyrebrandingtheircompaniestocatchtheAIwave.
AndlessthantwomonthsafterKeJieresignedhislastgametoAlphaGo,theChinesecentralgovernmentissuedanambitiousplantobuildartificialintelligencecapabilities.Itcalledforgreaterfunding,policysupport,andnationalcoordinationforAIdevelopment.Itsetclearbenchmarksforprogressby2020and2025,anditprojectedthatby2030Chinawouldbecomethecenterofglobalinnovationinartificialintelligence,leadingintheory,technology,andapplication.By2017,Chineseventure-capitalinvestorshadalreadyrespondedtothatcall,pouringrecordsumsintoartificialintelligencestartupsandmakingup48percentofallAIventurefundingglobally,surpassingtheUnitedStatesforthefirsttime.
AGAMEANDAGAMECHANGER
UnderlyingthatsurgeinChinesegovernmentsupportisanewparadigmintherelationshipbetweenartificialintelligenceandtheeconomy.Whilethescienceofartificialintelligencemadeslowbutsteadyprogressfordecades,onlyrecentlydidprogressrapidlyaccelerate,allowingtheseacademicachievementstobetranslatedintoreal-worlduse-cases.
ThetechnicalchallengesofbeatingahumanatthegameofGowerealreadyfamiliartome.AsayoungPh.D.studentresearchingartificialintelligenceatCarnegieMellonUniversity,IstudiedunderpioneeringAIresearcherRajReddy.In1986,IcreatedthefirstsoftwareprogramtodefeatamemberoftheworldchampionshipteamforthegameOthello,asimplifiedversionofGoplayedonaneight-by-eightsquareboard.Itwasquitean
accomplishmentatthetime,butthetechnologybehinditwasn’treadytotackleanythingbutstraightforwardboardgames.
ThesameheldtruewhenIBM’sDeepBluedefeatedworldchesschampionGarryKasparovina1997matchdubbed“TheBrain’sLastStand.”Thateventhadspawnedanxietyaboutwhenourrobotoverlordswouldlaunchtheirconquestofhumankind,butotherthanboostingIBM’sstockprice,thematchhadnomeaningfulimpactonlifeintherealworld.Artificialintelligencestillhadfewpracticalapplications,andresearchershadgonedecadeswithoutmakingatrulyfundamentalbreakthrough.
DeepBluehadessentially“bruteforced”itswaytovictory—relyinglargelyonhardwarecustomizedtorapidlygenerateandevaluatepositionsfromeachmove.Ithadalsorequiredreal-lifechesschampionstoaddguidingheuristicstothesoftware.Yes,thewinwasanimpressivefeatofengineering,butitwasbasedonlong-establishedtechnologythatworkedonlyonveryconstrainedsetsofissues.RemoveDeepBluefromthegeometricsimplicityofaneight-by-eight-squarechessboardanditwouldn’tseemveryintelligentatall.Intheend,theonlyjobitwasthreateningtotakewasthatoftheworldchesschampion.
Thistime,thingsaredifferent.TheKeJieversusAlphaGomatchwasplayedwithintheconstraintsofaGoboard,butitisintimatelytiedupwithdramaticchangesintherealworld.ThosechangesincludetheChineseAIfrenzythatAlphaGo’smatchessparkedamidtheunderlyingtechnologythatpoweredittovictory.
AlphaGorunsondeeplearning,agroundbreakingapproachtoartificialintelligencethathasturbochargedthecognitivecapabilitiesofmachines.Deep-learning-basedprogramscannowdoabetterjobthanhumansatidentifyingfaces,recognizingspeech,andissuingloans.Fordecades,theartificialintelligencerevolutionalwayslookedtobefiveyearsaway.Butwiththedevelopmentofdeeplearningoverthepastfewyears,thatrevolutionhasfinallyarrived.Itwillusherinaneraofmassiveproductivityincreasesbutalsowidespreaddisruptionsinlabormarkets—andprofoundsociopsychologicaleffectsonpeople—asartificialintelligencetakesoverhumanjobsacrossallsortsofindustries.
DuringtheKeJiematch,itwasn’ttheAI-drivenkillerrobotssomeprominenttechnologistswarnofthatfrightenedme.Itwasthereal-worlddemonsthatcouldbeconjuredupbymassunemploymentandtheresultingsocialturmoil.Thethreattojobsiscomingfarfasterthanmostexpertsanticipated,anditwillnotdiscriminatebythecolorofone’scollar,insteadstrikingthehighlytrainedandpoorlyeducatedalike.OnthedayofthatremarkablematchbetweenAlphaGoandKeJie,deeplearningwas
dethroninghumankind’sbestGoplayer.Thatsamejob-eatingtechnologyiscomingsoontoafactoryandanofficenearyou.
THEGHOSTINTHEGOMACHINE
Butinthatsamematch,Ialsosawareasonforhope.Twohoursandfifty-oneminutesintothematch,KeJiehadhitawall.He’dgivenallthathecouldtothisgame,butheknewitwasn’tgoingtobeenough.Hunchedlowovertheboard,hepursedhislipsandhiseyebrowbegantotwitch.Realizinghecouldn’tholdhisemotionsinanylonger,heremovedhisglassesandusedthebackofhishandtowipetearsfrombothofhiseyes.Ithappenedinaflash,buttheemotionbehinditwasvisibleforalltosee.
ThosetearstriggeredanoutpouringofsympathyandsupportforKe.Overthecourseofthesethreematches,Kehadgoneonaroller-coasterofhumanemotion:confidence,anxiety,fear,hope,andheartbreak.Ithadshowcasedhiscompetitivespirit,butIsawinthosegamesanactofgenuinelove:awillingnesstotanglewithanunbeatableopponentoutofpureloveforthegame,itshistory,andthepeoplewhoplayit.ThosepeoplewhowatchedKe’sfrustrationrespondedinkind.AlphaGomayhavebeenthewinner,butKebecamethepeople’schampion.Inthatconnection—humanbeingsgivingandreceivinglove—Icaughtaglimpseofhowhumanswillfindworkandmeaningintheageofartificialintelligence.
IbelievethattheskillfulapplicationofAIwillbeChina’sgreatestopportunitytocatchupwith—andpossiblysurpass—theUnitedStates.Butmoreimportant,thisshiftwillcreateanopportunityforallpeopletorediscoverwhatitisthatmakesushuman.
Tounderstandwhy,wemustfirstgraspthebasicsofthetechnologyandhowitissettotransformourworld.
ABRIEFHISTORYOFDEEPLEARNING
Machinelearning—theumbrellatermforthefieldthatincludesdeeplearning—isahistory-alteringtechnologybutonethatisluckytohavesurvivedatumultuoushalf-centuryofresearch.Eversinceitsinception,artificialintelligencehasundergoneanumberofboom-and-bustcycles.Periodsofgreatpromisehavebeenfollowedby“AIwinters,”whenadisappointinglackofpracticalresultsledtomajorcutsinfunding.Understandingwhatmakesthearrivalofdeeplearningdifferentrequiresaquickrecapofhowwegothere.
Backinthemid-1950s,thepioneersofartificialintelligencesetthemselvesanimpossiblyloftybutwell-definedmission:torecreatehumanintelligenceinamachine.Thatstrikingcombinationoftheclarityofthegoalandthecomplexityofthetaskwoulddrawinsomeofthegreatestmindsintheemergingfieldofcomputerscience:MarvinMinsky,JohnMcCarthy,andHerbertSimon.
Asawide-eyedcomputerscienceundergradatColumbiaUniversityintheearly1980s,allofthisseizedmyimagination.IwasborninTaiwanintheearly1960sbutmovedtoTennesseeattheageofelevenandfinishedmiddleandhighschoolthere.AfterfouryearsatColumbiainNewYork,IknewthatIwantedtodigdeeperintoAI.WhenapplyingforcomputersciencePh.D.programsin1983,Ievenwrotethissomewhatgrandiosedescriptionofthefieldinmystatementofpurpose:“Artificialintelligenceistheelucidationofthehumanlearningprocess,thequantificationofthehumanthinkingprocess,theexplicationofhumanbehavior,andtheunderstandingofwhatmakesintelligencepossible.Itismen’sfinalsteptounderstandthemselves,andIhopetotakepartinthisnew,butpromisingscience.”
Thatessayhelpedmegetintothetop-rankedcomputersciencedepartmentofCarnegieMellonUniversity,ahotbedforcutting-edgeAIresearch.Italsodisplayedmynaivetéaboutthefield,bothoverestimatingourpowertounderstandourselvesandunderestimatingthepowerofAItoproducesuperhumanintelligenceinnarrowspheres.
BythetimeIbeganmyPh.D.,thefieldofartificialintelligencehadforkedintotwocamps:the“rule-based”approachandthe“neuralnetworks”approach.Researchersintherule-basedcamp(alsosometimescalled“symbolicsystems”or“expertsystems”)attemptedtoteachcomputerstothinkbyencodingaseriesoflogicalrules:IfX,thenY.Thisapproachworkedwellforsimpleandwell-definedgames(“toyproblems”)butfellapartwhentheuniverseofpossiblechoicesormovesexpanded.Tomakethesoftwaremoreapplicabletoreal-worldproblems,therule-basedcamptriedinterviewingexpertsintheproblemsbeingtackledandthencodingtheirwisdomintotheprogram’sdecision-making(hencethe“expertsystems”moniker).
The“neuralnetworks”camp,however,tookadifferentapproach.Insteadoftryingtoteachthecomputertherulesthathadbeenmasteredbyahumanbrain,thesepractitionerstriedtoreconstructthehumanbrainitself.Giventhatthetangledwebsofneuronsinanimalbrainsweretheonlythingcapableofintelligenceasweknewit,theseresearchersfiguredthey’dgostraighttothesource.Thisapproachmimicsthebrain’sunderlyingarchitecture,constructinglayersofartificialneuronsthatcanreceiveandtransmit
informationinastructureakintoournetworksofbiologicalneurons.Unliketherule-basedapproach,buildersofneuralnetworksgenerallydonotgivethenetworksrulestofollowinmakingdecisions.Theysimplyfeedlotsandlotsofexamplesofagivenphenomenon—pictures,chessgames,sounds—intotheneuralnetworksandletthenetworksthemselvesidentifypatternswithinthedata.Inotherwords,thelesshumaninterference,thebetter.
Differencesbetweenthetwoapproachescanbeseeninhowtheymightapproachasimpleproblem,identifyingwhetherthereisacatinapicture.Therule-basedapproachwouldattempttolaydown“if-then”rulestohelptheprogrammakeadecision:“Iftherearetwotriangularshapesontopofacircularshape,thenthereisprobablyacatinthepicture.”Theneuralnetworkapproachwouldinsteadfeedtheprogrammillionsofsamplephotoslabeled“cat”or“nocat,”lettingtheprogramfigureoutforitselfwhatfeaturesinthemillionsofimagesweremostcloselycorrelatedtothe“cat”label.
Duringthe1950sand1960s,earlyversionsofartificialneuralnetworksyieldedpromisingresultsandplentyofhype.Butthenin1969,researchersfromtherule-basedcamppushedback,convincingmanyinthefieldthatneuralnetworkswereunreliableandlimitedintheiruse.Theneuralnetworksapproachquicklywentoutoffashion,andAIplungedintooneofitsfirst“winters”duringthe1970s.
Overthesubsequentdecades,neuralnetworksenjoyedbriefstintsofprominence,followedbynear-totalabandonment.In1988,Iusedatechniqueakintoneuralnetworks(HiddenMarkovModels)tocreateSphinx,theworld’sfirstspeaker-independentprogramforrecognizingcontinuousspeech.ThatachievementlandedmeaprofileintheNewYorkTimes.Butitwasn’tenoughtosaveneuralnetworksfromonceagainfallingoutoffavor,asAIreenteredaprolongediceageformostofthe1990s.
Whatultimatelyresuscitatedthefieldofneuralnetworks—andsparkedtheAIrenaissancewearelivingthroughtoday—werechangestotwoofthekeyrawingredientsthatneuralnetworksfeedon,alongwithonemajortechnicalbreakthrough.Neuralnetworksrequirelargeamountsoftwothings:computingpoweranddata.Thedata“trains”theprogramtorecognizepatternsbygivingitmanyexamples,andthecomputingpowerletstheprogramparsethoseexamplesathighspeeds.
Bothdataandcomputingpowerwereinshortsupplyatthedawnofthefieldinthe1950s.Butintheinterveningdecades,allthathaschanged.Today,yoursmartphoneholdsmillionsoftimesmoreprocessingpowerthantheleadingcutting-edgecomputersthatNASAusedtosendNeilArmstrongtothemoonin1969.Andtheinternethasledtoanexplosionofallkindsofdigitaldata:text,images,videos,clicks,purchases,Tweets,andsoon.Taken
together,allofthishasgivenresearcherscopiousamountsofrichdataonwhichtotraintheirnetworks,aswellasplentyofcheapcomputingpowerforthattraining.
Butthenetworksthemselveswerestillseverelylimitedinwhattheycoulddo.Accurateresultstocomplexproblemsrequiredmanylayersofartificialneurons,butresearchershadn’tfoundawaytoefficientlytrainthoselayersastheywereadded.Deeplearning’sbigtechnicalbreakfinallyarrivedinthemid-2000s,whenleadingresearcherGeoffreyHintondiscoveredawaytoefficientlytrainthosenewlayersinneuralnetworks.Theresultwaslikegivingsteroidstotheoldneuralnetworks,multiplyingtheirpowertoperformtaskssuchasspeechandobjectrecognition.
Soon,thesejuiced-upneuralnetworks—nowrebrandedas“deeplearning”—couldoutperformoldermodelsatavarietyoftasks.ButyearsofingrainedprejudiceagainsttheneuralnetworksapproachledmanyAIresearcherstooverlookthis“fringe”groupthatclaimedoutstandingresults.Theturningpointcamein2012,whenaneuralnetworkbuiltbyHinton’steamdemolishedthecompetitioninaninternationalcomputervisioncontest.
AfterdecadesspentonthemarginsofAIresearch,neuralnetworkshitthemainstreamovernight,thistimeintheformofdeeplearning.ThatbreakthroughpromisedtothawtheicefromthelatestAIwinter,andforthefirsttimetrulybringAI’spowertobearonarangeofreal-worldproblems.Researchers,futurists,andtechCEOsallbeganbuzzingaboutthemassivepotentialofthefieldtodecipherhumanspeech,translatedocuments,recognizeimages,predictconsumerbehavior,identifyfraud,makelendingdecisions,helprobots“see,”andevendriveacar.
PULLINGBACKTHECURTAINONDEEPLEARNING
Sohowdoesdeeplearningdothis?Fundamentally,thesealgorithmsusemassiveamountsofdatafromaspecificdomaintomakeadecisionthatoptimizesforadesiredoutcome.Itdoesthisbytrainingitselftorecognizedeeplyburiedpatternsandcorrelationsconnectingthemanydatapointstothedesiredoutcome.Thispattern-findingprocessiseasierwhenthedataislabeledwiththatdesiredoutcome—“cat”versus“nocat”;“clicked”versus“didn’tclick”;“wongame”versus“lostgame.”Itcanthendrawonitsextensiveknowledgeofthesecorrelations—manyofwhichareinvisibleorirrelevanttohumanobservers—tomakebetterdecisionsthanahumancould.
Doingthisrequiresmassiveamountsofrelevantdata,astrongalgorithm,anarrowdomain,andaconcretegoal.Ifyou’reshortanyoneofthese,thingsfallapart.Toolittledata?Thealgorithmdoesn’thaveenoughexamplestouncovermeaningfulcorrelations.Toobroadagoal?Thealgorithmlacksclearbenchmarkstoshootforinoptimization.
Deeplearningiswhat’sknownas“narrowAI”—intelligencethattakesdatafromonespecificdomainandappliesittooptimizingonespecificoutcome.Whileimpressive,itisstillafarcryfrom“generalAI,”theall-purposetechnologythatcandoeverythingahumancan.
Deeplearning’smostnaturalapplicationisinfieldslikeinsuranceandmakingloans.Relevantdataonborrowersisabundant(creditscore,income,recentcredit-cardusage),andthegoaltooptimizeforisclear(minimizedefaultrates).Takenonestepfurther,deeplearningwillpowerself-drivingcarsbyhelpingthemto“see”theworldaroundthem—recognizepatternsinthecamera’spixels(redoctagons),figureoutwhattheycorrelateto(stopsigns),andusethatinformationtomakedecisions(applypressuretothebraketoslowlystop)thatoptimizeforyourdesiredoutcome(delivermesafelyhomeinminimaltime).
Peoplearesoexcitedaboutdeeplearningpreciselybecauseitscorepower—itsabilitytorecognizeapattern,optimizeforaspecificoutcome,makeadecision—canbeappliedtosomanydifferentkindsofeverydayproblems.That’swhycompanieslikeGoogleandFacebookhavescrambledtosnapupthesmallcoreofdeep-learningexperts,payingthemmillionsofdollarstopursueambitiousresearchprojects.In2013,GoogleacquiredthestartupfoundedbyGeoffreyHinton,andthefollowingyearscoopedupBritishAIstartupDeepMind—thecompanythatwentontobuildAlphaGo—forover$500million.Theresultsoftheseprojectshavecontinuedtoaweobserversandgrabheadlines.They’veshiftedtheculturalzeitgeistandgivenusasensethatwestandattheprecipiceofanewera,oneinwhichmachineswillradicallyempowerand/orviolentlydisplacehumanbeings.
AIANDINTERNATIONALRESEARCH
ButwherewasChinainallthis?Thetruthis,thestoryofthebirthofdeeplearningtookplacealmostentirelyintheUnitedStates,Canada,andtheUnitedKingdom.Afterthat,asmallernumberofChineseentrepreneursandventure-capitalfundslikemyownbegantoinvestinthisarea.ButthegreatmajorityofChina’stechnologycommunitydidn’tproperlywakeuptothedeep-learningrevolutionuntilitsSputnikMomentin2016,afulldecade
behindthefield’sbreakthroughacademicpaperandfouryearsafteritproveditselfinthecomputervisioncompetition.
Americanuniversitiesandtechnologycompanieshavefordecadesreapedtherewardsofthecountry’sabilitytoattractandabsorbtalentfromaroundtheglobe.ProgressinAIappearedtobenodifferent.TheUnitedStateslookedtobeouttoacommandinglead,onethatwouldonlygrowastheseeliteresearchersleveragedSiliconValley’sgenerousfundingenvironment,uniqueculture,andpowerhousecompanies.Intheeyesofmostanalysts,China’stechnologyindustrywasdestinedtoplaythesameroleinglobalAIthatithadfordecades:thatofthecopycatwholaggedfarbehindthecuttingedge.
AsIdemonstrateinthefollowingchapters,thatanalysisiswrong.ItisbasedonoutdatedassumptionsabouttheChinesetechnologyenvironment,aswellasamorefundamentalmisunderstandingofwhatisdrivingtheongoingAIrevolution.TheWestmayhavesparkedthefireofdeeplearning,butChinawillbethebiggestbeneficiaryoftheheattheAIfireisgenerating.Thatglobalshiftistheproductoftwotransitions:fromtheageofdiscoverytotheageofimplementation,andfromtheageofexpertisetotheageofdata.
CoretothemistakenbeliefthattheUnitedStatesholdsamajoredgeinAIistheimpressionthatwearelivinginanageofdiscovery,atimeinwhicheliteAIresearchersareconstantlybreakingdownoldparadigmsandfinallycrackinglongstandingmysteries.ThisimpressionhasbeenfedbyaconstantstreamofbreathlessmediareportsannouncingthelatestfeatperformedbyAI:diagnosingcertaincancersbetterthandoctors,beatinghumanchampionsatthebluff-heavygameofTexasHold’em,teachingitselfhowtomasternewskillswithzerohumaninterference.Giventhisfloodofmediaattentiontoeachnewachievement,thecasualobserver—orevenexpertanalyst—wouldbeforgivenforbelievingthatweareconsistentlybreakingfundamentallynewgroundinartificialintelligenceresearch.
Ibelievethisimpressionismisleading.Manyofthesenewmilestonesare,rather,merelytheapplicationofthepastdecade’sbreakthroughs—primarilydeeplearningbutalsocomplementarytechnologieslikereinforcementlearningandtransferlearning—tonewproblems.Whattheseresearchersaredoingrequiresgreatskillanddeepknowledge:theabilitytotweakcomplexmathematicalalgorithms,tomanipulatemassiveamountsofdata,toadaptneuralnetworkstodifferentproblems.ThatoftentakesPh.D.-levelexpertiseinthesefields.Buttheseadvancesareincrementalimprovementsandoptimizationsthatleveragethedramaticleapforwardofdeeplearning.
THEAGEOFIMPLEMENTATION
Whattheyreallyrepresentistheapplicationofdeeplearning’sincrediblepowersofpatternrecognitionandpredictiontodifferentspheres,suchasdiagnosingadisease,issuinganinsurancepolicy,drivingacar,ortranslatingaChinesesentenceintoreadableEnglish.Theydonotsignifyrapidprogresstoward“generalAI”oranyothersimilarbreakthroughonthelevelofdeeplearning.Thisistheageofimplementation,andthecompaniesthatcashinonthistimeperiodwillneedtalentedentrepreneurs,engineers,andproductmanagers.
Deep-learningpioneerAndrewNghascomparedAItoThomasEdison’sharnessingofelectricity:abreakthroughtechnologyonitsown,andonethatonceharnessedcanbeappliedtorevolutionizingdozensofdifferentindustries.Justasnineteenth-centuryentrepreneurssoonbeganapplyingtheelectricitybreakthroughtocookingfood,lightingrooms,andpoweringindustrialequipment,today’sAIentrepreneursaredoingthesamewithdeeplearning.MuchofthedifficultbutabstractworkofAIresearchhasbeendone,andit’snowtimeforentrepreneurstorolluptheirsleevesandgetdowntothedirtyworkofturningalgorithmsintosustainablebusinesses.
ThatinnowaydiminishesthecurrentexcitementaroundAI;implementationiswhatmakesacademicadvancesmeaningfulandwhatwilltrulyendupchangingthefabricofourdailylives.Theageofimplementationmeanswewillfinallyseereal-worldapplicationsafterdecadesofpromisingresearch,somethingI’vebeenlookingforwardtoformuchofmyadultlife.
ButmakingthatdistinctionbetweendiscoveryandimplementationiscoretounderstandinghowAIwillshapeourlivesandwhat—orwhichcountry—willprimarilydrivethatprogress.Duringtheageofdiscovery,progresswasdrivenbyahandfulofelitethinkers,virtuallyallofwhomwereclusteredintheUnitedStatesandCanada.Theirresearchinsightsanduniqueintellectualinnovationsledtoasuddenandmonumentalrampingupofwhatcomputerscando.Sincethedawnofdeeplearning,noothergroupofresearchersorengineershascomeupwithinnovationonthatscale.
THEAGEOFDATA
Thisbringsustothesecondmajortransition,fromtheageofexpertisetotheageofdata.Today,successfulAIalgorithmsneedthreethings:bigdata,computingpower,andtheworkofstrong—butnotnecessarilyelite—AIalgorithmengineers.Bringingthepowerofdeeplearningtobearonnew
problemsrequiresallthree,butinthisageofimplementation,dataisthecore.That’sbecauseoncecomputingpowerandengineeringtalentreachacertainthreshold,thequantityofdatabecomesdecisiveindeterminingtheoverallpowerandaccuracyofanalgorithm.
Indeeplearning,there’snodatalikemoredata.Themoreexamplesofagivenphenomenonanetworkisexposedto,themoreaccuratelyitcanpickoutpatternsandidentifythingsintherealworld.Givenmuchmoredata,analgorithmdesignedbyahandfulofmid-levelAIengineersusuallyoutperformsonedesignedbyaworld-classdeep-learningresearcher.Havingamonopolyonthebestandthebrightestjustisn’twhatitusedtobe.
EliteAIresearchersstillhavethepotentialtopushthefieldtothenextlevel,butthoseadvanceshaveoccurredonceeveryseveraldecades.Whilewewaitforthenextbreakthrough,theburgeoningavailabilityofdatawillbethedrivingforcebehinddeeplearning’sdisruptionofcountlessindustriesaroundtheworld.
ADVANTAGECHINA
Realizingthenewfoundpromiseofelectrificationacenturyagorequiredfourkeyinputs:fossilfuelstogenerateit,entrepreneurstobuildnewbusinessesaroundit,electricalengineerstomanipulateit,andasupportivegovernmenttodeveloptheunderlyingpublicinfrastructure.HarnessingthepowerofAItoday—the“electricity”ofthetwenty-firstcentury—requiresfouranalogousinputs:abundantdata,hungryentrepreneurs,AIscientists,andanAI-friendlypolicyenvironment.BylookingattherelativestrengthsofChinaandtheUnitedStatesinthesefourcategories,wecanpredicttheemergingbalanceofpowerintheAIworldorder.
Bothofthetransitionsdescribedonthepreviouspages—fromdiscoverytoimplementation,andfromexpertisetodata—nowtilttheplayingfieldtowardChina.TheydothisbyminimizingChina’sweaknessesandamplifyingitsstrengths.MovingfromdiscoverytoimplementationreducesoneofChina’sgreatestweakpoints(outside-the-boxapproachestoresearchquestions)andalsoleveragesthecountry’smostsignificantstrength:scrappyentrepreneurswithsharpinstinctsforbuildingrobustbusinesses.Thetransitionfromexpertisetodatahasasimilarbenefit,downplayingtheimportanceofthegloballyeliteresearchersthatChinalacksandmaximizingthevalueofanotherkeyresourcethatChinahasinabundance,data.
SiliconValley’sentrepreneurshaveearnedareputationassomeofthehardestworkinginAmerica,passionateyoungfounderswhopullall-nighters
inamaddashtogetaproductout,andthenobsessivelyiteratethatproductwhileseekingoutthenextbigthing.Entrepreneurstheredoindeedworkhard.ButI’vespentdecadesdeeplyembeddedinbothSiliconValleyandChina’stechscene,workingatApple,Microsoft,andGooglebeforeincubatingandinvestingindozensofChinesestartups.IcantellyouthatSiliconValleylooksdownrightsluggishcomparedtoitscompetitoracrossthePacific.
China’ssuccessfulinternetentrepreneurshaverisentowheretheyarebyconqueringthemostcutthroatcompetitiveenvironmentontheplanet.Theyliveinaworldwherespeedisessential,copyingisanacceptedpractice,andcompetitorswillstopatnothingtowinanewmarket.EverydayspentinChina’sstartupsceneisatrialbyfire,likeadayspentasagladiatorintheColiseum.Thebattlesarelifeordeath,andyouropponentshavenoscruples.
Theonlywaytosurvivethisbattleistoconstantlyimproveone’sproductbutalsotoinnovateonyourbusinessmodelandbuilda“moat”aroundyourcompany.Ifone’sonlyedgeisasinglenovelidea,thatideawillinvariablybecopied,yourkeyemployeeswillbepoached,andyou’llbedrivenoutofbusinessbyVC-subsidizedcompetitors.Thisrough-and-tumbleenvironmentmakesastrongcontrasttoSiliconValley,wherecopyingisstigmatizedandmanycompaniesareallowedtocoastonthebasisofoneoriginalideaorluckybreak.Thatlackofcompetitioncanleadtoacertainlevelofcomplacency,withentrepreneursfailingtoexploreallthepossibleiterationsoftheirfirstinnovation.ThemessymarketsanddirtytricksofChina’s“copycat”eraproducedsomequestionablecompanies,buttheyalsoincubatedagenerationoftheworld’smostnimble,savvy,andnose-to-the-grindstoneentrepreneurs.TheseentrepreneurswillbethesecretsaucethathelpsChinabecomethefirstcountrytocashinonAI’sageofimplementation.
Theseentrepreneurswillhaveaccesstotheother“naturalresource”ofChina’stechworld:anoverabundanceofdata.ChinahasalreadysurpassedtheUnitedStatesintermsofsheervolumeasthenumberoneproducerofdata.Thatdataisnotjustimpressiveinquantity,butthankstoChina’suniquetechnologyecosystem—analternateuniverseofproductsandfunctionsnotseenanywhereelse—thatdataistailor-madeforbuildingprofitableAIcompanies.
Untilaboutfiveyearsago,itmadesensetodirectlycomparetheprogressofChineseandU.S.internetcompaniesasonewoulddescribearace.Theywereonroughlyparalleltracks,andtheUnitedStateswasslightlyaheadofChina.Butaround2013,China’sinternettookarightturn.RatherthanfollowinginthefootstepsoroutrightcopyingofAmericancompanies,
ChineseentrepreneursbegandevelopingproductsandserviceswithsimplynoanaloginSiliconValley.AnalystsdescribingChinausedtoinvokesimpleSiliconValley–basedanalogieswhendescribingChinesecompanies—“theFacebookofChina,”“theTwitterofChina”—butinthelastfewyears,inmanycasestheselabelsstoppedmakingsense.TheChineseinternethadmorphedintoanalternateuniverse.
Chineseurbanitesbeganpayingforreal-worldpurchaseswithbarcodesontheirphones,partofamobilepaymentsrevolutionunseenanywhereelse.Armiesoffooddeliverymenandon-demandmasseusesridingelectricscooterscloggedthestreetsofChinesecities.Theyrepresentedatidalwaveofonline-to-offline(O2O)startupsthatbroughttheconvenienceofe-commercetobearonreal-worldserviceslikerestaurantfoodormanicures.Soonafterthatcamethemillionsofbrightlycoloredsharedbikesthatuserscouldpickuporlockupanywherejustbyscanningabarcodewiththeirphones.
TyingalltheseservicestogetherwastheriseofChina’ssuper-app,WeChat,akindofdigitalSwissArmyknifeformodernlife.WeChatusersbegansendingtextandvoicemessagestofriends,payingforgroceries,bookingdoctors’appointments,filingtaxes,unlockingsharedbikes,andbuyingplanetickets,allwithouteverleavingtheapp.WeChatbecametheuniversalsocialapp,oneinwhichdifferenttypesofgroupchats—formedwithcoworkersandfriendsoraroundinterests—wereusedtonegotiatebusinessdeals,organizebirthdayparties,ordiscussmodernart.Itbroughttogetheragrab-bagofessentialfunctionsthatarescatteredacrossadozenappsintheUnitedStatesandelsewhere.
China’salternatedigitaluniversenowcreatesandcapturesoceansofnewdataabouttherealworld.Thatwealthofinformationonusers—theirlocationeverysecondoftheday,howtheycommute,whatfoodstheylike,whenandwheretheybuygroceriesandbeer—willproveinvaluableintheeraofAIimplementation.Itgivesthesecompaniesadetailedtreasuretroveoftheseusers’dailyhabits,onethatcanbecombinedwithdeep-learningalgorithmstooffertailor-madeservicesrangingfromfinancialauditingtocityplanning.ItalsovastlyoutstripswhatSiliconValley’sleadingcompaniescandecipherfromyoursearches,“likes,”oroccasionalonlinepurchases.Thisunparalleledtroveofreal-worlddatawillgiveChinesecompaniesamajorlegupindevelopingAI-drivenservices.
THEHANDONTHESCALES
TheserecentandpowerfuldevelopmentsnaturallytiltthebalanceofpowerinChina’sdirection.Butontopofthisnaturalrebalancing,China’sgovernmentisalsodoingeverythingitcantotipthescales.TheChinesegovernment’ssweepingplanforbecominganAIsuperpowerpledgedwidespreadsupportandfundingforAIresearch,butmostofallitactedasabeacontolocalgovernmentsthroughoutthecountrytofollowsuit.ChinesegovernancestructuresaremorecomplexthanmostAmericansassume;thecentralgovernmentdoesnotsimplyissuecommandsthatareinstantlyimplementedthroughoutthenation.Butitdoeshavetheabilitytopickoutcertainlong-termgoalsandmobilizeepicresourcestopushinthatdirection.Thecountry’slightning-paceddevelopmentofasprawlinghigh-speedrailnetworkservesasalivingexample.
LocalgovernmentleadersrespondedtotheAIsurgeasthoughtheyhadjustheardthestartingpistolforarace,fullycompetingwitheachothertolureAIcompaniesandentrepreneurstotheirregionswithgenerouspromisesofsubsidiesandpreferentialpolicies.Thatraceisjustgettingstarted,andexactlyhowmuchimpactitwillhaveonChina’sAIdevelopmentisstillunclear.Butwhatevertheoutcome,itstandsinsharpcontrasttoaU.S.governmentthatdeliberatelytakesahands-offapproachtoentrepreneurshipandisactivelyslashingfundingforbasicresearch.
Puttingallthesepiecestogether—thedualtransitionsintotheageofimplementationandtheageofdata,China’sworld-classentrepreneursandproactivegovernment—IbelievethatChinawillsoonmatchorevenovertaketheUnitedStatesindevelopinganddeployingartificialintelligence.Inmyview,thatleadinAIdeploymentwilltranslateintoproductivitygainsonascalenotseensincetheIndustrialRevolution.PricewaterhouseCoopersestimatesAIdeploymentwilladd$15.7trilliontoglobalGDPby2030.Chinaispredictedtotakehome$7trillionofthattotal,nearlydoubleNorthAmerica’s$3.7trillioningains.AstheeconomicbalanceofpowertiltsinChina’sfavor,sotoowillpoliticalinfluenceand“softpower,”thecountry’sculturalandideologicalfootprintaroundtheglobe.
ThisnewAIworldorderwillbeparticularlyjoltingtoAmericanswhohavegrownaccustomedtoanear-totaldominanceofthetechnologicalsphere.Forasfarbackasmanyofuscanremember,itwasAmericantechnologycompaniesthatwerepushingtheirproductsandtheirvaluesonusersaroundtheglobe.Asaresult,Americancompanies,citizens,andpoliticianshaveforgottenwhatitfeelsliketobeonthereceivingendoftheseexchanges,aprocessthatoftenfeelsakinto“technologicalcolonization.”ChinadoesnotintendtouseitsadvantageintheAIeraasaplatformforsuchcolonization,butAI-induceddisruptionstothepoliticalandeconomicorder
willleadtoamajorshiftinhowallcountriesexperiencethephenomenonofdigitalglobalization.
THEREALCRISES
Significantasthisjockeyingbetweentheworld’stwosuperpowerswillbe,itpalesincomparisontotheproblemsofjoblossesandgrowinginequality—bothdomesticallyandbetweencountries—thatAIwillconjure.Asdeeplearningwashesovertheglobaleconomy,itwillindeedwipeoutbillionsofjobsupanddowntheeconomicladder:accountants,assemblylineworkers,warehouseoperators,stockanalysts,qualitycontrolinspectors,truckers,paralegals,andevenradiologists,justtonameafew.
Humancivilizationhasinthepastabsorbedsimilartechnology-drivenshockstotheeconomy,turninghundredsofmillionsoffarmersintofactoryworkersoverthenineteenthandtwentiethcenturies.ButnoneofthesechangeseverarrivedasquicklyasAI.Basedonthecurrenttrendsintechnologyadvancementandadoption,Ipredictthatwithinfifteenyears,artificialintelligencewilltechnicallybeabletoreplacearound40to50percentofjobsintheUnitedStates.Actualjoblossesmayenduplaggingthosetechnicalcapabilitiesbyanadditionaldecade,butIforecastthatthedisruptiontojobmarketswillbeveryreal,verylarge,andcomingsoon.
RisingintandemwithunemploymentwillbeastronomicalwealthinthehandsofthenewAItycoons.Uberisalreadyoneofthemostvaluablestartupsintheworld,evenwhilegivingaround75percentofthemoneyearnedfromeachridetothedriver.Tothatend,howvaluablewouldUberbecomeifinthespanofacoupleofyears,thecompanywasabletoreplaceeverysinglehumandriverwithanAI-poweredself-drivingcar?Orifbankscouldreplacealltheirmortgagelenderswithalgorithmsthatissuedsmarterloanswithmuchlowerdefaultrates—allwithouthumaninterference?Similartransformationswillsoonplayoutacrossindustriesliketrucking,insurance,manufacturing,andretail.
FurtherconcentratingthoseprofitsisthefactthatAInaturallytrendstowardwinner-take-alleconomicswithinanindustry.Deeplearning’srelationshipwithdatafostersavirtuouscircleforstrengtheningthebestproductsandcompanies:moredataleadstobetterproducts,whichinturnattractmoreusers,whogeneratemoredatathatfurtherimprovestheproduct.ThatcombinationofdataandcashalsoattractsthetopAItalenttothetopcompanies,wideningthegapbetweenindustryleadersandlaggards.
Inthepast,thedominanceofphysicalgoodsandlimitsofgeographyhelpedreininconsumermonopolies.(U.S.antitrustlawsdidn’thurteither.)Butgoingforward,digitalgoodsandserviceswillcontinueeatinguplargersharesoftheconsumerpie,andautonomoustrucksanddroneswilldramaticallyslashthecostofshippingphysicalgoods.Insteadofadispersionofindustryprofitsacrossdifferentcompaniesandregions,wewillbegintoseegreaterandgreaterconcentrationoftheseastronomicalsumsinthehandsofafew,allwhileunemploymentlinesgrowlonger.
THEAIWORLDORDER
Inequalitywillnotbecontainedwithinnationalborders.ChinaandtheUnitedStateshavealreadyjumpedouttoanenormousleadoverallothercountriesinartificialintelligence,settingthestageforanewkindofbipolarworldorder.Severalothercountries—theUnitedKingdom,France,andCanada,tonameafew—havestrongAIresearchlabsstaffedwithgreattalent,buttheylacktheventure-capitalecosystemandlargeuserbasestogeneratethedatathatwillbekeytotheageofimplementation.AsAIcompaniesintheUnitedStatesandChinaaccumulatemoredataandtalent,thevirtuouscycleofdata-drivenimprovementsiswideningtheirleadtoapointwhereitwillbecomeinsurmountable.ChinaandtheUnitedStatesarecurrentlyincubatingtheAIgiantsthatwilldominateglobalmarketsandextractwealthfromconsumersaroundtheglobe.
Atthesametime,AI-drivenautomationinfactorieswillundercuttheoneeconomicadvantagedevelopingcountrieshistoricallypossessed:cheaplabor.Robot-operatedfactorieswilllikelyrelocatetobeclosertotheircustomersinlargemarkets,pullingawaytheladderthatdevelopingcountrieslikeChinaandthe“AsianTigers”ofSouthKoreaandSingaporeclimbedupontheirwaytobecominghigh-income,technology-driveneconomies.Thegapbetweentheglobalhavesandhave-notswillwiden,withnoknownpathtowardclosingit.
TheAIworldorderwillcombinewinner-take-alleconomicswithanunprecedentedconcentrationofwealthinthehandsofafewcompaniesinChinaandtheUnitedStates.This,Ibelieve,istherealunderlyingthreatposedbyartificialintelligence:tremendoussocialdisorderandpoliticalcollapsestemmingfromwidespreadunemploymentandgapinginequality.
Tumultinjobmarketsandturmoilacrosssocietieswilloccuragainstthebackdropofafarmorepersonalandhumancrisis—apsychologicallossofone’spurpose.Forcenturies,humanbeingshavefilledtheirdaysbyworking:tradingtheirtimeandsweatforshelterandfood.We’vebuiltdeeply
entrenchedculturalvaluesaroundthisexchange,andmanyofushavebeenconditionedtoderiveoursenseofself-worthfromtheactofdailywork.Theriseofartificialintelligencewillchallengethesevaluesandthreatenstoundercutthatsenseoflife-purposeinavanishinglyshortwindowoftime.
Thesechallengesaremomentousbutnotinsurmountable.Inrecentyears,Imyselffacedamortalthreatandacrisisofpurposeinmyownpersonallife.ThatexperiencetransformedmeandopenedmyeyestopotentialsolutionstotheAI-inducedjobscrisisIforesee.Tacklingtheseproblemswillrequireacombinationofclear-eyedanalysisandprofoundphilosophicalexaminationofwhatmattersinourlives,ataskforbothourmindsandourhearts.IntheclosingchaptersofthisbookIoutlinemyownvisionforaworldinwhichhumansnotonlycoexistalongsideAIbutthrivewithit.
Gettingourselvesthere—onatechnological,social,andhumanlevel—requiresthatwefirstunderstandhowwearrivedhere.TodothatwemustlookbackfifteenyearstoatimewhenChinawasderidedasalandofcopycatcompaniesandSiliconValleystoodproudandaloneonthetechnologicalcuttingedge.
2★
COPYCATSINTHECOLISEUM
TheycalledhimTheCloner.WangXing(pronounced“WangShing”)madehismarkontheearlyChineseinternetasaserialcopycat,abizarremirrorimageofthereveredserialentrepreneursofSiliconValley.In2003,2005,2007,andagainin2010,WangtookAmerica’shotteststartupoftheyearandcopieditforChineseusers.
ItallbeganwhenhestumbledonthepioneeringsocialnetworkFriendsterwhilepursuinganengineeringPh.D.attheUniversityofDelaware.TheconceptofavirtualnetworkoffriendshipsinstantlyclickedwithWang’sbackgroundincomputernetworking,andhedroppedoutofhisdoctoralprogramtoreturntoChinatorecreateFriendster.Onthisfirstproject,hechosenottocloneFriendster’sexactdesign.Rather,heandacoupleoffriendsjusttookthecoreconceptofthedigitalsocialnetworkandbuilttheirownuserinterfacearoundit.Theresultwas,inWang’swords,“ugly,”andthesitefailedtotakeoff.
Twoyearslater,Facebookwasstormingcollegecampuseswithitscleandesignandnichetargetingofstudents.WangadoptedbothwhenhecreatedXiaonei(“OnCampus”).ThenetworkwasexclusivetoChinesecollegestudents,andtheuserinterfacewasanexactcopyofMarkZuckerberg’ssite.Wangmeticulouslyrecreatedthehomepage,profiles,toolbars,andcolorschemesofthePaloAltostartup.ChinesemediareportedthattheearliestversionofXiaoneievenwentsofarastoputFacebook’sowntagline,“AMarkZuckerbergProduction,”atthebottomofeachpage.
Xiaoneiwasahit,butonethatWangsoldofftooearly.Asthesitegrewrapidly,hecouldn’traiseenoughmoneytopayforservercostsandwasforcedtoacceptabuyout.Undernewownership,arebrandedversionofXiaonei—nowcalledRenren,“Everybody”—eventuallyraised$740millionduringits2011debutontheNewYorkStockExchange.In2007,Wangwasbackatitagain,makingaprecisecopyofthenewlyfoundedTwitter.TheclonewasdonesowellthatifyouchangedthelanguageandtheURL,userscouldeasilybefooledintothinkingtheywereontheoriginalTwitter.TheChinesesite,Fanfou,thrivedforamomentbutwassoonshutdownover
politicallysensitivecontent.Then,threeyearslaterWangtookthebusinessmodelofred-hotGrouponandturneditintotheChinesegroup-buyingsiteMeituan.TotheSiliconValleyelite,Wangwasshameless.Inthemythologyofthe
valley,fewthingsaremorestigmatizedthanblindlyapingtheestablishment.ItwaspreciselythiskindofcopycatentrepreneurshipthatwouldholdChinaback,orsotheconventionalwisdomsaid,andwouldpreventChinafrombuildingtrulyinnovativetechnologycompaniesthatcould“changetheworld.”
EvensomeentrepreneursinChinafeltthatWang’spixel-for-pixelcloningofFacebookandTwitterwenttoofar.Yes,ChinesecompaniesoftenimitatedtheirAmericanpeers,butyoucouldatleastlocalizeoraddatouchofyourownstyle.ButWangmadenoapologiesforhismimicsites.Copyingwasapieceofthepuzzle,hesaid,butsowashischoiceofwhichsitestocopyandhisexecutiononthetechnicalandbusinessfronts.
Intheend,itwasWangwhowouldgetthelastlaugh.Bylate2017,Groupon’smarketcaphadshriveledto$2.58billion,withitsstocktradingatunderone-fifththepriceofits2011initialpublicoffering(IPO).TheformerdarlingoftheAmericanstartupworldhadbeenstagnantforyearsandslowtoreactwhenthegroup-buyingcrazefaded.Meanwhile,WangXing’sMeituanhadtriumphedinabrutallycompetitiveenvironment,beatingoutthousandsofsimilargroup-buyingwebsitestodominatethefield.Itthenbranchedoutintodozensofnewlinesofbusiness.Itisnowthefourthmostvaluablestartupintheworld,valuedat$30billion,andWangseesAlibabaandAmazonashismaincompetitorsgoingforward.
InanalyzingWang’ssuccess,Westernobserversmakeafundamentalmistake.TheybelieveMeituantriumphedbytakingagreatAmericanideaandsimplycopyingitintheshelteredChineseinternet,asafespacewhereweaklocalcompaniescansurviveunderfarlessintensecompetition.Thiskindofanalysis,however,istheresultofadeepmisunderstandingofthedynamicsatplayintheChinesemarket,anditrevealsanegocentrismthatdefinesallinternetinnovationinrelationtoSiliconValley.
IncreatinghisearlyclonesofFacebookandTwitter,WangwasinfactrelyingentirelyontheSiliconValleyplaybook.Thisfirstphaseofthecopycatera—ChinesestartupscloningSiliconValleywebsites—helpedbuildupbaselineengineeringanddigitalentrepreneurshipskillsthatweretotallyabsentinChinaatthetime.Butitwasasecondphase—ChinesestartupstakinginspirationfromanAmericanbusinessmodelandthenfiercelycompetingagainsteachothertoadaptandoptimizethatmodelspecificallyforChineseusers—thatturnedWangXingintoaworld-classentrepreneur.
Wangdidn’tbuilda$30billioncompanybysimplybringingthegroup-buyingbusinessmodeltoChina.Overfivethousandcompaniesdidtheexactsamething,includingGrouponitself.TheAmericancompanyevengaveitselfamajorleguponlocalcopycatsbypartneringwithaleadingChineseinternetportal.Between2010and2013,Grouponanditslocalimpersonatorswagedanall-outwarformarketshareandcustomerloyalty,burningbillionsofdollarsandstoppingatnothingtoslaythecompetition.
ThebattleroyalforChina’sgroup-buyingmarketwasamicrocosmofwhatChina’sinternetecosystemhadbecome:acoliseumwherehundredsofcopycatgladiatorsfoughttothedeath.Amidthechaosandbloodshed,theforeignfirst-moversoftenprovedirrelevant.Itwasthedomesticcombatantswhopushedeachothertobefaster,nimbler,leaner,andmeaner.Theyaggressivelycopiedeachother’sproductinnovations,cutpricestothebone,launchedsmearcampaigns,forciblydeinstalledcompetingsoftware,andevenreportedrivalCEOstothepolice.Forthesegladiators,nodirtytrickorunderhandedmaneuverwasoutofbounds.TheydeployedtacticsthatwouldmakeUberfounderTravisKalanickblush.Theyalsodemonstratedafanaticalaround-the-clockworkethicthatwouldsendGoogleemployeesrunningtotheirnappods.
SiliconValleymayhavefoundthecopyingundignifiedandthetacticsunsavory.Inmanycases,itwas.Butitwaspreciselythiswidespreadcloning—theonslaughtofthousandsofmimickingcompetitors—thatforcedcompaniestoinnovate.Survivalintheinternetcoliseumrequiredrelentlesslyiteratingproducts,controllingcosts,executingflawlessly,generatingpositivePR,raisingmoneyatexaggeratedvaluations,andseekingwaystobuildarobustbusiness“moat”tokeepthecopycatsout.Purecopycatsnevermadeforgreatcompanies,andtheycouldn’tsurviveinsidethiscoliseum.Butthetrial-by-firecompetitivelandscapecreatedwhenoneissurroundedbyruthlesscopycatshadtheresultofforgingagenerationofthemosttenaciousentrepreneursonearth.
AsweentertheageofAIimplementation,thiscutthroatentrepreneurialenvironmentwillbeoneofChina’scoreassetsinbuildingamachine-learning-driveneconomy.Thedramatictransformationthatdeeplearningpromisestobringtotheglobaleconomywon’tbedeliveredbyisolatedresearchersproducingnovelacademicresultsintheelitecomputersciencelabsofMITorStanford.Instead,itwillbedeliveredbydown-to-earth,profit-hungryentrepreneursteamingupwithAIexpertstobringthetransformativepowerofdeeplearningtobearonreal-worldindustries.
Overthecomingdecade,China’sgladiatorentrepreneurswillfanoutacrosshundredsofindustries,applyingdeeplearningtoanyproblemthat
showsthepotentialforprofit.Ifartificialintelligenceisthenewelectricity,Chineseentrepreneurswillbethetycoonsandtinkererswhoelectrifyeverythingfromhouseholdappliancestohomeowners’insurance.Theirknackforendlesslytweakingbusinessmodelsandsniffingoutprofitswillyieldanincrediblearrayofpractical—maybeevenlife-changing—applications.Thesewillbedeployedintheirhomecountryandthenpushedabroad,potentiallytakingovermostdevelopingmarketsaroundtheglobe.
CorporateAmericaisunpreparedforthisglobalwaveofChineseentrepreneurshipbecauseitfundamentallymisunderstoodthesecrettoTheCloner’ssuccess.WangXingdidn’tsucceedbecausehe’dbeenacopycat.Hetriumphedbecausehe’dbecomeagladiator.
CONTRASTINGCULTURES
Startupsandtheentrepreneurswhofoundthemarenotborninavacuum.Theirbusinessmodels,products,andcorevaluesconstituteanexpressionoftheuniqueculturaltimeandplaceinwhichtheycomeofage.
SiliconValley’sandChina’sinternetecosystemsgrewoutofverydifferentculturalsoil.Entrepreneursinthevalleyareoftenthechildrenofsuccessfulprofessionals,suchascomputerscientists,dentists,engineers,andacademics.Growinguptheywereconstantlytoldthatthey—yes,theyinparticular—couldchangetheworld.Theirundergraduateyearswerespentlearningtheartofcodingfromtheworld’sleadingresearchersbutalsobaskinginthephilosophicaldebatesofaliberalartseducation.WhentheyarrivedinSiliconValley,theircommutestoandfromworktookthemthroughthegentlycurving,tree-linedstreetsofsuburbanCalifornia.
It’sanenvironmentofabundancethatlendsitselftoloftythinking,toenvisioningeleganttechnicalsolutionstoabstractproblems.Throwinthevalley’srichhistoryofcomputersciencebreakthroughs,andyou’vesetthestageforthegeeky-hippiehybridideologythathaslongdefinedSiliconValley.Centraltothatideologyisawide-eyedtechno-optimism,abeliefthateverypersonandcompanycantrulychangetheworldthroughinnovativethinking.Copyingideasorproductfeaturesisfrowneduponasabetrayalofthezeitgeistandanactthatisbeneaththemoralcodeofatrueentrepreneur.It’sallabout“pure”innovation,creatingatotallyoriginalproductthatgenerateswhatSteveJobscalleda“dentintheuniverse.”
Startupsthatgrowupinthiskindofenvironmenttendtobemission-driven.Theystartwithanovelideaoridealisticgoal,andtheybuildacompany
aroundthat.Companymissionstatementsarecleanandlofty,detachedfromearthlyconcernsorfinancialmotivations.
Instarkcontrast,China’sstartupcultureistheyintoSiliconValley’syang:insteadofbeingmission-driven,Chinesecompaniesarefirstandforemostmarket-driven.Theirultimategoalistomakemoney,andthey’rewillingtocreateanyproduct,adoptanymodel,orgointoanybusinessthatwillaccomplishthatobjective.Thatmentalityleadstoincredibleflexibilityinbusinessmodelsandexecution,aperfectdistillationofthe“leanstartup”modeloftenpraisedinSiliconValley.Itdoesn’tmatterwhereanideacamefromorwhocameupwithit.Allthatmattersiswhetheryoucanexecuteittomakeafinancialprofit.ThecoremotivationforChina’smarket-drivenentrepreneursisnotfame,glory,orchangingtheworld.Thosethingsareallnicesidebenefits,butthegrandprizeisgettingrich,anditdoesn’tmatterhowyougetthere.
JarringasthatmercenaryattitudeistomanyAmericans,theChineseapproachhasdeephistoricalandculturalroots.RotememorizationformedthecoreofChineseeducationformillennia.Entryintothecountry’simperialbureaucracydependedonword-for-wordmemorizationofancienttextsandtheabilitytoconstructaperfect“eight-leggedessay”followingrigidstylisticguidelines.WhileSocratesencouragedhisstudentstoseektruthbyquestioningeverything,ancientChinesephilosopherscounseledpeopletofollowtheritualsofsagesfromtheancientpast.Rigorouscopyingofperfectionwasseenastheroutetotruemastery.
Layeredatopthisculturalpropensityforimitationisthedeeplyingrainedscarcitymentalityoftwentieth-centuryChina.MostChinesetechentrepreneursareatmostonegenerationawayfromgrindingpovertythatstretchesbackcenturies.Manyareonlychildren—productsofthenow-defunct“OneChildPolicy”—carryingontheirbackstheexpectationsoftwoparentsandfourgrandparentswhohaveinvestedalltheirhopesforabetterlifeinthischild.Growingup,theirparentsdidn’ttalktothemaboutchangingtheworld.Rather,theytalkedaboutsurvival,aboutaresponsibilitytoearnmoneysotheycantakecareoftheirparentswhentheirparentsaretoooldtoworkinthefields.Acollegeeducationwasseenasthekeytoescapinggenerationsofgrindingpoverty,andthatrequiredtensofthousandsofhoursofrotememorizationinpreparingforChina’snotoriouslycompetitiveentranceexam.Duringtheseentrepreneurs’lifetimes,Chinawrencheditselfoutofpovertythroughboldpoliciesandhardwork,tradingmealticketsforpaychecksforequitystakesinstartups.
TheblisteringpaceofChina’seconomicrisehasn’talleviatedthatscarcitymentality.Chinesecitizenshavewatchedasindustries,cities,andindividual
fortuneshavebeencreatedandlostovernightinaWildWestenvironmentwhereregulationsstruggledtokeeppacewithcutthroatmarketcompetition.DengXiaoping,theChineseleaderwhopushedChinafromMao-eraegalitarianismtomarket-drivencompetition,oncesaidthatChinaneededto“letsomepeoplegetrichfirst”inordertodevelop.Butthelightningspeedofthatdevelopmentonlyheightenedfearsandconcernsthatifyoudon’tmovequickly—ifyoudon’tgrabontothisnewtrendorjumpintothatnewmarket—you’llstaypoorwhileothersaroundyougetrich.
Combinethesethreecurrents—aculturalacceptanceofcopying,ascarcitymentality,andthewillingnesstodiveintoanypromisingnewindustry—andyouhavethepsychologicalfoundationsofChina’sinternetecosystem.
Thisisnotmeanttopreachagospelofculturaldeterminism.Assomeonewhohasmovedbetweenthesetwocountriesandcultures,Iknowthatbirthplaceandheritagearenotthesoledeterminantsofbehavior.Personaleccentricitiesandgovernmentregulationarehugelyimportantinshapingcompanybehavior.InBeijing,entrepreneursoftenjokethatFacebookis“themostChinesecompanyinSiliconValley”foritswillingnesstocopyfromotherstartupsandforZuckerberg’sfiercelycompetitivestreak.Likewise,whileworkingatMicrosoft,Isawhowgovernmentantitrustpolicycandefangawolf-likecompany.Buthistoryandculturedomatter,andincomparingtheevolutionofSiliconValleyandChinesetechnology,it’scrucialtograsphowdifferentculturalmeltingpotsproduceddifferenttypesofcompanies.
Foryears,thecopycatproductsthatemergedfromChina’sculturalstewwerewidelymockedbytheSiliconValleyelite.Theywerederidedascheapknockoffs,embarrassmentstotheircreatorsandunworthyoftheattentionoftrueinnovators.Butthoseoutsidersmissedwhatwasbrewingbeneaththesurface.ThemostvaluableproducttocomeoutofChina’scopycaterawasn’taproductatall:itwastheentrepreneursthemselves.
THEEMPEROR’SNEWCLOCKS
Twiceaday,theHallofAncestorWorshipcomesalive.LocatedwithinBeijing’sForbiddenCity,thiswaswheretheemperorsofChina’slasttwodynastiesonceburnedincenseandperformedsacredritualstohonortheSonsofHeaventhatcamebeforethem.Today,thehallishometosomeofthemostintricateandingeniousmechanicaltimepiecesevercreated.Theclockfacesthemselvesconveyexpertcraftsmanship,butit’stheimpossiblycomplexmechanicalfunctionsembeddedintheclocks’structuresthatdrawlargecrowdsforthemorningandafternoonperformances.
Asthesecondstickby,ametalbirddartsaroundagoldcage.Paintedwoodenlotusflowersopenandclosetheirpetals,revealingatinyBuddhistgoddeepinmeditation.Adelicatelycarvedelephantliftsitstrunkupanddownwhilepullingaminiaturecarriageincircles.AroboticChinesefiguredressedinthecoatofaEuropeanscholarusesaninkbrushtowriteoutaChineseaphorismonaminiaturescroll,withtherobot’sownhandwritingmodeledonthecalligraphyoftheChineseemperorwhocommissionedthepiece.
It’sadazzlingdisplay,areminderofthetimelessnatureoftruecraftsmanship.JesuitmissionariesbroughtmanyoftheclockstoChinaaspartof“clockdiplomacy,”anattemptbyJesuitstocharmtheirwayintotheimperialcourtthroughgiftsofadvancedEuropeantechnology.TheQingDynasty’sQianlongemperorwasparticularlyfondoftheclocks,andBritishmanufacturerssoonbeganproducingclockstofitthetastesoftheSonofHeaven.ManyoftheclocksondisplayattheHallofAncestorWorshipwerethehandiworkofEurope’sfinestartisanalworkshopsoftheseventeenthandeighteenthcenturies.Theseworkshopsproducedanunparalleledcombinationofartistry,design,andfunctionalengineering.It’saparticularalchemyofexpertisethatfeelsfamiliartomanyinSiliconValleytoday.
WhileworkingasthefoundingpresidentofGoogleChina,IwouldbringvisitingdelegationsofGoogleexecutivesheretoseetheclocksinperson.ButIdidn’tdoitsotheycouldrevelinthegeniusoftheirEuropeanancestors.Ididitbecause,oncloserinspection,onediscoversthatmanyofthefinestspecimensofEuropeancraftsmanshipwerecreatedinthesouthernChinesecityofGuangzhou,whichwasthencalledCanton.
AfterEuropeanclockswonthefavoroftheChineseemperor,localworkshopssprangupalloverChinatostudyandrecreatetheWesternimports.InthesouthernportcitieswhereWesternerscametotrade,China’sbestcraftspeopletookaparttheingeniousEuropeandevices,examiningeachinterlockingpieceanddesignflourish.Theymasteredthebasicsandbeganproducingclocksthatwerenear-exactreplicasoftheEuropeanmodels.Fromthere,theartisanstooktheunderlyingprinciplesofclock-buildingandbeganconstructingtimepiecesthatembodiedChinesedesignsandculturaltraditions:animatedSilkRoadcaravans,lifelikescenesfromthestreetsofBeijing,andthequietequanimityofBuddhistsutras.TheseworkshopseventuallybeganproducingclocksthatrivaledorevenexceededthecraftsmanshipcomingoutofEurope,allwhileweavinginanauthenticallyChinesesensibility.
TheHalloftheAncestorsdatesbacktotheMingDynasty,andthestoryofChina’sowncopycatclockmakersplayedouthundredsofyearsinthepast.
Butthesameculturalcurrentscontinuetoflowintothepresentday.Aswewatchedthesemechanicalmarvelstwirlandchime,Iworriedthatthosecurrentswouldsoonsweepawaythemastercraftspeopleofthetwenty-firstcenturywhostoodallaroundme.
COPYKITTENS
China’searlycopycatinternetcompanieslookedharmlessfromtheoutside,almostcute.DuringChina’sfirstinternetboomofthelate1990s,ChinesecompanieslookedtoSiliconValleyfortalent,funding,andevennamesfortheirinfantstartups.Thecountry’sfirstsearchenginewasthecreationofCharlesZhang,aChinesephysicistwithaPh.D.fromMIT.WhileintheUnitedStatesZhanghadseentheearlyinternettakeoff,andhewantedtokick-startthatsameprocessinhishomecountry.ZhangusedinvestmentsfromhisprofessorsatMITandreturnedtoChina,intentonbuildingupthecountry’scoreinternetinfrastructure.
ButafterameetingwithYahoo!founderJerryYang,ZhangswitchedhisfocustocreatingaChinese-languagesearchengineandportalwebsite.HenamedhisnewcompanySohoo,anot-so-subtlemashupoftheChinesewordfor“search”(sou)andthecompany’sAmericanrolemodel.Hesoonswitchedthespellingto“Sohu”todownplaytheconnection,butthiskindofimitationwasseenasmoreflatterythanthreattotheAmericanwebjuggernaut.Atthetime,SiliconValleysawtheChineseinternetasanovelty,aninterestinglittleexperimentinatechnologicallybackwardcountry.
BearinmindthatthiswasanerawhencopyingfueledmanypartsoftheChineseeconomy.Factoriesinthesouthernpartofthecountrycrankedoutknockoffluxurybags.ChinesecarmanufacturerscreatedsuchcloseduplicatesofforeignmodelsthatsomedealershipsgavecustomerstheoptionofremovingtheChinesecompany’slogoandreplacingitwiththelogoofthemoreprestigiousforeignbrand.TherewasevenaknockoffDisneyland,acreepyamusementparkontheoutskirtsofBeijingwhereemployeesinreplicaMickeyandMinnieMousesuitshuggedChinesechildren.Atthepark’sentrancehungasign:“Disneylandistoofar,pleasecometoShijingshan!”WhileChina’senterprisingamusementparkoperatorsborrowedunabashedlyfromDisney,WangXingwashardatworkcopyingFacebookandthenTwitter.
WhileleadingGoogleChina,Iexperiencedfirsthandthedangerthattheseclonesposedtobrandimage.Beginningin2005,IthrewmyselfintobuildingupourChinesesearchengineandthetrustofChineseusers.ButontheeveningofDecember11,2008,amajorChineseTVstationdedicatedasix-
minutesegmentofitsnationalnewsbroadcasttoadevastatingexposéonGoogleChina.TheprogramshoweduserssearchingGoogle’sChinesesiteformedicalinformationbeingservedupadswithlinkstofakemedicaltreatments.Thecamerazoomedintightonthecomputerscreen,whereGoogle’sChineselogohoveredominouslyabovedangerousscamsandphonyprescription-drugservices.
GoogleChinawasthrownintoafull-oncrisisofpublictrust.Afterwatchingthefootage,Iracedtomycomputertoconductthesamesearchesbutcuriouslycouldnotconjureuptheresultsfeaturedontheprogram.Ichangedaroundthewordsandtweakedmysettingsbutstillcouldn’tnavigateto—andthensubsequentlyremove—theoffendingads.Atthesametime,IwasimmediatelyfloodedwithmessagesfromreportersdemandinganexplanationastoGoogleChina’smisleadingadvertising,butIcouldonlygivewhatprobablysoundedlikeaweakexcuse:Googleworksquicklytoremoveanyproblematicadvertisements,buttheprocessisn’tinstantaneous,andoccasionallyoffendingadsmayliveonlineforafewhours.
Thestormcontinuedtorageon,allwhileourteamkeptfailingtofindorlocatetheoffendingadsfromthetelevisionprogram.LaterthatnightIreceivedanexcitedemailfromoneofourengineers.Hehadfiguredoutwhywecouldn’treproducetheresults:becausethesearchengineshownontheprogramwasn’tGoogle.ItwasaChinesecopycatsearchenginethathadmadeaperfectcopyofGoogle—thelayout,thefonts,thefeel—almostdowntothepixel.Thesite’ssearchresultsandadsweretheirownbuthadbeenpackagedonlinetobeindistinguishablefromGoogleChina.Theengineerhadnoticedjustonetinydifference,aslightvariationinthecolorofonefontused.TheimpersonatorshaddonesuchagoodjobthatallbutoneofGoogleChina’ssevenhundredemployeeswatchingonscreenhadfailedtotellthemapart.
Theprecisioncopyingextendedeventothemostelegantandcutting-edgehardware.WhenSteveJobslaunchedtheoriginaliPhone,hehadonlyafewmonths’leadtimebeforeelectronicsmarketsthroughoutChinawereselling“mini-iPhones.”Thefun-sizereplicaslookedalmostexactlyliketherealthingbutwereabouthalfthesizeandfitsquarelyinthepalmofyourhand.Theyalsocompletelylackedtheabilitytoaccesstheinternetviathephone’sdataplan,makingthemthedumbest“smartphone”onthemarket.
AmericanvisitorstoBeijingwouldclamortogettheirhandsonthemini-iPhones,thinkingthemagreatjokegiftforfriendsbackhome.TothosesteepedintheinnovationmythologyofSiliconValley,themini-iPhonesweretheperfectmetaphorforChinesetechnologyduringthecopycatera:ashinyexteriorthathadbeencopiedfromAmericabutahollowshellthatheld
nothinginnovativeorevenfunctional.TheprevailingAmericanattitudewasthatpeoplelikeWangXingcouldcopythelookandfeelofFacebook,butthattheChinesewouldneveraccessthemysteriousmagicofinnovationthatdroveaplacelikeSiliconValley.
BUILDINGBLOCKSANDSTUMBLINGBLOCKS
SiliconValleyinvestorstakeasanarticleoffaiththatapureinnovationmentalityisthefoundationonwhichcompanieslikeGoogle,Facebook,Amazon,andApplearebuilt.Itwasanirrepressibleimpulseto“thinkdifferent”thatdrovepeoplelikeSteveJobs,MarkZuckerberg,andJeffBezostocreatethesecompaniesthatwouldchangetheworld.Inthatschoolofthought,China’sknockoffclockmakerswereheadeddownadead-endroad.Acopycatmentalityisacorestumblingblockonthepathtotrueinnovation.Byblindlyimitatingothers—orsothetheorygoes—youstuntyourownimaginationandkillthechancesofcreatinganoriginalandinnovativeproduct.
ButIsawearlycopycatslikeWangXing’sTwitterknockoffnotasstumblingblocksbutasbuildingblocks.Thatfirstactofcopyingdidn’tturnintoananti-innovationmentalitythatitscreatorcouldnevershake.Itwasanecessarysteppingstoneonthewaytomoreoriginalandlocallytailoredtechnologyproducts.
Theengineeringknow-howanddesignsensibilityneededtocreateaworld-classtechnologyproductdon’tjustappearoutofnowhere.IntheUnitedStates,universities,companies,andengineershavebeencultivatingandpassingdowntheseskillsetsforgenerations.Eachgenerationhasitsbreakoutcompaniesorproducts,buttheseinnovationsrestonafoundationofeducation,mentorship,internships,andinspiration.
Chinahadnosuchluxury.WhenBillGatesfoundedMicrosoftin1975,ChinawasstillinthethroesoftheCulturalRevolution,atimeofmassivesocialupheavalandanti-intellectualfever.WhenSergeiBrinandLarryPagefoundedGooglein1998,just0.2percentoftheChinesepopulationwasconnectedtotheinternet,comparedwith30percentintheUnitedStates.EarlyChinesetechentrepreneurslookingformentorsormodelcompanieswithintheirowncountrysimplycouldn’tfindthem.Soinsteadtheylookedabroadandcopiedthemasbesttheycould.
Itwasacrudeprocesstobesure,andsometimesanembarrassingone.Butittaughtthesecopycatsthebasicsofuserinterfacedesign,website
architecture,andback-endsoftwaredevelopment.Astheirclone-likeproductswentlive,thesemarket-drivenentrepreneurswereforcedtograpplewithusersatisfactionanditerativeproductdevelopment.Iftheywantedtowinthemarket,theyhadtobeatnotjusttheirSiliconValleyinspirationbutalsodrovesofsimilarcopycats.Theylearnedwhatworkedandwhatdidn’twithChineseusers.Theybegantoiterate,improve,andlocalizetheproducttobetterservetheircustomers.
Andthosecustomershaduniquehabitsandpreferences,waysofusingsoftwarethatdidn’tmapneatlyontoSiliconValley’sglobalone-size-fits-allproductmodel.CompanieslikeGoogleandFacebookareoftenloathtoallowlocalchangestotheircoreproductsorbusinessmodels.Theytendtobelieveinbuildingonethingandbuildingitwell.It’sanapproachthathelpedthemrapidlysweeptheglobeintheearlydaysoftheinternet,whenmostcountrieslaggedsofarbehindintechnologythattheycouldn’tofferanylocalizedalternatives.Butastechnicalknow-howhasdiffusedaroundtheglobe,itisbecominghardertoforcepeopleofallcountriesandculturesintoacookie-cuttermoldthatwasoftenbuiltinAmericaforAmericans.
Asaresult,whenChinesecopycatswenthead-to-headwiththeirSiliconValleyforefathers,theytookthatAmericanunwillingnesstoadaptandweaponizedit.EverydivergencebetweenChineseuserpreferencesandaglobalproductbecameanopeningthatlocalcompetitorscouldattack.Theybegantailoringtheirproductsandbusinessmodelstolocalneeds,anddrivingawedgebetweenChineseinternetusersandSiliconValley.
“FREEISNOTABUSINESSMODEL”
JackMamadeanartofthesekindsofattacksintheearlydaysoftheChinesee-commercecompanyAlibaba.Mafoundedhiscompanyin1999,andforthefirstcoupleofyearsofoperationhismaincompetitorswereotherlocalChinesecompanies.Butin2002,eBayenteredtheChinesemarket.Atthattime,eBaywasthebiggeste-commercecompanyintheworldandadarlingofbothSiliconValleyandWallStreet.Alibaba’sonlinemarketplacewasderidedasanotherChinesecopycatwithnorighttobeinthesameroomasthebigdogsofSiliconValley.AndsoMalaunchedafive-yearguerrillawaragainsteBay,turningtheforeigncompany’ssizeagainstitandrelentlesslypunishingtheinvaderforfailingtoadapttolocalconditions.
WheneBayenteredtheChinesemarketin2002,theydidsobybuyingtheleadingChineseonlineauctionsite—notAlibababutaneBayimpersonatorcalledEachNet.Themarriagecreatedtheultimatepowercouple:thetopglobale-commercesiteandChina’snumberoneknockoff.eBayproceededto
stripawaytheChinesecompany’suserinterface,rebuildingthesiteineBay’sglobalproductimage.CompanyleadershipbroughtininternationalmanagersforthenewChinaoperations,whodirectedalltrafficthrougheBay’sserversbackintheUnitedStates.Butthenewuserinterfacedidn’tmatchChineseweb-surfinghabits,thenewleadershipdidn’tunderstandChinesedomesticmarkets,andthetrans-Pacificroutingoftrafficslowedpage-loadingtimes.AtonepointanearthquakeunderthePacificOceanseveredkeycablesandknockedthesiteofflineforafewdays.
Meanwhile,AlibabafounderJackMawasbusycopyingeBay’scorefunctionsandadaptingthebusinessmodeltoChineserealities.Hebeganbycreatinganauction-styleplatform,Taobao,todirectlycompetewitheBay’scorebusiness.Fromthere,Ma’steamcontinuallytweakedTaobao’sfunctionsandtackedonfeaturestomeetuniqueChineseneeds.Hisstrongestlocalizationplayswereinpaymentandrevenuemodels.Toovercomeadeficitofusertrustinonlinepurchases,MacreatedAlipay,apaymenttoolthatwouldholdmoneyfrompurchasesinescrowuntilthebuyerconfirmedthereceiptofgoods.Taobaoalsoaddedinstantmessagingfunctionstoallowbuyersandsellerstocommunicateontheplatforminrealtime.ThesebusinessinnovationshelpedTaobaoclawawaymarketsharefromeBay,whoseglobalproductmentalityanddeepcentralizationofdecision-makingpowerinSiliconValleymadeitslowtoreactandaddfeatures.
ButMa’sgreatestweaponwashisdeploymentofa“freemium”revenuemodel,thepracticeofkeepingbasicfunctionsfreewhilechargingforpremiumservices.Atthetime,eBaychargedsellersafeejusttolisttheirproducts,anotherfeewhentheproductsweresold,andafinalfeeifeBay-ownedPayPalwasusedforpayment.Conventionalwisdomheldthatauctionsitesore-commercemarketplacesitesneededtodothisinordertoguaranteesteadyrevenuestreams.
ButascompetitionwitheBayheatedup,Madevelopedanewapproach:hepledgedtomakealllistingsandtransactionsonTaobaofreeforthenextthreeyears,apromisehesoonextendedindefinitely.ItwasaningeniousPRmoveandasavvybusinessplay.Intheshortterm,itwongoodwillfromChinesesellersstillleeryofinternettransactions.AllowingthemtolistforfreehelpedMabuildathrivingmarketplaceinalow-trustsociety.Ittookyearstogetthere,butinthelongterm,thatmarketplacegrewsolargethatinordertogettheirproductsnoticed,powersellershadtopayMaforadvertisementsandhighersearchrankings.BrandswouldenduppayingevenlargerpremiumstolistonTaobao’smorehigh-endsistersite,Tmall.
eBaybungleditsresponse.Inacondescendingpressrelease,thecompanylecturedMa,claiming“freeisnotabusinessmodel.”AsaNasdaq-listed
publiccompany,eBaywasunderpressuretoshowever-risingrevenuesandprofits.Americanpubliccompaniestendtotreatinternationalmarketsascashcows,sourcesofbonusrevenuetowhichtheyareentitledbyvirtueofwinningathome.SiliconValley’sricheste-commercecompanywasn’tabouttomakeanexceptiontoitsglobalmodeltomatchthewildpronouncementsofapeskyChinesecopycat.
ThatkindofshortsightedstubbornnesssealedeBay’sfateinChina.TaobaorapidlypeeledawayusersandsellersfromtheAmericanjuggernaut.WitheBay’smarketshareinfreefall,eBayCEOMegWhitmanbrieflyrelocatedtoChinatotryandsalvagetheoperationsthere.Whenthatdidn’twork,sheinvitedMatoSiliconValleytotryandbrokeradeal.ButMasmelledbloodinthewater,andhewantedtotalvictory.Withinayear,eBayfullyretreatedfromtheChinesemarket.
THEYELLOWPAGESVERSUSTHEBAZAAR
IwitnessedthissamedisconnectbetweenglobalproductsandlocaluserswhileleadingGoogleChina.Asanextensionofperhapstheworld’smostprestigiousinternetcompany,weshouldhavehadamajorbrandadvantage.ButthatlinkagebacktoheadquartersinSiliconValleyturnedintoabigstumblingblockwhenitcametoadaptingproductstowiderChineseaudiences.WhenIlaunchedGoogleChinain2005,ourmaincompetitorwastheChinesesearchengineBaidu.ThewebsitewasthecreationofRobinLi,aChinese-bornexpertinsearchengineswhohadexperienceworkinginSiliconValley.Baidu’scorefunctionsandminimalistdesignmimickedGoogle,butLirelentlesslyoptimizedthesiteforthesearchhabitsofChineseusers.
Thosedivergenthabitswerestarkestinthewaysusersinteractedwithapageofsearchresults.Withinfocusgroups,wewereabletotrackauser’seyemovementsandclicksacrossagivenpageofsearchresults.Weusedthatdatatocreateheatmapsofactivityonthepage:greenhighlightsshowedwheretheuserhadglanced,yellowhighlightswheretheyhadstaredintently,andreddotsmarkedeachoftheirclicks.ComparingheatmapsgeneratedbyAmericanandChineseusersmakesforastrikingcontrast.
TheAmericanusers’mapsshowatightclusteringofgreenandyellowintheupperleftcornerwherethetopsearchresultsappeared,withacoupleofreddotsforclicksonthetoptworesults.Americanusersremainonthepageforaroundtensecondsbeforenavigatingaway.Incontrast,Chineseusers’heatmapslooklikeahotmess.Theupperleftcornerhasthegreatestclusterofglancesandclicks,buttherestofthepageisblanketedinsmudgesofgreenandspecksofred.Chineseusersspentbetweenthirtyandsixtyseconds
onthesearchpage,theireyesdartingaroundalmostalltheresultsastheyclickedpromiscuously.
Eye-trackingmapsrevealedadeepertruthaboutthewaybothsetsofusersapproachedsearch.AmericanstreatedsearchenginesliketheYellowPages,atoolforsimplyfindingaspecificpieceofinformation.Chineseuserstreatedsearchengineslikeashoppingmall,aplacetocheckoutavarietyofgoods,tryeachoneon,andeventuallypickafewthingstobuy.FortensofmillionsofChinesenewtotheinternet,thiswastheirfirstexposuretosuchavarietyofinformation,andtheywantedtosampleitall.
ThatstrikinglyfundamentaldifferenceinuserattitudesshouldhaveledtoanumberofproductmodificationsforChineseusers.OnGoogle’sglobalsearchplatform,whenusersclickedonasearchresult’slink,itwouldnavigatethemawayfromthesearchresultspage.ThatmeantwewereforcingChinese“shoppers”topickoneitemforpurchaseandthen,ineffect,kickingthemoutofthemall.Baidu,bycontrast,openedanewbrowserwindowfortheuserforeachlinkclicked.Thatletuserstryonvarioussearchresultswithouthavingto“leavethemall.”
Givenclearevidenceofdifferentuserneeds,IrecommendedGooglemakeanexceptionandcopytheBaidumodelofopeningdifferentwindowsforeachclick.Butthecompanyhadalengthyreviewprocessforanychangestocoreproductsbecausethosechanges“forked”thecodeandmadeitmoredifficulttomaintain.GoogleandotherSiliconValleycompaniestriedhardtoavoidthat,believingthattheelegantproductscomingoutoftheSiliconValleyheadquartersshouldbegoodenoughforusersaroundtheglobe.Ifoughtformonthstogetthischangemadeandeventuallyprevailed,butinthemeantimeBaiduhadwonovermoreuserswithitsChina-centricproductoffering.
BattleslikethiswererepeatedcontinuouslyovermyfouryearswithGoogle.InfairnesstoGoogle,headquartersgaveusmorelatitudethanmostSiliconValleycompaniesgivetotheirChinabranches,andweusedthatleveragetodevelopmanylocallyoptimizedfeatures,whichwonbacksubstantialmarketshareGooglehadlostinpreviousyears.Butheadquarters’resistancetoforkingmadeeachnewfeatureanuphillbattle,onethatslowedusupandworeusdown.Tiredoffightingwiththeirowncompany,manyemployeesleftoutoffrustration.
WHYSILICONVALLEYGIANTSFAILINCHINA
AsasuccessionofAmericanjuggernauts—eBay,Google,Uber,Airbnb,LinkedIn,Amazon—triedandfailedtowintheChinesemarket,WesternanalystswerequicktochalkuptheirfailurestoChinesegovernmentcontrols.TheyassumedthattheonlyreasonChinesecompaniessurvivedwasduetogovernmentprotectionismthathobbledtheirAmericanopponents.
InmyyearsofexperienceworkingforthoseAmericancompaniesandnowinvestingintheirChinesecompetitors,I’vefoundSiliconValley’sapproachtoChinatobeafarmoreimportantreasonfortheirfailure.AmericancompaniestreatChinalikejustanyothermarkettocheckofftheirgloballist.Theydon’tinvesttheresources,havethepatience,orgivetheirChineseteamstheflexibilityneededtocompetewithChina’sworld-classentrepreneurs.TheyseetheprimaryjobinChinaasmarketingtheirexistingproductstoChineseusers.Inreality,theyneedtoputinrealworktailoringtheirproductsforChineseusersorbuildingnewproductsfromthegrounduptomeetmarketdemands.Resistancetolocalizationslowsdownproductiterationandmakeslocalteamsfeellikecogsinaclunkymachine.
SiliconValleycompaniesalsoloseoutontoptalent.WithsomuchopportunitynowforgrowthwithinChinesestartups,themostambitiousyoungpeoplejoinorstartlocalcompanies.TheyknowthatiftheyjointheChineseteamofanAmericancompany,thatcompany’smanagementwillforeverseethemas“localhires,”workerswhoseutilityislimitedtotheircountryofbirth.They’llneverbegivenachancetoclimbthehierarchyattheSiliconValleyheadquarters,insteadbumpingupagainsttheceilingofa“countrymanager”forChina.Themostambitiousyoungpeople—theoneswhowanttomakeaglobalimpact—chafeatthoserestrictions,choosingtostarttheirowncompaniesortoclimbtheranksatoneofChina’stechjuggernauts.Foreignfirmsareoftenleftwithmild-manneredmanagersorcareersalespeoplehelicopteredinfromothercountries,peoplewhoaremoreconcernedwithprotectingtheirsalaryandstockoptionsthanwithtrulyfightingtowintheChinesemarket.PutthoserelativelycautiousmanagersupagainstgladiatorialentrepreneurswhocuttheirteethinChina’scompetitivecoliseum,andit’salwaysthegladiatorswhowillemergevictorious.
WhileforeignanalystscontinuedtoharponthequestionofwhyAmericancompaniescouldn’twininChina,Chinesecompanieswerebusybuildingbetterproducts.Weibo,amicro-bloggingplatforminitiallyinspiredbyTwitter,wasfarfastertoexpandmultimediafunctionalityandisnowworthmorethantheAmericancompany.Didi,theride-hailingcompanythatdukeditoutwithUber,dramaticallyexpandeditsproductofferingsandgivesmorerideseachdayinChinathanUberdoesacrosstheentireworld.Toutiao,aChinesenewsplatformoftenlikenedtoBuzzFeed,usesadvancedmachine-
learningalgorithmstotailoritscontentforeachuser,boostingitsvaluationmanymultiplesabovetheAmericanwebsite.Dismissingthesecompaniesascopycatsrelyingongovernmentprotectioninordertosucceedblindsanalyststoworld-classinnovationthatishappeningelsewhere.
ButthematurationofChina’sentrepreneurialecosystemwasaboutfarmorethancompetitionwithAmericangiants.AftercompanieslikeAlibaba,Baidu,andTencenthadprovenhowlucrativeChina’sinternetmarketscouldbe,newwavesofventurecapitalandtalentbegantopourintotheindustry.Marketswereheatingup,andthenumberofChinesestartupswasgrowingexponentially.Thesestartupsmayhavetakeninspirationfromacrosstheocean,buttheirrealcompetitorswereotherdomesticcompanies,andtheclashesweretakingonalltheintensityofasiblingrivalry.
BattleswithSiliconValleymayhavecreatedsomeofChina’shomegrowninternetGoliaths,butitwascutthroatChinesedomesticcompetitionthatforgedagenerationofgladiatorentrepreneurs.
ALLISFAIRINSTARTUPSANDWAR
ZhouHongyiisthekindofguywholikestoposeforpictureswithheavyartillery.His12millionsocialmediafollowersareregularlytreatedtopicturesofZhouposingnexttocannonsorimpalingcellphoneswithahigh-poweredbowandarrow.Foryears,onewallofhisofficewasadornedentirelywiththeshot-upsheetsofpaperusedforhandguntargetpractice.WhenhisPRteamsubmitsastockphototomediaoutlets,it’ssometimesapictureofZhoudressedinarmyfatigues,smokerisinginthebackgroundandamachinegunleaningbyhisside.
HeisalsothefieryfounderofsomeofChina’smostsuccessfulearlyinternetcompanies.Zhou’sfirststartupsoldtoYahoo!,whichpickedZhoutoheadupChinaoperations.ClashingendlesslywiththeSiliconValleyleadership,Zhouisrumoredtohaveoncethrownachairoutanofficewindowduringashoutingmatch.WhenIledGoogleChina,IwouldinviteZhoutospeaktoourleadershipteamabouttheuniquecharacteristicsoftheChinesemarket.HetooktheopportunitytoberatetheAmericanexecutives,tellingthemtheywerenaiveandknewnothingaboutwhatittooktocompeteinChina.Theywould,hesaid,bebetteroffjusthandingovercontroltoabattle-hardenedwarriorlikehim.HelaterfoundedChina’sleadingwebsecuritysoftware,Qihoo360(pronounced“chee-who”),andlaunchedabrowserwhoselogowasanexactcopyofInternetExplorer’sbutdoneingreen.
ZhouembodiesthegladiatorialmentalityofChineseinternetentrepreneurs.Inhisworld,competitioniswarandhewillstopatnothingtowin.InSiliconValley,histacticswouldguaranteesocialostracism,antimonopolyinvestigations,andendless,costlylawsuits.ButintheChinesecoliseum,noneofthesethreecanholdbackcombatants.Theonlyrecoursewhenanopponentstrikesalowblowistolaunchamoredamagingcounterattack,onethatcantaketheformofcopyingproducts,smearingopponents,orevenlegaldetention.Zhoufacedalloftheaboveduringthe“3QWar,”abattlebetweenZhou’sQihooandQQ,themessagingplatformofwebjuggernautTencent.
Iwitnessedthestartofhostilitiesfirsthandoneeveningin2010,whenZhouinvitedmeandemployeesofthenewlyformedSinovationVenturestojoinhisteamatalasertagcourseoutsideofBeijing.Zhouwasinhiselement,shootingupthecompetition,whenhiscellphonerang.Itwasanemployeewithbadnews:TencenthadjustlaunchedacopycatofQihoo360’santivirusproductandwasautomaticallyinstallingitonanycomputerthatusedQQ.TencentwasalreadyapowerfulcompanythatwieldedenormousinfluencethroughitsQQuserbase.ThiswasadirectchallengetoQihoo’scorebusiness,amatterofcorporatelifeordeathinZhou’smind,ashewroteinhisautobiography,Disruptor.Heimmediatelycalledtogetherhisteamatthelasertagplace,andtheyracedbacktotheirheadquarterstoformulateacounterattack.
Overthenexttwomonths,ZhoupulledouteverydirtyanddesperatetrickhecouldthinkoftobeatbackTencent.Qihoofirstcreatedapopularnew“privacyprotection”softwarethatissueddiresafetywarningseverytimeaTencentproductwasopened.Thewarningswereoftennotbasedonanyrealsecurityvulnerability,butitwasaneffectivesmearcampaignagainstthestrongercompany.Qihoothenreleasedapieceof“security”softwarethatcouldfilteralladswithinQQ,effectivelykillingtheproduct’smainrevenuestream.Soonthereafter,Zhouwasonhiswaytoworkwhenhegotaphonecall:overthirtypoliceofficershadraidedtheQihooofficesandwerewaitingtheretodetainZhouaspartofaninvestigation.ConvincedtheraidwasorchestratedbyTencent,ZhoudrovestraighttotheairportandfledtoHongKongtoformulatehisnextmove.
Finally,Tencenttookthenuclearoption:onNovember3,2010,TencentannouncedthatitwouldblocktheuseofQQmessagingonanycomputerthathadQihoo360,forcinguserstochoosebetweenthetwoproducts.ItwastheequivalentofFacebooktellingusersitwouldblockFacebookaccessforanyoneusingGoogleChrome.Thecompanieswerewagingtotalwaragainsteachother,withChineseusers’computersasthebattleground.Qihooappealedtousersforathree-day“QQstrike,”andthegovernmentfinally
steppedintoseparatethebloodiedcombatants.WithinaweekbothQQandQihoo360hadreturnedtonormalfunctioning,butthescarsfromthesekindsofbattleslingeredwiththeentrepreneursandcompanies.
ZhouHongyiwasoneofthemostpugnaciousoftheseentrepreneurs,butdirtytricksandanticompetitivebehaviorwerethenormintheindustry.RememberWangXing’sFacebookcopycat,Xiaonei?Afterhesolditin2006,thesitereemergedasRenren(“Everyone”)andbecamethedominantFacebook-esquesocialnetwork.Butby2008,RenrenfacedascrappychallengerinKaixin001(kaixinmeans“happy”inMandarin).ThestartupgainedtractionbyinitiallytargetingyoungurbanitesinsteadofthecollegestudentsalreadyonRenren.Kaixin001integratedsocialnetworkingandgamingwithproductslike“StealVegetables,”aFarmvilleknockoff,butonewherepeoplewererewardednotforcooperativelyfarmingbutforstealingfromeachother’sgardens.Thestartupquicklybecamethefastestgrowingsocialnetworkaround.
Kaixin001wasasolidproduct,butitsfounderwasnogladiator.Whenhecreatedthenetwork,theURLthathewantedtouse—kaixin.com—wasalreadytaken,andhedidn’twant(orpossiblycouldn’tafford)tobuyitfromitsowner.Soinsteadheoptedforkaixin001.com,whichturnedouttobeafatalmistake,equivalenttoenteringthecoliseumwithoutahelmet.
ThemomentKaixin001becameathreat,theownerofRenrensimplyboughttheoriginalwww.kaixin.comURLfromitsowner.HethenrecreatedanexactcopyofKaixin001’suserinterface,changingonlythecolor,andbrazenlydubbedit“TheRealKaixinNet.”Suddenly,manyuserstryingtosignupforthepopularnewsocialnetworkfoundthemselvesunwittinglyensnaredinRenren’snet.Fewevenknewthedifference.RenrenlaterannounceditwouldmergeKaixin.comwithRenren,effectivelycompletingitskidnappingofKaixin001users.ThemovekneecappedKaixin001’susergrowth,killeditsmomentum,andneutralizedamajorthreattoRenren’sdominance.
Kaixin001sueditsunsavoryrival,butthelawsuitcouldn’tundothedamagefromlivecombat.InApril2011,eighteenmonthsafterthelawsuitwasfiled,aBeijingcourtorderedRenrentopay$60,000toKaixin001,buttheonce-promisingchallengerwasnowashadowofitsformerself.Onemonthafterthat,RenrenwentpublicontheNewYorkStockExchange,raising$740million.
Thelessonslearnedinthecoliseumwereclear:killorbekilled.Anycompanythatcan’tfullyinsulateitselffromcompetitors—onatechnical,business,orevenpersonnellevel—isatargetforattack.Tothewinnergothespoils,andthosespoilscanamounttobillionsofdollars.
It’saculturalsystemthatalsoinspiresatrulymaniacalworkethic.SiliconValleypridesitselfonlongworkhours,anarrangementmademoretolerablebyfreemeals,on-sitegyms,andbeerontap.ButcomparedwithChina’sstartupscene,thevalley’scompanieslooklethargicanditsengineerslazy.AndrewNg,thedeep-learningpioneerwhofoundedtheGoogleBrainprojectandledAIeffortsatBaidu,comparedthetwoenvironmentsduringaSinovationeventinMenloPark:
ThepaceisincredibleinChina.WhileIwasleadingteamsinChina,I’djustcallameetingonaSaturdayorSunday,orwheneverIfeltlikeit,andeveryoneshowedupandthere’dbenocomplaining.IfIsentatextmessageat7:00PMoverdinnerandtheyhaven’trespondedby8:00PM,Iwouldwonderwhat’sgoingon.It’sjustaconstantpaceofdecision-making.Themarketdoessomething,soyoubetterreact.That,Ithink,hasmadetheChinaecosystemincredibleatfiguringoutinnovations,howtotakethingstomarket....IwasintheUSworkingwithavendor.Iwon’tuseanynames,butavendorIwasworkingwithactuallycalledmeuponedayandtheysaid,“Andrew,weareinSiliconValley.You’vegottostoptreatinguslikeyou’reinChina,becausewejustcan’tdeliverthingsatthepaceyouexpect.”
THELEANGLADIATOR
ButthecopycaterataughtChinesetechnologyentrepreneursmorethanjustdirtytricksandinsaneschedules.Thehighfinancialstakes,propensityforimitation,andmarket-drivenmentalityalsoendedupincubatingcompaniesthatembodiedthe“leanstartup”methodology.
ThatmethodologywasfirstexplicitlyformulatedinSiliconValleyandpopularizedbythe2011bookTheLeanStartup.Coretoitsphilosophyistheideathatfoundersdon’tknowwhatproductthemarketneeds—themarketknowswhatproductthemarketneeds.Insteadofspendingyearsandmillionsofdollarssecretlycreatingtheirideaoftheperfectproduct,startupsshouldmovequicklytoreleasea“minimumviableproduct”thatcanteaseoutmarketdemandfordifferentfunctions.Internet-basedstartupscanthenreceiveinstantfeedbackbasedoncustomeractivity,lettingthemimmediatelybeginiteratingontheproduct:discardunusedfeatures,tackonnewfunctions,andconstantlytestthewatersofmarketdemand.Leanstartupsmustsensethesubtleshiftsinconsumerbehaviorandthenrelentlesslytinkerwithproductstomeetthatdemand.Theymustbewillingtoabandonproductsorbusinesses
whentheydon’tproveprofitable,pivotingandredeployingtofollowthemoney.
By2011,“lean”wasonthelipsofentrepreneursandinvestorsthroughoutSiliconValley.Conferencesandkeynotespeechespreachedthegospelofleanentrepreneurship,butitwasn’talwaysanaturalfitforthemission-drivenstartupsthatSiliconValleyfosters.A“mission”makesforastrongnarrativewhenpitchingtomediaorventure-capitalfirms,butitcanalsobecomearealburdeninarapidlychangingmarket.Whatdoesafounderdowhenthere’sadivergencebetweenwhatthemarketdemandsandwhatamissiondictates?
China’smarket-drivenentrepreneursfacednosuchdilemma.Unencumberedbyloftymissionstatementsor“corevalues,”theyhadnoproblemfollowingtrendsinuseractivitywhereverittooktheircompanies.Thosetrendsoftenledthemintoindustriescrowdedwithhundredsofnear-identicalcopycatsvyingforthehotmarketoftheyear.AsTaobaodidtoeBay,theseimpersonatorsundercutanyattempttochargeusersbyofferingtheirownproductsforfree.Thesheerdensityofcompetitionandwillingnesstodrivepricesdowntozeroforcedcompaniestoiterate:totweaktheirproductsandinventnewmonetizationmodels,buildingrobustbusinesseswithhighwallsthattheircopycatcompetitorscouldn’tscale.
Inamarketwherecopyingwasthenorm,theseentrepreneurswereforcedtoworkharderandexecutebetterthantheiropponents.SiliconValleypridesitselfonitsaversiontocopying,butthisoftenleadstocomplacency.Thefirstmoverissimplycededanewmarketbecauseothersdon’twanttobeseenasunoriginal.Chineseentrepreneurshavenosuchluxury.Iftheysucceedinbuildingaproductthatpeoplewant,theydon’tgettodeclarevictory.Theyhavetodeclarewar.
WANGXING’SREVENGE
TheWarofaThousandGrouponscrystallizedthisphenomenon.Soonafteritslaunchin2008,GrouponbecamethedarlingoftheAmericanstartupworld.Thepremisewassimple:offercouponsthatworkedonlyifasufficientnumberofbuyersusedthem.Thebuyersgotadiscountandthesellersgotguaranteedbulksales.Itwasahitinpost-financial-crisisAmerica,andGroupon’svaluationskyrocketedtoover$1billioninjustsixteenmonths,thefastestpaceinhistory.
Theconceptseemedtailor-madeforChina,whereshoppersobsessoverdiscountsandbargainingisanartform.EntrepreneursinChinalookingforthenextpromisingmarketquicklypiledintogroupbuying,startinglocal
platformsbasedonGroupon’s“DealoftheDay”model.Majorinternetportalslaunchedtheirowngroup-buyingdivisions,anddozensofnewstartupsenteredthefray.Yetwhatbeganasdozenssoonballoonedintohundredsandthenthousandsofcopycatcompetitors.BythetimeofGroupon’sinitialpublicofferingin2011—thelargestIPOsinceGoogle’sin2004—Chinawashometooverfivethousanddifferentgroup-buyingcompanies.
Tooutsidersthislookedlikeajoke.Itwasacaricatureofaninternetecosystemthatwasshamelessinitscopyinganddevoidofanyoriginalideas.Andvastswathsofthosefivethousandcopycatswerelaughable,theproductofambitiousbutcluelessentrepreneurswithnoprospectsforsurvivingtheensuingbloodletting.
Butatthebottomofthatdogpile,atthecenterofthisroyalrumble,wasWangXing.Intheprevioussevenyears,hehadcopiedthreeAmericantechnologyproducts,builttwocompanies,andsharpenedtheskillsneededtosurviveinthecoliseum.WanghadturnedfromageekyengineerwhoclonedAmericanwebsitesintoaserialentrepreneurwithakeensensefortechnologyproducts,businessmodels,andgladiatorialcompetition.
HeputallthoseskillstoworkduringtheWarofaThousandGroupons.HefoundedMeituan(“BeautifulGroup”)inearly2010andbroughtonbattle-hardenedveteransofhispreviousFacebookandTwitterclonestoleadthecharge.Hedidn’trepeatthepixel-for-pixelcopyingofhisFacebookandTwittersites,insteadbuildingauserinterfacethatbettermatchedChineseusers’preferencefordenselypackedinterfaces.
WhenMeituanlaunched,thebattlewasjustheatingup,withcompetitorsblowingthroughhundredsofmillionsofdollarsinofflineadvertising.Thegoinglogicwentthatinordertostandoutfromtheherd,acompanyhadtoraiselotsofmoneyandspendittowinovercustomersthroughadvertisingandsubsidies.Thathighmarketsharecouldthenbeusedtoraisemoremoneyandrepeatthecycle.Withovereagerinvestorsfundingthousandsofnear-identicalcompanies,Chineseurbanitestookadvantageoftheabsurddiscountstoeatoutindroves.ItwasasifChina’sventure-capitalcommunityweretreatingtheentirecountrytodinner.
ButWangwasawareofthedangersofburningcash—that’showhe’dlostXiaonei,hisFacebookcopy—andheforesawthedangeroftryingtobuylong-termcustomerloyaltywithshort-termbargains.Ifyouonlycompetedonsubsidies,customerswouldendlesslyjumpfromplatformtoplatforminsearchofthebestdeal.Letthecompetitorsspendthemoneyonsubsidizingmealsandeducatingthemarket—hewouldreaptheharvestthattheysowed.SoWangfocusedonkeepingcostsdownwhileiteratinghisproduct.Meituan
eschewedallofflineadvertising,insteadpouringresourcesintotweakingproducts,bringingdownthecostofuseracquisitionandretention,andoptimizingacomplexbackend.Thatbackendincludedprocessingpaymentscominginfrommillionsofcustomersandgoingouttotensofthousandsofsellers.ItwasadauntingengineeringchallengeforwhichWang’sdecadeofhands-onexperiencehadpreparedhim.
OneofMeituan’scoredifferentiationswasitsrelationshipwithsellers,acrucialpieceoftheequationoftenoverlookedbystartupsobsessedwithmarketshare.Meituanpioneeredanautomatedpaymentmechanismthatgotmoneyintothehandsofbusinessesquicker,awelcomechangeatatimewhengroup-buyingstartupsweredyingbytheday,stickingrestaurantswithunpaidbills.Stabilityinspiredloyalty,andMeituanleveragedittobuildoutlargernetworksofexclusivepartnerships.
GrouponofficiallyenteredtheChinesemarketinearly2011byforgingajointventurewithTencent.Themarriagebroughttogetherthetopinternationalgroup-buyingcompanywithahomegrowngiantthathadbothlocalexpertiseandamassivesocialmediafootprint.ButtheGroupon-Tencentpartnershipflounderedfromthebeginning.Tencenthadnotyetfiguredouthowtopartnereffectivelywithe-commercecompanies,andthejointventureblindlyappliedGroupon’sstandardplaybookforinternationalexpansion:hiredozensofmanagementconsultantsandusethetempagencyManpowertobuildoutmassive,low-levelsalesteams.Manpowerheadhuntersmadeafortuneonfees,andGroupon’scustomeracquisitioncostsdwarfedthoseoflocalcompetitors.Theforeignjuggernautwasbleedingmoneytooquicklyandoptimizingitsproducttooslowly.ItfadedtoirrelevancewhilethebloodlettingamongChinesestartupscontinued.
Fromtheoutside,thesetypesofventure-fundedbattlesformarketsharelooktobedeterminedsolelybywhocanraisethemostcapitalandthusoutlasttheiropponents.That’shalf-true:whiletheamountofmoneyraisedisimportant,soistheburnrateandthe“stickiness”ofthecustomersboughtthroughsubsidies.Startupslockedinthesebattlesarealmostneverprofitableatthetime,butthecompanythatcandriveitslosses-per-customer-servedtothebareminimumcanoutlastbetter-fundedcompetitors.Oncethebloodshedisoverandpricesbegintorise,thatsameruthlessefficiencywillbeamajorassetontheroadtoprofitability.
AstheWarofaThousandGrouponsprogressed,thecombatantsfoughtforsurvivalindifferentways.Likegladiatorsformingfactionsinthecoliseum,weakerstartupsmergedinhopesofachievingeconomiesofscale.Othersreliedonburstsofhigh-profileadvertisingtobrieflyriseabovethefray.
Meituan,though,heldback,consistentlyrankinginthetoptenbutnotyetpushingtotakethetopspot.
WangXingembodiedaphilosophyofconquesttracingbacktothefourteenth-centuryemperorZhuYuanzhang,theleaderofarebelarmywhooutlasteddozensofcompetingwarlordstofoundtheMingDynasty:“Buildhighwalls,storeupgrain,andbideyourtimebeforeclaimingthethrone.”ForWangXing,venturefundingwashisgrain,asuperiorproductwashiswall,andabillion-dollarmarketwouldbehisthrone.
By2013,thedustbegantosettleonwhathadbeenthewildestwarofcopycatsthecountryhadeverseen.Thevastmajorityofcombatantshadperishedasvictimsofbrutalattacksortheirownmismanagement.Stillstandingwerethreegladiators:Meituan,Dianping,andNuomi.DianpingwasalongstandingYelpcopycatthathadenteredgroupbuying,whileNuomiwasagroup-buyingaffiliatelaunchedbyRenren,theFacebookcopycatthatWangXinghimselfhadfoundedandsoldoff.Thesethreeaccountedformorethan80percentofthemarket,andWang’sMeituanhadgrowntoavaluationof$3billion.AfteryearsspentphotocopyingAmericanwebsites,hehadlearnedthecraftoftheentrepreneurandwonahugechunkofamassivenewmarket.
Butitwasn’tbystickingtogroupbuyingthatMeituanbecamewhatitistoday.Grouponhadlargelystayedwithitsoriginalbusiness,coastingonthenovelideaofdiscountsthroughgroups.By2014,GrouponwastradingatlessthanhalfofitsIPOprice.Todayit’sashellofwhatithadbeen.Bycontrast,WangceaselesslyexpandedMeituan’slinesofbusinessandconstantlyreshapeditscoreproducts.AseachhotnewconsumerwavewashedovertheChineseeconomy—aboomingboxoffice,afood-deliveryexplosion,massivedomestictourism,flourishingonline-to-offlineservices—Wangpivotedandultimatelytransformedhiscompany.Hewasvoraciousinhisappetitefornewmarketsandrelentlessinhisconstantiterationofnewproducts,aprimeexampleofamarket-drivenleanstartup.
MeituanmergedwithrivalDianpinginlate2015,keepingWanginchargeofthenewcompany.By2017thehybridjuggernautwasfielding20milliondifferentordersadayfromapoolof280millionmonthlyactiveusers.MostcustomershadlongforgottenthatMeituanbeganasagroup-buyingsite.Theyknewitforwhatithadbecome:asprawlingconsumerempirecoveringnoodles,movietickets,andhotelbookings.Today,MeituanDianpingisvaluedat$30billion,makingitthefourthmostvaluablestartupintheworld,aheadofAirbnbandElonMusk’sSpaceX.
ENTREPRENEURS,ELECTRICITY,ANDOIL
Wang’sstoryisaboutmorethanjustthecopycatwhomadegood.HistransformationchartstheevolutionofChina’stechnologyecosystem,andthatecosystem’sgreatestasset:itstenaciousentrepreneurs.ThoseentrepreneursarebeatingSiliconValleyjuggernautsattheirowngameandhavelearnedhowtosurviveinthesinglemostcompetitivestartupenvironmentintheworld.TheythenleveragedChina’sinternetrevolutionandmobileinternetexplosiontobreathelifeintothecountry’snewconsumer-driveneconomy.
Butasremarkableastheseaccomplishmentshavebeen,thesechangeswillpaleincomparisontowhattheseentrepreneurswilldowiththepowerofartificialintelligence.ThedawnoftheinternetinChinafunctionedliketheinventionofthetelegraph,shrinkingdistances,speedinginformationflows,andfacilitatingcommerce.ThedawnofAIinChinawillbeliketheharnessingofelectricity:agame-changerthatsuperchargesindustriesacrosstheboard.TheChineseentrepreneurswhosharpenedandhonedtheirskillsinthecoliseumnowseethepowerthatthisnewtechnologyholds,andthey’realreadyseekingoutindustriesandapplicationswheretheycanturnthisenergyintoprofit.
Buttodothattheyneedmorethanjusttheirownstreet-smartbusinesssensibilities.Ifartificialintelligenceisthenewelectricity,bigdataistheoilthatpowersthegenerators.AndasChina’svibrantanduniqueinternetecosystemtookoffafter2012,itturnedintotheworld’stopproducerofthispetroleumfortheageofartificialintelligence.
3★
CHINA’SALTERNATEINTERNETUNIVERSE
GuoHongisastartupfoundertrappedinthebodyofagovernmentofficial.Middle-aged,Guoisalwaysdressedinamodestdarksuitandwearsthickglasses.Whenstandingforofficialphotosatopeningceremonies,helooksnodifferentfromthedozensofotheridenticallydressedBeijingcityofficialswhocomeouttocutribbonsanddeliverspeeches.
Duringthetwodecadesleadingupto2010,Chinawasgovernedbyengineers.Chineseofficialdomwaspackedwithmenwhostudiedthescienceofbuildingphysicalthings,andtheyputthatknowledgetoworktransformingChinafromapooragriculturalsocietyintoacountryofbustlingfactoriesandenormouscities.ButGuorepresentedanewkindofofficialforanewera—oneinwhichChinaneededtobothbuildthingsandcreateideas.
PutGuoaloneinaroomwithotherentrepreneursortechnologistsandhesuddenlycomesalive.Brimmingwithideas,hespeaksquicklyandlistensintently.Hehasavoraciousappetiteforwhat’snextintechnologyandanabilitytoenvisionhowstartupscanharnessthesetrends.Guothinksoutsidetheboxandthentakesactionontheground.Heisthekindoffounderthatventure-capitalinvestorslovetoputtheirmoneybehind.
AllofthesehabitscameinhandywhenGuodecidedtoturnhissliceofBeijingintotheSiliconValleyofChina,ahotbedforindigenousChineseinnovation.Theyearwas2010,andGuowasresponsiblefortheinfluentialZhongguancun(“jong-gwan-soon”)technologyzoneinnorthwestBeijing,anareathathadlongbrandeditselfasChina’sanswertoSiliconValleybuthadnotreallyliveduptothetitle.Zhongguancunwaschock-fullofelectronicsmarketssellinglow-endsmartphonesandpiratedsoftwarebutofferedfewinnovativestartups.Guowantedtochangethat.
Tokick-startthatprocess,hecametoseemeattheofficesofmynewlyfoundedcompany,SinovationVentures.AfterspendingadecaderepresentingthemostpowerfulAmericantechnologycompaniesinChina,inthefallof2009IleftGoogleChinatoestablishSinovation,anearly-stageincubatorandangelinvestmentfundforChinesestartups.ImadethismovebecauseI
sensedanewenergybubblingupintheChinesestartupecosystem.Thecopycaterahadforgedworld-classentrepreneurs,andtheywerejustbeginningtoapplytheirskillstosolvinguniquelyChineseproblems.China’srapidtransitiontothemobileinternetandbustlingurbancenterscreatedanentirelydifferentenvironment,onewhereinnovativeproductsandnewbusinessmodelscouldthrive.Iwantedtobeapartofbothmentoringandfundingthesecompaniesastheycameintotheirown.WhenGuocametovisitSinovation,acoreteamofex-GooglersandIwere
workingoutofasmallofficethatwaslocatednortheastofZhongguancun.WewererecruitingpromisingengineerstojoinourincubatorandlaunchstartupstargetingChina’sfirstwaveofsmartphoneusers.Guowantedtoknowwhathecoulddotosupportthatmission.Itoldhimthatthecostofrentwaseatingabigchunkofthemoneywewantedtopourintofosteringthesestartups.Anyreliefonrentwouldmeanmoremoneyforbuildingproductsandcompanies.Noproblem,hesaid—hewouldmakesomecalls.ThelocalgovernmentcouldlikelycoverourrentforthreeyearsifwerelocatedtotheneighborhoodofZhongguancun.
Thatwasfantasticnewsforourproject,andevenbetter,Guowasjustgettingstarted.Hedidn’twanttoonlythrowmoneyatoneincubator.HewantedtounderstandwhatreallymadeSiliconValleytick.Guobeganpepperingmewithquestionsaboutmytimeinthevalleyduringthe1990s.Iexplainedhowmanyofthearea’searlyentrepreneurswentontobecomeangelinvestorsandmentors,howgeographicproximityandtightlywovensocialnetworksgavebirthtoaself-sustainingventure-capitalecosystemthatmadesmartbetsonbigideas.
Aswetalked,IcouldseeGuo’smindworkinginoverdrive.Hewasabsorbingeverythingandformulatingtheoutlinesofaplan.SiliconValley’secosystemhadtakenshapeorganicallyoverseveraldecades.ButwhatifweinChinacouldspeedupthatprocessbybrute-forcingthegeographicproximity?WecouldpickonestreetinZhongguancun,clearoutalltheoldinhabitants,andopenthespacetokeyplayersinthiskindofecosystem:VCfirms,startups,incubators,andserviceproviders.Healreadyhadanameinmind:ChuangyeDajie—AvenueoftheEntrepreneurs.
Thiskindoftop-downconstructionofaninnovationecosystemrunscountertoSiliconValleyorthodoxy.Inthatworldview,whatreallymakesthevalleyspecialisanabstractculturalzeitgeist,acommitmenttooriginalthinkingandinnovation.It’snotsomethingthatcouldhavebeenbuiltmerelyusingbricksandrentsubsidies.
GuoandIbothsawthevalueinthatetherealsenseofmission,butwealsosawthatChinawasdifferent.IfwewantedtobootstrapthisprocessinChina
today,money,realestate,andgovernmentsupportmattered.Theprocesswouldrequiregettingourhandsdirty,adaptingthevalley’sdisembodiedinnovationethostotheveryphysicalrealitiesofpresent-dayChina.TheresultwouldleveragesomeofthecoremechanismsofSiliconValleybutwouldtaketheChineseinternetinaverydifferentdirection.
Thatecosystemwasbecomingbothindependentandself-sustaining.ChinesefoundersnolongerhadtotailortheirstartuppitchestothetastesofforeignVCs.TheycouldnowbuildChineseproductstosolveChineseproblems.Itwasaseachangethatalteredtheverytextureofthenation’scitiesandsignaledanewerainthedevelopmentoftheChineseinternet.ItalsoledtoanovernightboominproductionofthenaturalresourceoftheAIage.
UNCHARTEDINTERNETTERRITORY
Duringthecopycatera,therelationshipbetweenChinaandSiliconValleywasoneofimitation,competition,andcatch-up.Butaround2013,theChineseinternetchangeddirection.ItnolongerlaggedbehindtheWesterninternetinfunctionality,thoughitalsohadn’tsurpassedSiliconValleyonitsownterms.Instead,itwasmorphingintoanalternateinternetuniverse,aspacewithitsownrawmaterials,planetarysystems,andlawsofphysics.Itwasaplacewheremanyusersaccessedtheinternetonlythroughcheapsmartphones,wheresmartphonesplayedtheroleofcreditcards,andwherepopulation-densecitiescreatedarichlaboratoryforblendingthedigitalandphysicalworlds.
TheChinesetechcompaniesthatruledthisworldhadnoobviouscorollariesinSiliconValley.Simpleshorthandlike“theAmazonofChina”or“theFacebookofChina”nolongermadesensewhendescribingappslikeWeChat—thedominantsocialappinChina,butonethatevolvedintoa“digitalSwissArmyknife”capableoflettingpeoplepayatthegrocerystore,orderahotmeal,andbookadoctor’svisit.
Underneaththistransformationlayseveralkeybuildingblocks:mobile-firstinternetusers,WeChat’sroleasthenationalsuper-app,andmobilepaymentsthattransformedeverysmartphoneintoadigitalwallet.Oncethosepieceswereinplace,Chinesestartupssetoffanexplosionofindigenousinnovation.Theypioneeredonline-to-offlineservicesthatstitchedtheinternetdeepintothefabricoftheChineseeconomy.TheyturnedChinesecitiesintothefirstcashlessenvironmentssincethedaysofthebartereconomy.Andtheyrevolutionizedurbantransportationwithintelligentbike-sharingapplicationsthatcreatedtheworld’slargestinternet-of-thingsnetwork.
Addingfueltothisfirewasanunprecedentedwaveofgovernmentsupportforinnovation.Guo’smissiontobuildtheAvenueoftheEntrepreneurswasjustthefirsttrickleofwhatin2014turnedintoatidalwaveofofficialpoliciespushingtechnologyentrepreneurship.Underthebannerof“MassInnovationandMassEntrepreneurship,”Chinesemayorsfloodedtheircitieswithnewinnovationzones,incubators,andgovernment-backedventure-capitalfunds,manyofthemmodeledonGuo’sworkwiththeAvenueoftheEntrepreneurs.ItwasacampaignthatanalystsintheWestdismissedasinefficientandmisguided,butonethatturbochargedtheevolutionofChina’salternateinternetuniverse.
Thrivinginthisenvironmentrequiredbothengineeringprowessandrawmanpower:armiesofscooter-ridingdeliverymenschleppinghotmealsaroundtown,tensofthousandsofsalesrepsfanningouttopushmobilepaymentsonstreetvendors,andmillionsofsharedbikesloadedontotrucksanddispersedaroundcities.AnexplosionoftheseservicespushedChinesecompaniestorolluptheirsleevesanddothegruntworkofrunninganoperations-heavybusinessintherealworld.
Inmyview,thatwillingnesstogetone’shandsdirtyintherealworldseparatesChinesetechnologycompaniesfromtheirSiliconValleypeers.Americanstartupsliketosticktowhattheyknow:buildingcleandigitalplatformsthatfacilitateinformationexchanges.Thoseplatformscanbeusedbyvendorswhodothelegwork,butthetechcompaniestendtostaydistantandalooffromtheselogisticaldetails.TheyaspiretothemythologysatirizedintheHBOseriesSiliconValley,thatofaskeletoncrewofhackersbuildingabillion-dollarbusinesswithouteverleavingtheirSanFranciscoloft.
Chinesecompaniesdon’thavethiskindofluxury.Surroundedbycompetitorsreadytoreverse-engineertheirdigitalproducts,theymustusetheirscale,spending,andefficiencyatthegruntworkasadifferentiatingfactor.Theyburncashlikecrazyandrelyonarmiesoflow-wagedeliveryworkerstomaketheirbusinessmodelswork.It’sadefiningtraitofChina’salternateinternetuniversethatleavesAmericananalystsentrenchedinSiliconValleyorthodoxyscratchingtheirheads.
THESAUDIARABIAOFDATA
ButthisChinesecommitmenttogruntworkisalsowhatislayingthegroundworkforChineseleadershipintheageofAIimplementation.Byimmersingthemselvesinthemessydetailsoffooddelivery,carrepairs,sharedbikes,andpurchasesatthecornerstore,thesecompaniesareturningChinaintotheSaudiArabiaofdata:acountrythatsuddenlyfindsitselfsitting
atopstockpilesofthekeyresourcethatpowersthistechnologicalera.ChinahasalreadyvaultedfaraheadoftheUnitedStatesastheworld’slargestproducerofdigitaldata,agapthatiswideningbytheday.
AsIcontendedinthefirstchapter,theinventionofdeeplearningmeansthatwearemovingfromtheageofexpertisetotheageofdata.Trainingsuccessfuldeep-learningalgorithmsrequirescomputingpower,technicaltalent,andlotsofdata.Butofthosethree,itisthevolumeofdatathatwillbethemostimportantgoingforward.That’sbecauseoncetechnicaltalentreachesacertainthreshold,itbeginstoshowdiminishingreturns.Beyondthatpoint,datamakesallthedifference.Algorithmstunedbyanaverageengineercanoutperformthosebuiltbytheworld’sleadingexpertsiftheaverageengineerhasaccesstofarmoredata.
ButChina’sdataadvantageextendsfromquantityintoquality.Thecountry’smassivenumberofinternetusers—greaterthantheUnitedStatesandallofEuropecombined—givesitthequantityofdata,butit’sthenwhatthoseusersdoonlinethatgivesitthequality.ThenatureofChina’salternateuniverseofappsmeansthatthedatacollectedwillalsobefarmoreusefulinbuildingAI-drivencompanies.
SiliconValleyjuggernautsareamassingdatafromyouractivityontheirplatforms,butthatdataconcentratesheavilyinyouronlinebehavior,suchassearchesmade,photosuploaded,YouTubevideoswatched,andposts“liked.”Chinesecompaniesareinsteadgatheringdatafromtherealworld:thewhat,when,andwhereofphysicalpurchases,meals,makeovers,andtransportation.Deeplearningcanonlyoptimizewhatitcan“see”bywayofdata,andChina’sphysicallygroundedtechnologyecosystemgivesthesealgorithmsmanymoreeyesintothecontentofourdailylives.AsAIbeginsto“electrify”newindustries,China’sembraceofthemessydetailsoftherealworldwillgiveitanedgeonSiliconValley.
ThissuddendatawindfallforChinawasn’ttheresultofsomemasterplan.WhenGuoHongcametoseemein2010,hecouldn’thavepredictedtheexactshapeChina’salternateuniversewouldtakeorhowmachinelearningwouldsuddenlyturndataintoapreciouscommodity.Buthedidbelievethatgiventherightsetting,funding,andalittleprodding,Chinesestartupscouldcreatesomethingbothtotallyuniqueandveryvaluable.Onthatpoint,Guo’sentrepreneurialinstinctswererightonthemoney.
THEMOBILELEAPFROG
IleftGoogleChinaandfoundedSinovationVenturesafewmonthsbeforeGoogledecidedtopulloutofthemainlandmarket.ThatmovebyGooglewasamajordisappointmenttoourteam,giventheyearsofworkwehadpouredintomakingthecompanycompetitiveinChina.ButthatdeparturealsocreatedanopeningforChinesestartupstobuildanentirelynewsuiteofproductsforthemostexcitingnewtrendintechnology,themobileinternet.
AftertheiPhone’s2007debut,thetechnologyworldbeganslowlyadaptingwebsitesandservicesforaccessviaasmartphone.Initssimplestform,thismeantbuildingaversionofone’swebsitethatworkedwellwhentransposedfromalargecomputerscreenontoasmallsmartphone.Butitalsomeantbuildingoutnewtools:anappstore,photo-editingapps,andantivirussoftware.WithGoogleleavingChina,themarketforAndroid-basedappsinthisspacewasnowwideopen.Sinovation’searliestbatchofincubatedstartupslookedtofillthesegaps.Intheprocess,Iwantedustoexploreanewandexcitingwayofinteractingwiththeinternet,aspacewhereSiliconValleyhadnotyetdefinedthedominantparadigm.
DuringChina’scopycatera,thesmallportionofitspopulationthataccessedtheinternetdidsointhesamewayasAmericans,throughadesktoporlaptopcomputer.Chineseusers’behaviordifferedsignificantlyfromthatofAmericans,butthefundamentaltoolsusedwerethesame.ComputerswerestilltooexpensiveformostChinesepeople,andby2010onlyaroundone-thirdofChina’spopulationhadaccesstotheinternet.Sowhencheapsmartphoneshitthemarket,wavesofordinarycitizensleapfroggedoverpersonalcomputersentirelyandwentonlineforthefirsttimeviatheirphones.
Simpleasthattransitionsounds,ithadprofoundimplicationsfortheparticularshapethattheChineseinternetwouldtake.Smartphoneusersnotonlyacteddifferentlythantheirdesktoppeers;theyalsowanteddifferentthings.Formobile-firstusers,theinternetwasn’tjustanabstractcollectionofdigitalinformationthatyouaccessedfromasetlocation.Rather,theinternetwasatoolthatyoubroughtwithyouasyoumovedaroundcities—itshouldhelpsolvethelocalproblemsyourunintowhenyouneedtoeat,shop,travel,orjustgetacrosstown.Chinesestartupsneededtobuildtheirproductsaccordingly.
ThisopenedarealopportunityforChinesestartupsbackedbyChineseVCstobreaknewgroundinordertofosterChinese-styleinnovation.AtSinovation,ourfirstroundofinvestmentwentintoincubatingninecompanies,severalofwhichwereeventuallyacquiredorcontrolledbyBaidu,Alibaba,andTencent.ThosethreeChineseinternetjuggernauts(collectivelyknownbytheabbreviation“BAT”)usedourstartupstoacceleratetheir
transitionintomobileinternetcompanies.Thosestartupacquisitionsformedasolidfoundationfortheirmobileefforts,butitwouldbeasecretivein-houseprojectatTencentthatfirstcrackedopenthepotentialofwhatIcallChina’salternateinternetuniverse.
WECHAT:HUMBLEBEGINNINGS,HUGEAMBITIONS
Hardlyanyonenoticedwhentheworld’smostpowerfulappwaltzedontotheworldstage.TheJanuary2011launchofWeChat,Tencent’snewsocialmessagingapp,receivedonlyonementionintheEnglish-languagepress,onthetechnologysitetheNextWeb.TencentalreadyownedthetwodominantsocialnetworksinChina—itsQQinstantmessagingplatformandQ-Zonesocialnetworkeachhadhundredsofmillionsofusers—butAmericananalystsdismissedtheseasmediocreknockoffsofAmericanproducts.Thecompany’snewsmartphoneappdidn’tevenhaveanEnglishnameyet,goingonlybytheChinesenameWeixin,or“micro-message.”
Butitdidhaveafewotherthingsgoingforit.Theappletsyousendphotosandshortvoicerecordingsalongwithtypingoutmessages.ThelatterwasamajorbenefitgivenhowcumbersomeinputtingChinesecharactersonaphonewasatthetime.WeChatwasalsocreatedspecificallyforsmartphones.Insteadoftryingtotransformitsdominantdesktopplatform,QQ,intoaphoneapp,Tencentaimedtodisruptitsownproductwithabetteronebuiltjustformobile.Itwasariskystrategyforanestablishedjuggernaut,butonethatpaidoffbigtime.
Theapp’scleanfunctionalitytookoff,andasWeChatgainedusers,italsotackedonmorefunctions.Injustoverayearithadhit100millionregisteredusers,andbyitstwo-yearanniversaryinJanuary2013,thatnumberwas300million.Alongthewayithadaddedvoiceandvideocallsandconferencecalls,functionsthatseemobvioustodaybutthatWeChat’sglobalcompetitorWhatsAppwaiteduntil2016toincorporate.
WeChat’searlytweaksandoptimizationswerejustthebeginning.Itsoonpioneeredaninnovative“app-within-an-app”modelthatchangedthewaymediaoutletsandadvertisersusedsocialplatforms.ThesewereWeChat’s“officialaccounts,”subscription-basedthird-partycontentstreamsthatlivedwithintheappandweresometimescomparedtoFacebookpagesformediacompanies.ButinsteadofFacebook’sminimalistplatformforpostingcontent,theofficialaccountsofferedmuchofthefunctionalityofastandaloneappwithoutthehassleofactuallybuildingone.Theseaccounts
quicklybecamesodominantinthesocialmediaspacethatmanymediaandconsumercompaniessimplystoppedbuildingtheirownapps,choosinginsteadtoliveentirelyinWeChat’sworld.
Inthespanoftwoyears,WeChatwentfromano-nameapptoapowerhouseofmessaging,media,marketing,andgaming.ButTencentwantedevenmore.Italreadymonopolizedusers’digitallives,butitwantedtoextendthatfunctionalitybeyondthesmartphone.
Overtheensuingfiveyears,TencentpainstakinglybuiltWeChatintotheworld’sfirstsuper-app.Itbecamea“remotecontrolforlife”thatdominatednotjustusers’digitalworldsbutallowedthemtopayatrestaurants,hailtaxis,unlocksharedbikes,manageinvestments,bookdoctors’appointments,andhavethosedoctors’prescriptionsdeliveredtoyourdoor.Thismetastasizingfunctionalitywouldblurthelinesdividingouronlineandofflineworlds,bothmoldingandfeedingoffofChina’salternateinternetuniverse.Butbeforeitcoulddothat,WeChathadtogetinsideitsusers’wallets,andthatmeanttakingonthetopdogindigitalcommerce.
THEPEARLHARBOROFMOBILEPAYMENTS
TheattackcameonthemostfestivenightoftheChinesecalendar—ChineseNewYear’sEve,2014—andtheweapondrewinspirationfromtheoccasion.Chinesetraditioncallsforthegiftingof“redenvelopes”duringChineseNewYear,smallanddecorativeredpacketswithcashinside.ThatcashistheChineseequivalentofaChristmaspresent,somethingusuallygivenbyolderrelativestochildren,andbybossestoemployees.
Tencent’sinnovationwassosimple—andsuchpurefunforusers—thatitmaskedthemagnitudeofthepowergrab.WeChatgaveitsuserstheabilitytosendoutdigitalredenvelopescontainingrealmoneytoWeChatfriendsnearandfar.OnceuserslinkedtheirbankaccountstoWeChat,theycouldsendoutenvelopesworthasetamountofmoneytoonepersonorintoagroupchatandlettheirfriendsracetoseewhocould“open”itfirstandgetthemoney.Thatmoneythenlivedinsideusers’WeChatWallet,anewsubdivisionoftheapp.Themoneycouldbeusedtomakepurchases,transferredtootherfriends,oraddedtotheirownbankaccountiftheylinkeditwithWeChat.
Itwasaseamlesstranslationtodigitalofanage-oldChinesetradition,onethataddedagamingelementtotheprocess.WeChatuserslovedtheenvelopes,sendingout16millionofthepacketsduringChineseNewYearandintheprocess,linking5millionnewbankaccountstoWeChatWallet.
JackMawaslessamused.HecalledthemovebyTencenta“PearlHarborattack”onAlibaba’sdominanceindigitalcommerce.Alibaba’sAlipayhadpioneereddigitalpaymentstailoredforChineseusersbackin2004andlateradaptedtheproductforsmartphones.ButovernightWeChathadtakenallthemomentuminnewtypesofmobilepayments,nudgingmillionsofnewusersintolinkingtheirbankaccountstowhatwasalreadythemostpowerfulsocialappinChina.MawarnedAlibabaemployeesthatiftheydidn’tfighttoholdtheirgriponmobilepayments,itwouldspellthecompany’send.Observersatthetimethoughtthiswasjusttypicalover-the-toprhetoricfromJackMa,acharismaticentrepreneurwithageniusforrallyinghistroops.Butlookingbackfouryearslater,itseemslikelythatMasawwhatwascoming.
ThefouryearsleadinguptoTencent’sPearlHarbormomentsawmanyofthepiecesofChina’salternateinternetuniversefallintoplace.GladiatorialcompetitionbetweenChina’scopycatstartupshadtrainedagenerationofstreet-smartinternetentrepreneurs.Smartphoneusershadmorethandoubledbetween2009and2013,from233milliontoawhopping500million.Early-stagefundswerefosteringanewgenerationofstartupsbuildinginnovativemobileappsforthismarket.AndWeChatdemonstratedthepowerofthesuper-appinstalledonvirtuallyeveryone’ssmartphone,anall-in-oneportaltotheChinesemobileecosystem.
WhenTencent’sfloodofredenvelopesluredmillionsofChineseintolinkingtheirbankaccountstoWeChat,itputinplacethelastcrucialpuzzlepieceofaconsumptionrevolution:theabilitytopayforanythingandeverythingwithyourphone.Overthecomingyears,Alibaba,Tencent,andthousandsofChinesestartupswouldracetoapplythesetoolstoeverynookandcrannyofChineseurbanlife,includingfooddelivery,electricitybills,live-streamingcelebrities,on-demandmanicures,sharedbikes,traintickets,movietickets,andtraffictickets.China’sonlineandofflineworldwouldbeginrubbingshouldersinawaynotseenanywhereelseintheworld.TheywererefashioningChina’surbanlandscapeandtheworld’srichestreal-worlddatascape.
ButbuildinganalternateinternetuniversethatreachesintoeverycorneroftheChineseeconomycouldn’tbedonewithoutthecountry’smostimportanteconomicactor:theChinesegovernment.
IFYOUBUILDIT,THEYWILLCOME
Onthatfront,GuoHongwasaheadofthecurve.Intheyearsafterhisfirstvisittomyoffice,hisdreamofanAvenueoftheEntrepreneurshadbeenturnedintoaplan,andthatplanturnedintoaction.Guochoseforhis
experimentapedestrianstreetinZhongguancunthatwashometoamishmashofbookstores,restaurants,andknockoffelectronicsmarkets.
Backinthe1980s,thegovernmenthadalreadytransformedthisstreetforthesakeofaneconomicupgrade.Atthetime,Chinawasinthethroesofexport-drivengrowthandurbanization,twoprojectsthatrequiredengineeringexpertisethatthecountrylacked.Soofficialsturnedthewalkingstreetintoa“BookCity”packedwithstorescarryingmodernscienceandengineeringtextbooksforstudentsatnearbyTsinghuaandPekingUniversitytoporeover.Bytheyear2010,theriseoftheChineseinternethaddrivenmanyofthebookstoresoutofbusiness,replacingthemwithsmallstorefrontshawkingcheapelectronicsandpiratedsoftware—therawingredientsofChina’scopycatera.
ButGuowantedtoturbochargeanupgradetoaneweraofindigenousinnovation.Hisoriginalsmall-scaleexperimentinattractingSinovationVenturesviarentsubsidieshadsucceeded,andsoGuoplannedtorefurbishanentirestreetforhigh-techtenants.Heandthelocaldistrictgovernmentusedacombinationofcashsubsidiesandoffersofspaceelsewheretomoveoutalmostallthetraditionalbusinessesonthestreet.In2013,constructioncrewstookjackhammersandpavingequipmenttothenow-emptystreet,andafterayearoflayingbricksandbuildingsleeknewexteriors,onJune11,2014,theAvenueoftheEntrepreneursopenedtoitsnewtenants.
Guohadusedthetoolsathisdisposal—cash,cement,andmanuallabor—togiveastrongnudgetowardindigenousinnovationinthelocalstartup.ItwasalandmarkmomentforZhongguancun,butonethatwasn’tdestinedtostaysequesteredtothiscornerofBeijing.Indeed,Guo’sapproachwasabouttogonational.
INNOVATIONFORTHEMASSES
OnSeptember10,2014,PremierLiKeqiangtookthestageduringthe2014WorldEconomicForum’s“SummerDavos”inthecoastalChinesecityofTianjin.TherehespokeofthecrucialroletechnologicalinnovationplayedingeneratinggrowthandmodernizingtheChineseeconomy.Thespeechwaslonganddense,heavyonjargonandlightonspecifics.Butofnoteduringthespeech,LirepeatedaphrasethatwasnewtotheChinesepoliticallexicon:“massentrepreneurshipandmassinnovation.”Heconcludedbywishingtheattendeesasuccessfulforumandgoodhealth.
Tooutsideobservers,itwasanutterlyunremarkableevent,andtherewasalmostnocoverageintheWesternpress.Chineseleadersdeliverspeeches
likethisalmosteveryday,long,plodding,andfullofstockphrasesthatringhollowtoWesternears.ThosephrasescanactassignalsduringinternaldebateswithintheChinesegovernment,buttheydon’tnecessarilytranslatetoimmediatechangesintherealworld.
Thistimewasdifferent.Li’sspeechlitthefirstsparkofwhatwouldbecomearagingfireintheChinesetechnologyindustry,pushingactivityintheinvestmentandstartupspacetofeverishnewheights.Thenewphrase—“massentrepreneurshipandmassinnovation”—becamethesloganforamomentousgovernmentpushtofosterstartupecosystemsandsupporttechnologicalinnovation.GuoHong’sproactiveapproachtoinnovationwassuddenlybeingscaledupacrosstheworld’ssecond-largesteconomy,anditwouldturbochargethecreationoftheonlytruecounterweighttoSiliconValley.
China’smassinnovationcampaigndidthatbydirectlysubsidizingChinesetechnologyentrepreneursandshiftingtheculturalzeitgeist.Itgaveinnovatorsthemoneyandspacetheyneededtoworktheirmagic,anditgottheirparentstofinallystopnaggingthemabouttakingajobatalocalstate-ownedbank.
NinemonthsafterLi’sspeech,China’sStateCouncil—roughlyequivalenttotheU.S.president’scabinet—issuedamajordirectiveonadvancingmassentrepreneurshipandinnovation.Itcalledforthecreationofthousandsoftechnologyincubators,entrepreneurshipzones,andgovernment-backed“guidingfunds”toattractgreaterprivateventurecapital.TheStateCouncil’splanpromotedpreferentialtaxpoliciesandthestreamliningofgovernmentpermitsforstartingabusiness.
China’scentralgovernmentlaidoutthegoals,butimplementationwasleftuptothousandsofmayorsandlocalofficialsscatteredaroundthecountry.PromotionforlocalofficialsinChina’sgovernmentbureaucracyisbasedonperformanceevaluationsconductedbyhigher-upswithintheCommunistParty’sinternalhumanresourcesdepartment.Sowhenthecentralgovernmentsetsacleargoal—anewmetriconwhichlower-levelofficialscandemonstratetheircompetence—ambitiousofficialseverywherethrowthemselvesintoadvancingthatgoalandprovingthemselvescapable.
FollowingtheissuanceoftheStateCouncildirective,citiesaroundChinarapidlycopiedGuoHong’svisionandrolledouttheirownversionsoftheAvenueoftheEntrepreneurs.Theyusedtaxdiscountsandrentrebatestoattractstartups.Theycreatedone-stop-shopgovernmentofficeswhereentrepreneurscouldquicklyregistertheircompanies.Thefloodofsubsidiescreated6,600newstartupincubatorsaroundthenation,morethanquadruplingtheoveralltotal.Suddenly,itwaseasierthaneverforstartupsto
getqualityspace,andtheycoulddosoatdiscountratesthatleftmoremoneyforbuildingtheirbusinesses.
Largercityandprovincialgovernmentspioneereddifferentmodelsfor“guidingfunds,”amechanismthatusesgovernmentmoneytospurmoreventureinvesting.Thefundsdothatbyincreasingtheupsideforprivateinvestorswithoutremovingtherisk.Thegovernmentusesmoneyfromtheguidingfundtoinvestinprivateventure-capitalfundsinthesameroleasotherprivatelimitedpartners.Ifthestartupsthatfundinvestedin(the“portfoliocompanies”)fail,allthepartnerslosetheirinvestment,includingthegovernment.
Butiftheportfoliocompaniessucceed—say,doubleinvaluewithinfiveyears—thenthefund’smanagercapsthegovernment’supsidefromthefundatapredeterminedpercentage,perhaps10percent,andusesprivatemoneytobuythegovernment’ssharesoutatthatrate.Thatleavestheremaining90percentgainonthegovernment’sinvestmenttobedistributedamongprivateinvestorswhohavealreadyseentheirowninvestmentsdouble.Privateinvestorsarethusincentivizedtofollowthegovernment’slead,investinginfundsandindustriesthatthelocalgovernmentwantstofoster.DuringChina’smassinnovationpush,useoflocalgovernmentguidingfundsexploded,nearlyquadruplingfrom$7billionin2013to$27billionin2015.
Privateventurefundingfollowed.WhenSinovationwasfoundedin2009,Chinawasexperiencingsuchrapidgrowthinmanufacturingandrealestatethatthesmartmoneywasstillpouringintothosetraditionalsectors.Butin2014,thisallturnedaround.Forthreeofthefouryearsleadingupto2014,totalChineseVCfundingheldsteadyataround$3billion.In2014,thatimmediatelyquadrupledto$12billion,andthendoubledagainto$26billionin2015.Nowitseemedlikeanysmartandexperiencedyoungpersonwithanovelideaandsometechnicalchopscouldthrowtogetherabusinessplanandfindfundingtogethisorherstartupofftheground.
Americanpolicyanalystsandinvestorslookedaskanceatthisheavy-handedgovernmentinterventioninwhataresupposedtobefreeandefficientmarkets.Private-sectorplayersmakebetterbetswhenitcomestoinvesting,theysaid,andgovernment-fundedinnovationzonesorincubatorswillbeinefficient,awasteoftaxpayermoney.InthemindsofmanySiliconValleypowerplayers,thebestthingthatthefederalgovernmentcandoisleavethemalone.
Butwhatthesecriticsmissisthatthisprocesscanbebothhighlyinefficientandextraordinarilyeffective.Whenthelong-termupsideissomonumental,overpayingintheshorttermcanbetherightthingtodo.TheChinesegovernmentwantedtoengineerafundamentalshiftintheChineseeconomy,
frommanufacturing-ledgrowthtoinnovation-ledgrowth,anditwantedtodothatinahurry.
Itcouldhavetakenahands-offapproach,standingasidewhileinvestmentreturnsintraditionalindustriesfellandprivateinvestmentslowlymadeitswayintothehigh-techsector.Thatshiftwouldbesubjecttotheordinaryfrictionsofhumanendeavors:imperfectinformation,old-schoolinvestorswhoweren’tsosureaboutthisinternetthing,andplainoldeconomicinertia.Eventually,though,thosefrictionswouldbeovercome,andmoneywouldmakeitswayintoprivateventurefundsthatmightspendeachdollarmoreefficientlythanthegovernmentcould.
Butthat’saprocessthatwouldtakemanyyears,ifnotdecades.China’stopleadershipdidnothavethepatiencetowait.Itwantedtousegovernmentmoneytobrute-forceafastertransformation,onethatwouldpaydividendsthroughanearliertransitiontohigher-qualitygrowth.Thatprocessofpureforcewasoftenlocallyinefficient—incubatorsthatwentunoccupiedandinnovationavenuesthatneverpaidoff—butonanationalscale,theimpactwastremendous.
AREVOLUTIONINCULTURE
TheeffectsofChina’smassentrepreneurshipandmassinnovationcampaignwentfarbeyondmereofficespaceandinvestmentdollars.Thecampaignleftadeepimprintonordinarypeople’sperceptionsofinternetentrepreneurship,genuinelyshiftingtheculturalzeitgeist.
Chineseculturetraditionallyhasatendencytowardconformityandadeferencetowardauthorityfigures,suchasparents,bosses,teachers,andgovernmentofficials.Beforeanewindustryoractivityhasreceivedthestampofapprovalfromauthorityfigures,it’sviewedasinherentlyrisky.ButifthatindustryoractivityreceivesaringingendorsementfromChineseleadership,peoplewillrushtogetapieceoftheaction.Thattop-downstructureinhibitsfree-rangingorexploratoryinnovation,butwhentheendorsementarrivesandthedirectionisset,allcornersofsocietysimultaneouslyspringintoaction.
Before2014,theChinesegovernmenthadnevermadeclearexactlyhowitviewedtheriseoftheChineseinternet.DespitetheearlysuccessesofcompanieslikeBaiduandAlibaba,periodsofrelativeopennessonlinewerefollowedbyominoussignalsandlegalcrackdownsonusers“spreadingrumors”viasocialmediaplatforms.Noonecouldbesurewhatwascomingnext.Withthemassinnovationcampaign,theChinesegovernmentissueditsfirstfull-throatedendorsementofinternetentrepreneurship.Postersand
bannerssprunguparoundthecountryexhortingeveryonetojointhecause.Officialmediaoutletsrancountlessstoriestoutingthevirtuesofindigenousinnovationandtrumpetingthesuccessesofhomegrownstartups.Universitiesracedtooffernewcoursesaroundentrepreneurship,andbookstoresfilledupwithbiographiesoftechluminariesandself-helpbooksforstartupfounders.
ThrowingevenmorefuelonthisfirewasAlibaba’srecord-breaking2014debutontheNewYorkStockExchange.AgroupofTaobaosellersrangtheopeningbellforAlibaba’sinitialpublicofferingonSeptember19,justninedaysafterPremierLi’sspeech.Whenthedustsettledonafuriousroundoftrading,AlibabahadclaimedthetitleofthelargestIPOinhistory,andJackMawascrownedtherichestmaninChina.
Butitwasaboutmorethanjustthemoney.Mahadbecomeanationalhero,butaveryrelatableone.Blessedwithagoofycharisma,heseemsliketheboynextdoor.Hedidn’tattendaneliteuniversityandneverlearnedhowtocode.HelovestotellcrowdsthatwhenKFCsetupshopinhishometown,hewastheonlyoneoutoftwenty-fiveapplicantstoberejectedforajobthere.China’sotherearlyinternetgiantsoftenheldPh.D.sorhadSiliconValleyexperienceintheUnitedStates.ButMa’sascenttorock-starstatusgaveanewmeaningto“massentrepreneurship”—inotherwords,thiswassomethingthatanyonefromtheChinesemasseshadashotat.
ThegovernmentendorsementandMa’sexampleofinternetentrepreneurshipwereparticularlyeffectiveatwinningoversomeofthetoughestcustomers:Chinesemothers.InthetraditionalChinesementality,entrepreneurshipwasstillsomethingforpeoplewhocouldn’tlandarealjob.The“ironricebowl”oflifetimeemploymentinagovernmentjobremainedtheultimateambitionforoldergenerationswhohadlivedthroughfamines.Infact,whenIhadstartedSinovationVenturesin2009,manyyoungpeoplewantedtojointhestartupswefundedbutfelttheycouldn’tdosobecauseofthesteadfastoppositionoftheirparentsorspouses.Towinthesefamiliesover,ItriedeverythingIcouldthinkof,includingtakingtheparentsouttonicedinners,writingthemlonglettersbyhand,andevenrunningfinancialprojectionsofhowastartupcouldpayoff.EventuallywewereabletobuildstrongteamsatSinovation,buteverynewrecruitinthosedayswasanuphillbattle.
By2015,thesepeoplewerebeatingdownourdoor—inonecase,literallybreakingSinovation’sfrontdoor—forthechancetoworkwithus.Thatgroupincludedscrappyhighschooldropouts,brilliantgraduatesoftopuniversities,formerFacebookengineers,andmorethanafewpeopleinquestionablementalstates.WhileIwasoutoftown,theSinovationheadquartersreceivedavisitfromonewould-beentrepreneurwhorefusedtoleaveuntilImetwith
him.WhenthestafftoldhimthatIwouldn’tbereturninganytimesoon,themanlayonthegroundandstrippednaked,pledgingtolierightthereuntilKai-FuLeelistenedtohisidea.
Thatparticularentrepreneurreceivedapoliceescortratherthanaseedinvestment,buttheepisodecapturestheinnovationmaniathatwasgrippingChina.Acountrythathadspentadecadedancingaroundtheedgesofinternetentrepreneurshipwasnowplunginginheadfirst.ThesamewentforGuoHong.WhilecreatingtheAvenueoftheEntrepreneurs,Guocaughttheentrepreneurialbughimself,andin2017helefttheworldofChineseofficialdomtobecomethefounderandchairmanofZhongguancunBank,afinancial“startup”modeledonSiliconValleyBankanddedicatedtoservinglocalentrepreneursandinnovators.
AllthepieceswerenowinplacefortheflourishingofChina’salternateinternetuniverse.Ithadtheleapfrogtechnology,thefunding,thefacilities,thetalent,andtheenvironment.Thetablewassettocreateinternetcompaniesthatwerenew,valuable,anduniquelyChinese.
HERE,THERE,ANDO2OEVERYWHERE
Todoallofthis,theChineseinternethadtogetitshandsdirty.Fortwodecades,ChineseinternetcompanieshadplayedarolesimilartothatoftheirAmericanpeers:informationnodesonadigitalnetwork.Nowtheywerereadytodiveintothenitty-grittydetailsofdailylife.
Analystsdubbedtheexplosionofreal-worldinternetservicesthatblossomedacrossChinesecitiesthe“O2ORevolution,”shortfor“online-to-offline.”Theterminologycanbeconfusingbuttheconceptissimple:turnonlineactionsintoofflineservices.E-commercewebsiteslikeAlibabaandAmazonhadlongdonethisforthepurchaseofdurablephysicalgoods.TheO2Orevolutionwasaboutbringingthatsamee-commerceconveniencetothepurchaseofreal-worldservices,thingsthatcan’tbeputinacardboardboxandshippedacrosscountry,likehotfood,aridetothebar,oranewhaircut.
SiliconValleygavebirthtooneofthefirsttransformationalO2Omodels:ride-sharing.UberusedcellphonesandpersonalcarstochangehowpeoplegotaroundcitiesintheUnitedStatesandthenaroundtheworld.ChinesecompanieslikeDidiChuxingquicklycopiedthebusinessmodelandadaptedittolocalconditions,withDidieventuallydrivingUberoutofChinaandnowbattlingitinglobalmarkets.UbermayhavegivenanearlyglimpseofO2O,butitwasChinesecompaniesthatwouldtakethecorestrengthsofthatmodelandapplyittotransformingdozensofotherindustries.
Chinesecitiesweretheperfectlaboratoryforexperimentation.UrbanChinacanbeajoy,butitcanalsobeajungle:crowded,polluted,loud,andlessthanclean.Afteradayspentcommutingoncrammedsubwaysandnavigatingeight-laneintersections,manymiddle-classChinesejustwanttobesparedanothertripoutdoorstogetamealorrunanerrand.Luckyforthem,thesecitiesarealsohometolargepoolsofmigrantlaborerswhowouldgladlybringthatservicetotheirdoorforasmallfee.It’sanenvironmentbuiltforO2O.
ThefirstO2Oserviceotherthanride-hailingtotrulytakeoffwasfooddelivery.China’sinternetjuggernautsandafloodofstartupslikeWangXing’sMeituanDianpingallmadeO2Ofooddeliveryplays,pouringsubsidiesandengineeringresourcesintothemarket.CrowdsatChineserestaurantsthinnedout,andstreetsfilledupwithswarmsofelectricscooterstrailingsteamfromthehotmealstheycarriedonboard.PaymentscouldbemadeseamlesslythroughWeChatWalletandAlipay.Bytheendof2014,ChinesespendingonO2Ofooddeliveryhadgrownbyover50percentandtopped15billionRMB.By2016,China’s20milliondailyonlinefoodordersequaledtentimesthetotalacrosstheUnitedStates.
FromtheretheO2Omodelsbecameevenmorecreative.Somehairstylistsandmanicuristsgaveuptheirstorefrontsentirely,exclusivelybookingthroughappsandmakinghousecalls.Peoplewhowerefeelingillcouldhireotherstowaitinthefamouslylonglinesoutsidehospitals.Lazypetownerscoulduseanapptohailsomeonewhowouldcomerightoverandcleanoutacat’slitterboxorwashtheirdog.Chineseparentscouldhirevandriverstopickuptheirchildrenfromschool,confirmingtheirIDandarrivalhomethroughapps.Thosewhodidn’twanttohavechildrencoulduseanotherappforaround-the-clockcondomdelivery.
ForChinesepeople,thetransitiontooktheedgeoffurbanlife.Forsmallbusinesses,itmeantaboomincustomers,asthereductionsinfrictionledChineseurbanitestospendmore.AndforChina’snewwaveofstartups,itmeantskyrocketingvaluationsandaceaselessdrivetopushintoevermoresectorsofurbanlife.
Afteracoupleofyearsofexplosivegrowthandgladiatorialcompetition,themanicproductionofnewO2Omodelscooledoff.ManyovernightO2Ounicornsdiedoncethesubsidy-fueledgrowthended.Buttheinnovatorsandgladiatorswhosurvived—likeWangXing’sMeituanDianping—multipliedtheiralreadybillion-dollarvaluationsbyfundamentallyreshapingurbanChina’sservicesector.Bylate2017,MeituanDianpingwasvaluedat$30billion,andDidiChuxinghitavaluationof$57.6billion,surpassingthatofUberitself.
Itwasasocialandcommercialtransformationthatwaspoweredby—andwhichfurtherempowered—WeChat.InstalledonmorethanhalfofallsmartphonesinChinaandnowlinkedtomanyusers’bankaccounts,WeChathadthepowertonudgehundredsofmillionsofChineseintoO2Opurchasesandtopickwinnersamongthecompetingstartups.WeChatWalletlinkedupwithtopO2OstartupssothatWeChatuserscouldhailataxi,orderameal,bookahotel,manageaphonebill,andbuyaflighttotheUnitedStates,allwithouteverleavingtheapp.(Notcoincidentally,mostofthestartupsWeChatpickedtofeatureinitsWalletwerealsotherecipientsofTencentinvestments.)
WiththeriseofO2O,WeChathadgrownintothetitlebestowedonitbyConnieChanofleadingVCfundAndreesenHorowitz:aremotecontrolforourlives.Ithadbecomeasuper-app,ahubfordiversefunctionsthatarespreadacrossdozensofdifferentappsinotherecosystems.Ineffect,WeChathastakenonthefunctionalityofFacebook,iMessage,Uber,Expedia,eVite,Instagram,Skype,PayPal,Grubhub,Amazon,LimeBike,WebMD,andmanymore.Itisn’taperfectsubstituteforanyoneofthoseapps,butitcanperformmostofthecorefunctionsofeach,withfrictionlessmobilepaymentsalreadybuiltin.
Thisallmarksastarkcontrasttothe“appconstellation”modelinSiliconValleyinwhicheachappstickstoastrictlyprescribedsetoffunctions.Facebookevenwentsofarastosplititssocialnetworkandmessagingfunctionsintotwodifferentapps,FacebookandMessenger.Tencent’schoicetogoforthesuper-appmodelappearedriskyatthestart:couldyoupossiblybundlesomanythingstogetherwithoutoverwhelmingtheuser?Butthesuper-appmodelprovedwildlysuccessfulforWeChatandhasplayedacrucialroleinshapingthisalternateuniverseofinternetservices.
THELIGHTTOUCHVERSUSHEAVYWEIGHTS
ButtheO2Orevolutionshowcasedanevendeeper—andintheageofAIimplementation,moreimpactful—dividebetweenSiliconValleyandChina—whatIcall“goinglight”versus“goingheavy.”Thetermsrefertohowinvolvedaninternetcompanybecomesinprovidinggoodsorservices.Theyrepresenttheextentofverticalintegrationasacompanylinksuptheon-andofflineworlds.
Whenlookingtodisruptanewindustry,Americaninternetcompaniestendtotakea“light”approach.Theygenerallybelievetheinternet’sfundamentalpowerissharinginformation,closingknowledgegaps,andconnectingpeopledigitally.Asinternet-drivencompanies,theytrytosticktothiscorestrength.
SiliconValleystartupswillbuildtheinformationplatformbutthenletbrick-and-mortarbusinesseshandletheon-the-groundlogistics.Theywanttowinbyoutsmartingopponents,bycomingupwithnovelandelegantcode-basedsolutionstoinformationproblems.
InChina,companiestendtogo“heavy.”Theydon’twanttojustbuildtheplatform—theywanttorecruiteachseller,handlethegoods,runthedeliveryteam,supplythescooters,repairthosescooters,andcontrolthepayment.Andifneedbe,they’llsubsidizethatentireprocesstospeeduseradoptionandundercutrivals.ToChinesestartups,thedeepertheygetintothenitty-gritty—andoftenveryexpensive—details,theharderitwillbeforacopycatcompetitortomimicthebusinessmodelandundercutthemonprice.Goingheavymeansbuildingwallsaroundyourbusiness,insulatingyourselffromtheeconomicbloodshedofChina’sgladiatorwars.Thesecompanieswinbothbyoutsmartingtheiropponentsandbyoutworking,outhustling,andoutspendingthemonthestreet.
It’sadistinctioncapturedwellbycomparingwell-knownrestaurantplatformsintwocountries,YelpandDianping.Bothwerefoundedaround2004asdesktopplatformsforpostingrestaurantreviews.Theybotheventuallybecamesmartphoneapps,butwhileYelplargelystucktoreviews,Dianpingdoveheadfirstintothegroup-buyingfrenzy:buildingoutpayments,developingvendorrelationships,andspendingmassivelyonsubsidies.
Whenthetwocompanieswentintoonlineorderinganddelivery,theytookdifferentapproaches.Yelpmovedlateandwentlight.Afterelevenyearsasapurelydigitalplatformthatlivedoffadvertising,in2015YelpfinallytookababystepintodeliveriesbyacquiringEat24,anorderingandfood-deliveryplatform.Butitstillaskedrestaurantstohandlethemajorityofdeliveries,justusingEat24tofillingapsforrestaurantsthatdidn’thavedeliveryteams.Thelightweightprocessofferedrestaurantsfewrealincentivestoparticipate,andasaresult,thebusinessneverfullytookoff.Withintwoandahalfyears,Yelphadgivenup,sellingEat24toGrubhubandretreatingtoitslightweightapproach.“[ThesaletoGrubhub]allowedustodowhatwedobest,”explainedYelpCEOJeremyStoppelman,“whichwastobuildtheYelpapp.”
Incontrast,Dianpingwentintocommerceearlyandwentveryheavilyintofooddelivery.Afterfouryearsinthetrenchesofthegroup-buyingwars,Dianpingbeganpilotingfooddeliveryinlate2013.Itspentmillionsofdollarshiringandmanagingfleetsofscooter-ridingteamsthatdeliveredordersfromrestauranttodoorstep.Dianping’sdeliveryteamsdidthelegwork,soeverymom-and-popshopsuddenlyhadtheoptionofexpandingitscustomerbasewithouthavingtohireadeliveryteam.
Bythrowingtonsofmoneyandpeopleattheproblem,DianpingcouldattaineconomiesofscaleinChina’sdenseurbancenters.Itwasanexpensiveandlogisticallytaxingendeavor,butonethatultimatelyimprovedefficiencyandreducedcostsfortheendcustomer.Eighteenmonthsafterdebutingitsdeliveryservice,DianpingdoubleddownonthoseeconomiesofscalebymergingwitharchrivalMeituan.By2017,MeituanDianping’svaluationof$30billionwasmorethantriplethatofYelpandGrubhubcombined.
OtherexamplesofO2OcompaniesinChinagoingheavyabound.AfterdrivingUberoutoftheChineseride-hailingmarket,Didihasbegunbuyingupgasstationsandautorepairshopstoserviceitsfleet,makinggreatmarginsbecauseofitsunderstandingofitsdriversandtheirtrustintheDidibrand.WhileAirbnblargelyremainsalightweightplatformforlistingyourhome,thecompany’sChineserival,Tujia,managesalargechunkofrentalpropertiesitself.ForChinesehosts,Tujiaofferstotakecareofmuchofthegruntwork:cleaningtheapartmentaftereachvisit,stockingitwithsupplies,andinstallingsmartlocks.
Thatwillingnesstogoheavy—tospendthemoney,managetheworkforce,dothelegwork,andbuildeconomiesofscale—hasreshapedtherelationshipbetweenthedigitalandreal-worldeconomies.China’sinternetispenetratingfardeeperintotheeconomiclivesofordinarypeople,anditisaffectingbothconsumptiontrendsandlabormarkets.Ina2016studybyMcKinseyandCompany,65percentofChineseO2Ouserssaidthattheappsledthemtospendmoremoneyondining.Inthecategoriesoftravelandtransportation,77percentand42percentofusers,respectively,reportedincreasingtheirspending.
Intheshortrun,thiscash-flowstimulatedtheChineseeconomyandpumpedupvaluations.Butthelong-termlegacyofthismovementisthedataenvironmentitcreated.Byenrollingthevendors,processingtheorders,deliveringthefood,andtakinginthepayments,China’sO2Ochampionsbeganamassingawealthofreal-worlddataontheconsumptionpatternsandpersonalhabitsoftheirusers.GoingheavygavethesecompaniesadataedgeovertheirSiliconValleypeers,butitwasmobilepaymentsthatwouldextendtheirreachevenfurtherintotherealworldandturnthatdataedgeintoacommandinglead.
SCANORGETSCANNED
AsO2Ospendingexploded,AlipayandTencentdecidedtomakeadirectbidfordisruptingthecountry’sall-casheconomy.(In2011,Alibabaspunoffitsfinancialservices,includingAlipay,intoacompanythatwouldbecomeAnt
Financial.)Chinahadneverfullyembracedcreditanddebitcards,insteadstickingtocashforthevastmajorityofalltransactions.Largesupermarketsorshoppingmallsletcustomersswipeacard,butthemom-and-popshopsandfamilyrestaurantsthatdominatethecityscaperarelyhadpoint-of-sale(POS)devicesforprocessingplasticcards.
Theownersofthoseshopsdid,however,havesmartphones.SoChina’sinternetjuggernautsturnedthosephonesintomobileportalsforpayments.Theideawassimple,butthespeedofexecution,impactonconsumerbehavior,andresultingdatahavebeenastonishing.
During2015and2016,TencentandAlipaygraduallyintroducedtheabilitytopayatshopsbysimplyscanningaQRcode—basicallyasquarebarcodeforphones—withintheapp.It’sascan-or-get-scannedworld.LargerbusinessesboughtsimplePOSdevicesthatcanscantheQRcodedisplayedoncustomers’phonesandchargethemforthepurchase.OwnersofsmallshopscouldjustprintoutapictureofaQRcodethatwaslinkedtotheirWeChatWallet.CustomersthenusetheAlipayorWeChatappstoscanthecodeandenterthepaymenttotal,usingathumbprintforconfirmation.Fundsareinstantlytransferredfromonebankaccounttotheother—nofeesandnoneedtofumblewithwallets.Itmarkedastarkdeparturefromthecredit-cardmodelinthedevelopedworld.Whentheywerefirstintroduced,creditcardswerecuttingedge,themostconvenientandcost-effectivesolutiontothepaymentproblem.Butthatadvantagehasnowturnedintoaliability,withfeesof2.5to3percentonmostchargesturningintoadragonadoptionandutilization.
China’smobilepaymentinfrastructureextendeditsusagefarbeyondtraditionaldebitcards.AlipayandWeChatevenallowpeer-to-peertransfers,meaningyoucansendmoneytofamily,friends,small-timemerchants,orstrangers.Frictionlessandhookedintomobile,theappssoonturnedintotoolsfor“tipping”thecreatorsofonlinearticlesandvideos.Micro-paymentsofaslittleasfifteencentsflourished.Thecompaniesalsodecidednottochargecommissionsonthevastmajorityoftransfers,meaningpeopleacceptedmobilepaymentsforalltransactions—noneofthemandatoryminimumpurchasesorfifty-centfeeschargedbyU.S.retailersonsmallpurchaseswithcreditcards.
Adoptionofmobilepaymentshappenedatlightningspeed.Thetwocompaniesbeganexperimentingwithpayment-by-scanin2014anddeployedatscalein2015.Bytheendof2016,itwashardtofindashopinamajorcitythatdidnotacceptmobilepayments.Chinesepeoplewerepayingforgroceries,massages,movietickets,beer,andbikerepairswithinjustthese
twoapps.Bytheendof2017,65percentofChina’sover753millionsmartphoneusershadenabledmobilepayments.
Giventheextremelylowbarrierstoentry,thosepaymentsystemssoontrickleddownintoChina’svastinformaleconomy.Migrantworkerssellingstreetfoodsimplyletcustomersscanandsendoverpaymentswhiletheownerfriedthenoodles.ItgottothepointwherebeggarsonthestreetsofChinesecitiesbeganhangingpiecesofpaperaroundtheirneckswithprintoutsoftwoQRcodes,oneforAlipayandoneforWeChat.
CashhasdisappearedsoquicklyfromChinesecitiesthatiteven“disrupted”crime.InMarch2017,apairofChinesecousinsmadeheadlineswithahaplessstringofrobberies.ThepairhadtraveledtoHangzhou,awealthycityandhometoAlibaba,withthegoalofmakingacoupleoflucrativescoresandthenskippingtown.Armedwithtwoknives,thecousinsrobbedthreeconsecutiveconveniencestoresonlytofindthattheownershadalmostnocashtohandover—virtuallyalltheircustomerswerenowpayingdirectlywiththeirphones.Theircrimespreenettedthemaround$125each—notevenenoughtocovertheirtraveltoandfromHangzhou—whenpolicepickedthemup.Localmediareportedrumorsthatuponarrestoneofthebrotherscriedout,“HowistherenocashleftinHangzhou?”
ItmadeforasharpcontrastwiththestuntedgrowthofmobilepaymentsintheUnitedStates.GoogleandApplehavetakenastabatmobilepaymentswithGoogleWalletandApplePay,butneitherhasreallyattainedwidespreadadoption.AppleandGoogledon’treleaseuserfiguresfortheirplatforms,buteverydayobservationandmorerigorousanalysisbothpointtomassivegapsinadoption.ThemarketresearchfirmiResearchestimatedin2017thatChinesemobilepaymentspendingoutnumberedthatintheUnitedStatesbyaratiooffiftytoone.For2017,totaltransactionsonChina’smobilepaymentplatformsreportedlysurpassed$17trillion—greaterthanChina’sGDP—anastoundingnumbermadepossiblebythefactthatthesepaymentsallowforpeer-to-peertransfersandmultiplemobiletransactionsforitemsandservicesthroughoutthechainofproduction.
LEAPINGFROGSANDTAXIDRIVERS
Thatmassivegapispartlyexplainedbythestrengthoftheincumbent.Americansalreadybenefitfrom(andpayfor)theconvenienceofcreditanddebitcards—thecutting-edgefinancialtechnologyofthe1960s.Mobilepaymentsareanimprovementoncardsbutnotasdramaticanimprovementasthejumpstraightfromcash.AswithChina’srapidtransitiontothemobileinternet,thecountry’sweaknessinincumbenttechnology(desktop
computers,landlinephones,andcreditcards)turnedintothestrengththatletitleapfrogintoanewparadigm.
Butthatleaptomobilepaymentswasn’tjustaproductofweakincumbentsandindependentconsumerchoices.AlibabaandTencentacceleratedthetransitionbyforcingadoptionthroughmassivesubsidies,aformof“goingheavy”thatmakesAmericantechnologycompaniessquirm.
Intheearlydaysofride-hailingappsinChina,riderscouldbookthroughappsbutoftenpaidincash.AlargeportionofcarsontheleadingChineseplatformsweretraditionaltaxisdrivenbyoldermen—peoplewhoweren’tinarushtogiveupgoodoldcash.SoTencentofferedsubsidiestoboththeriderandthedriveriftheyusedWeChatWallettopay.Theriderpaidlessandthedriverreceivedmore,withTencentmakingupthedifferenceforbothsides.
Thepromotionwasextremelycostly—duetobothlegitimateridesandfraudulentonesdesignedtomilksubsidies—butTencentpersisted.Thatdecisionpaidoff.Thepromotionbuiltupuserhabitsandluredontotheplatformtaxidrivers,whoarethekeynodesintheurbanconsumereconomy.
Bycontrast,ApplePayandGoogleWallethavetreadlightlyinthisarena.Theytheoreticallyoffergreaterconveniencetousers,buttheyhaven’tbeenwillingtobribeusersintodiscoveringthatmethodforthemselves.ReluctanceonthepartofU.S.techgiantsisunderstandable:subsidieseatintoquarterlyrevenue,andattemptsto“buyusers”areusuallyfrownedonbySiliconValley’sinnovationpurists.
ButthatAmericanreluctancetogoheavyhasslowedadoptionofmobilepaymentsandwillhurtthesecompaniesevenmoreinadata-drivenAIworld.Datafrommobilepaymentsiscurrentlygeneratingtherichestmapsofconsumeractivitytheworldhaseverknown,farexceedingthedatafromtraditionalcredit-cardpurchasesoronlineactivitycapturedbye-commerceplayerslikeAmazonorplatformslikeGoogleandYelp.ThatmobilepaymentdatawillproveinvaluableinbuildingAI-drivencompaniesinretail,realestate,andarangeofothersectors.
BEIJINGBICYCLEREDUX
WhilemobilepaymentstotallytransformedChina’sfinanciallandscape,sharedbicyclestransformeditsurbanlandscapes.Inmanyways,thesharedbikerevolutionwasturningbacktheclock.FromthetimeoftheCommunistRevolutionin1949throughtheturnofthemillennium,Chinesecitieswereteemingwithbicycles.Butaseconomicreformscreatedanewmiddleclass,carownershiptookoffandridingabicyclebecamesomethingforindividuals
whoweretoopoorforfour-wheeledtransport.Bikeswerepushedtothemarginsofcitystreetsandtheculturalmainstream.Onewomanonthecountry’smostpopulardatingshowcapturedthematerialismofthemomentwhensherejectedapoorsuitorbysaying,“I’drathercryinthebackofaBMWthansmileonthebackofabicycle.”
Andthen,suddenly,China’salternateuniversereversedthetide.Beginninginlate2015,bike-sharingstartupsMobikeandofostartedsupplyingtensofmillionsofinternet-connectedbicyclesanddistributingthemaroundmajorChinesecities.MobikeoutfitteditsbikeswithQRcodesandinternet-connectedsmartlocksaroundthebike’sbackwheel.WhenridersusetheMobikeapp(oritsmini-appinWeChatWallet)toscanabike’sQRcode,thelockonthebackwheelautomaticallyslidesopen.Mobikeusersridethebikeanywheretheywantandleaveitthereforthenextridertofind.Costsofaridearebasedondistanceandtime,butheavysubsidiesmeantheyoftencomeinat15centsorless.It’sarevolutionary,real-worldinnovation,onemadepossiblebymobilepayments.Addingcredit-cardPOSmachinestobikeswouldbetooexpensiveandrepair-intensive,butfrictionlessmobilepaymentsarebothcheaptolayerontoabikeandincrediblyefficient.
Shared-bikeuseexploded.Inthespanofayear,thebikeswentfromurbanodditiestototalubiquity,parkedateveryintersection,sittingoutsideeverysubwayexit,andclusteredaroundpopularshopsandrestaurants.Itrarelytookmorethanaglanceineitherdirectiontofindone,andfivesecondsintheapptounlockit.Citystreetsturnedintoarainbowofbrightlycoloredbicycles:orangeandsilverforMobike;brightyellowforofo;andasmatteringofblue,green,andredforothercopycatcompanies.Bythefallof2017,Mobikewaslogging22millionridesperday,almostalloftheminChina.ThatisfourtimesthenumberofglobalridesUberwasgivingeachdayin2016,thelasttimeitannounceditstotals.Inthespringof2018,MobikewasacquiredbyWangXing’sMeituanDianpingfor$2.7billion,justthreeyearsafterthebike-sharingcompany’sfounding.
Somethingnewwasemergingfromallthoserides:perhapstheworld’slargestandmostusefulinternet-of-things(IoT)networks.TheIoTreferstocollectionsofreal-world,internet-connecteddevicesthatcanconveydatafromtheworldaroundthemtootherdevicesinthenetwork.MostMobikesareequippedwithsolar-poweredGPS,accelerators,Bluetooth,andnear-fieldcommunicationscapabilitiesthatcanbeactivatedbyasmartphone.Together,thosesensorsgeneratetwentyterabytesofdataperdayandfeeditallbackintoMobike’scloudservers.
BLURREDLINESANDBRAVENEWWORLDS
Inthespanoflessthantwoyears,China’sbike-sharingrevolutionhasreshapedthecountry’surbanlandscapeanddeeplyenricheditsdata-scape.ThisshiftformsadramaticvisualillustrationofwhatChina’salternateinternetuniversedoesbest:solvingpracticalproblemsbyblurringthelinesbetweentheonlineandofflineworlds.Ittakesthecorestrengthoftheinternet(informationtransmission)andleveragesitinbuildingbusinessesthatreachoutintotherealworldanddirectlytouchoneverycornerofourlives.
Buildingthisalternateuniversedidn’thappenovernight.Itrequiredmarket-drivenentrepreneurs,mobile-firstusers,innovativesuper-apps,densecities,cheaplabor,mobilepayments,andagovernment-sponsoredcultureshift.It’sbeenamessy,expensive,anddisruptiveprocess,butthepayoffhasbeentremendous.Chinahasbuiltarosteroftechnologygiantsworthoveratrilliondollars—afeataccomplishedbynoothercountryoutsidetheUnitedStates.
ButthegreatestrichesofthisnewChinesetechworldhaveyettoberealized.Likethelong-buriedorganicmatterthatbecamefossilfuelspoweringtheIndustrialRevolution,therichreal-worldinteractionsinChina’salternateinternetuniversearecreatingthemassivedatathatwillpoweritsAIrevolution.Eachdimensionofthatuniverse—WeChatactivity,O2Oservices,ride-hailing,mobilepayments,andbike-sharing—addsanewlayertoadata-scapethatisunprecedentedinitsgranularmappingofreal-worldconsumptionandtransportationhabits.
China’sO2Oexplosiongaveitscompaniestremendousdataontheofflinelivesoftheirusers:thewhat,where,andwhenoftheirmeals,massages,andday-to-dayactivities.Digitalpaymentscrackedopentheblackboxofreal-worldconsumerpurchases,givingthesecompaniesaprecise,real-timedatamapofconsumerbehavior.Peer-to-peertransactionsaddedanewlayerofsocialdataatopthoseeconomictransactions.Thecountry’sbike-sharingrevolutionhascarpeteditscitiesinIoTtransportationdevicesthatcolorinthetextureofurbanlife.Theytracetensofmillionsofcommutes,tripstothestore,rideshome,andfirstdates,dwarfingcompanieslikeUberandLyftinbothquantityandgranularityofdata.
ThenumbersforthesecategorieslaybaretheChina-U.S.gapinthesekeyindustries.RecentestimateshaveChinesecompaniesoutstrippingU.S.competitorstentooneinquantityoffooddeliveriesandfiftytooneinspendingonmobilepayments.China’se-commercepurchasesareroughlydoubletheU.S.totals,andthegapisonlygrowing.Dataontotaltripsthroughride-hailingappsissomewhatscarce,butduringtheheightofcompetitionbetweenUberandDidi,self-reportednumbersfromthetwocompanieshadDidi’sridesinChinaatfourtimesthetotalofUber’sglobalrides.Whenit
comestoridesonsharedbikes,ChinaisoutpacingtheUnitedStatesatanastoundingratioofthreehundredtoone.
ThathasalreadyhelpedChina’sjuggernautsmakeupgroundontheirAmericancounterpartsinbothrevenueandmarketcaps.IntheageofAIimplementation,theimpactofthesedivergentdataecosystemswillbefarmoreprofound.ItwillshapewhatindustriesAIstartupswilldisruptineachcountryandwhatintractableproblemstheywillsolve.
ButbuildinganAI-driveneconomyrequiresmorethanjustgladiatorentrepreneursandabundantdata.ItalsotakesanarmyoftrainedAIengineersandagovernmenteagertoembracethepowerofthistransformativetechnology.Thesetwofactors—AIexpertiseandgovernmentsupport—arethefinalpiecesoftheAIpuzzle.Whenputinplace,theywillcompleteouranalysisofthecompetitivebalancebetweentheworld’stwosuperpowersinthedefiningtechnologyofthetwenty-firstcentury.
4★
ATALEOFTWOCOUNTRIES
Backin1999,Chineseresearcherswerestillinthedarkwhenitcametostudyingartificialintelligence—literally.Allowmetoexplain.
Thatyear,IvisitedtheUniversityofScienceandTechnologyofChinatogivealectureaboutourworkonspeechandimagerecognitionatMicrosoftResearch.Theuniversitywasoneofthebestengineeringschoolsinthecountry,butitwaslocatedinthesoutherncityofHefei(pronounced“Huh-faye”),aremotebackwatercomparedwithBeijing.
Onthenightofthelecture,studentscrammedintotheauditorium,andthosewhocouldn’tgetaticketpressedupagainstthewindows,hopingtocatchsomeofthelecturethroughtheglass.InterestwassointensethatIeventuallyaskedtheorganizerstoallowstudentstofilluptheaislesandevensitonthestagearoundme.TheylistenedintentlyasIlaidoutthefundamentalsofspeechrecognition,speechsynthesis,3-Dgraphics,andcomputervision.Theyscribbleddownnotesandpepperedmewithquestionsaboutunderlyingprinciplesandpracticalapplications.ChinaclearlylaggedbehindtheUnitedStatesbymorethanadecadeinAIresearch,butthesestudentswerelikespongesforanyknowledgefromtheoutsideworld.Theexcitementintheroomwaspalpable.
Thelectureranlong,anditwasalreadydarkasIlefttheauditoriumandheadedtowardtheuniversity’smaingate.Studentdormslinedbothsidesoftheroad,butthecampuswasstillandthestreetwasempty.Andthen,suddenly,itwasn’t.Asifoncue,longlinesofstudentsbeganpouringoutofthedormitoriesallaroundmeandwalkingoutintothestreet.Istoodtherebaffled,watchingwhatlookedlikeaslow-motionfiredrill,allofitconductedintotalsilence.
Itwasn’tuntiltheysatdownonthecurbandopeneduptheirtextbooksthatIrealizedwhatwasgoingon:thedormitoriesturnedoffalltheirlightsat11p.m.sharp,andsomostofthestudentbodyheadedoutsidetocontinuetheirstudiesbystreetlight.IlookedonashundredsofChina’sbrightestyoungengineeringmindshuddledinthesoftyellowglow.Ididn’tknowitatthe
time,butthefuturefounderofoneofChina’smostimportantAIcompanieswasthere,squeezinginanextracoupleofhoursofstudyinginthedarkHefeinight.Manyofthetextbooksthesestudentsreadwereoutdatedorpoorly
translated.Buttheywerethebestthestudentscouldgettheirhandson,andtheseyoungscholarsweregoingtowringthemforeverydropofknowledgetheycontained.Internetaccessattheschoolwasascarcecommodity,andstudyingabroadwaspossibleonlyifthestudentsearnedafullscholarship.Thedog-earedpagesofthesetextbooksandtheoccasionallecturefromavisitingscholarweretheonlywindowtheyhadintothestateofglobalAIresearch.
Oh,howthingshavechanged.
THESTUFFOFANAISUPERPOWER
AsIlaidoutearlier,creatinganAIsuperpowerforthetwenty-firstcenturyrequiresfourmainbuildingblocks:abundantdata,tenaciousentrepreneurs,well-trainedAIscientists,andasupportivepolicyenvironment.We’vealreadyseenhowChina’sgladiatorialstartupecosystemtrainedagenerationoftheworld’smoststreet-smartentrepreneurs,andhowChina’salternateinternetuniversecreatedtheworld’srichestdataecosystem.
Thischapterassessesthebalanceofpowerinthetworemainingingredients—AIexpertiseandgovernmentsupport.IbelievethatintheageofAIimplementation,SiliconValley’sedgeineliteexpertiseisn’tallit’scrackeduptobe.Andinthecrucialrealmofgovernmentsupport,China’stechno-utilitarianpoliticalculturewillpavethewayforfasterdeploymentofgame-changingtechnologies.
Asartificialintelligencefiltersintothebroadereconomy,thiserawillrewardthequantityofsolidAIengineersoverthequalityofeliteresearchers.RealeconomicstrengthintheageofAIimplementationwon’tcomejustfromahandfulofelitescientistswhopushtheboundariesofresearch.Itwillcomefromanarmyofwell-trainedengineerswhoteamupwithentrepreneurstoturnthosediscoveriesintogame-changingcompanies.
Chinaistrainingjustsuchanarmy.InthetwodecadessincemylectureinHefei,China’sartificialintelligencecommunityhaslargelyclosedthegapwiththeUnitedStates.WhileAmericastilldominateswhenitcomestosuperstarresearchers,Chinesecompaniesandresearchinstitutionshavefilledtheirrankswiththekindofwell-trainedengineersthatcanpowerthiseraofAIdeployment.Ithasdonethatbymarryingtheextraordinaryhungerfor
knowledgethatIwitnessedinHefeiwithanexplosioninaccesstocutting-edgeglobalresearch.ChinesestudentsofAIarenolongerstraininginthedarktoreadoutdatedtextbooks.They’retakingadvantageofAI’sopenresearchculturetoabsorbknowledgestraightfromthesourceandinrealtime.Thatmeansdissectingthelatestonlineacademicpublications,debatingtheapproachesoftopAIscientistsinWeChatgroups,andstreamingtheirlecturesonsmartphones.
ThisrichconnectivityallowsChina’sAIcommunitytoplayintellectualcatch-upattheelitelevel,trainingagenerationofhungryChineseresearcherswhonowcontributetothefieldatahighlevel.ItalsoempowersChinesestartupstoapplycutting-edge,opensourcealgorithmstopracticalAIproducts:autonomousdrones,pay-with-your-facesystems,andintelligenthomeappliances.
ThosestartupsarenowscrappingforasliceofanAIlandscapeincreasinglydominatedbyahandfulofmajorplayers:theso-calledSevenGiantsoftheAIage,whichincludeGoogle,Facebook,Amazon,Microsoft,Baidu,Alibaba,andTencent.ThesecorporatejuggernautsarealmostevenlysplitbetweentheUnitedStatesandChina,andthey’remakingboldplaystodominatetheAIeconomy.They’reusingbillionsofdollarsincashanddizzyingstockpilesofdatatogobbleupavailableAItalent.They’realsoworkingtoconstructthe“powergrids”fortheAIage:privatelycontrolledcomputingnetworksthatdistributemachinelearningacrosstheeconomy,withthecorporategiantsactingas“utilities.”It’saworrisomephenomenonforthosewhovalueanopenAIecosystemandalsoposesapotentialstumblingblocktoChina’sriseasanAIsuperpower.
ButbringingAI’spowertobearonthebroadereconomycan’tbedonebyprivatecompaniesalone—itrequiresanaccommodatingpolicyenvironmentandcanbeacceleratedbydirectgovernmentsupport.Asyourecall,soonafterKeJie’slosstoAlphaGo,theChinesecentralgovernmentreleasedasweepingblueprintforChineseleadershipinAI.Likethe“massinnovationandmassentrepreneurship”campaign,China’sAIplanisturbocharginggrowththroughafloodofnewfunding,includingsubsidiesforAIstartupsandgenerousgovernmentcontractstoaccelerateadoption.
TheplanhasalsoshiftedincentivesforpolicyinnovationaroundAI.AmbitiousmayorsacrossChinaarescramblingtoturntheircitiesintoshowcasesfornewAIapplications.They’replottingdriverlesstruckingroutes,installingfacialrecognitionsystemsonpublictransportation,andhookingtrafficgridsinto“citybrains”thatoptimizeflows.
BehindtheseeffortsliesacoredifferenceinAmericanandChinesepoliticalculture:whileAmerica’scombativepoliticalsystemaggressively
punishesmisstepsorwasteinfundingtechnologicalupgrades,China’stechno-utilitarianapproachrewardsproactiveinvestmentandadoption.Neithersystemcanclaimobjectivemoralsuperiority,andtheUnitedStates’longtrackrecordofbothpersonalfreedomandtechnologicalachievementisunparalleledinthemodernera.ButIbelievethatintheageofAIimplementationtheChineseapproachwillhavetheimpactofacceleratingdeployment,generatingmoredata,andplantingtheseedsoffurthergrowth.It’saself-perpetuatingcycle,onethatrunsonapeculiaralchemyofdigitaldata,entrepreneurialgrit,hard-earnedexpertise,andpoliticalwill.ToseewherethetwoAIsuperpowersstand,wemustfirstunderstandthesourceofthatexpertise.
NOBELWINNERSANDNO-NAMETINKERERS
WhenEnricoFermisteppedontothedeckoftheRMSFranconiaIIin1938,hechangedtheglobalbalanceofpower.FermihadjustreceivedtheNobelPrizeinphysicsinStockholm,butinsteadofreturninghometoBenitoMussolini’sItaly,FermiandhisfamilysailedforNewYork.TheymadethejourneytoescapeItaly’sraciallaws,whichbarredJewsorAfricansfromholdingmanyjobsormarryingItalians.Fermi’swife,Laura,wasJewish,andhedecidedtomovethefamilyhalfwayacrosstheworldratherthanliveundertheantisemitismthatwassweepingEurope.
Itwasapersonaldecisionwithearthshakingconsequences.AfterarrivingintheUnitedStates,FermilearnedofthediscoveryofnuclearfissionbyscientistsinNaziGermanyandquicklysettoworkexploringthephenomenon.Hecreatedtheworld’sfirstself-sustainingnuclearreactionunderneathasetofbleachersattheUniversityofChicagoandplayedanindispensableroleintheManhattanProject.Thistop-secretprojectwasthelargestindustrialundertakingtheworldhadeverseen,anditculminatedinthedevelopmentoftheworld’sfirstnuclearweaponsfortheU.S.military.ThosebombsputanendtoWorldWarIIinthePacificandlaidthegroundworkforthenuclearworldorder.
FermiandtheManhattanProjectembodiedanageofdiscoverythatrewardedqualityoverquantityinexpertise.Innuclearphysics,the1930sand1940swereanageoffundamentalbreakthroughs,andwhenitcametomakingthosebreakthroughs,oneEnricoFermiwasworththousandsoflessbrilliantphysicists.AmericanleadershipinthiserawasbuiltinlargepartonattractinggeniuseslikeFermi:menandwomenwhocouldsinglehandedlytipthescalesofscientificpower.
Butnoteverytechnologicalrevolutionfollowsthispattern.Often,onceafundamentalbreakthroughhasbeenachieved,thecenterofgravityquicklyshiftsfromahandfulofeliteresearcherstoanarmyoftinkerers—engineerswithjustenoughexpertisetoapplythetechnologytodifferentproblems.Thisisparticularlytruewhenthepayoffofabreakthroughisdiffusedthroughoutsocietyratherthanconcentratedinafewlabsorweaponssystems.
Masselectrificationexemplifiedthisprocess.FollowingThomasEdison’sharnessingofelectricity,thefieldrapidlyshiftedfrominventiontoimplementation.Thousandsofengineersbegantinkeringwithelectricity,usingittopowernewdevicesandreorganizeindustrialprocesses.Thosetinkerersdidn’thavetobreaknewgroundlikeEdison.Theyjusthadtoknowenoughabouthowelectricityworkedtoturnitspowerintousefulandprofitablemachines.
OurpresentphaseofAIimplementationfitsthislattermodel.AconstantstreamofheadlinesaboutthelatesttasktackledbyAIgivesusthemistakensensethatwearelivingthroughanageofdiscovery,atimewhentheEnricoFermisoftheworlddeterminethebalanceofpower.Inreality,wearewitnessingtheapplicationofonefundamentalbreakthrough—deeplearningandrelatedtechniques—tomanydifferentproblems.That’saprocessthatrequireswell-trainedAIscientists,thetinkerersofthisage.Today,thosetinkerersareputtingAI’ssuperhumanpowersofpatternrecognitiontousemakingloans,drivingcars,translatingtext,playingGo,andpoweringyourAmazonAlexa.
Deep-learningpioneerslikeGeoffreyHinton,YannLeCun,andYoshuaBengio—theEnricoFermisofAI—continuetopushtheboundariesofartificialintelligence.Andtheymayyetproduceanothergame-changingbreakthrough,onethatscramblestheglobaltechnologicalpeckingorder.Butinthemeantime,therealactiontodayiswiththetinkerers.
INTELLIGENCESHARING
Andforthistechnologicalrevolution,thetinkerershaveanaddedadvantage:real-timeaccesstotheworkofleadingpioneers.DuringtheIndustrialRevolution,nationalbordersandlanguagebarriersmeantthatnewindustrialbreakthroughsremainedbottledupintheircountryoforigin,England.America’sculturalproximityandlooseintellectualpropertylawshelpeditpilfersomekeyinventions,butthereremainedasubstantiallagbetweentheinnovatorandtheimitator.
Notsotoday.WhenaskedhowfarChinalagsbehindSiliconValleyinartificialintelligenceresearch,someChineseentrepreneursjokinglyanswer“sixteenhours”—thetimedifferencebetweenCaliforniaandBeijing.Americamaybehometothetopresearchers,butmuchoftheirworkandinsightisinstantaneouslyavailabletoanyonewithaninternetconnectionandagroundinginAIfundamentals.FacilitatingthisknowledgetransferaretwodefiningtraitsoftheAIresearchcommunity:opennessandspeed.
Artificialintelligenceresearcherstendtobequiteopenaboutpublishingtheiralgorithms,data,andresults.Thatopennessgrewoutofthecommongoalofadvancingthefieldandalsofromthedesireforobjectivemetricsincompetitions.Inmanyphysicalsciences,experimentscannotbefullyreplicatedfromonelabtothenext—minutevariationsintechniqueorenvironmentcangreatlyaffectresults.ButAIexperimentsareperfectlyreplicable,andalgorithmsaredirectlycomparable.Theysimplyrequirethosealgorithmstobetrainedandtestedonidenticaldatasets.Internationalcompetitionsfrequentlypitdifferentcomputervisionorspeechrecognitionteamsagainsteachother,withthecompetitorsopeningtheirworktoscrutinybyotherresearchers.
ThespeedofimprovementsinAIalsodrivesresearcherstoinstantlysharetheirresults.ManyAIscientistsaren’ttryingtomakefundamentalbreakthroughsonthescaleofdeeplearning,buttheyareconstantlymakingmarginalimprovementstothebestalgorithms.Thoseimprovementsregularlysetnewrecordsforaccuracyontaskslikespeechrecognitionorvisualidentification.Researcherscompeteonthebasisoftheserecords—notonnewproductsorrevenuenumbers—andwhenonesetsanewrecord,heorshewantstoberecognizedandreceivecreditfortheachievement.Butgiventherapidpaceofimprovements,manyresearchersfearthatiftheywaittopublishinajournal,theirrecordwillalreadyhavebeeneclipsedandtheirmomentatthecuttingedgewillgoundocumented.Soinsteadofsittingonthatresearch,theyoptforinstantpublicationonwebsiteslikewww.arxiv.org,anonlinerepositoryofscientificpapers.Thesiteletsresearchersinstantlytime-stamptheirresearch,plantingastakeinthegroundtomarkthe“whenandwhat”oftheiralgorithmicachievements.
Inthepost-AlphaGoworld,Chinesestudents,researchers,andengineersareamongthemostvoraciousreadersofwww.arxiv.org.Theytrawlthesitefornewtechniques,soakingupeverythingtheworld’stopresearchershavetooffer.Alongsidetheseacademicpublications,ChineseAIstudentsalsostream,translate,andsubtitlelecturesfromleadingAIscientistslikeYannLeCun,Stanford’sSebastianThrun,andAndrewNg.Afterdecadesspent
studyingoutdatedtextbooksinthedark,theseresearchersrevelinthisinstantconnectivitytoglobalresearchtrends.
OnWeChat,China’sAIcommunitycoalescesingiantgroupchatsandmultimediaplatformstochewoverwhat’snewinAI.Thirteennewmediacompanieshavesprungupjusttocoverthesector,offeringindustrynews,expertanalysis,andopen-endeddialogue.TheseAI-focusedoutletsboastoveramillionregisteredusers,andhalfofthemhavetakenonventurefundingthatvaluesthematmorethan$10millioneach.Formoreacademicdiscussions,I’mpartofthefive-hundred-member“WeeklyPaperDiscussionGroup,”justoneofthedozensofWeChatgroupsthatcometogethertodissectanewAIresearchpublicationeachweek.Thechatgroupbuzzeswithhundredsofmessagesperday:earnestquestionsaboutthisweek’spaper,screenshotsofthemembers’latestalgorithmicachievements,and,ofcourse,plentyofanimatedemojis.
ButChineseAIpractitionersaren’tjustpassiverecipientsofwisdomspillingforthfromtheWesternworld.They’renowgivingbacktothatresearchecosystematanacceleratingrate.
CONFERENCECONFLICTS
TheAssociationfortheAdvancementofArtificialIntelligencehadaproblem.Thestoriedorganizationhadbeenputtingononeoftheworld’smostimportantAIconferencesforthreedecades,butin2017theywereindangerofhostingadudevent.
Why?TheconferencedatesconflictedwithChineseNewYear.
Afewyearsearlier,thiswouldn’thavebeenaproblem.Historically,American,British,andCanadianscholarshavedominatedtheproceedings,withjustahandfulofChineseresearcherspresentingpapers.Butthe2017conferencehadacceptedanalmostequalnumberofpapersfromresearchersinChinaandtheUnitedStates,anditwasindangeroflosinghalfofthatequationtotheirculture’smostimportantholiday.
“NobodywouldhaveputAAAIonChristmasday,”thegroup’spresidenttoldtheAtlantic.“Ourorganizationhadtoalmostturnonadimeandchangetheconferencevenuetoholditaweeklater.”
ChineseAIcontributionshaveoccurredatalllevels,rangingfrommarginaltweaksofexistingmodelstotheintroductionofworld-classnewapproachestoneuralnetworkconstruction.AlookatcitationsinacademicresearchrevealsthegrowingcloutofChineseresearchers.OnestudybySinovation
VenturesexaminedcitationsinthetoponehundredAIjournalsandconferencesfrom2006to2015;itfoundthatthepercentageofpapersbyauthorswithChinesenamesnearlydoubledfrom23.2percentto42.8percentduringthattime.ThattotalincludessomeauthorswithChinesenameswhoworkabroad—forexample,ChineseAmericanresearcherswhohaven’tadoptedananglicizedname.Butasurveyoftheauthors’researchinstitutionsfoundthegreatmajorityofthemtobeworkinginChina.
Arecenttallyofcitationsatglobalresearchinstitutionsconfirmedthetrend.Thatrankingoftheonehundredmost-citedresearchinstitutionsonAIfrom2012to2016showedChinarankingsecondonlytotheUnitedStates.Amongtheeliteinstitutions,TsinghuaUniversityevenoutnumberedplaceslikeStanfordUniversityintotalAIcitations.Thesestudieslargelycapturedthepre-AlphaGoera,beforeChinapushedevenmoreresearchersintothefield.Inthecomingyears,awholenewwaveofyoungPh.D.studentswillbringChineseAIresearchtoanewlevel.
Andthesecontributionshaven’tjustbeenaboutpilinguppapersandcitations.Researchersinthecountryhaveproducedsomeofthemostimportantadvancesinneuralnetworksandcomputervisionsincethearrivalofdeeplearning.ManyoftheseresearchersemergedoutofMicrosoftResearchChina,aninstitutionthatIfoundedin1998.LaterrenamedMicrosoftResearchAsia,itwentontotrainoverfivethousandAIresearchers,includingtopexecutivesatBaidu,Alibaba,Tencent,Lenovo,andHuawei.
In2015,ateamfromMicrosoftResearchAsiablewthecompetitionoutofthewaterattheglobalimage-recognitioncompetition,ImageNet.Theteam’sbreakthroughalgorithmwascalledResNet,anditidentifiedandclassifiedobjectsfrom100,000photographsinto1,000differentcategorieswithanerrorrateofjust3.5percent.Twoyearslater,whenGoogle’sDeepMindbuiltAlphaGoZero—theself-taughtsuccessortoAlphaGo—theyusedResNetasoneofitscoretechnologicalbuildingblocks.
TheChineseresearchersbehindResNetdidn’tstayatMicrosoftforlong.OfthefourauthorsoftheResNetpaper,onejoinedYannLeCun’sresearchteamatFacebook,buttheotherthreehavefoundedandjoinedAIstartupsinChina.Oneofthosestartups,Face++,hasquicklyturnedintoaworldleaderinface-andimage-recognitiontechnology.Atthe2017COCOimage-recognitioncompetition,theFace++teamtookfirstplaceinthreeofthefourmostimportantcategories,beatingoutthetopteamsfromGoogle,Microsoft,andFacebook.
TosomeobserversintheWest,theseresearchachievementsflyinthefaceofdeeplyheldbeliefsaboutthenatureofknowledgeandresearchacross
politicalsystems.Shouldn’tChinesecontrolsontheinternethobbletheabilityofChineseresearcherstobreaknewgroundglobally?TherearevalidcritiquesofChina’ssystemofgovernance,onesthatweighheavilyonpublicdebateandresearchinthesocialsciences.Butwhenitcomestoresearchinthehardsciences,theseissuesarenotnearlyaslimitingasmanyoutsiderspresume.Artificialintelligencedoesn’ttouchonsensitivepoliticalquestions,andChina’sAIscientistsareessentiallyasfreeastheirAmericancounterpartstoconstructcutting-edgealgorithmsorbuildprofitableAIapplications.
Butdon’ttakeitfromme.Ata2017conferenceonartificialintelligenceandglobalsecurity,formerGoogleCEOEricSchmidtwarnedparticipantsagainstcomplacencywhenitcametoChineseAIcapabilities.PredictingthatChinawouldmatchAmericanAIcapabilitiesinfiveyears,Schmidtwasbluntinhisassessment:“Trustme,theseChinesepeoplearegood....IfyouhaveanykindofprejudiceorconcernthatsomehowtheirsystemandtheireducationalsystemisnotgoingtoproducethekindofpeoplethatI’mtalkingabout,you’rewrong.”
THESEVENGIANTSANDTHENEXTDEEPLEARNING
ButwhiletheglobalAIresearchcommunityhasblossomedintoafluidandopensystem,onecomponentofthatecosystemremainsmoreclosedoff:bigcorporateresearchlabs.Academicresearchersmayrushtosharetheirworkwiththeworld,butpublictechnologycompanieshaveafiduciaryresponsibilitytomaximizeprofitsfortheirshareholders.Thatusuallymeanslesspublishingandmoreproprietarytechnology.
OfthehundredsofcompaniespouringresourcesintoAIresearch,let’sreturntotheseventhathaveemergedasthenewgiantsofcorporateAIresearch—Google,Facebook,Amazon,Microsoft,Baidu,Alibaba,andTencent.TheseSevenGiantshave,ineffect,morphedintowhatnationswerefiftyyearsago—thatis,largeandrelativelyclosed-offsystemsthatconcentratetalentandresourcesonbreakthroughsthatwillmostlyremain“inhouse.”
Thesealsaroundcorporateresearchareneverairtight:teammembersleavetofoundtheirownAIstartups,andsomegroupslikeMicrosoftResearch,FacebookAIResearch,andDeepMindstillpublisharticlesontheirmostmeaningfulcontributions.Butbroadlyspeaking,ifoneofthesecompaniesmakesauniquebreakthrough—atradesecretthatcouldgeneratemassive
profitsforthatcompanyalone—itwilldoitsbesttokeepalidonitandwilltrytoextractmaximumvaluebeforethewordgetsout.
Agroundbreakingdiscoveryoccurringwithinoneoftheseclosedsystemsposesthegreatestthreattotheworld’sopenAIecosystem.ItalsothreatenstostymieChinainitsgoalofbecomingagloballeaderinAI.Thewaythingsstandtoday,Chinaalreadyhastheedgeinentrepreneurship,data,andgovernmentsupport,andit’srapidlycatchinguptotheUnitedStatesinexpertise.Ifthetechnologicalstatusquoholdsforthecomingyears,anarrayofChineseAIstartupswillbeginfanningoutacrossdifferentindustries.Theywillleveragedeeplearningandothermachine-learningtechnologiestodisruptdozensofsectorsandreaptherewardsoftransformingtheeconomy.
Butifthenextbreakthroughonthescaleofdeeplearningoccurssoon,andithappenswithinahermeticallysealedcorporateenvironment,allbetsareoff.ItcouldgiveonecompanyaninsurmountableadvantageovertheotherSevenGiantsandreturnustoanageofdiscoveryinwhicheliteexpertisetipsthebalanceofpowerinfavoroftheUnitedStates.
Tobeclear,Ibelievetheoddsareslightlyagainstsuchabreakthroughcomingoutofthecorporatebehemothsinthecomingyears.Deeplearningmarkedthelargestleapforwardinthepastfiftyyears,andadvancesonthisscalerarelycomemorethanonceeveryfewdecades.Evenifsuchabreakthroughdoesoccur,it’smorelikelytoemergeoutoftheopenenvironmentofacademia.Rightnow,thecorporategiantsarepouringunprecedentedresourcesintosqueezingdeeplearningforallit’sworth.Thatmeanslotsoffine-tuningofdeep-learningalgorithmsandonlyasmallpercentageoftrulyopen-endedresearchinpursuitofthenextparadigm-shiftingbreakthrough.
Meanwhile,academicsfindthemselvesunabletocompetewithindustryinpracticalapplicationsofdeeplearningbecauseoftherequirementsformassiveamountsofdataandcomputingpower.Soinstead,manyacademicresearchersarefollowingGeoffreyHinton’sexhortationtomoveonandfocusoninventing“thenextdeeplearning,”afundamentallynewapproachtoAIproblemsthatcouldchangethegame.Thattypeofopen-endedresearchisthekindmostlikelytostumbleontothenextbreakthroughandthenpublishitforalltheworldtolearnfrom.
GOOGLEVERSUSTHEREST
Butifthenextdeeplearningisdestinedtobediscoveredinthecorporateworld,Googlehasthebestshotatit.AmongtheSevenAIGiants,Google—
moreprecisely,itsparentcompany,Alphabet,whichownsDeepMindanditsself-drivingsubsidiaryWaymo—standsheadandshouldersabovetherest.Itwasoneoftheearliestcompaniestoseethepotentialindeeplearningandhasdevotedmoreresourcestoharnessingitthananyothercompany.
Intermsoffunding,Googledwarfsevenitsowngovernment:U.S.federalfundingformathandcomputerscienceresearchamountstolessthanhalfofGoogle’sownR&Dbudget.ThatspendingspreehasboughtAlphabetanoutsizedshareoftheworld’sbrightestAIminds.OfthetoponehundredAIresearchersandengineers,aroundhalfarealreadyworkingforGoogle.
TheotherhalfaredistributedamongtheremainingSevenGiants,academia,andahandfulofsmallerstartups.MicrosoftandFacebookhavesoakedupsubstantialportionsofthisgroup,withFacebookbringingonsuperstarresearcherslikeYannLeCun.OftheChinesegiants,Baiduwentintodeep-learningresearchearliest—eventryingtoacquireGeoffreyHinton’sstartupin2013beforebeingoutbidbyGoogle—andscoredamajorcoupin2014whenitrecruitedAndrewNgtoheadupitsSiliconValleyAILab.Withinayear,thathirewasshowingoutstandingresults.By2015,Baidu’sAIalgorithmshadexceededhumanabilitiesatChinesespeechrecognition.Itwasagreataccomplishment,butonethatwentlargelyunnoticedintheUnitedStates.Infact,whenMicrosoftreachedthesamemilestoneayearlaterforEnglish,thecompanydubbedita“historicachievement.”NgleftBaidutin2017tocreatehisownAIinvestmentfund,butthetimehespentatthecompanybothtestifiedtoBaidu’sambitionsandstrengtheneditsreputationforresearch.
AlibabaandTencentwererelativelatecomerstotheAItalentrace,buttheyhavethecashanddataonhandtoattracttoptalent.WithWeChatservingastheall-in-onesuper-appoftheworld’slargestinternetmarket,Tencentpossessesperhapsthesinglerichestdataecosystemofallthegiants.ThatisnowhelpingTencenttoattractandempowertop-flightAIresearchers.In2017,TencentopenedanAIresearchinstituteinSeattleandimmediatelybeganpoachingMicrosoftresearcherstostaffit.
Alibabahasfollowedsuitwithplanstoopenaglobalnetworkofresearchlabs,includinginSiliconValleyandSeattle.Thusfar,TencentandAlibabahaveyettopubliclydemonstratetheresultsofthisresearch,optinginsteadformoreproduct-drivenapplications.Alibabahastakentheleadon“CityBrains”:massiveAI-drivennetworksthatoptimizecityservicesbydrawingondatafromvideocameras,socialmedia,publictransit,andlocation-basedapps.WorkingwiththecitygovernmentinitshometownofHangzhou,Alibabaisusingadvancedobject-recognitionandpredictivetransitalgorithmstoconstantlytweakthepatternsforredlightsandalertemergencyservicesto
trafficaccidents.Thetrialhasincreasedtrafficspeedsby10percentinsomeareas,andAlibabaisnowpreparingtobringtheservicetoothercities.
WhileGooglemayhavejumpedofftoamassiveheadstartinthearmsraceforeliteAItalent,thatbynomeansguaranteesvictory.Asdiscussed,fundamentalbreakthroughsarefewandfarbetween,andparadigm-shiftingdiscoveriesoftenemergefromunexpectedplaces.Deeplearningcameoutofasmallnetworkofidiosyncraticresearchersobsessedwithanapproachtomachinelearningthathadbeendismissedbymainstreamresearchers.Ifthenextdeeplearningisouttheresomewhere,itcouldbehidingonanynumberofuniversitycampusesorincorporatelabs,andthere’snoguessingwhenorwhereitwillshowitsface.Whiletheworldwaitsforthelotteryofscientificdiscoverytoproduceanewbreakthrough,weremainentrenchedinourcurrenteraofAIimplementation.
POWERGRIDSVERSUSAIBATTERIES
Butthegiantsaren’tjustcompetingagainstoneanotherinaraceforthenextdeeplearning.They’realsoinamoreimmediateraceagainstthesmallAIstartupsthatwanttousemachinelearningtorevolutionizespecificindustries.It’sacontestbetweentwoapproachestodistributingthe“electricity”ofAIacrosstheeconomy:the“grid”approachoftheSevenGiantsversusthe“battery”approachofthestartups.HowthatraceplaysoutwilldeterminethenatureoftheAIbusinesslandscape—monopoly,oligopoly,orfreewheelingcompetitionamonghundredsofcompanies.
The“grid”approachistryingtocommoditizeAI.Itaimstoturnthepowerofmachinelearningintoastandardizedservicethatcanbepurchasedbyanycompany—orevenbegivenawayforfreeforacademicorpersonaluse—andaccessedviacloudcomputingplatforms.Inthismodel,cloudcomputingplatformsactasthegrid,performingcomplexmachine-learningoptimizationsonwhateverdataproblemsusersrequire.Thecompaniesbehindtheseplatforms—Google,Alibaba,andAmazon—actastheutilitycompanies,managingthegridandcollectingthefees.
HookingintothatgridwouldallowtraditionalcompanieswithlargedatasetstoeasilytapintoAI’soptimizationpowerswithouthavingtoremaketheirentirebusinessaroundit.Google’sTensorFlow,anopen-sourcesoftwareecosystemforbuildingdeeplearning-models,offersanearlyversionofthisbutstillrequiressomeAIexpertisetooperate.Thegoalofthegridapproachistobothlowerthatexpertisethresholdandincreasethefunctionalityofthesecloud-basedAIplatforms.Makinguseofmachinelearningisnowherenearassimpleasplugginganelectricapplianceintothewall—anditmayneverbe—
buttheAIgiantshopetopushthingsinthatdirectionandthenreaptherewardsofgeneratingthe“power”andoperatingthe“grid.”
AIstartupsaretakingtheoppositeapproach.Insteadofwaitingforthisgridtotakeshape,startupsarebuildinghighlyspecific“battery-powered”AIproductsforeachuse-case.Thesestartupsarebankingondepthratherthanbreadth.Insteadofsupplyinggeneral-purposemachine-learningcapabilities,theybuildnewproductsandtrainalgorithmsforspecifictasks,includingmedicaldiagnosis,mortgagelending,andautonomousdrones.
Theyarebettingthattraditionalbusinesseswon’tbeabletosimplyplugthenitty-grittydetailsoftheirdailyoperationsintoanall-purposegrid.InsteadofhelpingthosecompaniesaccessAI,thesestartupswanttodisruptthemusingAI.TheyaimtobuildAI-firstcompaniesfromthegroundup,creatinganewrosterofindustrychampionsfortheAIage.
It’sfartooearlytopickawinnerbetweenthegridandbatteryapproaches.WhilegiantslikeGooglesteadilyspreadtheirtentaclesoutward,startupsinChinaandtheUnitedStatesareracingtoclaimvirginterritoryandfortifythemselvesagainstincursionsbytheSevenGiants.Howthatscrambleforterritoryshakesoutwilldeterminetheshapeofourneweconomiclandscape.ItcouldconcentrateastronomicalprofitsinthehandsoftheSevenGiants—thesuper-utilitiesoftheAIage—ordiffusethoseprofitsoutacrossthousandsofvibrantnewcompanies.
THECHIPONCHINA’SSHOULDER
OneunderdiscussedareaofAIcompetition—amongtheAIgiants,startups,andthetwocountries—isincomputerchips,alsoknownassemiconductors.High-performancechipsaretheunsexy,andoftenunsung,heroesofeachcomputingrevolution.Theyareattheliteralcoreofourdesktops,laptops,smartphones,andtablets,butforthatreasontheyremainlargelyhiddentotheenduser.Butfromaneconomicandsecurityperspective,buildingthosechipsisaverybigdeal:themarketstendtowardlucrativemonopolies,andsecurityvulnerabilitiesarebestspottedbythosewhoworkdirectlywiththehardware.
Eacheraofcomputingrequiresdifferentkindsofchips.Whendesktopsreignedsupreme,chipmakerssoughttomaximizeprocessingspeedandgraphicsonahigh-resolutionscreen,withfarlessconcernaboutpowerconsumption.(Desktopswere,afterall,alwayspluggedin.)Intelmasteredthedesignofthesechipsandmadebillionsintheprocess.Butwiththeadventofsmartphones,demandshiftedtowardmoreefficientusesofpower,and
Qualcomm,whosechipswerebasedondesignsbytheBritishfirmARM,tookthethroneastheundisputedchipking.
Now,astraditionalcomputingprogramsaredisplacedbytheoperationofAIalgorithms,requirementsareonceagainshifting.Machinelearningdemandstherapid-fireexecutionofcomplexmathematicalformulas,somethingforwhichneitherIntel’snorQualcomm’schipsarebuilt.IntothevoidsteppedNvidia,achipmakerthathadpreviouslyexcelledatgraphicsprocessingforvideogames.ThemathbehindgraphicsprocessingalignedwellwiththerequirementsforAI,andNvidiabecamethego-toplayerinthechipmarket.Between2016andearly2018,thecompany’sstockpricemultipliedbyafactoroften.
Thesechipsarecentraltoeverythingfromfacialrecognitiontoself-drivingcars,andthathassetoffaracetobuildthenext-generationAIchip.GoogleandMicrosoft—companiesthathadlongavoidedbuildingtheirownchips—havejumpedintothefray,alongsideIntel,Qualcomm,andabatchofwell-fundedSiliconValleychipstartups.FacebookhaspartneredwithInteltotest-driveitsfirstforayintoAI-specificchips.
Butforthefirsttime,muchoftheactioninthisspaceistakingplaceinChina.TheChinesegovernmenthasformanyyears—decades,even—triedtobuildupindigenouschipcapabilities.Butconstructingahigh-performancechipisanextremelycomplexandexpertise-intensiveprocess,onethathassofarremainedimpervioustoseveralgovernment-sponsoredprojects.Forthelastthreedecades,it’sbeenprivateSiliconValleyfirmsthathavecashedinonchipdevelopment.
Chineseleadersandaraftofchipstartupsarehopingthatthistimeisdifferent.TheChineseMinistryofScienceandTechnologyisdolingoutlargesumsofmoney,namingasaspecificgoaltheconstructionofachipwithperformanceandenergyefficiencytwentytimesbetterthanoneofNvidia’scurrentofferings.ChinesechipstartupslikeHorizonRobotics,Bitmain,andCambriconTechnologiesareflushwithinvestmentcapitalandworkingonproductstailor-madeforself-drivingcarsorotherAIuse-cases.Thecountry’sedgeindatawillalsofeedintochipdevelopment,offeringhardwaremakersafeastofexamplesonwhichtotesttheirproducts.
Onbalance,SiliconValleyremainstheclearleaderinAIchipdevelopment.Butit’saleadthattheChinesegovernmentandthecountry’sventure-capitalcommunityaretryingtheirbesttoerase.That’sbecausewheneconomicdisruptionoccursonthescalepromisedbyartificialintelligence,itisn’tjustabusinessquestion—it’salsoamajorpoliticalquestion.
ATALEOFTWOAIPLANS
OnOctober12,2016,PresidentBarackObama’sWhiteHousereleasedalong-brewingplanforhowtheUnitedStatescanharnessthepowerofartificialintelligence.ThedocumentdetailedthetransformationAIissettobringtotheeconomyandlaidoutstepstoseizethatopportunity:increasingfundingforresearch,steppingupcivilian-militarycooperation,andmakinginvestmentstomitigatesocialdisruptions.Itofferedadecentsummaryofchangesonthehorizonandsomecommonsenseprescriptionsforadaptation.
Butthereport—issuedbythemostpowerfulpoliticalofficeintheUnitedStates—hadaboutthesameimpactasawonkishpolicypaperfromanacademicthinktank.ReleasedthesameweekasDonaldTrump’sinfamousAccessHollywoodvideotape,theWhiteHousereportbarelyregisteredintheAmericannewscycle.ItdidnotsparkanationalsurgeininterestaboutAI.ItdidnotleadtoafloodofnewVCinvestmentsandgovernmentfundingforAIstartups.Anditdidn’tgalvanizemayorsorgovernorstoadoptAI-friendlypolicies.Infact,whenPresidentTrumptookofficejustthreemonthsafterthereport’sdebut,heproposedcuttingfundingforAIresearchattheNationalScienceFoundation.
ThelimpresponsetotheObamareportmadeforastarkcontrasttotheshockwavesgeneratedbytheChinesegovernment’sownAIplan.LikepastChinesegovernmentdocumentsontechnology,itwasplaininitslanguagebutmomentousinitsimpact.PublishedinJuly2017,theChineseStateCouncil’s“DevelopmentPlanforaNewGenerationofArtificialIntelligence”sharedmanyofthesamepredictionsandrecommendationsastheWhiteHouseplan.Italsospelledouthundredsofindustry-specificapplicationsofAIandlaiddownsignpostsforChina’sprogresstowardbecominganAIsuperpower.ItcalledforChinatoreachthetoptierofAIeconomiesby2020,achievemajornewbreakthroughsby2025,andbecomethegloballeaderinAIby2030.
IfAlphaGowasChina’sSputnikMoment,thegovernment’sAIplanwaslikePresidentJohnF.Kennedy’slandmarkspeechcallingforAmericatolandamanonthemoon.ThereportlackedKennedy’ssoaringrhetoric,butitsetoffasimilarnationalmobilization,anall-hands-on-deckapproachtonationalinnovation.
BETTINGONAI
China’sAIplanoriginatedatthehighestlevelsofthecentralgovernment,butChina’sambitiousmayorsarewheretherealactiontakesplace.FollowingthereleaseoftheStateCouncil’splan,localofficialsanglingforpromotionthrewthemselvesintothegoalofturningtheircitiesintohubsforAIdevelopment.Theyofferedsubsidiesforresearch,directedventure-capital“guidingfunds”towardAI,purchasedtheproductsandservicesoflocalAIstartups,andsetupdozensofspecialdevelopmentzonesandincubators.
Wecanseetheintricacyofthesesupportpoliciesbyzoominginononecity,Nanjing.ThecapitalofJiangsuprovinceonChina’seasternseaboard,NanjingisnotamongthetoptierofChinesecitiesforstartups—thosehonorsgotoBeijing,Shenzhen,andHangzhou.ButinabidtotransformNanjingintoanAIhotspot,thecitygovernmentispouringvastsumsofmoneyandpolicyresourcesintoattractingAIcompaniesandtoptalent.
Between2017and2020,theNanjingEconomicandTechnologicalDevelopmentZoneplanstoputatleast3billionRMB(around$450million)intoAIdevelopment.ThatmoneywillgotowardadizzyingarrayofAIsubsidiesandperks,includinginvestmentsofupto15millionRMBinlocalcompanies,grantsof1millionRMBpercompanytoattracttalent,rebatesonresearchexpensesofupto5millionRMB,creationofanAItraininginstitute,governmentcontractsforfacialrecognitionandautonomousrobottechnology,simplifiedproceduresforregisteringacompany,seedfundingandofficespaceformilitaryveterans,freecompanyshuttles,covetedspotsatlocalschoolsforthechildrenofcompanyexecutives,andspecialapartmentsforemployeesofAIstartups.
Andthatisallinjustonecity.Nanjing’spopulationof7millionranksjusttenthinChina,acountrywithahundredcitiesofmorethanamillionpeople.Thisblizzardofgovernmentincentivesisgoingonacrossmanyofthosecitiesrightnow,allcompetingtoattract,fund,andempowerAIcompanies.It’saprocessofgovernment-acceleratedtechnologicaldevelopmentthatI’vewitnessedtwiceinthepastdecade.Between2007and2017,Chinawentfromhavingzerohigh-speedraillinestohavingmoremilesofhigh-speedrailoperationalthantherestoftheworldcombined.Duringthe“massinnovationandmassentrepreneurship”campaignthatbeganin2015,asimilarflurryofincentivescreated6,600newstartupincubatorsandshiftedthenationalculturearoundtechnologystartups.
Ofcourse,it’stooearlytoknowtheexactresultsofChina’sAIcampaign,butifChinesehistoryisanyguide,itislikelytobesomewhatinefficientbutextremelyeffective.Thesheerscopeoffinancingandspeedofdeploymentalmostguaranteesthattherewillbeinefficiencies.Governmentbureaucraciescannotrapidlydeploybillionsofdollarsininvestmentsandsubsidieswithout
someamountofwaste.TherewillbedormsforAIemployeesthatwillneverbeinhabited,andinvestmentsinstartupsthatwillnevergetofftheground.Therewillbetraditionaltechnologycompaniesthatmerelyrebrandthemselvesas“AIcompanies”torakeinsubsidies,andAIequipmentpurchasesthatsimplygatherdustingovernmentoffices.
Butthat’sarisktheseChinesegovernmentofficialsarewillingtotake,alossthey’rewillingtoabsorbinpursuitofalargergoal:brute-forcingtheeconomicandtechnologicalupgradingoftheircities.Thepotentialupsideofthattransformationislargeenoughtowarrantmakingexpensivebetsonthenextbigthing.Andifthebetdoesn’tpanout,themayorswon’tbeendlesslypilloriedbytheiropponentsforattemptingtoactonthecentralgovernment’swishes.
ContrastthatwiththepoliticalfirestormfollowingbigbetsgonebadintheUnitedStates.Afterthe2008financialcrisis,PresidentObama’sstimulusprogramincludedplansforgovernmentloanguaranteesonpromisingrenewableenergyprojects.Itwasaprogramdesignedtostimulateastagnanteconomybutalsotofacilitateabroadereconomicandenvironmentalshifttowardgreenenergy.
OneoftherecipientsofthoseloanguaranteeswasSolyndra,aCaliforniasolarpanelcompanythatinitiallylookedpromisingbutthenwentbankruptin2011.PresidentObama’scriticsquicklyturnedthatfailureintooneofthemostpotentpoliticalbludgeonsofthe2012presidentialelection.Theyhammeredthepresidentwithmillionsofdollarsinattackads,criticizingthe“wasteful”spendingasasymptomof“cronycapitalism”and“venturesocialism.”Nevermindthat,onthewhole,theloanguaranteeprogramisprojectedtoearnmoneyforthefederalgovernment—onehigh-profilefailurewasenoughtotartheentireenterpriseoftechnologicalupgrading.
Obamasurvivedthenegativeonslaughttowinanotherterm,butthelessonsforAmericanpoliticianswereclear:usinggovernmentfundingtoinvestineconomicandtechnologicalupgradesisariskybusiness.Successesareoftenignored,andeverymisfirebecomesfodderforattackads.It’sfarsafertostayoutofthemessybusinessofupgradinganeconomy.
SELF-DRIVINGDILEMMAS
ThatsamedivideinpoliticalculturesappliestocreatingasupportivepolicyenvironmentforAIdevelopment.Forthepastthirtyyears,Chineseleadershavepracticedakindoftechno-utilitarianism,leveragingtechnologicalupgradestomaximizebroadersocialgoodwhileacceptingthattherewillbe
downsidesforcertainindividualsorindustries.It,likeallpoliticalstructures,isahighlyimperfectsystem.Top-downgovernmentmandatestoexpandinvestmentandproductioncanalsosendthependulumofpublicinvestmentswingingtoofarinagivendirection.Inrecentyears,thishasledtomassiveglutsofsupplyandunsustainabledebtloadsinChineseindustriesrangingfromsolarpanelstosteel.Butwhennationalleaderscorrectlychannelthosemandatestowardnewtechnologiesthatcanleadtoseismiceconomicshifts,thetechno-utilitarianapproachcanhavehugeupsides.
Self-drivingcarsmakeforagoodexampleofthisbalancingact.In2016,theUnitedStateslostfortythousandpeopletotrafficaccidents.Thatannualdeathtollisequivalenttothe9/11terroristattacksoccurringonceeverymonthfromJanuarythroughNovember,andtwiceinDecember.TheWorldHealthOrganizationestimatesthattherearearound260,000annualroadfatalitiesinChinaand1.25millionaroundtheglobe.
Autonomousvehiclesareonthepathtoeventuallybeingfarsaferthanhuman-drivenvehicles,andwidespreaddeploymentofthetechnologywilldramaticallydecreasethesefatalities.Itwillalsoleadtohugeincreasesinefficiencyoftransportationandlogisticsnetworks,gainsthatwillechothroughouttheentireeconomy.
Butalongsidethelivessavedandproductivitygained,therewillbeotherinstancesinwhichjobsorevenlivesarelostduetotheverysametechnology.Forstarters,taxi,truck,bus,anddeliverydriverswillbelargelyoutofluckinaself-drivingworld.Therewillalsoinevitablybemalfunctionsinautonomousvehiclesthatcausecrashes.Therewillbecircumstancesthatforceanautonomousvehicletomakeagonizingethicaldecisions,likewhethertoveerrightandhavea55percentchanceofkillingtwopeopleorveerleftandhavea100percentchanceofkillingoneperson.
Everyoneofthesedownsideriskspresentsthornyethicalquestions.Howshouldwebalancethelivelihoodsofmillionsoftruckdriversagainstthebillionsofdollarsandmillionsofhourssavedbyautonomousvehicles?Whatshouldaself-drivingcar“optimizefor”insituationswhereitisforcedtochoosewhichcartocrashinto?Howshouldanautonomousvehicle’salgorithmweighthelifeofitsowner?Shouldyourself-drivingcarsacrificeyourownlifetosavethelivesofthreeotherpeople?
Thesearethequestionsthatkeepethicistsupatnight.They’realsoquestionsthatcouldholdupthelegislationneededforautonomous-vehicledeploymentandtieupAIcompaniesinyearsoflawsuits.TheymaywellleadAmericanpoliticians,everfearfulofinterestgroupsandattackads,topumpthebrakesonwidespreadself-drivingvehicledeployment.We’vealreadyseenearlysignsofthishappening,withunionsrepresentingtruckdrivers
successfullylobbyingCongressin2017toexcludetrucksfromlegislationaimedatspeedingupautonomous-vehicledeployment.
IbelievetheChinesegovernmentwillseethesedifficultconcernsasimportanttopicstoexplorebutnotasareasontodelaytheimplementationoftechnologythatwillsavetensifnothundredsofthousandsoflivesinthenot-too-distantfuture.Forbetterorworse—andIrecognizethatmostAmericansmaynotembracethisview—Chinesepoliticalculturedoesn’tcarrytheAmericanexpectationofreachingamoralconsensusoneachoftheabovequestions.Promotionofabroadersocialgood—thelong-termpayoffinlivessaved—isagoodenoughreasontobeginimplementation,withoutliercasesandlegalintricaciestobedealtwithinduetime.Again,thisisnotacallfortheUnitedStatesandEuropetomimicthetechno-utilitarianapproachutilizedinChina—everycountryshoulddecideonitsownapproachbasedonitsownculturalvalues.Butit’simportanttounderstandtheChineseapproachandtheimplicationsitholdsforthepaceandpathofAIdevelopment.
AcceleratingthatdeploymentwillfeaturethesamescramblebylocalgovernmentofficialstostandoutonAI.AlongwithcompetingtoattractAIcompaniesthroughsubsidies,thesemayorsandprovincialgovernorswillcompetetobethefirsttoimplementhigh-profileAIprojects,suchasAI-assisteddoctorsatpublichospitalsorautonomoustruckingroutesand“citybrains”thatoptimizeurbantrafficgrids.Theycanpursuetheseprojectsforboththepoliticalpointsscoredandthebroadsocialupside,spendinglesstimeobsessingoverthedownsiderisksthatwouldscareawayrisk-sensitiveAmericanpoliticians.
Thisisnotanethicaljudgmentoneitherofthesetwosystems.Utilitariangovernmentsystemsandrights-basedapproachesbothhavetheirblindspotsanddownsides.America’sopennesstoimmigrationandemphasisonindividualrightshaslonghelpeditattractsomeofthebrightestmindsfromaroundtheworld—peoplelikeEnricoFermi,AlbertEinstein,andmanyleadingAIscientiststoday.China’stop-downapproachtoeconomicupgrades—andtheeagernessoflow-levelofficialstoembraceeachnewcentralgovernmentmandate—canalsoleadtowasteanddebtifthetargetindustriesarenotchosenwell.Butinthisparticularinstance—buildingasocietyandeconomypreparedtoharnessthepotentialofAI—China’stechno-utilitarianapproachgivesitacertainadvantage.Itsacceptanceofriskallowsthegovernmenttomakebigbetsongame-changingtechnologies,anditsapproachtopolicywillencouragefasteradoptionofthosetechnologies.
Withthesenationalstrengthsandweaknessesinmind,wecanconstructatimelineforAIdeploymentandlookathowspecificAIproductsandsystemsaresettochangetheworldaroundus.
5★
THEFOURWAVESOFAI
Theyear2017markedthefirsttimeIheardDonaldTrumpspeakfluentChinese.DuringtheU.S.president’sfirsttriptoChina,heshoweduponabigscreentowelcomeattendeesatamajortechconference.HebeganhisspeechinEnglishandthenabruptlyswitchedlanguages.
“AIischangingtheworld,”hesaid,speakinginflawlessChinesebutwithtypicalTrumpbluster.“AndiFlyTekisreallyfantastic.”
PresidentTrumpcannot,ofcourse,speakChinese.ButAIisindeedchangingtheworld,andChinesecompanieslikeiFlyTekareleadingtheway.BytrainingitsalgorithmsonlargedatasamplesofPresidentTrump’sspeeches,iFlyTekcreatedanear-perfectdigitalmodelofhisvoice:intonation,pitch,andpatternofspeech.ItthenrecalibratedthatvocalmodelforMandarinChinese,showingtheworldwhatDonaldTrumpmightsoundlikeifhegrewupinavillageoutsideBeijing.Themovementoflipswasn’tpreciselysyncedtotheChinesewords,butitwascloseenoughtofoolacasualvieweratfirstglance.PresidentObamagotthesametreatmentfromiFlyTek:avideoofarealpressconferencebutwithhisprofessorialstyleconvertedtoperfectMandarin.
“WiththehelpofiFlyTek,I’velearnedChinese,”ObamaintonedtotheWhiteHousepresscorps.“IthinkmyChineseisbetterthanTrump’s.Whatdoallofyouthink?”
iFlyTekmightsaythesametoitsowncompetitors.TheChinesecompanyhasrackedupvictoriesataseriesofprestigiousinternationalAIcompetitionsforspeechrecognition,speechsynthesis,imagerecognition,andmachinetranslation.Eveninthecompany’s“secondlanguage”ofEnglish,iFlyTekoftenbeatsteamsfromGoogle,DeepMind,Facebook,andIBMWatsoninnatural-languageprocessing—thatis,theabilityofAItodecipheroverallmeaningratherthanjustwords.
Thissuccessdidn’tcomeovernight.Backin1999,whenIstartedMicrosoftResearchAsia,mytop-choicerecruitwasabrilliantyoungPh.D.namedLiuQingfeng.HehadbeenoneofthestudentsIsawfilingoutofthedormsto
studyunderstreetlightsaftermylectureinHefei.Liuwasbothhardworkingandcreativeintacklingresearchquestions;hewasoneofChina’smostpromisingyoungresearchers.ButwhenweaskedhimtoacceptourscholarshipofferandbecomeaMicrosoftinternandthenanemployee,hedeclined.HewantedtostarthisownAIspeechcompany.ItoldhimthathewasagreatyoungresearcherbutthatChinalaggedtoofarbehindAmericanspeech-recognitiongiantslikeNuance,andtherewerefewercustomersinChinaforthistechnology.Tohiscredit,LiuignoredthatadviceandpouredhimselfintobuildingiFlyTek.NearlytwentyyearsanddozensofAIcompetitionawardslater,iFlyTekhasfarsurpassedNuanceincapabilitiesandmarketcap,becomingthemostvaluableAIspeechcompanyintheworld.CombiningiFlyTek’scutting-edgecapabilitiesinspeechrecognition,
translation,andsynthesiswillyieldtransformativeAIproducts,includingsimultaneoustranslationearpiecesthatinstantlyconvertyourwordsandvoiceintoanylanguage.It’sthekindofproductthatwillsoonrevolutionizeinternationaltravel,business,andculture,andunlockvastnewstoresoftime,productivity,andcreativityintheprocess.
THEWAVES
Butitwon’thappenallatonce.ThecompleteAIrevolutionwilltakealittletimeandwillultimatelywashoverusinaseriesoffourwaves:internetAI,businessAI,perceptionAI,andautonomousAI.EachofthesewavesharnessesAI’spowerinadifferentway,disruptingdifferentsectorsandweavingartificialintelligencedeeperintothefabricofourdailylives.
Thefirsttwowaves—internetAIandbusinessAI—arealreadyallaroundus,reshapingourdigitalandfinancialworldsinwayswecanbarelyregister.Theyaretighteninginternetcompanies’griponourattention,replacingparalegalswithalgorithms,tradingstocks,anddiagnosingillnesses.
PerceptionAIisnowdigitizingourphysicalworld,learningtorecognizeourfaces,understandourrequests,and“see”theworldaroundus.Thiswavepromisestorevolutionizehowweexperienceandinteractwithourworld,blurringthelinesbetweenthedigitalandphysicalworlds.AutonomousAIwillcomelastbutwillhavethedeepestimpactonourlives.Asself-drivingcarstaketothestreets,autonomousdronestaketotheskies,andintelligentrobotstakeoverfactories,theywilltransformeverythingfromorganicfarmingtohighwaydrivingandfastfood.
Thesefourwavesallfeedoffdifferentkindsofdata,andeachonepresentsauniqueopportunityfortheUnitedStatesorChinatoseizethelead.We’llseethatChinaisinastrongpositiontoleadorco-leadininternetAIandperceptionAI,andwilllikelysooncatchupwiththeUnitedStatesinautonomousAI.Currently,businessAIremainstheonlyarenainwhichtheUnitedStatesmaintainsclearleadership.
Competition,however,won’tplayoutinjustthesetwocountries.AI-drivenservicesthatarepioneeredintheUnitedStatesandChinawillthenproliferateacrossbillionsofusersaroundtheglobe,manyofthemindevelopingcountries.CompanieslikeUber,Didi,Alibaba,andAmazonarealreadyfiercelycompetingforthesedevelopingmarketsbutadoptingverydifferentstrategies.WhileSiliconValleyjuggernautsaretryingtoconquereachnewmarketwiththeirownproducts,China’sinternetcompaniesareinsteadinvestinginthesecountries’scrappylocalstartupsastheytrytofightoffU.S.domination.It’sacompetitionthat’sjustgettingstarted,andonethatwillhaveprofoundimplicationsfortheglobaleconomiclandscapeofthetwenty-firstcentury.
Tounderstandhowthiscomingcompetitionwillplayoutathomeandabroad,wemustfirsttakeadiveintoeachofthefourwavesofAIwashingoveroureconomies.
FIRSTWAVE:INTERNETAI
InternetAIalreadylikelyhasastronggriponyoureyeballs,ifnotyourwallet.EverfindyourselfgoingdownanendlessrabbitholeofYouTubevideos?Dovideostreamingsiteshaveanuncannyknackforrecommendingthatnextvideothatyou’vejustgottocheckoutbeforeyougetbacktowork?DoesAmazonseemtoknowwhatyou’llwanttobuybeforeyoudo?
Ifso,thenyouhavebeenthebeneficiary(orvictim,dependingonhowyouvalueyourtime,privacy,andmoney)ofinternetAI.Thisfirstwavebeganalmostfifteenyearsagobutfinallywentmainstreamaround2012.InternetAIislargelyaboutusingAIalgorithmsasrecommendationengines:systemsthatlearnourpersonalpreferencesandthenserveupcontenthand-pickedforus.
ThehorsepoweroftheseAIenginesdependsonthedigitaldatatheyhaveaccessto,andthere’scurrentlynogreaterstorehouseofthisdatathanthemajorinternetcompanies.Butthatdataonlybecomestrulyusefultoalgorithmsonceithasbeenlabeled.Inthiscase,“labeled”doesn’tmeanyouhavetoactivelyratethecontentortagitwithakeyword.Labelssimplycomefromlinkingapieceofdatawithaspecificoutcome:boughtversusdidn’t
buy,clickedversusdidn’tclick,watcheduntiltheendversusswitchedvideos.Thoselabels—ourpurchases,likes,views,orlingeringmomentsonawebpage—arethenusedtotrainalgorithmstorecommendmorecontentthatwe’relikelytoconsume.
Averagepeopleexperiencethisastheinternet“gettingbetter”—thatis,atgivinguswhatwewant—andbecomingmoreaddictiveasitgoes.Butit’salsoproofofthepowerofAItolearnaboutusthroughdataandthenoptimizeforwhatwedesire.Thatoptimizationhasbeentranslatedintomassiveincreasesinprofitsforestablishedinternetcompaniesthatmakemoneyoffourclicks:theGoogles,Baidus,Alibabas,andYouTubesoftheworld.UsinginternetAI,Alibabacanrecommendproductsyou’remorelikelytobuy,Googlecantargetyouwithadsyou’remorelikelytoclickon,andYouTubecansuggestvideosthatyou’remorelikelytowatch.Adoptingthosesamemethodsinadifferentcontext,acompanylikeCambridgeAnalyticausedFacebookdatatobetterunderstandandtargetAmericanvotersduringthe2016presidentialcampaign.Revealingly,itwasRobertMercer,founderofCambridgeAnalytica,whoreportedlycoinedthefamousphrase,“There’snodatalikemoredata.”
ALGORITHMSANDEDITORS
First-waveAIhasgivenbirthtoentirelynew,AI-driveninternetcompanies.China’sleaderinthiscategoryisJinriToutiao(meaning“today’sheadlines”;Englishname:“ByteDance”).Foundedin2012,Toutiaoissometimescalled“theBuzzFeedofChina”becausebothsitesserveashubsfortimelyviralstories.Butviralityiswherethesimilaritiesstop.BuzzFeedisbuiltonastaffofyoungeditorswithaknackforcookinguporiginalcontent.Toutiao’s“editors”arealgorithms.
Toutiao’sAIenginestrawltheinternetforcontent,usingnatural-languageprocessingandcomputervisiontodigestarticlesandvideosfromavastnetworkofpartnersitesandcommissionedcontributors.Itthenusesthepastbehaviorofitsusers—theirclicks,reads,views,comments,andsoon—tocurateahighlypersonalizednewsfeedtailoredtoeachperson’sinterests.Theapp’salgorithmsevenrewriteheadlinestooptimizeforuserclicks.Andthemorethoseusersclick,thebetterToutiaobecomesatrecommendingpreciselythecontenttheywanttosee.It’sapositivefeedbackloopthathascreatedoneofthemostaddictivecontentplatformsontheinternet,withusersspendinganaverageofseventy-fourminutesperdayintheapp.
ROBOTREPORTSANDFAKENEWS
Reachingbeyondsimplecuration,Toutiaoalsousesmachinelearningtocreateandpoliceitscontent.Duringthe2016SummerOlympicsinRiodeJaneiro,ToutiaoworkedwithPekingUniversitytocreateanAI“reporter”thatwroteshortarticlessummingupsportseventswithinminutesofthefinalwhistle.Thewritingwasn’texactlypoetry,butthespeedwasincredible:the“reporter”producedshortsummarieswithintwosecondsofsomeevents’finish,andit“covered”overthirtyeventsperday.
Algorithmsarealsobeingusedtosniffout“fakenews”ontheplatform,oftenintheformofbogusmedicaltreatments.Originally,readersdiscoveredandreportedmisleadingstories—essentially,freelabelingofthatdata.Toutiaothenusedthatlabeleddatatotrainanalgorithmthatcouldidentifyfakenewsinthewild.Toutiaoeventrainedaseparatealgorithmtowritefakenewsstories.Itthenpittedthosetwoalgorithmsagainsteachother,competingtofooloneanotherandimprovingbothintheprocess.
ThisAI-drivenapproachtocontentispayingoff.Bylate2017,Toutiaowasalreadyvaluedat$20billionandwentontoraiseanewroundoffundingthatwouldvalueitat$30billion,dwarfingthe$1.7billionvaluationforBuzzFeedatthetime.For2018,Toutiaoprojectedrevenuesbetween$4.5and$7.6billion.AndtheChinesecompanyisrapidlyworkingtoexpandoverseas.Aftertryingandfailingin2016tobuyReddit,thepopularU.S.aggregationanddiscussionsite,in2017ToutiaosnappedupaFrance-basednewsaggregatorandMusical.ly,aChinesevideolip-syncingappthat’swildlypopularwithAmericanteens.
Toutiaoisjustonecompany,butitssuccessisindicativeofChina’sstrengthininternetAI.Withmorethan700millioninternetusersalldigestingcontentinthesamelanguage,China’sinternetjuggernautsarereapingmassiverewardsfromoptimizingonlineserviceswithAI.ThathashelpedfueltherapidriseofTencent’smarketcap—surpassingFacebookinNovember2017andbecomingthefirstChinesecompanytotop$500billion—andhasallowedAlibabatoholditsownwithAmazon.DespiteBaidu’sstrengthinAIresearch,itsmobileserviceslaggedfarbehindGoogle.ButthatgapismorethanmadeupforbyupstartslikeToutiao,Chinesecompaniesthataregeneratingmultibillion-dollarvaluationsbybuildingtheirbusinessfoundationoninternetAI.Massiveprofitswillaccruetotheseinternetcompaniesastheybecomeevenbetteratholdingourattentionlongerandharvestingourclicks.
Overall,ChineseandAmericancompaniesareonaboutequalfootingininternetAI,witharound50–50oddsofleadershipbasedoncurrenttechnology.Ipredictthatinfiveyears’time,Chinesetechnologycompanieswillhaveaslightadvantage(60–40)whenitcomestoleadingtheworldininternetAIandreapingtherichestrewardsfromitsimplementation.Remember,ChinaalonehasmoreinternetusersthantheUnitedStatesandallofEuropecombined,andthoseusersareempoweredtomakefrictionlessmobilepaymentstocontentcreators,O2Oplatforms,andotherusers.ThatcombinationisgeneratingcreativeinternetAIapplicationsandopportunitiesformonetizationunmatchedanywhereelseintheworld.AddChina’stenaciousandwell-fundedentrepreneursintothemix,andChinahasastrong—butnotyetdecisive—edgeoverSiliconValley.
ButforalltheeconomicvaluethatthefirstAIwavegenerates,itremainslargelybottledupinthehigh-techsectoranddigitalworld.BringingtheoptimizationpowerofAItobearonmoretraditionalcompaniesinthewidereconomycomesduringthesecondwave:businessAI.
SECONDWAVE:BUSINESSAI
First-waveAIleveragesthefactthatinternetusersareautomaticallylabelingdataastheybrowse.BusinessAItakesadvantageofthefactthattraditionalcompanieshavealsobeenautomaticallylabelinghugequantitiesofdatafordecades.Forinstance,insurancecompanieshavebeencoveringaccidentsandcatchingfraud,bankshavebeenissuingloansanddocumentingrepaymentrates,andhospitalshavebeenkeepingrecordsofdiagnosesandsurvivalrates.Alloftheseactionsgeneratelabeleddatapoints—asetofcharacteristicsandameaningfuloutcome—butuntilrecently,mosttraditionalbusinesseshadahardtimeexploitingthatdataforbetterresults.
BusinessAIminesthesedatabasesforhiddencorrelationsthatoftenescapethenakedeyeandhumanbrain.Itdrawsonallthehistoricdecisionsandoutcomeswithinanorganizationanduseslabeleddatatotrainanalgorithmthatcanoutperformeventhemostexperiencedhumanpractitioners.That’sbecausehumansnormallymakepredictionsonthebasisofstrongfeatures,ahandfulofdatapointsthatarehighlycorrelatedtoaspecificoutcome,ofteninaclearcause-and-effectrelationship.Forexample,inpredictingthelikelihoodofsomeonecontractingdiabetes,aperson’sweightandbodymassindexarestrongfeatures.AIalgorithmsdoindeedfactorinthesestrongfeatures,buttheyalsolookatthousandsofotherweakfeatures:peripheraldatapointsthatmightappearunrelatedtotheoutcomebutcontainsomepredictivepowerwhencombinedacrosstensofmillionsofexamples.These
subtlecorrelationsareoftenimpossibleforanyhumantoexplainintermsofcauseandeffect:whydoborrowerswhotakeoutloansonaWednesdayrepaythoseloansfaster?Butalgorithmsthatcancombinethousandsofthoseweakandstrongfeatures—oftenusingcomplexmathematicalrelationshipsindecipherabletoahumanbrain—willoutperformeventop-notchhumansatmanyanalyticalbusinesstasks.
Optimizationslikethisworkwellinindustrieswithlargeamountsofstructureddataonmeaningfulbusinessoutcomes.Inthiscase,“structured”referstodatathathasbeencategorized,labeled,andmadesearchable.Primeexamplesofwell-structuredcorporatedatasetsincludehistoricstockprices,credit-cardusage,andmortgagedefaults.
THEBUSINESSOFBUSINESSAI
Asearlyas2004,companieslikePalantirandIBMWatsonofferedbig-databusinessconsultingtocompaniesandgovernments.Butthewidespreadadoptionofdeeplearningin2013turbochargedthesecapabilitiesandgavebirthtonewcompetitors,suchasElementAIinCanadaand4thParadigminChina.
Thesestartupsselltheirservicestotraditionalcompaniesororganizations,offeringtolettheiralgorithmslooseonexistingdatabasesinsearchofoptimizations.Theyhelpthesecompaniesimprovefrauddetection,makesmartertrades,anduncoverinefficienciesinsupplychains.EarlyinstancesofbusinessAIhaveclusteredheavilyinthefinancialsectorbecauseitnaturallylendsitselftodataanalysis.Theindustryrunsonwell-structuredinformationandhasclearmetricsthatitseekstooptimize.
ThisisalsowhytheUnitedStateshasbuiltastrongleadinearlyapplicationsofbusinessAI.MajorAmericancorporationsalreadycollectlargeamountsofdataandstoreitinwell-structuredformats.Theyoftenuseenterprisesoftwareforaccounting,inventory,andcustomerrelationshipmanagement.Oncethedataisintheseformats,it’seasyforcompanieslikePalantirtocomeinandgeneratemeaningfulresultsbyapplyingbusinessAItoseekoutcostsavingsandprofitmaximization.
ThisisnotsoinChina.Chinesecompanieshavenevertrulyembracedenterprisesoftwareorstandardizeddatastorage,insteadkeepingtheirbooksaccordingtotheirownidiosyncraticsystems.Thosesystemsareoftennotscalableandaredifficulttointegrateintoexistingsoftware,makingthecleaningandstructuringofdataafarmoretaxingprocess.PoordataalsomakestheresultsofAIoptimizationslessrobust.Asamatterofbusiness
culture,Chinesecompaniesspendfarlessmoneyonthird-partyconsultingthantheirAmericancounterparts.Manyold-schoolChinesebusinessesarestillrunmorelikepersonalfiefdomsthanmodernorganizations,andoutsideexpertiseisn’tconsideredsomethingworthpayingfor.
FIREYOURBANKER
BothChina’scorporatedataanditscorporateculturemakeapplyingsecond-waveAItoitstraditionalcompaniesachallenge.ButinindustrieswherebusinessAIcanleapfroglegacysystems,Chinaismakingseriousstrides.Intheseinstances,China’srelativebackwardnessinareaslikefinancialservicesturnsintoaspringboardtocutting-edgeAIapplications.OneofthemostpromisingoftheseisAI-poweredmicro-finance.
Forexample,whenChinaleapfroggedcreditcardstomoverightintomobilepayments,itforgotonekeypieceoftheconsumerpuzzle:credititself.WeChatandAlipayletyoudrawdirectlyfromyourbankaccount,buttheircoreservicesdon’tgiveyoutheabilitytospendalittlebitbeyondyourmeanswhileyou’rewaitingforthenextpaycheck.
IntothisvoidsteppedSmartFinance,anAI-poweredappthatreliesexclusivelyonalgorithmstomakemillionsofsmallloans.Insteadofaskingborrowerstoenterhowmuchmoneytheymake,itsimplyrequestsaccesstosomeofthedataonapotentialborrower’sphone.Thatdataformsakindofdigitalfingerprint,onewithanastonishingabilitytopredictwhethertheborrowerwillpaybackaloanofthreehundreddollars.
SmartFinance’sdeep-learningalgorithmsdon’tjustlooktotheobviousmetrics,likehowmuchmoneyisinyourWeChatWallet.Instead,itderivespredictivepowerfromdatapointsthatwouldseemirrelevanttoahumanloanofficer.Forinstance,itconsidersthespeedatwhichyoutypedinyourdateofbirth,howmuchbatterypowerisleftonyourphone,andthousandsofotherparameters.
Whatdoesanapplicant’sphonebatteryhavetodowithcreditworthiness?Thisisthekindofquestionthatcan’tbeansweredintermsofsimplecauseandeffect.Butthat’snotasignofthelimitationsofAI.It’sasignofthelimitationsofourownmindsatrecognizingcorrelationshiddenwithinmassivestreamsofdata.Bytrainingitsalgorithmsonmillionsofloans—manythatgotpaidbackandsomethatdidn’t—SmartFinancehasdiscoveredthousandsofweakfeaturesthatarecorrelatedtocreditworthiness,evenifthosecorrelationscan’tbeexplainedinasimplewayhumanscanunderstand.ThoseoffbeatmetricsconstitutewhatSmartFinancefounderKeJiaocalls“a
newstandardofbeauty”forlending,onetoreplacethecrudemetricsofincome,zipcode,andevencreditscore.
Growingmountainsofdatacontinuetorefinethesealgorithms,allowingthecompanytoscaleupandextendcredittogroupsroutinelyignoredbyChina’straditionalbankingsector:youngpeopleandmigrantworkers.Inlate2017,thecompanywasmakingmorethan2millionloanspermonthwithdefaultratesinthelowsingledigits,atrackrecordthatmakestraditionalbrick-and-mortarbanksextremelyjealous.
“THEALGORITHMWILLSEEYOUNOW”
ButbusinessAIcanbeaboutmorethandollarsandcents.Whenappliedtootherinformation-drivenpublicgoods,itcanmeanamassivedemocratizationofhigh-qualityservicestothosewhopreviouslycouldn’taffordthem.Oneofthemostpromisingoftheseismedicaldiagnosis.TopresearchersintheUnitedStateslikeAndrewNgandSebastianThrunhavedemonstratedexcellentalgorithmsthatareonparwithdoctorsatdiagnosingspecificillnessesbasedonimages—pneumoniathroughchestx-raysandskincancerthroughphotos.ButabroaderbusinessAIapplicationformedicinewilllooktohandletheentirediagnosisprocessforawidevarietyofillnesses.
Rightnow,medicalknowledge—andthusthepowertodeliveraccuratediagnoses—isprettymuchkeptbottledupwithinasmallnumberofverytalentedhumans,peoplewithimperfectmemoriesandlimitedtimetokeepupwithnewadvancesinthefield.Sure,avastwealthofmedicalinformationisscatteredacrosstheinternetbutnotinawaythatisnavigablebymostpeople.First-ratemedicaldiagnosisisstillheavilyrationedbasedongeographyand,quitecandidly,one’sabilitytopay.
ThisisespeciallystarkinChina,wherewell-traineddoctorsallclusterinthewealthiestcities.TraveloutsideofBeijingandShanghai,andyou’relikelytoseeadramaticdropinthemedicalknowledgeofdoctorstreatingyourillness.Theresult?Patientsfromallaroundthecountrytrytocramintothemajorhospitals,liningupfordaysandstraininglimitedresourcestothebreakingpoint.
Second-waveAIpromisestochangeallofthis.Underneaththemanysocialelementsofvisitingadoctor,thecruxofdiagnosisinvolvescollectingdata(symptoms,medicalhistory,environmentalfactors)andpredictingthephenomenacorrelatedwiththem(anillness).Thisactofseekingoutvariouscorrelationsandmakingpredictionsisexactlywhatdeeplearningexcelsat.Givenenoughtrainingdata—inthiscase,precisemedicalrecords—anAI-
powereddiagnostictoolcouldturnanymedicalprofessionalintoasuper-diagnostician,adoctorwithexperienceintensofmillionsofcases,anuncannyabilitytospothiddencorrelations,andaperfectmemorytoboot.
ThisiswhatRXThinkingisattemptingtobuild.FoundedbyaChineseAIresearcherwithdeepexperienceinSiliconValleyandatBaidu,thestartupistrainingmedicalAIalgorithmstobecomesuper-diagnosticiansthatcanbedispatchedtoallcornersofChina.Insteadofreplacingdoctorswithalgorithms,RXThinking’sAIdiagnosisappempowersthem.Itactslikea“navigationapp”forthediagnosisprocess,drawingonallavailableknowledgetorecommendthebestroutebutstilllettingthedoctorssteerthecar.
Asthealgorithmgainsmoreinformationoneachspecificcase,itprogressivelynarrowsthescopeofpossibleillnessesandrequestsfurtherclarifyinginformationneededtocompletethediagnosis.Onceenoughinformationhasbeenenteredtogivethealgorithmahighlevelofcertainty,itmakesapredictionforthecauseofthesymptoms,alongwithallotherpossiblediagnosesandthepercentagechancethattheyaretherealculprit.
Theappneveroverridesadoctor—whocanalwayschoosetodeviatefromtheapp’srecommendations—butitdrawsonover400millionexistingmedicalrecordsandcontinuallyscansthelatestmedicalpublicationstomakerecommendations.Itdisseminatesworld-classmedicalknowledgeequallythroughouthighlyunequalsocieties,andletsalldoctorsandnursesfocusonthehumantasksthatnomachinecando:makingpatientsfeelcaredforandconsolingthemwhenthediagnosisisn’tbright.
JUDGINGTHEJUDGES
SimilarprinciplesarenowbeingappliedtoChina’slegalsystem,anothersprawlingbureaucracywithhighlyunevenlevelsofexpertiseacrossregions.iFlyTekhastakentheleadinapplyingAItothecourtroom,buildingtoolsandexecutingaShanghai-basedpilotprogramthatusesdatafrompastcasestoadvisejudgesonbothevidenceandsentencing.Anevidencecross-referencesystemusesspeechrecognitionandnatural-languageprocessingtocompareallevidencepresented—testimony,documents,andbackgroundmaterial—andseekoutcontradictoryfactpatterns.Itthenalertsthejudgetothesedisputes,allowingforfurtherinvestigationandclarificationbycourtofficers.
Oncearulingishandeddown,thejudgecanturntoyetanotherAItoolforadviceonsentencing.Thesentencingassistantstartswiththefactpattern—defendant’scriminalrecord,age,damagesincurred,andsoon—thenits
algorithmsscanmillionsofcourtrecordsforsimilarcases.Itusesthatbodyofknowledgetomakerecommendationsforjailtimeorfinestobepaid.JudgescanalsoviewsimilarcasesasdatapointsscatteredacrossanX–Ygraph,clickingoneachdotfordetailsonthefactpatternthatledtothesentence.It’saprocessthatbuildsconsistencyinasystemwithover100,000judges,anditcanalsoreininoutlierswhosesentencingpatternsputthemfaroutsidethemainstream.OneChineseprovinceisevenusingAItorateandrankallprosecutorsontheirperformance.SomeAmericancourtshaveimplementedsimilaralgorithmstoadviseonthe“risk”levelofprisonersupforparole,thoughtheroleandlackoftransparencyoftheseAItoolshavealreadybeenchallengedinhighercourts.
AswithRXThinking’s“navigationsystem”fordoctors,allofiFlyTek’sjudicialtoolsarejustthat:toolsthataidarealhumaninmakinginformeddecisions.Byempoweringjudgeswithdata-drivenrecommendations,theycanhelpbalancethescalesofjusticeandcorrectforthebiasespresentinevenwell-trainedjudges.AmericanlegalscholarshaveillustratedvastdisparitiesinU.S.sentencingbasedontheraceofthevictimandthedefendant.Andjudicialbiasescanbefarlessmaliciousthanracism:astudyofIsraelijudgesfoundthemfarmoresevereintheirdecisionsbeforelunchandmorelenientingrantingparoleafterhavingagoodmeal.
WHOLEADS?
SowhichcountrywillleadinthebroadercategoryofbusinessAI?Today,theUnitedStatesenjoysacommandinglead(90–10)inthiswave,butIbelieveinfiveyearsChinawillclosethatgapsomewhat(70–30),andtheChinesegovernmenthasabettershotatputtingthepowerofbusinessAItogooduse.TheUnitedStateshasaclearadvantageinthemostimmediateandprofitableimplementationsofthetechnology:optimizationswithinbanking,insurance,oranyindustrywithlotsofstructureddatathatcanbeminedforbetterdecision-making.ItscompanieshavetherawmaterialandcorporatewillpowertoapplybusinessAItotheproblemofmaximizingtheirbottomline.
There’snoquestionthatChinawilllaginthecorporateworld,butitmayleadinpublicservicesandindustrieswiththepotentialtoleapfrogoutdatedsystems.Thecountry’simmaturefinancialsystemandimbalancedhealthcaresystemgiveitstrongincentivestorethinkhowserviceslikeconsumercreditandmedicalcarearedistributed.BusinessAIwillturnthoseweaknessesintostrengthsasitreimaginestheseindustriesfromthegroundup.
Theseapplicationsofsecond-waveAIhaveimmediate,real-worldimpacts,butthealgorithmsthemselvesarestilltraffickingpurelyindigitalinformationmediatedbyhumans.Third-waveAIchangesallofthisbygivingAItwoofhumans’mostvaluableinformation-gatheringtools:eyesandears.
THIRDWAVE:PERCEPTIONAI
BeforeAI,allmachinesweredeafandblind.Sure,youcouldtakedigitalphotosormakeaudiorecordings,butthesemerelyreproducedouraudioandvisualenvironmentsforhumanstointerpret—themachinesthemselvescouldn’tmakesenseofthesereproductions.Toanormalcomputer,aphotographisjustameaninglesssplatteringofpixelsitmuststore.ToaniPhone,asongisjustaseriesofzerosandonesthatitmustplayforahumantoenjoy.
ThisallchangedwiththeadventofperceptionAI.Algorithmscannowgroupthepixelsfromaphotoorvideointomeaningfulclustersandrecognizeobjectsinmuchthesamewayourbraindoes:goldenretriever,trafficlight,yourbrotherPatrick,andsoon.Thesamegoesforaudiodata.Insteadofmerelystoringaudiofilesascollectionsofdigitalbits,algorithmscannowbothpickoutwordsandoftenparsethemeaningoffullsentences.
Third-waveAIisallaboutextendingandexpandingthispowerthroughoutourlivedenvironment,digitizingtheworldaroundusthroughtheproliferationofsensorsandsmartdevices.Thesedevicesareturningourphysicalworldintodigitaldatathatcanthenbeanalyzedandoptimizedbydeep-learningalgorithms.AmazonEchoisdigitizingtheaudioenvironmentofpeople’shomes.Alibaba’sCityBrainisdigitizingurbantrafficflowsthroughcamerasandobject-recognitionAI.Apple’siPhoneXandFace++camerasperformthatsamedigitizationforfaces,usingtheperceptiondatatosafeguardyourphoneordigitalwallet.
BLURREDLINESANDOUR“OMO”WORLD
Asaresult,perceptionAIisbeginningtoblurthelinesseparatingtheonlineandofflineworlds.Itdoesthatbydramaticallyexpandingthenodesthroughwhichweinteractwiththeinternet.BeforeperceptionAI,ourinteractionswiththeonlineworldhadtosqueezethroughtwoverynarrowchokepoints:thekeyboardsonourcomputersorthescreenonoursmartphones.Thosedevicesactasportalstothevastknowledgestoredontheworldwideweb,but
theyareaveryclunkywaytoinputorretrieveinformation,especiallywhenyou’reoutshoppingordrivingintherealworld.
AsperceptionAIgetsbetteratrecognizingourfaces,understandingourvoices,andseeingtheworldaroundus,itwilladdmillionsofseamlesspointsofcontactbetweentheonlineandofflineworlds.Thosenodeswillbesopervasivethatitnolongermakessensetothinkofoneselfas“goingonline.”Whenyouorderafullmealjustbyspeakingasentencefromyourcouch,areyouonlineoroffline?Whenyourrefrigeratorathometellsyourshoppingcartatthestorethatyou’reoutofmilk,areyoumovingthroughaphysicalworldoradigitalone?
IcallthesenewblendedenvironmentsOMO:online-merge-offline.OMOisthenextstepinanevolutionthatalreadytookusfrompuree-commercedeliveriestoO2O(online-to-offline)services.Eachofthosestepshasbuiltnewbridgesbetweentheonlineworldandourphysicalone,butOMOconstitutesthefullintegrationofthetwo.Itbringstheconvenienceoftheonlineworldofflineandtherichsensoryrealityoftheofflineworldonline.Overthecomingyears,perceptionAIwillturnshoppingmalls,grocerystores,citystreets,andourhomesintoOMOenvironments.Intheprocess,itwillproducesomeofthefirstapplicationsofartificialintelligencethatwillfeeltrulyfuturistictotheaverageuser.
Someofthesearealreadyhere.OneKFCrestaurantinChinarecentlyteamedupwithAlipaytopioneerapay-with-your-faceoptionatsomestores.Customersplacetheirownorderatadigitalterminal,andaquickfacialscanconnectstheirordertotheirAlipayaccount—nocash,cards,orcellphonesrequired.TheAIpoweringthemachinesevenrunsaquick“livenessalgorithm”toensurenoonecanuseaphotographofsomeoneelse’sfacetopayforameal.
Pay-with-your-faceapplicationsarefun,buttheyarejustthetipoftheOMOiceberg.Togetasenseofwherethingsareheaded,let’stakeaquicktripjustafewyearsintothefuturetoseewhatasupermarketfullyoutfittedwithperceptionAIdevicesmightlooklike.
“WHEREEVERYSHOPPINGCARTKNOWSYOURNAME”
“Nihao,Kai-Fu!WelcomebacktoYonghuiSuperstore!”
It’salwaysanicefeelingwhenyourshoppingcartgreetsyoulikeanoldfriend.AsIpullthecartbackfromtherack,visualsensorsembeddedinthe
handlebarhavealreadycompletedascanofmyfaceandmatchedittoarich,AI-drivenprofileofmyhabits,asafoodie,ashopper,andahusbandtoafantasticcookofChinesefood.WhileI’mrackingmybrainforwhatgrocerieswe’llneedthisweek,ascreenonthehandlebarlightsup.
“Onthescreenisalistofyourtypicalweeklygrocerypurchase,”thecartannounces.Andlikethat,ourfamily’sstaplelistofgroceriesappearsonthescreen:fresheggplant,Sichuanpepper,Greekyogurt,skimmilk,andsoon.
Myrefrigeratorandcabinetshavealreadydetectedwhatitemswe’reshortonthisweek,andtheyautomaticallyorderedthenonperishablestaples—rice,soysauce,cookingoil—forbulkdelivery.ThatmeansgrocerystoreslikeYonghuicantailortheirselectionaroundtheitemsyou’dwanttopickoutforyourself:freshproduce,uniquewines,liveseafood.Italsoallowsthesupermarketstodramaticallyshrinktheirstores’footprintandplacesmallerstoreswithinwalkingdistanceofmosthomes.
“Letmeknowifthere’sanythingyou’dliketoaddorsubtractfromthelist,”thecartchimesin.“Basedonwhat’sinyourcartandyourfridgeathome,itlookslikeyourdietwillbeshortonfiberthisweek.ShallIaddabagofalmondsoringredientsforasplit-peasouptocorrectthat?”
“Nosplitpeasoupbuthavealargebagofalmondsdeliveredtomyhouse,thanks.”I’mnotsureanalgorithmrequiresthanking,butIdoitoutofhabit.Scanningthelist,Imakeacoupleoftweaks.MydaughtersareoutoftownsoIcancutafewitems,andI’vealreadygotsomebeefinmyfridgesoIdecidetomakemymother’srecipeofbeefnoodlesformywife.
“SubtracttheGreekyogurtandswitchtowholemilkfromnowon.Also,addtheingredientsforbeefnoodlesthatIdon’talreadyhaveathome.”
“Noproblem,”itreplieswhileadjustingmyshoppinglist.ThecartisspeakinginMandarin,butinthesynthesizedvoiceofmyfavoriteactress,JenniferLawrence.It’sanicetouch,andoneofthereasonsrunningerrandsdoesn’tfeellikesuchachoreanymore.
Thecartmovesautonomouslythroughthestore,stayingafewstepsaheadofmewhileIpickouttheripesteggplantsandthemostfragrantSichuanpeppercorns,keytocreatingthenumbingspiceinthebeefnoodles.Thecartthenleadsmetothebackofthestorewhereaprecision-guidedrobotkneadsandpullsfreshnoodlesforme.AsIplacetheminthecart,depth-sensingcamerasonthecart’srimrecognizeeachitem,andsensorsliningthebottomweighthemastheygoin.
ThescreencrossesthingsoffasIgoanddisplaysthetotalcost.Thepreciselocationandpresentationofeveryitemhasbeenoptimizedbasedon
perceptionandpurchasedatagatheredatthestore:Whatdisplaysdoshopperswalkrightby?Wheredotheystopandpickupitemstoinspect?Andwhichofthosedotheyfinallypurchase?ThatmatrixofvisualandbusinessdatagivesAI-enabledsupermarketsthesamekindofrichunderstandingofconsumerbehaviorthatwaspreviouslyreservedforonlineretailers.
Roundingthecornertowardthewineaisle,afriendlyyoungmaninaconciergeuniformapproaches.
“Hi,Mr.Lee,how’veyoubeen?”hesays.“We’vejustgotinashipmentofsomefantasticNapawines.Iunderstandthatyourwife’sbirthdayiscomingup,andwewantedtoofferyoua10percentdiscountonyourfirstpurchaseofthe2014OpusOne.YourwifenormallygoesforOverture,andthisisthepremiumofferingfromthatsamewinery.Ithassomewonderfulflavors,hintsofcoffeeandevendarkchocolate.Wouldyoulikeatasting?”
HeknowsmyweaknessforCaliforniawines,andItakehimupontheoffer.It’sindeedfantastic.
“Iloveit,”Isay,handingthewineglasstotheyoungman.“I’lltaketwobottles.”
“Excellentchoice—youcancontinuewithyourshopping,andI’llbringthosebottlestoyouinjustamoment.Ifyou’dliketoscheduleregulardeliveriestoyourhomeorneedrecommendationsonwhatelsetotry,youcanfindthoseintheYonghuiapporwithmehere.”
Alltheconciergesareknowledgeable,friendly,andtrainedintheartoftheupsell.It’sfarmoresociallyengagedworkthantraditionalsupermarketjobs,withallemployeesreadytodiscussrecipes,farm-to-tablesourcing,andhoweachproductcompareswithwhatI’vetriedinthepast.
Theshoppingtripgoesonlikethis,withmycartleadingmethroughourtypicalpurchases,andconciergesoccasionallynudgingmetosplurgeonitemsthatalgorithmspredictI’lllike.Asaconciergeisbaggingmygoods,myphonebuzzeswiththistrip’sreceiptinmyWeChatWallet.Whenthey’refinished,theshoppingcartguidesitselfbacktoitsrack,andIstrollthetwoblockshometomyfamily.
PerceptionAI–poweredshoppingtripslikethiswillcaptureoneofthefundamentalcontradictionsoftheAIagebeforeus:itwillfeelbothcompletelyordinaryandtotallyrevolutionary.Muchofourdailyactivitywillstillfollowoureverydayestablishedpatterns,butthedigitizationoftheworldwilleliminatecommonpointsoffrictionandtailorservicestoeachindividual.Theywillbringtheconvenienceandabundanceoftheonlineworldintoourofflinereality.Justasimportant,byunderstandingand
predictingthehabitsofeachshopper,thesestoreswillmakemajorimprovementsintheirsupplychains,reducingfoodwasteandincreasingprofitability.
AndasupermarketliketheoneI’vedescribedisn’tfaroff.Thecoretechnologiesalreadyexist,andit’slargelyamatternowofworkingoutminorkinksinthesoftware,integratingthebackendofthesupplychain,andbuildingoutthestoresthemselves.
ANOMO-POWEREDEDUCATION
ThesekindsofimmersiveOMOscenariosgofarbeyondshopping.Thesesametechniques—visualidentification,speechrecognition,creationofadetailedprofilebasedonone’spastbehavior—canbeusedtocreateahighlytailoredexperienceineducation.
Present-dayeducationsystemsarestilllargelyrunonthenineteenth-century“factorymodel”ofeducation:allstudentsareforcedtolearnatthesamespeed,inthesameway,atthesameplace,andatthesametime.Schoolstakean“assemblyline”approach,passingchildrenfromgradetogradeeachyear,largelyirrespectiveofwhetherornottheyabsorbedwhatwastaught.It’samodelthatoncemadesensegiventheseverelimitationsonteachingresources,namely,thetimeandattentionofsomeonewhocanteach,monitor,andevaluatestudents.
ButAIcanhelpusliftthoselimitations.Theperception,recognition,andrecommendationabilitiesofAIcantailorthelearningprocesstoeachstudentandalsofreeupteachersformoreone-on-oneinstructiontime.
TheAI-powerededucationexperiencetakesplaceacrossfourscenarios:in-classteaching,homeworkanddrills,testsandgrading,andcustomizedtutoring.PerformanceandbehaviorinthesefoursettingsallfeedintoandbuildoffofthebedrockofAI-powerededucation,thestudentprofile.Thatprofilecontainsadetailedaccountingofeverythingthataffectsastudent’slearningprocess,suchaswhatconceptstheyalreadygraspwell,whattheystrugglewith,howtheyreacttodifferentteachingmethods,howattentivetheyareduringclass,howquicklytheyanswerquestions,andwhatincentivesdrivethem.Toseehowthisdataisgatheredandusedtoupgradetheeducationprocess,let’slookatthefourscenariosdescribedabove.
Duringin-classteaching,schoolswillemployadual-teachermodelthatcombinesaremotebroadcastlecturefromatopeducatorandmorepersonalattentionbythein-classteacher.Forthefirsthalfofclass,atop-ratedteacherdeliversalectureviaalarge-screentelevisionatthefrontoftheclass.That
teacherlecturessimultaneouslytoaroundtwentyclassroomsandasksquestionsthatstudentsmustanswerviahandheldclickers,givingthelecturerreal-timefeedbackonwhetherstudentscomprehendtheconcepts.
Duringthelecture,avideoconferencecameraatthefrontoftheroomusesfacialrecognitionandpostureanalysistotakeattendance,checkforstudentattentiveness,andassessthelevelofunderstandingbasedongesturessuchasnodding,shakingone’shead,andexpressionsofpuzzlement.Allofthisdata—answerstoclickerquestions,attentiveness,comprehension—goesdirectlyintothestudentprofile,fillinginareal-timepictureofwhatthestudentsknowandwhattheyneedextrahelpwith.
Butin-classlearningisjustafractionofthewholeAI-educationpicture.Whenstudentsheadhome,thestudentprofilecombineswithquestion-generatingalgorithmstocreatehomeworkassignmentspreciselytailoredtothestudents’abilities.Whilethewhizkidsmustcompletehigher-levelproblemsthatchallengethem,thestudentswhohaveyettofullygraspthematerialaregivenmorefundamentalquestionsandperhapsextradrills.
Ateachstepalongtheway,students’timeandperformanceondifferentproblemsfeedintotheirstudentprofiles,adjustingthesubsequentproblemstoreinforceunderstanding.Inaddition,forclassessuchasEnglish(whichismandatoryinChinesepublicschools),AI-poweredspeechrecognitioncanbringtop-flightEnglishinstructiontothemostremoteregions.High-performancespeechrecognitionalgorithmscanbetrainedtoassessstudents’Englishpronunciation,helpingthemimproveintonationandaccentwithouttheneedforanativeEnglishspeakeronsite.
Fromateacher’sperspective,thesesametoolscanbeusedtoalleviatetheburdenofroutinegradingtasks,freeingupteacherstospendmoretimeonthestudentsthemselves.ChinesecompanieshavealreadyusedperceptionAI’svisualrecognitionabilitiestobuildscannersthatcangrademultiple-choiceandfill-in-the-blanktests.Eveninessays,standarderrorssuchasspellingorgrammarcanbemarkedautomatically,withpredetermineddeductionsofpointsforcertainmistakes.ThisAI-poweredtechnologywillsaveteachers’timeincorrectingthebasics,lettingthemshiftthattimetocommunicatingwithstudentsabouthigher-levelwritingconcepts.
Finally,forstudentswhoarefallingbehind,theAI-poweredstudentprofilewillnotifyparentsoftheirchild’ssituation,givingaclearanddetailedexplanationofwhatconceptsthestudentisstrugglingwith.TheparentscanusethisinformationtoenlistaremotetutorthroughservicessuchasVIPKid,whichconnectsAmericanteacherswithChinesestudentsforonlineEnglishclasses.Remotetutoringhasbeenaroundforsometime,butperceptionAInowallowstheseplatformstocontinuouslygatherdataonstudent
engagementthroughexpressionandsentimentanalysis.Thatdatacontinuallyfeedsintoastudent’sprofile,helpingtheplatformsfilterforthekindsofteachersthatkeepstudentsengaged.
Almostallofthetoolsdescribedherealreadyexist,andmanyarebeingimplementedindifferentclassroomsacrossChina.Takentogether,theyconstituteanewAI-poweredparadigmforeducation,onethatmergestheonlineandofflineworldstocreatealearningexperiencetailoredtotheneedsandabilitiesofeachstudent.ChinaappearspoisedtoleapfrogtheUnitedStatesineducationAI,inlargepartduetovoraciousdemandfromChineseparents.Chineseparentsofonlychildrenpourmoneyintotheireducation,aresultofdeeplyentrenchedChinesevalues,intensecompetitionforuniversityspots,andapubliceducationsystemofmixedquality.ThoseparentshavealreadydrivenserviceslikeVIPKidtoavaluationofover$3billioninjustafewyears’time.
PUBLICSPACESANDPRIVATEDATA
CreatingandleveragingtheseOMOexperiencesrequiresvacuumingupoceansofdatafromtherealworld.OptimizingtrafficflowsviaAlibaba’sCityBrainrequiresslurpingupvideofeedsfromaroundthecity.TailoringOMOretailexperiencesforeachshopperrequiresidentifyingthemviafacialrecognition.Andaccessingthepoweroftheinternetviavoicecommandsrequirestechnologythatlistenstooureveryword.
ThattypeofdatacollectionmayrubmanyAmericansthewrongway.Theydon’twantBigBrotherorcorporateAmericatoknowtoomuchaboutwhatthey’reupto.ButpeopleinChinaaremoreacceptingofhavingtheirfaces,voices,andshoppingchoicescapturedanddigitized.ThisisanotherexampleofthebroaderChinesewillingnesstotradesomedegreeofprivacyforconvenience.Thatsurveillancefiltersupfromindividualuserstoentireurbanenvironments.Chinesecitiesalreadyuseadensenetworkofcamerasandsensorstoenforcetrafficlaws.Thatwebofsurveillancefootageisnowfeedingdirectlyintooptimizationalgorithmsfortrafficmanagement,policing,andemergencyservices.
It’suptoeachcountrytomakeitsowndecisionsonhowtobalancepersonalprivacyandpublicdata.EuropehastakenthestrictestapproachtodataprotectionbyintroducingtheGeneralDataProtectionRegulation,alawthatsetsavarietyofrestrictionsonthecollectionanduseofdatawithintheEuropeanUnion.TheUnitedStatescontinuestograpplewithimplementingappropriateprotectionstouserprivacy,atensionillustratedbyFacebook’sCambridgeAnalyticascandalandsubsequentcongressionalhearings.China
beganimplementingitsownCybersecurityLawin2017,whichincludednewpunishmentsfortheillegalcollectionorsaleofuserdata.
There’snorightanswertoquestionsaboutwhatlevelofsocialsurveillanceisaworthwhilepriceforgreaterconvenienceandsafety,orwhatlevelofanonymityweshouldbeguaranteedatairportsorsubwaystations.Butintermsofimmediateimpact,China’srelativeopennesswithdatacollectioninpublicplacesisgivingitamassiveheadstartonimplementationofperceptionAI.ItisacceleratingthedigitizationofurbanenvironmentsandopeningthedoortonewOMOapplicationsinretail,security,andtransportation.
ButpushingperceptionAIintothesespheresrequiresmorethanjustvideocamerasanddigitaldata.UnlikeinternetandbusinessAI,perceptionAIisahardware-heavyenterprise.Asweturnhospitals,cars,andkitchensintoOMOenvironments,wewillneedadiversearrayofsensor-enabledhardwaredevicestosyncupthephysicalanddigitalworlds.
MADEINSHENZHEN
SiliconValleymaybetheworldchampionofsoftwareinnovation,butShenzhen(pronounced“shun-jun”)wearsthatcrownforhardware.Inthelastfiveyears,thisyoungmanufacturingmetropolisonChina’ssoutherncoasthasturnedintotheworld’smostvibrantecosystemforbuildingintelligenthardware.Creatinganinnovativeapprequiresalmostnoreal-worldtools:allyouneedisacomputerandaprogrammerwithacleveridea.ButbuildingthehardwareforperceptionAI—shoppingcartswitheyesandstereoswithears—demandsapowerfulandflexiblemanufacturingecosystem,includingsensorsuppliers,injection-moldengineers,andsmall-batchelectronicsfactories.
WhenmostpeoplethinkofChinesefactories,theyenvisionsweatshopswiththousandsofunderpaidworkersstitchingtogethercheapshoesandteddybears.Thesefactoriesdostillexist,buttheChinesemanufacturingecosystemhasundergoneamajortechnologicalupgrade.Today,thegreatestadvantageofmanufacturinginChinaisn’tthecheaplabor—countrieslikeIndonesiaandVietnamofferlowerwages.Instead,it’stheunparalleledflexibilityofthesupplychainsandthearmiesofskilledindustrialengineerswhocanmakeprototypesofnewdevicesandbuildthematscale.
ThesearethesecretingredientspoweringShenzhen,whosetalentedworkershavetransformeditfromadirt-cheapfactorytowntoago-tocityforentrepreneurswhowanttobuildnewdrones,robots,wearables,orintelligent
machines.InShenzhen,thoseentrepreneurshavedirectaccesstothousandsoffactoriesandhundredsofthousandsofengineerswhohelpthemiteratefasterandproducegoodscheaperthananywhereelse.
Atthecity’sdizzyingelectronicsmarkets,theycanchoosefromthousandsofdifferentvariationsofcircuitboards,sensors,microphones,andminiaturecameras.Onceaprototypeisassembled,thebuilderscangodoortodoorathundredsoffactoriestofindonecapableofproducingtheirproductinsmallbatchesoratlargescale.Thatgeographicdensityofpartssuppliersandproductmanufacturersacceleratestheinnovationprocess.HardwareentrepreneurssaythataweekspentworkinginShenzhenisequivalenttoamonthintheUnitedStates.
AsperceptionAItransformsourlivedenvironment,theeaseofexperimentationandtheproductionofsmartdevicesgivesChinesestartupsanedge.Shenzhenisopentointernationalhardwarestartups,butlocalshaveaheavyhome-courtadvantage.Themanyfrictionsofoperatinginaforeigncountry—languagebarrier,visaissues,taxcomplications,anddistancefromheadquarters—canslowdownAmericanstartupsandraisethecostoftheirproducts.MassivemultinationalslikeApplehavetheresourcestoleverageChinesemanufacturingtothefullest,butforforeignstartupssmallfrictionscanspelldoom.Meanwhile,homegrownhardwarestartupsinShenzhenarelikekidsinacandystore,experimentingfreelyandbuildingcheaply.
MIFIRST
TheChinesehardwarestartupXiaomi(pronounced“sheow-me”)givesaglimpseofwhatadenselywovenwebofperception-AIdevicescouldlooklike.Launchedasalow-costsmartphonemakerthattookthecountrybystorm,XiaomiisnowbuildinganetworkofAI-empoweredhomedevicesthatwillturnourkitchensandlivingroomsintoOMOenvironments.
CentraltothatsystemistheMiAIspeaker,avoice-commandAIdevicesimilartotheAmazonEchobutataroundhalftheprice,thankstotheChinesehome-courtmanufacturingadvantage.Thatadvantageisthenleveragedtobuildarangeofsmart,sensor-drivenhomedevices:airpurifiers,ricecookers,refrigerators,securitycameras,washingmachines,andautonomousvacuumcleaners.Xiaomidoesn’tbuildallofthesedevicesitself.Instead,ithasinvestedin220companiesandincubated29startups—manyoperatinginShenzhen—whoseintelligenthomeproductsarehookedintotheXiaomiecosystem.Togethertheyarecreatinganaffordable,intelligenthomeecosystem,withWiFi-enabledproductsthatfindeachotherandmake
configurationeasy.Xiaomiuserscanthensimplycontroltheentireecosystemviavoicecommandordirectlyontheirphone.
It’saconstellationofprice,diversity,andcapabilitythathascreatedtheworld’slargestnetworkofintelligenthomedevices:85millionbytheendof2017,faraheadofanycomparableU.S.networks.It’salsoanecosystembuiltontheMade-in-Shenzhenadvantage.LowpricesandChina’smassivemarketareturbochargingthedata-gatheringprocessforXiaomi,fuelingavirtuouscycleofstrongeralgorithms,smarterproducts,betteruserexperience,moresales,andevenmoredata.It’salsoanecosystemthathasproducedfourunicornstartupswithinXiaomi’secosystemaloneandisdrivingXiaomitowardanIPOpredictedtovaluethecompanyataround$100billion.
AsperceptionAIfindsitswayintomorepiecesofhardware,theentirehomewillfeedintoandoperateoffdigitizedreal-worlddata.YourAIfridgewillordermoremilkwhenitseesthatyou’rerunninglow.Yourcappuccinomachinewillkickintogearatyourvoicecommand.TheAI-equippedfloorsofyourelderlyparentswillalertyouimmediatelyifthey’vetrippedandfallen.
Third-waveAIproductsliketheseareonthevergeoftransformingoureverydayenvironment,blurringlinesbetweenthedigitalandphysicalworlduntiltheydisappearentirely.Duringthistransformation,Chineseusers’culturalnonchalanceaboutdataprivacyandShenzhen’sstrengthinhardwaremanufacturinggiveitaclearedgeinimplementation.Today,China’sedgeisslight(60–40),butIpredictthatinfiveyears’time,theabovefactorswillgiveChinaamorethan80–20chanceofleadingtheUnitedStatesandtherestoftheworldintheimplementationofperceptionAI.
Thesethird-waveAIinnovationswillcreatetremendouseconomicopportunitiesandalsolaythefoundationforthefourthandfinalwave,fullautonomy.
FOURTHWAVE:AUTONOMOUSAI
Oncemachinescanseeandheartheworldaroundthem,they’llbereadytomovethroughitsafelyandworkinitproductively.AutonomousAIrepresentstheintegrationandculminationofthethreeprecedingwaves,fusingmachines’abilitytooptimizefromextremelycomplexdatasetswiththeirnewfoundsensorypowers.Combiningthesesuperhumanpowersyieldsmachinesthatdon’tjustunderstandtheworldaroundthem—theyshapeit.
Self-drivingcarsmaybeoneveryone’smindthesedays,butbeforewediveintoautonomousvehicles,it’simportanttowidenthelensandrecognize
justhowdeepandwideafootprintfourth-waveAIwillhave.AutonomousAIdeviceswillrevolutionizesomuchofourdailylives,includingourmalls,restaurants,cities,factories,andfiredepartments.AswiththedifferentwavesofAI,thiswon’thappenallatonce.Earlyautonomousroboticsapplicationswillworkonlyinhighlystructuredenvironmentswheretheycancreateimmediateeconomicvalue.Thatmeansprimarilyfactories,warehouses,andfarms.
Butaren’ttheseplacesalreadyhighlyautomated?Hasn’theavymachineryalreadytakenovermanyblue-collarlinejobs?Yes,thedevelopedworldhaslargelyreplacedrawhumanmusclewithhigh-poweredmachines.Butwhilethesemachinesareautomated,theyarenotautonomous.Whiletheycanrepeatanaction,theycan’tmakedecisionsorimproviseaccordingtochangingconditions.Entirelyblindtovisualinputs,theymustbecontrolledbyahumanoroperateonasingle,unchangingtrack.Theycanperformrepetitivetasks,buttheycan’tdealwithanydeviationsorirregularitiesintheobjectstheymanipulate.Butbygivingmachinesthepowerofsight,thesenseoftouch,andtheabilitytooptimizefromdata,wecandramaticallyexpandthenumberoftaskstheycantackle.
STRAWBERRYFIELDSANDROBOTICBEETLES
Someoftheseapplicationsarealreadyathand.Pickingstrawberriessoundslikeastraightforwardtask,buttheabilitytofind,judge,andpluckfruitsfromplantsprovedimpossibletoautomatebeforeautonomousAI.Instead,tensofthousandsoflow-paidworkershadtowalk,hunchedover,throughstrawberryfieldsallday,usingtheireyesanddexterousfingerstogetthejobdone.It’sgruelingandtediouswork,andmanyCaliforniafarmershavewatchedfruitrotintheirfieldswhentheycan’tfindpeoplewillingtotakeiton.
ButtheCalifornia-basedstartupTraptichascreatedarobotthatcanhandlethetask.Thedeviceismountedonthebackofasmalltractor(or,inthefuture,anautonomousvehicle)andusesadvancedvisionalgorithmstofindthestrawberriesamidaseaoffoliage.Thosesamealgorithmscheckthecolorofthefruittojudgeripeness,andamachinearmdelicatelyplucksthemwithoutanydamagetotheberry.
Amazon’swarehousesgiveusanearlyglimpseofhowtransformativethesetechnologiescanbe.Justfiveyearsago,theylookedliketraditionalwarehouses:longaislesofsedentaryshelveswithhumanswalkingordrivingdowntheaislestofetchinventory.Today,thehumansstayputandthe
shelvescometothem.Warehousesarecoveredwithrovingbandsofautonomousbeetle-likerobotsthatscurryaroundwithsquare-shapedtowersofmerchandisesittingontheirbacks.Thesebeetlesroamthefactoryfloor,narrowlyavoidingoneanotherandbringingahandfulofitemstostationaryhumanswhentheyneedthosegoods.Alltheemployeesneedtodoisgrabanitemoffthattower,scanit,andplaceitinabox.Thehumansstandinoneplacewhilethewarehouseperformsanelegantlychoreographedautonomousballetallaroundthem.
Alloftheseautonomousrobotshaveonethingincommon:theycreatedirecteconomicvaluefortheirowners.Asnoted,autonomousAIwillsurfacefirstincommercialsettingsbecausetheserobotscreateatangiblereturnoninvestmentbydoingthejobsofworkerswhoaregrowingeithermoreexpensiveorhardertofind.
DomesticworkersintheUnitedStates—cleaners,cooks,andcaretakers—largelyfitthosecriteriaaswell,butwe’reunlikelytoseeautonomousAIinthehomeanytimesoon.Countertowhatsci-fifilmshaveconditionedustobelieve,human-likerobotsforthehomeremainoutofreach.SeeminglysimpletaskslikecleaningaroomorbabysittingachildarefarbeyondAI’scurrentcapabilities,andourclutteredlivingenvironmentsconstituteobstaclecoursesforclumsyrobots.
SWARMINTELLIGENCE
Butasautonomoustechnologybecomesmoreagileandmoreintelligent,wewillseesomemind-bendingandlife-savingapplicationsofthetechnology,particularlywithdrones.Swarmsofautonomousdroneswillworktogethertopainttheexteriorofyourhouseinjustafewhours.Heat-resistantdroneswarmswillfightforestfireswithhundredsoftimesthecurrentefficiencyoftraditionalfirecrews.Otherdroneswillperformsearch-and-rescueoperationsintheaftermathofhurricanesandearthquakes,bringingfoodandwatertothestrandedandteamingupwithnearbydronestoairliftpeopleout.
Alongtheselines,Chinawillalmostcertainlytaketheleadinautonomousdronetechnology.ShenzhenishometoDJI,theworld’spremierdronemakerandwhatrenownedtechjournalistChrisAndersoncalled“thebestcompanyIhaveeverencountered.”DJIisestimatedtoalreadyown50percentoftheNorthAmericandronemarketandevenlargerportionsofthehigh-endsegment.Thecompanydedicatesenormousresourcestoresearchanddevelopment,andisalreadydeployingsomeautonomousdronesforindustrialandpersonaluse.Swarmtechnologiesarestillintheirinfancy,butwhen
hookedintoShenzhen’sunmatchedhardwareecosystem,theresultswillbeawe-inspiring.
Astheseswarmstransformourskies,autonomouscarswilltransformourroads.Thatrevolutionwillalsogofarbeyondtransportation,disruptingurbanenvironments,labormarkets,andhowweorganizeourdays.CompanieslikeGooglehaveclearlydemonstratedthatself-drivingcarswillbefarsaferandmoreefficientthanhumandrivers.Rightnow,dozensofstartups,technologyjuggernauts,legacycarmakers,andelectricvehiclemakersareinanall-outsprinttobethefirsttotrulycommercializethetechnology.Google,Baidu,Uber,Didi,Tesla,andmanymorearebuildingteams,testingtechnologies,andgatheringdataenroutetotakinghumandriversentirelyoutoftheequation.
Theleadersinthatrace—Google,throughitsself-drivingspinoffWaymo,andTesla—representtwodifferentphilosophiesforautonomousdeployment,twoapproacheswitheerieechoesinthepoliciesofthetwoAIsuperpowers.
THEGOOGLEAPPROACHVERSUSTHETESLAAPPROACH
Googlewasthefirstcompanytodevelopautonomousdrivingtechnology,butithasbeenrelativelyslowtodeploythattechnologyatscale.Behindthatcautionisanunderlyingphilosophy:buildtheperfectproductandthenmakethejumpstraighttofullautonomyoncethesystemisfarsaferthanhumandrivers.It’stheapproachofaperfectionist,onewithaverylowtoleranceforrisktohumanlivesorcorporatereputation.It’salsoasignofhowlargealeadGooglehasonthecompetitionduetoitsmultiyearheadstartonresearch.Teslahastakenamoreincrementalapproachinanattempttomakeupground.ElonMusk’scompanyhastackedonlimitedautonomousfeaturestotheircarsassoonastheybecameavailable:autopilotforhighways,autosteerforcrashavoidance,andself-parkingcapabilities.It’sanapproachthatacceleratesspeedofdeploymentwhilealsoacceptingacertainlevelofrisk.
ThetwoapproachesarepoweredbythesamethingthatpowersAI:data.Self-drivingcarsmustbetrainedonmillions,maybebillions,ofmilesofdrivingdatasotheycanlearntoidentifyobjectsandpredictthemovementsofcarsandpedestrians.Thatdatadrawsfromthousandsofdifferentvehiclesontheroad,anditallfeedsintoonecentral“brain,”thecorecollectionofalgorithmsthatpowersdecision-makingacrossthefleet.Itmeansthatwhenanyautonomouscarencountersanewsituation,allthecarsrunningonthosealgorithmslearnfromit.
Googlehastakenaslow-and-steadyapproachtogatheringthatdata,drivingarounditsownsmallfleetofvehiclesequippedwithveryexpensivesensingtechnologies.Teslainsteadbeganinstallingcheaperequipmentonitscommercialvehicles,lettingTeslaownersgatherthedataforthemwhentheyusecertainautonomousfeatures.Thedifferentapproacheshaveledtoamassivedatagapbetweenthetwocompanies.By2016,Googlehadtakensixyearstoaccumulate1.5millionmilesofreal-worlddrivingdata.Injustsixmonths,Teslahadaccumulated47millionmiles.
GoogleandTeslaarenowinchingtowardoneanotherintermsofapproach.Google—perhapsfeelingtheheatfromTeslaandotherrivals—accelerateddeploymentoffullyautonomousvehicles,pilotingaprogramwithtaxi-likevehiclesinthePhoenixmetropolitanarea.Meanwhile,Teslaappearstohavepumpedthebrakesonitsrapidrolloutoffullyautonomousvehicles,adecelerationthatfollowedaMay2016crashthatkilledaTeslaownerwhowasusingautopilot.
Butthefundamentaldifferenceinapproachremains,anditpresentsarealtradeoff.Googleisaimingforimpeccablesafety,butintheprocessithasdelayeddeploymentofsystemsthatcouldlikelyalreadysavelives.Teslatakesamoretechno-utilitarianapproach,pushingtheircarstomarketoncetheyareanimprovementoverhumandrivers,hopingthatthefasterratesofdataaccumulationwilltrainthesystemsearlierandsavelivesoverall.
CHINA’S“TESLA”APPROACH
Whenmanagingacountryof1.39billionpeople—oneinwhich260,000peopledieincaraccidentseachyear—theChinesementalityisthatyoucan’tlettheperfectbetheenemyofthegood.Thatis,ratherthanwaitforflawlessself-drivingcarstoarrive,Chineseleaderswilllikelylookforwaystodeploymorelimitedautonomousvehiclesincontrolledsettings.ThatdeploymentwillhavethesideeffectofleadingtomoreexponentialgrowthintheaccumulationofdataandacorrespondingadvanceinthepoweroftheAIbehindit.
Keytothatincrementaldeploymentwillbetheconstructionofnewinfrastructurespecificallymadetoaccommodateautonomousvehicles.IntheUnitedStates,incontrast,webuildself-drivingcarstoadapttoourexistingroadsbecauseweassumetheroadscan’tchange.InChina,there’sasensethateverythingcanchange—includingcurrentroads.Indeed,localofficialsarealreadymodifyingexistinghighways,reorganizingfreightpatterns,andbuildingcitiesthatwillbetailor-madefordriverlesscars.
HighwayregulatorsintheChineseprovinceofZhejianghavealreadyannouncedplanstobuildthecountry’sfirstintelligentsuperhighway,infrastructureoutfittedfromthestartforautonomousandelectricvehicles.Theplancallsforintegratingsensorsandwirelesscommunicationamongtheroad,cars,anddriverstoincreasespeedsby20to30percentanddramaticallyreducefatalities.Thesuperhighwaywillhavephotovoltaicsolarpanelsbuiltintotheroadsurface,energythatfeedsintochargingstationsforelectricvehicles.Inthelongterm,thegoalistobeabletocontinuouslychargeelectricvehicleswhiletheydrive.Ifsuccessful,theprojectwillacceleratedeploymentofautonomousandelectricvehicles,leveragingthefactthatlongbeforeautonomousAIcanhandlethechaosofurbandriving,itcaneasilydealwithhighways—andgathermoredataintheprocess.
ButChineseofficialsaren’tjustadaptingexistingroadstoautonomousvehicles.They’rebuildingentirelynewcitiesaroundthetechnology.SixtymilessouthofBeijingsitstheXiong’anNewArea,acollectionofsleepyvillageswherethecentralgovernmenthasorderedtheconstructionofashowcasecityfortechnologicalprogressandenvironmentalsustainability.Thecityisprojectedtotakein$583billionworthofinfrastructurespendingandreachapopulationof2.5million,nearlyasmanypeopleasChicago.TheideaofbuildinganewChicagofromthegroundupisfairlyunthinkableintheUnitedStates,butinChinait’sjustonepieceofthegovernment’surbanplanningtoolkit.
Xiong’anispoisedtobetheworld’sfirstcitybuiltspecificallytoaccommodateautonomousvehicles.Baiduhassignedagreementswiththelocalgovernmenttobuildan“AICity”withafocusontrafficmanagement,autonomousvehicles,andenvironmentalprotection.Adaptationscouldincludesensorsinthecement,trafficlightsequippedwithcomputervision,intersectionsthatknowtheageofpedestrianscrossingthem,anddramaticreductionsinspaceneededforparkedcars.Wheneveryoneishailinghisorherownautonomoustaxi,whynotturnthoseparkinglotsintourbanparks?
Takingthingsastepfurther,brand-newdevelopmentslikeXiong’ancouldevenroutethetrafficintheircitycentersunderground,reservingtheheartoftownforpedestriansandbicyclists.It’sasystemthatwouldbedifficult,ifnotimpossible,toimplementinaworldofhumandriverspronetohumanerrorsthatcloguptunnels.Butbycombiningaugmentedroads,controlledlighting,andautonomousvehicles,anentireundergroundtrafficgridcouldberunningatthespeedofhighwayswhilelifeabovegroundmovesatamorehumanpace.
There’snoguaranteethatallofthesehigh-flyingAIamenitieswillberolledoutsmoothly—someofChina’stechnologicallythemeddevelopments
haveflopped,andsomebrand-newcitieshavestruggledtoattractresidents.Butthecentralgovernmenthasplacedahighpriorityontheproject,andifsuccessful,citieslikeXiong’anwillgrowuptogetherwithautonomousAI.TheywillbenefitfromtheefficienciesAIbringsandwillfeedevermoredatabackintothealgorithms.America’scurrentinfrastructuremeansthatautonomousAImustadapttoandconquerthecitiesaroundit.InChina,thegovernment’sproactiveapproachistotransformthatconquestintocoevolution.
THEAUTONOMOUSBALANCEOFPOWER
WhileallofthismaysoundexcitingandinnovativetotheChineselandscape,thehardtruthisthatnoamountofgovernmentsupportcanguaranteethatChinawillleadinautonomousAI.Whenitcomestothecoretechnologyneededforself-drivingcars,AmericancompaniesremaintwotothreeyearsaheadofChina.Intechnologytimelines,that’slight-yearsofdistance.Partofthatstemsfromtherelativeimportanceofeliteexpertiseinfourth-waveAI:safetyissuesandsheercomplexitymakeautonomousvehiclesamuchtougherengineeringnuttocrack.It’saproblemthatrequiresacoreteamofworld-classengineersratherthanjustabroadbaseofgoodones.ThistiltstheplayingfieldbacktowardtheUnitedStates,wherethebestengineersfromaroundtheglobestillclusteratcompanieslikeGoogle.
SiliconValleycompaniesalsohaveasubstantialheadstartonresearchanddevelopment,aproductofthevalley’sproclivityformoonshotprojects.Googlebegantestingitsself-drivingcarsasearlyas2009,andmanyofitsengineerswentontofoundearlyself-drivingstartups.China’sboominsuchstartupsreallydidn’tbeginuntilaround2016.ChinesegiantslikeBaiduandautonomous-vehiclestartupslikeMomenta,JingChi,andPony.ai,however,arerapidlycatchingupintechnologyanddata.Baidu’sApolloproject—anopen-sourcepartnershipanddata-sharingarrangementamongfiftyautonomous-vehicleplayers,includingchipmakerslikeNvidiaandautomakerslikeFordandDaimler—alsopresentsanambitiousalternativetoWaymo’sclosed,in-houseapproach.Butevenwiththatrapidcatch-upbyChineseplayers,there’snoquestionthatasofthiswriting,themostexperiencedself-drivingtechnologistsstillcallAmericahome.
PredictingwhichcountrytakestheleadinautonomousAIlargelycomesdowntoonemainquestion:willtheprimarybottlenecktofulldeploymentbeoneoftechnologyorpolicy?Ifthemostintractableproblemsfordeploymentaremerelytechnicalones,Google’sWaymohasthebestshotatsolvingthemyearsaheadofthenearestcompetitor.Butifnewadvancesinfieldslike
computervisionquicklydisseminatethroughouttheindustry—essentially,arisingtechnicaltideliftingallboats—thenSiliconValley’sheadstartoncoretechnologymayproveirrelevant.Manycompanieswillbecomecapableofbuildingsafeautonomousvehicles,anddeploymentwillthenbecomeamatterofpolicyadaptation.Inthatuniverse,China’sTesla-esquepolicymakingwillgiveitscompaniestheedge.
Atthispoint,wejustdon’tyetknowwherethatbottleneckwillbe,andfourth-waveAIremainsanyone’sgame.WhiletodaytheUnitedStatesenjoysacommandinglead(90–10),infiveyears’timeIgivetheUnitedStatesandChinaevenoddsofleadingtheworldinself-drivingcars,withChinahavingtheedgeinhardware-intensiveapplicationssuchasautonomousdrones.Inthetablebelow,IsummarizemyassessmentofU.S.andChinesecapabilitiesacrossallfourwavesofAI,bothinthepresentdayandwithmybestestimateforhowthatbalancewillhaveevolvedfiveyearsinthefuture.
ThebalanceofcapabilitiesbetweentheUnitedStatesandChinaacrossthefourwavesofAI,currentlyandestimatedforfiveyearsinthefuture
CONQUERINGMARKETSANDARMINGINSURGENTS
Whathappenswhenyoutrytotakethesegame-changingAIproductsglobal?Thusfar,muchoftheworkdoneinAIhasbeencontainedwithintheChineseandU.S.markets,withcompanieslargelyavoidingdirectcompetitiononthehometurfoftheothernation.ButdespitethefactthattheUnitedStatesandChinaarethetwolargesteconomiesintheworld,thevastmajorityofAI’s
futureusersstillliveinothercountries,manyoftheminthedevelopingworld.AnycompanythatwantstobetheFacebookorGoogleoftheAIageneedsastrategyforreachingthoseusersandwinningthosemarkets.
Notsurprisingly,ChineseandAmericantechcompaniesaretakingverydifferentapproachestoglobalmarkets:whileAmerica’sglobaljuggernautsseektoconquerthesemarketsforthemselves,Chinaisinsteadarmingthelocalstartupinsurgents.
Inotherwords,SiliconValleygiantslikeGoogle,Facebook,andUberwanttodirectlyintroducetheirproductstothesemarkets.They’llmakelimitedeffortsatlocalizationbutwilllargelysticktothetraditionalplaybook.Theywillbuildoneglobalproductandpushitoutonbillionsofdifferentusersaroundtheglobe.It’sanall-or-nothingapproachwithahugepotentialupsideiftheconquestsucceeds,butitalsohasahighchanceofleavingempty-handed.
ChinesecompaniesareinsteadsteeringclearofdirectcompetitionandinvestinginthescrappylocalstartupsthatSiliconValleylookstowipeout.Forexample,inIndiaandSoutheastAsia,AlibabaandTencentarepouringmoneyandresourcesintohomegrownstartupsthatarefightingtoothandnailagainstjuggernautslikeAmazon.It’sanapproachrootedinthecountry’sownnativeexperience.PeoplelikeAlibabafounderJackMaknowhowdangerousaragtagbunchofinsurgentscanbewhenbattlingamonolithicforeigngiant.SoinsteadofseekingtobothsquashthosestartupsandoutcompeteSiliconValley,they’rethrowingtheirlotinwiththelocals.
RIDE-HAILINGRUMBLE
TherearealreadysomeprecedentsfortheChineseapproach.EversinceDididroveUberoutofChina,ithasinvestedinandpartneredwithlocalstartupsfightingtodothesamethinginothercountries:LyftintheUnitedStates,OlainIndia,GrabinSingapore,TaxifyinEstonia,andCareemintheMiddleEast.AfterinvestinginBrazil’s99Taxiin2017,Didioutrightacquiredthecompanyinearly2018.Togetherthesestartupshaveformedaglobalanti-Uberalliance,onethatrunsonChinesemoneyandbenefitsfromChineseknow-how.AftertakingonDidi’sinvestments,someofthestartupshaveevenrebuilttheirappsinDidi’simage,andothersareplanningtotapintoDidi’sstrengthinAI:optimizingdrivermatching,automaticallyadjudicatingrider-driverdisputes,andeventuallyrollingoutautonomousvehicles.
Wedon’tknowthecurrentdepthofthesetechnicalexchanges,buttheycouldserveasanalternatemodelofAIglobalization:empowerhomegrown
startupsbymarryingworldwideAIexpertisetolocaldata.It’samodelbuiltmoreoncooperationthanconquest,anditmayprovebettersuitedtoglobalizingatechnologythatrequiresbothtop-qualityengineersandground-updatacollection.
AIhasamuchhigherlocalizationquotientthanearlierinternetservices.Self-drivingcarsinIndianeedtolearnthewaypedestriansnavigatethestreetsofBangalore,andmicro-lendingappsinBrazilneedtoabsorbthespendinghabitsofmillennialsinRiodeJaneiro.Somealgorithmictrainingcanbetransferredbetweendifferentuserbases,butthere’snosubstituteforactual,real-worlddata.
SiliconValleyjuggernautsdohavesomeinsightintothesearchandsocialhabitsinthesecountries.Butbuildingbusiness,perception,andautonomousAIproductswillrequirecompaniestoputrealbootsonthegroundineachmarket.TheywillneedtoinstallhardwaredevicesandlocalizeAIservicesforthequirksofNorthAfricanshoppingmallsandIndonesianhospitals.ProjectingglobalpoweroutwardfromSiliconValleyviacomputercodemaynotbethelong-termanswer.
Ofcourse,nooneknowstheendgameforthisglobalAIchessmatch.Americancompaniescouldsuddenlyboosttheirlocalizationefforts,leveragetheirexistingproducts,andendupdominatingallcountriesexceptChina.OranewgenerationoftenaciousentrepreneursinthedevelopingworldcoulduseChinesebackingtocreatelocalempiresimpenetrabletoSiliconValley.Ifthelatterscenariounfolds,China’stechgiantswouldn’tdominatetheworld,buttheywouldplayaroleeverywhere,improvetheirownalgorithmsusingtrainingdatafrommanymarkets,andtakehomeasubstantialchunkoftheprofitsgenerated.
LOOKINGAHEAD
ScanningtheAIhorizon,weseewavesoftechnologythatwillsoonwashovertheglobaleconomyandtiltthegeopoliticallandscapetowardChina.TraditionalAmericancompaniesaredoingagoodjobofusingdeeplearningtosqueezegreaterprofitsfromtheirbusinesses,andAI-drivencompanieslikeGoogleremainbastionsofeliteexpertise.Butwhenitcomestobuildingnewinternetempires,changingthewaywediagnoseillnesses,orreimagininghowweshop,move,andeat,Chinaseemspoisedtoseizegloballeadership.ChineseandAmericaninternetcompanieshavetakendifferentapproachestowinninglocalmarkets,andastheseAIservicesfilterouttoeverycorneroftheworld,theymayengageinproxycompetitionincountrieslikeIndia,Indonesia,andpartsoftheMiddleEastandAfrica.
ThisanalysisshedslightontheemergingAIworldorder,butitalsoshowcasesoneoftheblindspotsinourAIdiscourse:thetendencytodiscussitsolelyasahorserace.Who’sahead?Whataretheoddsforeachplayer?Who’sgoingtowin?
Thiskindofcompetitionmatters,butifwedigdeeperintothecomingchanges,wefindthatfarweightierquestionslurkjustbelowthesurface.Whenthetruepowerofartificialintelligenceisbroughttobear,therealdividewon’tbebetweencountriesliketheUnitedStatesandChina.Instead,themostdangerousfaultlineswillemergewithineachcountry,andtheywillpossessthepowertotearthemapartfromtheinside.
6★
UTOPIA,DYSTOPIA,ANDTHEREALAICRISIS
AlloftheAIproductsandservicesoutlinedinthepreviouschapterarewithinreachbasedoncurrenttechnologies.BringingthemtomarketrequiresnomajornewbreakthroughsinAIresearch,justthenuts-and-boltsworkofeverydayimplementation:gatheringdata,tweakingformulas,iteratingalgorithmsinexperimentsanddifferentcombinations,prototypingproducts,andexperimentingwithbusinessmodels.
Buttheageofimplementationhasdonemorethanmakethesepracticalproductspossible.IthasalsosetablazethepopularimaginationwhenitcomestoAI.Ithasfedabeliefthatwe’reonthevergeofachievingwhatsomeconsidertheHolyGrailofAIresearch,artificialgeneralintelligence(AGI)—thinkingmachineswiththeabilitytoperformanyintellectualtaskthatahumancan—andmuchmore.
SomepredictthatwiththedawnofAGI,machinesthatcanimprovethemselveswilltriggerrunawaygrowthincomputerintelligence.Oftencalled“thesingularity,”orartificialsuperintelligence,thisfutureinvolvescomputerswhoseabilitytounderstandandmanipulatetheworlddwarfsourown,comparabletotheintelligencegapbetweenhumanbeingsand,say,insects.Suchdizzyingpredictionshavedividedmuchoftheintellectualcommunityintotwocamps:utopiansanddystopians.
TheutopiansseethedawnofAGIandsubsequentsingularityasthefinalfrontierinhumanflourishing,anopportunitytoexpandourownconsciousnessandconquermortality.RayKurzweil—theeccentricinventor,futurist,andguru-in-residenceatGoogle—envisionsaradicalfutureinwhichhumansandmachineshavefullymerged.Wewilluploadourmindstothecloud,hepredicts,andconstantlyrenewourbodiesthroughintelligentnanobotsreleasedintoourbloodstream.Kurzweilpredictsthatby2029wewillhavecomputerswithintelligencecomparabletothatofhumans(i.e.,AGI),andthatwewillreachthesingularityby2045.
OtherutopianthinkersseeAGIassomethingthatwillenableustorapidlydecodethemysteriesofthephysicaluniverse.DeepMindfounderDemis
Hassabispredictsthatthecreationofsuperintelligencewillallowhumancivilizationtosolveintractableproblems,producinginconceivablybrilliantsolutionstoglobalwarmingandpreviouslyincurablediseases.Withsuperintelligentcomputersthatunderstandtheuniverseonlevelsthathumanscannotevenconceiveof,thesemachinesbecomenotjusttoolsforlighteningtheburdensofhumanity;theyapproachtheomniscienceandomnipotenceofagod.Noteveryone,however,issooptimistic.ElonMuskhascalled
superintelligence“thebiggestriskwefaceasacivilization,”comparingthecreationofitto“summoningthedemon.”IntellectualcelebritiessuchasthelatecosmologistStephenHawkinghavejoinedMuskinthedystopiancamp,manyoftheminspiredbytheworkofOxfordphilosopherNickBostrom,whose2014bookSuperintelligencecapturedtheimaginationofmanyfuturists.
Forthemostpart,membersofthedystopiancamparen’tworriedabouttheAItakeoverasimaginedinfilmsliketheTerminatorseries,withhuman-likerobots“turningevil”andhuntingdownpeopleinapower-hungryconquestofhumanity.Superintelligencewouldbetheproductofhumancreation,notnaturalevolution,andthuswouldn’thavethesameinstinctsforsurvival,reproduction,ordominationthatmotivatehumansoranimals.Instead,itwouldlikelyjustseektoachievethegoalsgiventoitinthemostefficientwaypossible.
Thefearisthatifhumanbeingspresentedanobstacletoachievingoneofthosegoals—reverseglobalwarming,forexample—asuperintelligentagentcouldeasily,evenaccidentally,wipeusoffthefaceoftheearth.Foracomputerprogramwhoseintellectualimaginationsodwarfedourown,thiswouldn’trequireanythingascrudeasgun-totingrobots.Superintelligence’sprofoundunderstandingofchemistry,physics,andnanotechnologywouldallowforfarmoreingeniouswaystoinstantlyaccomplishitsgoals.Researchersrefertothisasthe“controlproblem”or“valuealignmentproblem,”andit’ssomethingthatworriesevenAGIoptimists.
Althoughtimelinesforthesecapabilitiesvarywidely,Bostrom’sbookpresentssurveysofAIresearchers,givingamedianpredictionof2040forthecreationofAGI,withsuperintelligencelikelytofollowwithinthreedecadesofthat.Butreadon.
REALITYCHECK
Whenutopiananddystopianvisionsofthesuperintelligentfuturearediscussedpublicly,theyinspirebothaweandasenseofdreadinaudiences.Thoseall-consumingemotionsthenblurthelinesinourmindseparatingthesefantasticalfuturesfromourcurrentageofAIimplementation.Theresultiswidespreadpopularconfusionoverwherewetrulystandtodayandwherethingsareheaded.
Tobeclear,noneofthescenariosdescribedabove—theimmortaldigitalmindsoromnipotentsuperintelligences—arepossiblebasedontoday’stechnologies;thereremainnoknownalgorithmsforAGIoraclearengineeringroutetogetthere.Thesingularityisnotsomethingthatcanoccurspontaneously,withautonomousvehiclesrunningondeeplearningsuddenly“wakingup”andrealizingthattheycanbandtogethertoformasuperintelligentnetwork.
GettingtoAGIwouldrequireaseriesoffoundationalscientificbreakthroughsinartificialintelligence,astringofadvancesonthescaleof,orgreaterthan,deeplearning.Thesebreakthroughswouldneedtoremovekeyconstraintsonthe“narrowAI”programsthatweruntodayandempowerthemwithawidearrayofnewabilities:multidomainlearning;domain-independentlearning;natural-languageunderstanding;commonsensereasoning,planning,andlearningfromasmallnumberofexamples.Takingthenextsteptoemotionallyintelligentrobotsmayrequireself-awareness,humor,love,empathy,andappreciationforbeauty.ThesearethekeyhurdlesthatseparatewhatAIdoestoday—spottingcorrelationsindataandmakingpredictions—andartificialgeneralintelligence.Anyoneofthesenewabilitiesmayrequiremultiplehugebreakthroughs;AGIimpliessolvingallofthem.
ThemistakeofmanyAGIforecastsistosimplytaketherapidrateofadvancefromthepastdecadeandextrapolateitoutwardorlaunchitexponentiallyupwardinanunstoppablesnowballingofcomputerintelligence.Deeplearningrepresentsamajorlevelingupinmachinelearning,amovementontoanewplateauwithavarietyofreal-worlduses:theageofimplementation.ButthereisnoproofthatthisupwardchangerepresentsthebeginningofexponentialgrowththatwillinevitablyracetowardAGI,andthensuperintelligence,atanever-increasingpace.
Scienceisdifficult,andfundamentalscientificbreakthroughsareevenharder.Discoverieslikedeeplearningthattrulyraisethebarformachineintelligencearerareandoftenseparatedbydecades,ifnotlonger.Implementationsandimprovementsonthesebreakthroughsabound,andresearchersatplaceslikeDeepMindhavedemonstratedpowerfulnewapproachestothingslikereinforcementlearning.ButinthetwelveyearssinceGeoffreyHintonandhiscolleagues’landmarkpaperondeeplearning,I
haven’tseenanythingthatrepresentsasimilarseachangeinmachineintelligence.Yes,theAIscientistssurveyedbyBostrompredictedamediandateof2040forAGI,butIbelievescientiststendtooverestimatewhenanacademicdemonstrationwillbecomeareal-worldproduct.Towit,inthelate1980s,Iwastheworld’sleadingresearcheronAIspeechrecognition,andIjoinedApplebecauseIbelievedthetechnologywouldgomainstreamwithinfiveyears.ItturnedoutthatIwasoffbytwentyyears.
IcannotguaranteethatscientistsdefinitelywillnotmakethebreakthroughsthatwouldbringaboutAGIandthensuperintelligence.Infact,Ibelieveweshouldexpectcontinualimprovementstotheexistingstateoftheart.ButIbelievewearestillmanydecades,ifnotcenturies,awayfromtherealthing.ThereisalsoarealpossibilitythatAGIissomethinghumanswillneverachieve.Artificialgeneralintelligencewouldbeamajorturningpointintherelationshipbetweenhumansandmachines—whatmanypredictwouldbethemostsignificantsingleeventinthehistoryofthehumanrace.It’samilestonethatIbelieveweshouldnotcrossunlesswehavefirstdefinitivelysolvedallproblemsofcontrolandsafety.Butgiventherelativelyslowrateofprogressonfundamentalscientificbreakthroughs,IandotherAIexperts,amongthemAndrewNgandRodneyBrooks,believeAGIremainsfartherawaythanoftenimagined.
DoesthatmeanIseenothingbutsteadymaterialprogressandglorioushumanflourishinginourAIfuture?Notatall.Instead,IbelievethatcivilizationwillsoonfaceadifferentkindofAI-inducedcrisis.ThiscrisiswilllacktheapocalypticdramaofaHollywoodblockbuster,butitwilldisruptoureconomicandpoliticalsystemsallthesame,andevencuttothecoreofwhatitmeanstobehumaninthetwenty-firstcentury.
Inshort,thisisthecomingcrisisofjobsandinequality.OurpresentAIcapabilitiescan’tcreateasuperintelligencethatdestroysourcivilization.Butmyfearisthatwehumansmayprovemorethanuptothattaskourselves.
FOLDINGBEIJING:SCIENCE-FICTIONVISIONSANDAIECONOMICS
Whentheclockstrikes6a.m.,thecitydevoursitself.Denselypackedbuildingsofconcreteandsteelbendatthehipandtwistattheirspines.Externalbalconiesandawningsareturnedinward,creatingsmoothandtightlysealedexteriors.Skyscrapersbreakdownintocomponentparts,shufflingandconsolidatingintoRubik’sCubesofindustrialproportions.InsidethoseblocksaretheresidentsofBeijing’sThirdSpace,theeconomic
underclassthattoilsduringthenighthoursandsleepsduringtheday.Asthecityscapefoldsinonitself,apatchworkofsquaresontheearth’ssurfacebegintheir180-degreerotation,flippingovertotucktheseconsolidatedstructuresunderground.
Whentheothersideofthesesquaresturnskyward,theyrevealaseparatecity.Thefirstraysofdawncreepoverthehorizonasthisnewcityemergesfromitscrouch.Tree-linedstreets,vastpublicparks,andbeautifulsingle-familyhomesbegintounfold,spreadingoutwarduntiltheyhavecoveredthesurfaceentirely.TheresidentsofFirstSpacestirfromtheirslumber,stretchingtheirlimbsandlookingoutonaworldalltheirown.
ThesearevisionsofHaoJingfang,aChinesescience-fictionwriterandeconomicsresearcher.Hao’snovelette“FoldingBeijing”wontheprestigiousHugoAwardin2016foritsarrestingdepictionofacityinwhicheconomicclassesareseparatedintodifferentworlds.
InafuturisticBeijing,thecityisdividedintothreeeconomiccastesthatsplittimeonthecity’ssurface.FivemillionresidentsoftheeliteFirstSpaceenjoyatwenty-four-hourcyclebeginningat6a.m.,afulldayandnightinaclean,hypermodern,unclutteredcity.WhenFirstSpacefoldsupandflipsover,the20millionresidentsofSecondSpacegetsixteenhourstoworkacrossasomewhatlessglamorouscityscape.Finally,thedenizensofThirdSpace—50millionsanitationworkers,foodvendors,andmeniallaborers—emergeforaneight-hourshiftfrom10p.m.to6a.m.,toilinginthedarkamongtheskyscrapersandtrashpits.
Thetrash-sortingjobsthatareapillaroftheThirdSpacecouldbeentirelyautomatedbutareinsteaddonemanuallytoprovideemploymentfortheunfortunatedenizenscondemnedtolifethere.Travelbetweenthedifferentspacesisforbidden,creatingasocietyinwhichtheprivilegedresidentsofFirstSpacecanlivefreeofworrythattheunwashedmasseswillcontaminatetheirtechno-utopia.
THEREALAICRISIS
Thisdystopianstoryisaworkofsciencefictionbutonerootedinrealfearsabouteconomicstratificationandunemploymentinourautomatedfuture.HaoholdsaPh.D.ineconomicsandmanagementfromprestigiousTsinghuaUniversity.Forherdayjob,sheconductseconomicsresearchatathinktankreportingtotheChinesecentralgovernment,includinginvestigatingtheimpactofAIonjobsinChina.
It’sasubjectthatdeeplyworriesmanyeconomists,technologists,andfuturists,myselfincluded.IbelievethatasthefourwavesofAIspreadacrosstheglobaleconomy,theyhavethepotentialtowrenchopenevergreatereconomicdividesbetweenthehavesandhave-nots,leadingtowidespreadtechnologicalunemployment.AsHao’sstorysovividlyillustrates,thesechasmsinwealthandclasscanmorphintosomethingmuchdeeper:economicdivisionsthattearatthefabricofoursocietyandchallengeoursenseofhumandignityandpurpose.
Massiveproductivitygainswillcomefromtheautomationofprofit-generatingtasks,buttheywillalsoeliminatejobsforhugenumbersofworkers.Theselayoffswon’tdiscriminatebythecolorofone’scollar,hittinghighlyeducatedwhite-collarworkersjustashardasmanymanuallaborers.Acollegedegree—evenahighlyspecializedprofessionaldegree—isnoguaranteeofjobsecuritywhencompetingagainstmachinesthatcanspotpatternsandmakedecisionsonlevelsthehumanbrainsimplycan’tfathom.
Beyonddirectjoblosses,artificialintelligencewillexacerbateglobaleconomicinequality.Bygivingrobotsthepowerofsightandtheabilitytomoveautonomously,AIwillrevolutionizemanufacturing,puttingthird-worldsweatshopsstockedwitharmiesoflow-wageworkersoutofbusiness.Indoingso,itwillcutawaythebottomrungsontheladderofeconomicdevelopment.Itwilldeprivepoorcountriesoftheopportunitytokick-starteconomicgrowththroughlow-costexports,theoneprovenroutethathasliftedcountrieslikeSouthKorea,China,andSingaporeoutofpoverty.Thelargepopulationsofyoungworkersthatoncecomprisedthegreatestadvantageofpoorcountrieswillturnintoanetliability,andapotentiallydestabilizingone.Withnowaytobeginthedevelopmentprocess,poorcountrieswillstagnatewhiletheAIsuperpowerstakeoff.
Butevenwithinthoserichandtechnologicallyadvancedcountries,AIwillfurthercleaveopenthedividebetweenthehavesandthehave-nots.Thepositive-feedbackloopgeneratedbyincreasingamountsofdatameansthatAI-drivenindustriesnaturallytendtowardmonopoly,simultaneouslydrivingdownpricesandeliminatingcompetitionamongfirms.Whilesmallbusinesseswillultimatelybeforcedtoclosetheirdoors,theindustryjuggernautsoftheAIagewillseeprofitssoartopreviouslyunimaginablelevels.Thisconcentrationofeconomicpowerinthehandsofafewwillrubsaltintheopenwoundsofsocialinequality.
Inmostdevelopedcountries,economicinequalityandclass-basedresentmentrankamongthemostdangerousandpotentiallyexplosiveproblems.Thepastfewyearshaveshownushowacauldronoflong-
simmeringinequalitycanboiloverintoradicalpoliticalupheaval.Ibelievethat,ifleftunchecked,AIwillthrowgasolineonthesocioeconomicfires.
Lurkingbeneaththissocialandeconomicturmoilwillbeapsychologicalstruggle,onethatwon’tmaketheheadlinesbutthatcouldmakeallthedifference.Asmoreandmorepeopleseethemselvesdisplacedbymachines,theywillbeforcedtoanswerafardeeperquestion:inanageofintelligentmachines,whatdoesitmeantobehuman?
THETECHNO-OPTIMISTSANDTHE“LUDDITEFALLACY”
LiketheutopiananddystopianforecastsforAGI,thispredictionofajobsandinequalitycrisisisnotwithoutcontroversy.Alargecontingentofeconomistsandtechno-optimistsbelievethatfearsabouttechnology-inducedjoblossesarefundamentallyunfounded.
Membersofthiscampdismissdirepredictionsofunemploymentastheproductofa“Ludditefallacy.”ThetermisderivedfromtheLuddites,agroupofnineteenth-centuryBritishweaverswhosmashedthenewindustrialtextileloomsthattheyblamedfordestroyingtheirlivelihoods.DespitethebesteffortsandprotestsoftheLuddites,industrializationplowedfullsteamahead,andboththenumberofjobsandqualityoflifeinEnglandrosesteadilyformuchofthenexttwocenturies.TheLudditesmayhavefailedintheirbidtoprotecttheircraftfromautomation—andmanyofthosedirectlyimpactedbyautomationdidinfactsufferstagnantwagesforsometime—buttheirchildrenandgrandchildrenwereultimatelyfarbetteroffforthechange.
This,thetechno-optimistsassert,istherealstoryoftechnologicalchangeandeconomicdevelopment.Technologyimproveshumanproductivityandlowersthepriceofgoodsandservices.Thoselowerpricesmeanconsumershavegreaterspendingpower,andtheyeitherbuymoreoftheoriginalgoodsorspendthatmoneyonsomethingelse.Bothoftheseoutcomesincreasethedemandforlaborandthusjobs.Yes,shiftsintechnologymightleadtosomeshort-termdisplacement.Butjustasmillionsoffarmersbecamefactoryworkers,thoselaid-offfactoryworkerscanbecomeyogateachersandsoftwareprogrammers.Overthelongterm,technologicalprogressnevertrulyleadstoanactualreductioninjobsorriseinunemployment.
It’sasimpleandelegantexplanationoftheever-increasingmaterialwealthandrelativelystablejobmarketsintheindustrializedworld.Italsoservesasalucidrebuttaltoaseriesof“boywhocriedwolf”momentsaroundtechnologicalunemployment.EversincetheIndustrialRevolution,people
havefearedthateverythingfromweavingloomstotractorstoATMswillleadtomassivejoblosses.Buteachtime,increasingproductivityhaspairedwiththemagicofthemarkettosmooththingsout.
Economistswholooktohistory—andthecorporatejuggernautswhowillprofittremendouslyfromAI—usetheseexamplesfromthepasttodismissclaimsofAI-inducedunemploymentinthefuture.Theypointtomillionsofinventions—thecottongin,lightbulbs,cars,videocameras,andcellphones—noneofwhichledtowidespreadunemployment.Artificialintelligence,theysay,willbenodifferent.Itwillgreatlyincreaseproductivityandpromotehealthygrowthinjobsandhumanwelfare.Sowhatistheretoworryabout?
THEENDOFBLINDOPTIMISM
Ifwethinkofallinventionsasdatapointsandweightthemequally,thetechno-optimistshaveacompellinganddata-drivenargument.Butnotallinventionsarecreatedequal.Someofthemchangehowweperformasingletask(typewriters),someofthemeliminatetheneedforonekindoflabor(calculators),andsomeofthemdisruptawholeindustry(thecottongin).
Andthentherearetechnologicalchangesonanentirelydifferentscale.Theramificationsofthesebreakthroughswillcutacrossdozensofindustries,withthepotentialtofundamentallyaltereconomicprocessesandevensocialorganization.Thesearewhateconomistscallgeneralpurposetechnologies,orGPTs.IntheirlandmarkbookTheSecondMachineAge,MITprofessorsErikBrynjolfssonandAndrewMcAfeedescribedGPTsasthetechnologiesthat“reallymatter,”theonesthat“interruptandacceleratethenormalmarchofeconomicprogress.”
LookingonlyatGPTsdramaticallyshrinksthenumberofdatapointsavailableforevaluatingtechnologicalchangeandjoblosses.Economichistorianshavemanyquibblesoverexactlywhichinnovationsofthemodernerashouldqualify(railroads?theinternalcombustionengine?),butsurveysoftheliteraturerevealthreetechnologiesthatreceivebroadsupport:thesteamengine,electricity,andinformationandcommunicationtechnology(suchascomputersandtheinternet).Thesehavebeenthegamechangers,thedisruptivetechnologiesthatextendedtheirreachintomanycornersoftheeconomyandradicallyalteredhowweliveandwork.
ThesethreeGPTshavebeenrareenoughtowarrantevaluationontheirown,notsimplytobelumpedinwithmillionsofmorenarrowinnovationsliketheballpointpenorautomatictransmission.Andwhileit’struethatthelong-termhistoricaltrendhasbeentowardmorejobsandgreaterprosperity,
whenlookingatGPTsalone,threedatapointsarenotenoughtoextractanironcladprinciple.Instead,weshouldlooktothehistoricalrecordtoseehoweachofthesegroundbreakinginnovationshasaffectedjobsandwages.
ThesteamengineandelectrificationwerecrucialpiecesofthefirstandsecondIndustrialRevolutions(1760–1830and1870–1914,respectively).BothoftheseGPTsfacilitatedthecreationofthemodernfactorysystem,bringingimmensepowerandabundantlighttothebuildingsthatwereupendingtraditionalmodesofproduction.Broadlyspeaking,thischangeinthemodeofproductionwasoneofdeskilling.Thesefactoriestooktasksthatoncerequiredhigh-skilledworkers(forexample,handcraftingtextiles)andbroketheworkdownintofarsimplertasksthatcouldbedonebylow-skilledworkers(operatingasteam-drivenpowerloom).Intheprocess,thesetechnologiesgreatlyincreasedtheamountofthesegoodsproducedanddrovedownprices.
Intermsofemployment,earlyGPTsenabledprocessinnovationsliketheassemblyline,whichgavethousands—andeventuallyhundredsofmillions—offormerfarmersaproductiveroleinthenewindustrialeconomy.Yes,theydisplacedarelativelysmallnumberofskilledcraftspeople(someofwhomwouldbecomeLuddites),buttheyempoweredmuchlargernumbersoflow-skilledworkerstotakeonrepetitive,machine-enabledjobsthatincreasedtheirproductivity.Boththeeconomicpieandoverallstandardsoflivinggrew.
ButwhataboutthemostrecentGPT,informationandcommunicationtechnologies(ICT)?Sofar,itsimpactonlabormarketsandwealthinequalityhavebeenfarmoreambiguous.AsBrynjolfssonandMcAfeepointoutinTheSecondMachineAge,overthepastthirtyyears,theUnitedStateshasseensteadygrowthinworkerproductivitybutstagnantgrowthinmedianincomeandemployment.BrynjolfssonandMcAfeecallthis“thegreatdecoupling.”Afterdecadeswhenproductivity,wages,andjobsroseinalmostlockstepfashion,thatoncetightlywoventhreadhasbeguntofray.Whileproductivityhascontinuedtoshootupward,wagesandjobshaveflatlinedorfallen.
ThishasleadtogrowingeconomicstratificationindevelopedcountriesliketheUnitedStates,withtheeconomicgainsofICTincreasinglyaccruingtothetop1percent.ThatelitegroupintheUnitedStateshasroughlydoubleditsshareofnationalincomebetween1980and2016.By2017,thetop1percentofAmericanspossessedalmosttwiceasmuchwealthasthebottom90percentcombined.WhilethemostrecentGPTproliferatedacrosstheeconomy,realwagesforthemedianofAmericanshaveremainedflatforoverthirtyyears,andthey’veactuallyfallenforthepoorestAmericans.
OnereasonwhyICTmaydifferfromthesteamengineandelectrificationisbecauseofits“skillbias.”WhilethetwootherGPTsrampedupproductivitybydeskillingtheproductionofgoods,ICTisinsteadoften—thoughnotalways—skillbiasedinfavorofhigh-skilledworkers.Digitalcommunicationstoolsallowtopperformerstoefficientlymanagemuchlargerorganizationsandreachmuchlargeraudiences.Bybreakingdownthebarrierstodisseminatinginformation,ICTempowerstheworld’stopknowledgeworkersandundercutstheeconomicroleofmanyinthemiddle.
DebatesoverhowlargearoleICThasplayedinjobandwagestagnationintheUnitedStatesarecomplex.Globalization,thedeclineoflaborunions,andoutsourcingareallfactorshere,providingeconomistswithfodderforendlessacademicarguments.Butonethingisincreasinglyclear:thereisnoguaranteethatGPTsthatincreaseourproductivitywillalsoleadtomorejobsorhigherwagesforworkers.
Techno-optimistscancontinuetodismisstheseconcernsasthesameoldLudditefallacy,buttheyarenowarguingagainstsomeofthebrightesteconomicmindsoftoday.LawrenceSummershasservedasthechiefeconomistoftheWorldBank,asthetreasurysecretaryunderPresidentBillClinton,andasthedirectorofPresidentBarackObama’sNationalEconomicCouncil.Inrecentyears,hehasbeenwarningagainsttheno-questions-askedoptimismaroundtechnologicalchangeandemployment.
“Theanswerissurelynottotrytostoptechnicalchange,”SummerstoldtheNewYorkTimesin2014,“buttheanswerisnottojustsupposethateverything’sgoingtobeO.K.becausethemagicofthemarketwillassurethat’strue.”
ErikBrynjolfssonhasissuedsimilarwarningsaboutthegrowingdisconnectbetweenthecreationofwealthandjobs,callingit“thebiggestchallengeofoursocietyforthenextdecade.”
AI:PUTTINGTHEGINGPT
WhatdoesallthishavetodowithAI?IamconfidentthatAIwillsoonentertheeliteclubofuniversallyrecognizedGPTs,spurringarevolutionineconomicproductionandevensocialorganization.TheAIrevolutionwillbeonthescaleoftheIndustrialRevolution,butprobablylargeranddefinitelyfaster.ConsultingfirmPwCpredictsthatAIwilladd$15.7trilliontotheglobaleconomyby2030.Ifthatpredictionholdsup,itwillbeanamountlargerthantheentireGDPofChinatodayandequaltoapproximately80
percentoftheGDPoftheUnitedStatesin2017.SeventypercentofthosegainsarepredictedtoaccrueintheUnitedStatesandChina.
Thesedisruptionswillbemorebroad-basedthanprioreconomicrevolutions.Steampowerfundamentallyalteredthenatureofmanuallabor,andICTdidthesameforcertainkindsofcognitivelabor.AIwillcutacrossboth.Itwillperformmanykindsofphysicalandintellectualtaskswithaspeedandpowerthatfaroutstripanyhuman,dramaticallyincreasingproductivityineverythingfromtransportationtomanufacturingtomedicine.
UnliketheGPTsofthefirstandsecondIndustrialRevolutions,AIwillnotfacilitatethedeskillingofeconomicproduction.Itwon’ttakeadvancedtasksdonebyasmallnumberofpeopleandbreakthemdownfurtherforalargernumberoflow-skillworkerstodo.Instead,itwillsimplytakeovertheexecutionoftasksthatmeettwocriteria:theycanbeoptimizedusingdata,andtheydonotrequiresocialinteraction.(IwillbegoingintogreaterdetailaboutexactlywhichjobsAIcanandcannotreplace.)
Yes,therewillbesomenewjobscreatedalongtheway—robotrepairingandAIdatascientists,forexample.ButthemainthrustofAI’semploymentimpactisnotoneofjobcreationthroughdeskillingbutofjobreplacementthroughincreasinglyintelligentmachines.Displacedworkerscantheoreticallytransitionintootherindustriesthataremoredifficulttoautomate,butthisisitselfahighlydisruptiveprocessthatwilltakealongtime.
HARDWARE,BETTER,FASTER,STRONGER
AndtimeisonethingthattheAIrevolutionisnotinclinedtograntus.ThetransitiontoanAI-driveneconomywillbefarfasterthananyofthepriorGPT-inducedtransformations,leavingworkersandorganizationsinamadscrambletoadjust.WhereastheIndustrialRevolutiontookplaceacrossseveralgenerations,theAIrevolutionwillhaveamajorimpactwithinonegeneration.That’sbecauseAIadoptionwillbeacceleratedbythreecatalyststhatdidn’texistduringtheintroductionofsteampowerandelectricity.
First,manyproductivity-increasingAIproductsarejustdigitalalgorithms:infinitelyreplicableandinstantlydistributablearoundtheworld.Thismakesforastarkcontrasttothehardware-intensiverevolutionsofsteampower,electricity,andevenlargepartsofICT.Forthesetransitionstogaintraction,physicalproductshadtobeinvented,prototyped,built,sold,andshippedtoendusers.Eachtimeamarginalimprovementwasmadetooneofthesepiecesofhardware,itrequiredthattheearlierprocessberepeated,withthe
attendantcostsandsocialfrictionsthatsloweddownadoptionofeachnewtweak.Allofthesefrictionssloweddowndevelopmentofnewtechnologiesandextendedthetimeuntilaproductwascost-effectiveforbusinessestoadopt.
Incontrast,theAIrevolutionislargelyfreeoftheselimitations.Digitalalgorithmscanbedistributedatvirtuallynocost,andoncedistributed,theycanbeupdatedandimprovedforfree.Thesealgorithms—notadvancedrobotics—willrolloutquicklyandtakealargechunkoutofwhite-collarjobs.Muchoftoday’swhite-collarworkforceispaidtotakeinandprocessinformation,andthenmakeadecisionorrecommendationbasedonthatinformation—whichispreciselywhatAIalgorithmsdobest.Inindustrieswithaminimalsocialcomponent,thathuman-for-machinereplacementcanbemaderapidlyanddoneenmasse,withoutanyneedtodealwiththemessydetailsofmanufacturing,shipping,installation,andon-siterepairs.WhilethehardwareofAI-poweredrobotsorself-drivingcarswillbearsomeoftheselegacycosts,theunderlyingsoftwaredoesnot,allowingforthesaleofmachinesthatactuallygetbetterovertime.LoweringthesebarrierstodistributionandimprovementwillrapidlyaccelerateAIadoption.
Thesecondcatalystisonethatmanyinthetechnologyworldtodaytakeforgranted:thecreationoftheventure-capitalindustry.VCfunding—earlyinvestmentsinhigh-risk,high-potentialcompanies—barelyexistedbeforethe1970s.ThatmeanttheinventorsandinnovatorsduringthefirsttwoIndustrialRevolutionshadtorelyonathinpatchworkoffinancingmechanismstogettheirproductsofftheground,usuallyviapersonalwealth,familymembers,richpatrons,orbankloans.Noneofthesehaveincentivestructuresbuiltforthehigh-risk,high-rewardgameoffundingtransformativeinnovation.Thatdearthofinnovationfinancingmeantmanygoodideaslikelynevergotofftheground,andsuccessfulimplementationoftheGPTsscaledfarmoreslowly.
Today,VCfundingisawell-oiledmachinededicatedtothecreationandcommercializationofnewtechnology.In2017,globalventurefundingsetanewrecordwith$148billioninvested,eggedonbythecreationofSoftbank’s$100billion“visionfund,”whichwillbedisbursedinthecomingyears.Thatsameyear,globalVCfundingforAIstartupsleapedto$15.2billion,a141percentincreaseover2016.ThatmoneyrelentlesslyseeksoutwaystowringeverydollarofproductivityoutofaGPTlikeartificialintelligence,withaparticularfondnessformoonshotideasthatcoulddisruptandrecreateanentireindustry.Overthecomingdecade,voraciousVCswilldrivetherapidapplicationofthetechnologyandtheiterationofbusinessmodels,leavingnostoneunturnedinexploringeverythingthatAIcando.
Finally,thethirdcatalystisonethat’sequallyobviousandyetoftenoverlooked:China.ArtificialintelligencewillbethefirstGPTofthemodernerainwhichChinastandsshouldertoshoulderwiththeWestinbothadvancingandapplyingthetechnology.Duringtheerasofindustrialization,electrification,andcomputerization,Chinalaggedsofarbehindthatitspeoplecouldcontributelittle,ifanything,tothefield.It’sonlyinthepastfiveyearsthatChinahascaughtupenoughininternettechnologiestofeedideasandtalentbackintotheglobalecosystem,atrendthathasdramaticallyacceleratedinnovationinthemobileinternet.
Withartificialintelligence,China’sprogressallowsfortheresearchtalentandcreativecapacityofnearlyone-fifthofhumanitytocontributetothetaskofdistributingandutilizingartificialintelligence.Combinethiswiththecountry’sgladiatorialentrepreneurs,uniqueinternetecosystem,andproactivegovernmentpush,andChina’sentrancetothefieldofAIconstitutesamajoracceleranttoAIthatwasabsentforpreviousGPTs.
Reviewingtheprecedingarguments,Ibelievewecanconfidentlystateafewthings.First,duringtheindustrialera,newtechnologyhasbeenassociatedwithlong-termjobcreationandwagegrowth.Second,despitethisgeneraltrendtowardeconomicimprovement,GPTsarerareandsubstantialenoughthateachone’simpactonjobsshouldbeevaluatedindependently.Third,ofthethreewidelyrecognizedGPTsofthemodernera,theskillbiasesofsteampowerandelectrificationboostedbothproductivityandemployment.ICThasliftedtheformerbutnotnecessarilythelatter,contributingtofallingwagesformanyworkersinthedevelopedworldandgreaterinequality.Finally,AIwillbeaGPT,onewhoseskillbiasesandspeedofadoption—catalyzedbydigitaldissemination,VCfunding,andChina—suggestitwillleadtonegativeimpactsonemploymentandincomedistribution.
Iftheaboveargumentsholdtrue,thenextquestionsareclear:Whatjobsarereallyatrisk?Andhowbadwillitbe?
WHATAICANANDCAN’TDO:THERISK-OF-REPLACEMENTGRAPHS
Whenitcomestojobreplacement,AI’sbiasesdon’tfitthetraditionalone-dimensionalmetricoflow-skillversushigh-skilllabor.Instead,AIcreatesamixedbagofwinnersandlosersdependingontheparticularcontentofjobtasksperformed.WhileAIhasfarsurpassedhumansatnarrowtasksthatcanbeoptimizedbasedondata,itremainsstubbornlyunabletointeractnaturally
withpeopleorimitatethedexterityofourfingersandlimbs.Italsocannotengageincross-domainthinkingoncreativetasksoronesrequiringcomplexstrategy,jobswhoseinputsandoutcomesaren’teasilyquantified.WhatthismeansforjobreplacementcanbeexpressedsimplythroughtwoX–Ygraphs,oneforphysicallaborandoneforcognitivelabor.
RiskofReplacement:CognitiveLabor
RiskofReplacement:PhysicalLabor
Forphysicallabor,theX-axisextendsfrom“lowdexterityandstructuredenvironment”ontheleftside,to“highdexterityandunstructuredenvironment”ontherightside.TheY-axismovesfrom“asocial”atthebottomto“highlysocial”atthetop.ThecognitivelaborchartsharesthesameY-axis(asocialtohighlysocial)butusesadifferentX-axis:“optimization-based”ontheleft,to“creativity-orstrategy-based”ontheright.Cognitivetasksarecategorizedas“optimization-based”iftheircoretasksinvolvemaximizingquantifiablevariablesthatcanbecapturedindata(forexample,settinganoptimalinsurancerateormaximizingataxrefund).
Theseaxesdividebothchartsintofourquadrants:thebottom-leftquadrantisthe“DangerZone,”thetop-rightisthe“SafeZone,”thetop-leftisthe“HumanVeneer,”andthebottomrightisthe“SlowCreep.”Jobswhosetasksprimarilyfallinthe“DangerZone”(dishwasher,entry-leveltranslators)areatahighriskofreplacementinthecomingyears.Thoseinthe“SafeZone”(psychiatrist,home-carenurse,etc.)arelikelyoutofreachofautomationfortheforeseeablefuture.The“HumanVeneer”and“SlowCreep”quadrantsarelessclear-cut:whilenotfullyreplaceablerightnow,reorganizationofworktasksorsteadyadvancesintechnologycouldleadtowidespreadjobreductionsinthesequadrants.Aswewillsee,occupationsofteninvolvemanydifferentactivitiesoutsideofthe“coretasks”thatwehaveusedtoplacetheminagivenquadrant.Thistask-diversitywillcomplicatetheautomationof
manyprofessions,butfornowwecanusetheseaxesandquadrantsasgeneralguidanceforthinkingaboutwhatoccupationsareatrisk.Forthe“HumanVeneer”quadrant,muchofthecomputationalorphysical
workcanalreadybedonebymachines,butthekeysocialinteractiveelementmakesthemdifficulttoautomateenmasse.Thenameofthequadrantderivesfromthemostlikelyroutetoautomation:whilethebehind-the-scenesoptimizationworkisovertakenbymachines,humanworkerswillactasthesocialinterfaceforcustomers,leadingtoasymbioticrelationshipbetweenhumanandmachine.Jobsinthiscategorycouldincludebartender,schoolteacher,andevenmedicalcaregiver.Howquicklyandwhatpercentageofthesejobsdisappeardependsonhowflexiblecompaniesareinrestructuringthetasksdonebytheiremployees,andhowopencustomersaretointeractingwithcomputers.
The“SlowCreep”category(plumber,constructionworker,entry-levelgraphicdesigner)doesn’trelyonhumanbeings’socialskillsbutinsteadonmanualdexterity,creativity,orabilitytoadapttounstructuredenvironments.TheseremainsubstantialhurdlesforAI,butonesthatthetechnologywillslowlychipawayatinthecomingyears.ThepaceofjobeliminationinthisquadrantdependslessonprocessinnovationatcompaniesandmoreontheactualexpansioninAIcapabilities.Butatthefarrightendofthe“SlowCreep”aregoodopportunitiesforthecreativeprofessionals(suchasscientistsandaerospaceengineers)touseAItoolstoacceleratetheirprogress.
Thesegraphsgiveusabasicheuristicforunderstandingwhatkindsofjobsareatrisk,butwhatdoesthismeanfortotalemploymentonaneconomy-widelevel?Forthat,wemustlooktotheeconomists.
WHATTHESTUDIESSAY
PredictingthescaleofAI-inducedjoblosseshasbecomeacottageindustryforeconomistsandconsultingfirmstheworldover.Dependingonwhichmodeloneuses,estimatesrangefromterrifyingtototallynotaproblem.HereIgiveabriefoverviewoftheliteratureandthemethods,highlightingthestudiesthathaveshapedthedebate.FewgoodstudieshavebeendonefortheChinesemarket,soIlargelysticktostudiesestimatingautomationpotentialintheUnitedStatesandthenextrapolatethoseresultstoChina.
ApairofresearchersatOxfordUniversitykickedthingsoffin2013withapapermakingadireprediction:47percentofU.S.jobscouldbeautomatedwithinthenextdecadeortwo.Thepaper’sauthors,CarlBenediktFreyandMichaelA.Osborne,beganbyaskingmachine-learningexpertstoevaluate
thelikelihoodthatseventyoccupationscouldbeautomatedinthecomingyears.Combiningthatdatawithalistofthemain“engineeringbottlenecks”inmachinelearning(similartothecharacteristicsdenotingthe“SafeZone”inthegraphsonpages155and156),FreyandOsborneusedaprobabilitymodeltoprojecthowsusceptibleanadditional632occupationsaretoautomation.
Theresult—thatnearlyhalfofU.S.jobswereat“highrisk”inthecomingdecades—causedquiteastir.FreyandOsbornwerecarefultonotethemanycaveatstotheirconclusion.Mostimportantly,itwasanestimateofwhatjobsitwouldbetechnicallypossibletodowithmachines,notactualjoblossesorresultingunemploymentlevels.Buttheensuingflurryofpresscoveragelargelyglossedovertheseimportantdetails,insteadwarningreadersthathalfofallworkerswouldsoonbeoutofajob.
Othereconomistsstruckback.In2016,atrioofresearchersattheOrganizationforEconomicCooperationandDevelopment(OECD)usedanalternatemodeltoproduceanestimatethatseemedtodirectlycontradicttheOxfordstudy:just9percentofjobsintheUnitedStateswereathighriskofautomation.
Whythehugegap?TheOECDresearcherstookissuewithOsborneandFrey’s“occupation-based”approach.WhiletheOxfordresearchersaskedmachine-learningexpertstojudgetheautomatabilityofanoccupation,theOECDteampointedoutthatit’snotentireoccupationsthatwillbeautomatedbutratherspecifictaskswithinthoseoccupations.TheOECDteamarguedthatthisfocusonoccupationsoverlooksthemanydifferenttasksanemployeeperformsthatanalgorithmcannot:workingwithcolleaguesingroups,dealingwithcustomersface-to-face,andsoon.
TheOECDteaminsteadproposedatask-basedapproach,breakingdowneachjobintoitsmanycomponentactivitiesandlookingathowmanyofthosecouldbeautomated.Inthismodel,ataxpreparerisnotmerelycategorizedasoneoccupationbutratherasaseriesoftasksthatareautomatable(reviewingincomedocuments,calculatingmaximumdeductions,reviewingformsforinconsistencies,etc.)andtasksthatarenotautomatable(meetingwithnewclients,explainingdecisionstothoseclients,etc.).TheOECDteamthenranaprobabilitymodeltofindwhatpercentageofjobswereat“highrisk”(i.e.,atleast70percentofthetasksassociatedwiththejobcouldbeautomated).Asnoted,theyfoundthatintheUnitedStatesonly9percentofworkersfellinthehigh-riskcategory.ApplyingthatsamemodelontwentyotherOECDcountries,theauthorsfoundthatthepercentageofhigh-riskjobsrangedfromjust6percentinKoreato12percentinAustria.Don’tworry,thestudyseemedtosay,reportsofthedeathofworkhavebeengreatlyexaggerated.
Unsurprisingly,thatdidn’tsettlethedebate.TheOECD’stask-basedapproachcametoholdswayamongresearchers,butnotallofthemagreedwiththereport’ssanguineconclusions.Inearly2017,researchersatPwCusedthetask-basedapproachtoproducetheirownestimate,findinginsteadthat38percentofjobsintheUnitedStateswereathighriskofautomationbytheearly2030s.ItwasastrikingdivergencefromtheOECD’s9percent,onethatstemmedsimplyfromusingaslightlydifferentalgorithminthecalculations.Likethepreviousstudies,thePwCauthorsarequicktonotethatthisismerelyanestimateofwhatjobscouldbedonebymachines,andthatactualjoblosseswillbemitigatedbyregulatory,legal,andsocialdynamics.
Afterthesewildlydivergingestimates,researchersattheMcKinseyGlobalInstitutelandedsomewhereinthemiddle.IassistedtheinstituteinitsresearchrelatedtoChinaandcoauthoredareportwithitontheChinesedigitallandscape.Usingthepopulartask-basedapproach,theMcKinseyteamestimatedthataround50percentofworktasksaroundtheworldarealreadyautomatable.ForChina,thatnumberwaspeggedat51.2percent,withtheUnitedStatescominginslightlylower,at45.8percent.Butwhenitcametoactualjobdisplacement,theMcKinseyresearcherswerelesspessimistic.Ifthereisrapidadoptionofautomationtechniques(ascenariomostcomparabletotheaboveestimates),30percentofworkactivitiesaroundtheworldcouldbeautomatedby2030,butonly14percentofworkerswouldneedtochangeoccupations.
Sowheredoesthissurveyoftheliteratureleaveus?Expertscontinuetobealloverthemap,withestimatesofautomationpotentialintheUnitedStatesrangingfromjust9percentto47percent.Evenifwesticktoonlythetask-basedapproach,westillhaveaspreadof9to38percent,adividethatcouldmeanthedifferencebetweenbroad-basedprosperityandanoutrightjobscrisis.Thatspreadofestimatesshouldn’tcauseustothrowupourhandsinconfusion.Instead,itshouldspurustothinkcriticallyaboutwhatthesestudiescanteachus—andwhattheymayhavemissed.
WHATTHESTUDIESMISSED
WhileIrespecttheexpertiseoftheeconomistswhopiecedtogethertheaboveestimates,Ialsorespectfullydisagreewiththelow-endestimatesoftheOECD.Thatdifferenceisrootedintwodisagreements:oneintermsoftheinputsoftheirequations,andonemajordifferenceinthewayIenvisionAIdisruptinglabormarkets.Thequibblecausesmetogowiththehigher-endestimatesofPwC,andthedifferenceinvisionleadsmetoraisethatnumberhigherstill.
Mydisagreementoninputsstemsfromthewaythestudiesestimatedthetechnicalcapabilitiesofmachinesintheyearsahead.The2013Oxfordstudyaskedagroupofmachine-learningexpertstopredictwhetherseventyoccupationswouldlikelybeautomatedinthecomingtwodecades,usingthoseassessmentstoprojectautomatabilitymorebroadly.AndthoughtheOECDandPwCstudiesdifferedinhowtheydividedupoccupationsandtasks,theybasicallystuckwiththe2013estimatesoffuturecapabilities.
Thoseestimatesprobablyconstitutedthebestguessofexpertsatthetime,butsignificantadvancesintheaccuracyandpowerofmachinelearningoverthepastfiveyearshavealreadymovedthegoalposts.Expertsbackthenmayhavebeenabletoprojectsomeoftheimprovementsthatwereonthehorizon.Butfew,ifany,expertspredictedthatdeeplearningwasgoingtogetthisgood,thisfast.Thoseunexpectedimprovementsareexpandingtherealmofthepossiblewhenitcomestoreal-worldusesandthusjobdisruptions.
OneoftheclearestexamplesoftheseacceleratingimprovementsistheImageNetcompetition.Inthecompetition,algorithmssubmittedbydifferentteamsaretaskedwithidentifyingthousandsofdifferentobjectswithinmillionsofdifferentimages,suchasbirds,baseballs,screwdrivers,andmosques.Ithasquicklyemergedasoneofthemostrespectedimage-recognitioncontestsandaclearbenchmarkforAI’sprogressincomputervision.
WhentheOxfordmachine-learningexpertsmadetheirestimatesoftechnicalcapabilitiesinearly2013,themostrecentImageNetcompetitionof2012hadbeenthecoming-outpartyfordeeplearning.GeoffreyHinton’steamusedthosetechniquestoachievearecord-settingerrorrateofaround16percent,alargeleapforwardinacompetitionwherenoteamhadevergottenbelow25percent.
ThatwasenoughtowakeupmuchoftheAIcommunitytothisthingcalleddeeplearning,butitwasjustatasteofwhatwastocome.By2017,almosteveryteamhaddrivenerrorratesbelow5percent—approximatelytheaccuracyofhumansperformingthesametask—withtheaveragealgorithmofthatyearmakingonlyone-thirdofthemistakesofthetopalgorithmof2012.IntheyearssincetheOxfordexpertsmadetheirpredictions,computervisionhasnowsurpassedhumancapabilitiesanddramaticallyexpandedreal-worlduse-casesforthetechnology.
Thoseamped-upcapabilitiesextendfarbeyondcomputervision.Newalgorithmsconstantlysetandsurpassrecordsinfieldslikespeechrecognition,machinereading,andmachinetranslation.Whilethesestrengthenedcapabilitiesdon’tconstitutefundamentalbreakthroughsinAI,theydoopentheeyesandsparktheimaginationsofentrepreneurs.Takentogether,these
technicaladvancesandemergingusescausemetolandonthehigherendoftask-basedestimates,namely,PwC’spredictionthat38percentofU.S.jobswillbeathighriskofautomatabilitybytheearly2030s.
TWOKINDSOFJOBLOSS:ONE-TO-ONEREPLACEMENTSANDGROUND-UP
DISRUPTIONS
Butbeyondthatdisagreementovermethodology,Ibelieveusingonlythetask-basedapproachmissesanentirelyseparatecategoryofpotentialjoblosses:industry-widedisruptionsduetonewAI-empoweredbusinessmodels.Separatefromtheoccupation-ortask-basedapproach,I’llcallthistheindustry-basedapproach.
Partofthisdifferenceinvisioncanbeattributedtoprofessionalbackground.Manyoftheprecedingstudiesweredonebyeconomists,whereasIamatechnologistandearly-stageinvestor.Inpredictingwhatjobswereatriskofautomation,economistslookedatwhattasksapersoncompletedwhilegoingabouttheirjobandaskedwhetheramachinewouldbeabletocompletethosesametasks.Inotherwords,thetask-basedapproachaskedhowpossibleitwastodoaone-to-onereplacementofamachineforahumanworker.
Mybackgroundtrainsmetoapproachtheproblemdifferently.Earlyinmycareer,Iworkedonturningcutting-edgeAItechnologiesintousefulproducts,andasaventurecapitalistIfundandhelpbuildnewstartups.ThatworkhelpsmeseeAIasformingtwodistinctthreatstojobs:one-to-onereplacementsandground-updisruptions.
ManyoftheAIcompaniesI’veinvestedinarelookingtobuildasingleAI-drivenproductthatcanreplaceaspecifickindofworker—forinstance,arobotthatcandotheliftingandcarryingofawarehouseemployeeoranautonomous-vehiclealgorithmthatcancompletethecoretasksofataxidriver.Ifsuccessful,thesecompanieswillendupsellingtheirproductstocompanies,manyofwhommaylayoffredundantworkersasaresult.Thesetypesofone-to-onereplacementsareexactlythejoblossescapturedbyeconomistsusingthetask-basedapproach,andItakePwC’s38percentestimateasareasonableguessforthiscategory.
ButthenthereexistsacompletelydifferentbreedofAIstartups:thosethatreimagineanindustryfromthegroundup.Thesecompaniesdon’tlooktoreplaceonehumanworkerwithonetailor-maderobotthatcanhandlethe
sametasks;rather,theylookfornewwaystosatisfythefundamentalhumanneeddrivingtheindustry.
StartupslikeSmartFinance(theAI-drivenlenderthatemploysnohumanloanofficers),theemployee-freeF5FutureStore(aChinesestartupthatcreatesashoppingexperiencecomparabletotheAmazonGosupermarket),orToutiao(thealgorithmicnewsappthatemploysnoeditors)areprimeexamplesofthesetypesofcompanies.Algorithmsaren’tdisplacinghumanworkersatthesecompanies,simplybecausethehumanswerenevertheretobeginwith.Butasthelowercostsandsuperiorservicesofthesecompaniesdrivegainstomarketshare,theywillapplypressuretotheiremployee-heavyrivals.Thosecompanieswillbeforcedtoadaptfromthegroundup—restructuringtheirworkflowstoleverageAIandreduceemployees—orriskgoingoutofbusiness.Eitherway,theendresultisthesame:therewillbefewerworkers.
ThistypeofAI-inducedjoblossislargelymissingfromthetask-basedestimatesoftheeconomists.Ifoneappliedthetask-basedapproachtomeasuringtheautomatabilityofaneditoratanewsapp,youwouldfinddozensoftasksthatcan’tbeperformedbymachines.Theycan’treadandunderstandnewsandfeaturearticles,subjectivelyassessappropriatenessforaparticularapp’saudience,orcommunicatewithreportersandothereditors.ButwhenToutiao’sfoundersbuilttheapp,theydidn’tlookforanalgorithmthatcouldperformalloftheabovetasks.Instead,theyreimaginedhowanewsappcouldperformitscorefunction—curateafeedofnewsstoriesthatuserswanttoread—andthendidthatbyemployinganAIalgorithm.
Iestimatethiskindoffrom-the-ground-updisruptionwillaffectabout10percentoftheworkforceintheUnitedStates.Thehardesthitindustrieswillbethosethatinvolvehighvolumesofroutineoptimizationworkpairedwithexternalmarketingorcustomerservice:fastfood,financialservices,security,evenradiology.Thesechangeswilleatawayatemploymentinthe“HumanVeneer”quadrantoftheearlierchart,withcompaniesconsolidatingcustomerinteractiontasksintoahandfulofemployees,whilealgorithmsdomostofthegruntworkbehindthescenes.Theresultwillbesteep—thoughnottotal—reductionsinjobsinthesefields.
THEBOTTOMLINE
Puttingtogetherpercentagesforthetwotypesofautomatability—38percentfromone-to-onereplacementsandabout10percentfromground-updisruption—wearefacedwithamonumentalchallenge.Withintentotwentyyears,Iestimatewewillbetechnicallycapableofautomating40to50
percentofjobsintheUnitedStates.Foremployeeswhoarenotoutrightreplaced,increasingautomationoftheirworkloadwillcontinuetocutintotheirvalue-addforthecompany,reducingtheirbargainingpoweronwagesandpotentiallyleadingtolayoffsinthelongterm.We’llseealargerpoolofunemployedworkerscompetingforanevensmallerpoolofjobs,drivingdownwagesandforcingmanyintopart-timeor“gigeconomy”workthatlacksbenefits.
This—andIcannotstressthisenough—doesnotmeanthecountrywillbefacinga40to50percentunemploymentrate.Socialfrictions,regulatoryrestrictions,andplainoldinertiawillgreatlyslowdowntheactualrateofjoblosses.Plus,therewillalsobenewjobscreatedalongtheway,positionsthatcanoffsetaportionoftheseAI-inducedlosses,somethingthatIexploreincomingchapters.ThesecouldcutactualAI-inducednetunemploymentinhalf,tobetween20and25percent,ordriveitevenlower,downtojust10to20percent.
Theseestimatesareinlinewiththosefromthemostrecentresearch(asofthiswriting)thatattemptedtoputanumberonactualjoblosses,aFebruary2018studybytheconsultingfirmBainandCompany.Insteadofwadingintotheminutiaeoftasksandoccupations,theBainstudytookamacro-levelapproach,seekingtounderstandtheinterplayofthreemajorforcesactingontheglobaleconomy:demographics,automation,andinequality.Bain’sanalysisproducedastartlingbottom-lineconclusion:by2030,employerswillneed20to25percentfeweremployees,apercentagethatwouldequal30to40milliondisplacedworkersintheUnitedStates.
Bainacknowledgedthatsomeoftheseworkerswillbereabsorbedintonewprofessionsthatbarelyexisttoday(suchasrobotrepairtechnician),butpredictedthatthisreabsorptionwouldfailtomakeameaningfuldentinthemassiveandgrowingtrendofdisplacement.Andautomation’simpactwillbefeltfarwiderthaneventhis20to25percentofdisplacedworkers.Thestudycalculatedthatifweincludebothdisplacementandwagesuppression,afull80percentofallworkerswillbeaffected.
Thiswouldconstituteadevastatingblowtoworkingfamilies.Worsestill,thiswouldnotbeatemporaryshock,likethefleetingbrushwith10percentunemploymentthattheUnitedStatesexperiencedfollowingthe2008financialcrisis.Instead,ifleftunchecked,itcouldconstitutethenewnormal:anageoffullemploymentforintelligentmachinesandenduringstagnationfortheaverageworker.
U.S.-CHINACOMPARISON:MORAVEC’S
REVENGE
ButwhataboutChina?Howwillitsworkersfareinthisbraveneweconomy?Fewgoodstudieshavebeenconductedontheimpactsofautomationhere,buttheconventionalwisdomholdsthatChinesepeoplewillbehitmuchharder,withintelligentrobotsspellingtheendofagoldeneraforworkersinthe“factoryoftheworld.”ThispredictionisbasedonthemakeupofChina’sworkforce,aswellasagut-levelintuitionaboutwhatkindsofjobsbecomeautomated.
Overone-quarterofChineseworkersarestillonfarms,withanotherquarterinvolvedinindustrialproduction.Thatcompareswithlessthan2percentofAmericansinagricultureandaround18percentinindustrialjobs.PunditssuchasRiseoftheRobotsauthorMartinFordhavearguedthatthislargebaseofroutinemanuallaborcouldmakeChina“groundzerofortheeconomicandsocialdisruptionbroughtonbytheriseoftherobots.”InfluentialtechnologycommentatorVivekWadhwahassimilarlypredictedthatintelligentroboticswillerodeChina’slaboradvantageandbringmanufacturingbacktotheUnitedStatesenmasse,albeitwithouttheaccompanyingjobsforhumans.“AmericanrobotsworkashardasChineserobots,”hewrote,“andtheyalsodon’tcomplainorjoinlaborunions.”
Thesepredictionsareunderstandablegiventherecenthistoryofautomation.Lookingbackatthelasthundredyearsofeconomicevolution,blue-collarworkersandfarmhandshavefacedthesteepestjoblossesfromphysicalautomation.Industrialandagriculturaltools(thinkforkliftsandtractors)greatlyincreasedtheproductivityofeachmanuallaborer,reducingdemandforworkersinthesesectors.ProjectingthissametransitionoutintotheageofAI,theconventionalwisdomviewsChina’sfarmandfactorylaborersascaughtsquarelyinthecrosshairsofintelligentautomation.Incontrast,America’sheavilyservice-orientedandwhite-collareconomyhasagreaterbufferagainstpotentialjoblosses,protectedbycollegedegreesandsix-figureincomes.
Inmyopinion,theconventionalwisdomonthisisbackward.WhileChinawillfaceawrenchinglabor-markettransitionduetoautomation,largesegmentsofthattransitionmayarrivelaterormoveslowerthanthejoblosseswrackingtheAmericaneconomy.Whilethesimplestandmostroutinefactoryjobs—qualitycontrolandsimpleassembly-linetasks—willlikelybeautomatedinthecomingyears,theremainderofthesemanuallabortaskswillbetougherforrobotstotakeover.Thisisbecausetheintelligentautomationofthetwenty-firstcenturyoperatesdifferentlythanthephysicalautomation
ofthetwentiethcentury.Putsimply,it’sfareasiertobuildAIalgorithmsthantobuildintelligentrobots.
CoretothislogicisatenetofartificialintelligenceknownasMoravec’sParadox.HansMoravecwasaprofessorofmineatCarnegieMellonUniversity,andhisworkonartificialintelligenceandroboticsledhimtoafundamentaltruthaboutcombiningthetwo:contrarytopopularassumptions,itisrelativelyeasyforAItomimicthehigh-levelintellectualorcomputationalabilitiesofanadult,butit’sfarhardertogivearobottheperceptionandsensorimotorskillsofatoddler.Algorithmscanblowhumansoutofthewaterwhenitcomestomakingpredictionsbasedondata,butrobotsstillcan’tperformthecleaningdutiesofahotelmaid.Inessence,AIisgreatatthinking,butrobotsarebadatmovingtheirfingers.
Moravec’sParadoxwasarticulatedinthe1980s,andsomethingshavechangedsincethen.Thearrivalofdeeplearninghasprovidedmachineswithsuperhumanperceptualabilitieswhenitcomestovoiceorvisualrecognition.Thosesamemachine-learningbreakthroughshavealsoturbochargedtheintellectualabilitiesofmachines,namely,thepowerofspottingpatternsindataandmakingdecisions.Butthefinemotorskillsofrobots—theabilitytograspandmanipulateobjects—stilllagfarbehindhumans.WhileAIcanbeatthebesthumansatGoanddiagnosecancerwithextremeaccuracy,itcannotyetappreciateagoodjoke.
THEASCENTOFTHEALGORITHMSANDRISEOFTHEROBOTS
ThishardrealityaboutalgorithmsandrobotswillhaveprofoundeffectsonthesequenceofAI-inducedjoblosses.Thephysicalautomationofthepastcenturylargelyhurtblue-collarworkers,butthecomingdecadesofintelligentautomationwillhitwhite-collarworkersfirst.Thetruthisthattheseworkershavefarmoretofearfromthealgorithmsthatexisttodaythanfromtherobotsthatstillneedtobeinvented.
Inshort,AIalgorithmswillbetomanywhite-collarworkerswhattractorsweretofarmhands:atoolthatdramaticallyincreasestheproductivityofeachworkerandthusshrinksthetotalnumberofemployeesrequired.Andunliketractors,algorithmscanbeshippedinstantlyaroundtheworldatnoadditionalcosttotheircreator.Oncethatsoftwarehasbeensentouttoitsmillionsofusers—tax-preparationcompanies,climate-changelabs,lawfirms—itcanbeconstantlyupdatedandimprovedwithnoneedtocreateanewphysicalproduct.
Robotics,however,ismuchmoredifficult.Itrequiresadelicateinterplayofmechanicalengineering,perceptionAI,andfine-motormanipulation.Theseareallsolvableproblems,butnotatnearlythespeedatwhichpuresoftwareisbeingbuilttohandlewhite-collarcognitivetasks.Oncethatrobotisbuilt,itmustalsobetested,sold,shipped,installed,andmaintainedon-site.Adjustmentstotherobot’sunderlyingalgorithmscansometimesbemaderemotely,butanymechanicalhiccupsrequirehands-onworkwiththemachine.Allthesefrictionswillslowdownthepaceofroboticautomation.
ThisisnottosaythatChina’smanuallaborersaresafe.Dronesfordeployingpesticidesonfarms,warehouserobotsforunpackingtrucks,andvision-enabledrobotsforfactoryqualitycontrolwillalldramaticallyreducethejobsinthesesectors.AndChinesecompaniesareindeedinvestingheavilyinalloftheabove.Thecountryisalreadytheworld’stopmarketforrobots,buyingnearlyasmanyasEuropeandtheAmericascombined.ChineseCEOsandpoliticalleadersareunitedinpushingforthesteadyautomationofmanyChinesefactoriesandfarms.
Buttheresultingblue-collarjoblossesinChinawillbemoregradualandpiecemealthanthesweepingimpactofalgorithmsonwhite-collarworkers.Whiletherightdigitalalgorithmcanhitlikeamissilestrikeoncognitivelabor,robotics’assaultonmanuallaborisclosertotrenchwarfare.Overthelongterm,IbelievethenumberofjobsatriskofautomationwillbesimilarforChinaandtheUnitedStates.Americaneducation’sgreateremphasisoncreativityandinterpersonalskillsmaygiveitanemploymentedgeonalongenoughtimescale.However,whenitcomestoadaptingtothesechanges,speedmatters,andChina’sparticulareconomicstructurewillbuyitsometime.
THEAISUPERPOWERSVERSUSALLTHEREST
WhatevergapsexistbetweenChinaandtheUnitedStates,thosedifferenceswillpaleincomparisonbetweenthesetwoAIsuperpowersandtherestoftheworld.SiliconValleyentrepreneurslovetodescribetheirproductsas“democratizingaccess,”“connectingpeople,”and,ofcourse,“makingtheworldabetterplace.”Thatvisionoftechnologyasacure-allforglobalinequalityhasalwaysbeensomethingofawistfulmirage,butintheageofAIitcouldturnintosomethingfarmoredangerous.Ifleftunchecked,AIwilldramaticallyexacerbateinequalityonbothinternationalanddomesticlevels.ItwilldriveawedgebetweentheAIsuperpowersandtherestoftheworld,
andmaydividesocietyalongclasslinesthatmimicthedystopiansciencefictionofHaoJingfang.
Asatechnologyandanindustry,AInaturallygravitatestowardmonopolies.Itsrelianceondataforimprovementcreatesaself-perpetuatingcycle:betterproductsleadtomoreusers,thoseusersleadtomoredata,andthatdataleadstoevenbetterproducts,andthusmoreusersanddata.Onceacompanyhasjumpedouttoanearlylead,thiskindofongoingrepeatingcyclecanturnthatleadintoaninsurmountablebarriertoentryforotherfirms.
ChineseandAmericancompanieshavealreadykick-startedthisprocess,leapingouttomassiveleadsovertherestoftheworld.Canada,theUnitedKingdom,France,andafewothercountriesplayhosttotop-notchtalentandresearchlabs,buttheyoftenlacktheotheringredientsneededtobecometrueAIsuperpowers:alargebaseofusersandavibrantentrepreneurialandventure-capitalecosystem.OtherthanLondon’sDeepMind,wehaveyettoseegroundbreakingAIcompaniesemergefromthesecountries.AllofthesevenAIgiantsandanoverwhelmingportionofthebestAIengineersarealreadyconcentratedintheUnitedStatesandChina.Theyarebuildinghugestoresofdatathatarefeedingintoavarietyofdifferentproductverticals,suchasself-drivingcars,languagetranslation,autonomousdrones,facialrecognition,natural-languageprocessing,andmuchmore.Themoredatathesecompaniesaccumulate,theharderitwillbeforcompaniesinanyothercountriestoevercompete.
AsAIspreadsitstentaclesintoeveryaspectofeconomiclife,thebenefitswillflowtothesebastionsofdataandAItalent.PwCestimatesthattheUnitedStatesandChinaaresettocaptureafull70percentofthe$15.7trillionthatAIwilladdtotheglobaleconomyby2030,withChinaalonetakinghome$7trillion.Othercountrieswillbelefttopickupthescraps,whiletheseAIsuperpowerswillboostproductivityathomeandharvestprofitsfrommarketsaroundtheglobe.Americancompanieswilllikelylayclaimtomanydevelopedmarkets,andChina’sAIjuggernautswillhaveabettershotatwinningoverSoutheastAsia,Africa,andtheMiddleEast.
IfearthisprocesswillexacerbateandsignificantlygrowthedividebetweentheAIhavesandhave-nots.WhileAI-richcountriesrakeinastoundingprofits,countriesthathaven’tcrossedacertaintechnologicalandeconomicthresholdwillfindthemselvesslippingbackwardandfallingfartherbehind.WithmanufacturingandservicesincreasinglydonebyintelligentmachineslocatedintheAIsuperpowers,developingcountrieswilllosetheonecompetitiveedgethattheirpredecessorsusedtokick-startdevelopment:low-wagefactorylabor.
Largepopulationsofyoungpeopleusedtobethesecountries’greateststrengths.ButintheageofAI,thatgroupwillbemadeupofdisplacedworkersunabletofindeconomicallyproductivework.Thisseachangewilltransformthemfromanengineofgrowthtoaliabilityonthepublicledger—andapotentiallyexplosiveoneiftheirgovernmentsproveunabletomeettheirdemandsforabetterlife.
Deprivedofthechancetoclawtheirwayoutofpoverty,poorcountrieswillstagnatewhiletheAIsuperpowerstakeoff.Ifearthisever-growingeconomicdividewillforcepoorcountriesintoastateofnear-totaldependenceandsubservience.TheirgovernmentsmaytrytonegotiatewiththesuperpowerthatsuppliestheirAItechnology,tradingmarketanddataaccessforguaranteesofeconomicaidfortheirpopulation.Whateverbargainisstruck,itwillnotbeonebasedonagencyorequalitybetweennations.
THEAIINEQUALITYMACHINE
ThesamepushtowardpolarizationplayingoutacrosstheglobaleconomywillalsoexacerbateinequalitywithintheAIsuperpowers.AI’snaturalaffinityformonopolieswillbringwinner-take-alleconomicstodozensmoreindustries,andthetechnology’sskillbiaseswillgenerateabifurcatedjobmarketthatsqueezesoutthemiddleclass.The“greatdecoupling”ofproductivityandwageshasalreadycreatedatearbetweenthe1percentandthe99percent.Lefttoitsowndevices,artificialintelligence,Iworry,willtakethistearandripitwideopen.
Wealreadyseethistrendtowardmonopolizationintheonlineworld.Theinternetwassupposedtobeaplaceoffreewheelingcompetitionandalevelplayingfield,butinafewshortyearsmanycoreonlinefunctionshaveturnedintomonopolisticempires.Formuchofthedevelopedworld,Googlerulessearchengines,Facebookdominatessocialnetworks,andAmazonownse-commerce.Chineseinternetcompaniestendtoworrylessabout“stayingintheirlane,”sotherearemoreskirmishesbetweenthesegiants,butthevastmajorityofChina’sonlineactivityisstillfunneledthroughjustahandfulofcompanies.
AIwillbringthatsamemonopolistictendencytodozensofindustries,erodingthecompetitivemechanismsofmarketsintheprocess.Wecouldseetherapidemergenceofanewcorporateoligarchy,aclassofAI-poweredindustrychampionswhosedataedgeoverthecompetitionfeedsonitselfuntiltheyareentirelyuntouchable.Americanantitrustlawsareoftendifficulttoenforceinthissituation,becauseoftherequirementinU.S.lawthatplaintiffsprovethemonopolyisactuallyharmingconsumers.AImonopolists,by
contrast,wouldlikelybedeliveringbetterandbetterservicesatcheaperpricestoconsumers,amovemadepossiblebytheincredibleproductivityandefficiencygainsofthetechnology.
ButwhiletheseAImonopoliesdrivedownprices,theywillalsodriveupinequality.Corporateprofitswillexplode,showeringwealthontheeliteexecutivesandengineersluckyenoughtogetinontheaction.Justimagine:HowprofitablewouldUberbeifithadnodrivers?OrAppleifitdidn’tneedfactoryworkerstomakeiPhones?OrWalmartifitpaidnocashiers,warehouseemployees,andtruckdrivers?
Drivingincomeinequalitywillbetheemergenceofanincreasinglybifurcatedlabormarket.Thejobsthatdoremainwilltendtobeeitherlucrativeworkfortopperformersorlow-payingjobsintoughindustries.Theriskofreplacementcitedintheearlierfiguresreflectsthis.Themostdifficultjobstoautomate—thoseinthetop-rightcornerofthe“SafeZone”—includebothendsoftheincomespectrum:CEOsandhealthcareaides,venturecapitalistsandmasseuses.
Meanwhile,manyoftheprofessionsthatformthebedrockofthemiddleclass—truckdrivers,accountants,officemanagers—willbehollowedout.Sure,wecouldtrytotransitiontheseworkersintosomeofthehighlysocial,highlydexterousoccupationsthatwillremainsafe.Homehealthcareaide,techno-optimistspointout,isthefastest-growingprofessioninAmerica.Butit’salsooneofthelowestpaid,withanannualsalaryofaround$22,000.Arushofnewlydisplacedworkerstryingtoentertheindustrywillonlyexertmoredownwardpressureonthatnumber.
PushingmorepeopleintothesejobswhiletherichleverageAIforhugegainsdoesn’tjustcreateasocietythatisdramaticallyunequal.Ifearitwillalsoproveunsustainableandfrighteninglyunstable.
AGRIMPICTURE
Whenwescantheeconomichorizon,weseethatartificialintelligencepromisestoproducewealthonascaleneverbeforeseeninhumanhistory—somethingthatshouldbeacauseforcelebration.Butiflefttoitsowndevices,AIwillalsoproduceaglobaldistributionofwealththatisnotjustmoreunequalbuthopelesslyso.AI-poorcountrieswillfindthemselvesunabletogetagripontheladderofeconomicdevelopment,relegatedtopermanentsubservientstatus.AI-richcountrieswillamassgreatwealthbutalsowitnessthewidespreadmonopolizationoftheeconomyandalabormarketdividedintoeconomiccastes.
Makenomistake:thisisnotjustthenormalchurnofcapitalism’screativedestruction,aprocessthathaspreviouslyhelpedleadtoanewequilibriumofmorejobs,higherwages,andabetterqualityoflifeforall.Thefreemarketissupposedtobeself-correcting,buttheseself-correctingmechanismsbreakdowninaneconomydrivenbyartificialintelligence.Low-costlaborprovidesnoedgeovermachines,anddata-drivenmonopoliesareforeverself-reinforcing.
Theseforcesarecombiningtocreateauniquehistoricalphenomenon,onethatwillshakethefoundationsofourlabormarkets,economies,andsocieties.Evenifthemostdirepredictionsofjoblossesdon’tfullymaterialize,thesocialimpactofwrenchinginequalitycouldbejustastraumatic.WemayneverbuildthefoldingcitiesofHaoJingfang’ssciencefiction,butAIriskscreatingatwenty-first-centurycastesystem,onethatdividesthepopulationintotheAIeliteandwhathistorianYuvalN.Hararihascrudelycalledthe“uselessclass,”peoplewhocannevergenerateenougheconomicvaluetosupportthemselves.Evenworse,recenthistoryhasshownusjusthowfragileourpoliticalinstitutionsandsocialfabriccanbeinthefaceofintractableinequality.IfearthatrecentupheavalsareonlyadryrunforthedisruptionstocomeintheageofAI.
TAKINGITPERSONALLY:THECOMINGCRISISOFMEANING
Theresultingturmoilwilltakeonpolitical,economic,andsocialdimensions,butitwillalsobeintenselypersonal.InthecenturiessincetheIndustrialRevolution,wehaveincreasinglycometoseeourworknotjustasameansofsurvivalbutasasourceofpersonalpride,identity,andreal-lifemeaning.Askedtointroduceourselvesorothersinasocialsetting,ajobisoftenthefirstthingwemention.Itfillsourdaysandprovidesasenseofroutineandasourceofhumanconnections.Aregularpaycheckhasbecomeawaynotjustofrewardinglaborbutalsoofsignalingtopeoplethatoneisavaluedmemberofsociety,acontributortoacommonproject.
Severingtheseties—orforcingpeopleintodownwardlymobilecareers—willdamagesomuchmorethanourfinanciallives.Itwillconstituteadirectassaultonoursenseofidentityandpurpose.SpeakingtotheNewYorkTimesin2014,alaid-offelectriciannamedFrankWalshdescribedthepsychologicaltollofintractableunemployment.
“Ilostmysenseofworth,youknowwhatImean?”Walshobserved.“Somebodyasksyou‘Whatdoyoudo?’andIwouldsay,‘I’manelectrician.’
ButnowIsaynothing.I’mnotanelectriciananymore.”
Thatlossofmeaningandpurposehasveryrealandseriousconsequences.Ratesofdepressiontripleamongthoseunemployedforsixmonths,andpeoplelookingforworkaretwiceaslikelytocommitsuicideasthegainfullyemployed.Alcoholabuseandopioidoverdosesbothrisealongsideunemploymentrates,withsomescholarsattributingrisingmortalityratesamonguneducatedwhiteAmericanstodecliningeconomicoutcomes,aphenomenontheycall“deathsofdespair.”
ThepsychologicaldamageofAI-inducedunemploymentwillcutevendeeper.Peoplewillfacetheprospectofnotjustbeingtemporarilyoutofworkbutofbeingpermanentlyexcludedfromthefunctioningoftheeconomy.Theywillwatchasalgorithmsandrobotseasilyoutperformthemattasksandskillstheyspenttheirwholelivesmastering.Itwillleadtoacrushingfeelingoffutility,asenseofhavingbecomeobsoleteinone’sownskin.
ThewinnersofthisAIeconomywillmarvelattheawesomepowerofthesemachines.Buttherestofhumankindwillbelefttograpplewithafardeeperquestion:whenmachinescandoeverythingthatwecan,whatdoesitmeantobehuman?
That’saquestionthatIfoundmyselfgrapplingwithinthedepthsofmyownpersonalcrisisofmortalityandmeaning.Thatcrisisbroughtmetoaverydarkplace,onethatpushedmybodytothelimitandchallengedmydeepest-heldassumptionsaboutwhatmattersinlife.Butitwasthatprocess—andthatpain—thatopenedmyeyestoanalternateendingtothestoryofhumanbeingsandartificialintelligence.
7★
THEWISDOMOFCANCER
TheprofoundquestionsraisedbyourAIfuture—questionsabouttherelationshipamongwork,value,andwhatitmeanstobehuman—hitclosetohomeforme.
Formostofmyadultlife,Ihavebeendrivenbyanalmostfanaticalworkethic.Igavenearlyallmytimeandenergytomyjob,leavingverylittleforfamilyorfriends.Mysenseofself-worthwasderivedfrommyachievementsatwork,frommyabilitytocreateeconomicvalueandtoexpandmyowninfluenceintheworld.
Ihadspentmyresearchcareerworkingtobuildevermorepowerfulartificialintelligencealgorithms.Indoingthis,Icametoviewmyownlifeasakindofoptimizationalgorithmwithacleargoals:maximizepersonalinfluenceandminimizeanythingthatdoesn’tcontributetothatgoal.Isoughttoquantifyeverythinginmylife,balancingthese“inputs”andfine-tuningthealgorithm.
Ididn’tentirelyneglectmywifeordaughters,butIalwayssoughttospendjustenoughtimewiththemsotheydidn’tcomplain.AssoonasIfeltIhadmetthatbar,Iwouldracebacktowork,answeringemails,launchingproducts,fundingcompanies,andmakingspeeches.Eveninthedepthsofsleep,mybodywouldnaturallywakeitselfuptwiceeachnight—at2a.m.and5a.m.—toreplytoemailsfromtheUnitedStates.
Thatobsessivededicationtoworkdidnotgounrewarded.IbecameoneofthetopAIresearchersintheworld,foundedthebestcomputerscienceresearchinstituteinAsia,startedGoogleChina,createdmyownsuccessfulventure-capitalfund,wrotemultiplebest-sellingbooksinChinese,andamassedoneofthelargestsocialmediafollowingsinChina.Byanyobjectivemetric,myso-calledpersonalalgorithmwasasmashingsuccess.
Andthenthingscametoagrindinghalt.
InSeptember2013,IwasdiagnosedwithstageIVlymphoma.Inaninstant,myworldofmentalalgorithmsandpersonalachievementscame
crashingdown.Noneofthosethingscouldsavemenow,orgivemecomfortandasenseofmeaning.Likesomanypeopleforcedtosuddenlyfacetheirownmortality,Iwasfilledwithfearformyfutureandwithadeep,soul-achingregretoverthewayIhadlivedmylife.Yearafteryear,Ihadignoredtheopportunitytospendtimeandsharelove
withthepeopleclosesttome.Myfamilyhadgivenmenothingbutwarmthandlove,andIhadrespondedtothatonthebasisofcoldcalculations.Ineffect,mesmerizedbymyquesttocreatemachinesthatthoughtlikepeople,Ihadturnedintoapersonthatthoughtlikeamachine.
Mycancerwouldgointoremission,sparingmylife,buttheepiphaniessparkedbythispersonalconfrontationwithdeathhavestuckwithme.They’veledmetoreshufflemyprioritiesandtototallychangemylife.Ispendfarmoretimewithmywifeanddaughters,andmovedtobeclosertomyagingmother.Ihavedramaticallycutdownmypresenceonsocialmedia,pouringthattimeintomeetingwithandtryingtohelpyoungpeoplewhoreachouttome.I’veaskedforforgivenessfromthoseIhavewrongedandsoughttobeakinderandmoreempatheticcoworker.Mostofall,I’vestoppedviewingmylifeasanalgorithmthatoptimizesforinfluence.Instead,ItrytospendmyenergydoingtheonethingI’vefoundthattrulybringsmeaningtoaperson’slife:sharinglovewiththosearoundus.
Thisnear-deathexperiencealsogavemeanewvisionforhowhumanscancoexistwithartificialintelligence.Yes,thistechnologywillbothcreateenormouseconomicvalueanddestroyanastoundingnumberofjobs.Ifweremaintrappedinamindsetthatequatesoureconomicvaluewithourworthashumanbeings,thistransitiontotheageofAIwilldevastateoursocietiesandwreakhavoconourindividualpsychologies.
Butthereisanotherpath,anopportunitytouseartificialintelligencetodoubledownonwhatmakesustrulyhuman.Thispathwon’tbeeasy,butIbelieveitrepresentsourbesthopeofnotjustsurvivingintheageofAIbutactuallythriving.It’sajourneythatI’vetakeninmyownlife,onethatturnedmyfocusfrommachinesbacktopeople,andfromintelligencebacktolove.
DECEMBER16,1991
Theroutinizedchaosofchildbirthswirledallaroundme.Nursesanddoctorsinsanitaryscrubsstreamedinandoutoftheroom,checkingmeasurementsandswappingoutIVdrips.Mywife,Shen-Ling,layonthehospitalbed,fightingthroughthemostphysicallyandmentallydrainingactthatahuman
beingcanperform:bringinganotherhumanintotheworld.ItwasDecember16,1991,andIwasabouttobecomeafatherforthefirsttime.
Ourattendingdoctortoldmeitwasgoingtobeacomplexlaborbecausethebabywasinthesunny-sideupposition,withherheadfacingtowardthebellyinsteadoftowardtheback.ThatmeantShen-Lingmightrequireacesareansection.Ipacedtheroomanxiously,evenmoreonedgethanmostexpectantfathersonthebigday.IwasworriedaboutShen-Lingandthebaby’shealth,butmymindwasn’tentirelyinthatdeliveryroom.
That’sbecausethiswasthedayIwasscheduledtodeliverapresentationtoJohnSculley,myCEOatAppleandoneofthemostpowerfulmeninthetechnologyworld.Ayearearlier,IhadjoinedAppleasthechiefscientistforspeechrecognition,andthispresentationwasmychancetowinSculley’sendorsementforourproposaltoincludespeechsynthesisineveryMacintoshcomputerandspeechrecognitioninallnewtypesofMacs.
Mywife’slaborcontinued,andIkeptcheckingtheclock.Idesperatelyhopedthatshewouldhavethebabyintimeformetobethereforthebirthandalsomakeitbacktoheadquartersintimeforthemeeting.AsIpacedtheroom,mycoworkerscalledandaskedifweshouldcancelthemeetingorperhapshavemylieutenantgivethepresentationtoSculley.
“No,”Itoldthem.“IthinkIcanmakeit.”
Butasthelabordraggedon,itwaslookingincreasinglyunlikelythatthiswouldhappen,andIwasgenuinelytornaboutwhatIshoulddo:staybymywife’ssideorrushofftoanimportantmeeting.Presentedwitha“problem”likethis,mywell-trainedengineeringmindkickedintohighgear.Iweighedalloptionsintermsofinputsandoutputs,maximizingmyimpactonmeasurableresults.
Witnessingthebirthofmyfirstchildwouldbegreat,butmydaughterwouldbebornwhetherIwasthereornot.Ontheotherhand,ifImissedthispresentationtoSculley,itcouldhaveaverysubstantialandquantifiableimpact.Maybethesoftwarewouldn’trespondwelltomyreplacement’svoice—Ihadaknackforcoaxingthebestperformanceoutofit—andSculleymightshelvespeech-recognitionresearchindefinitely.Ormaybehewouldgreenlighttheprojectbutthenplacesomeoneelseinchargeofit.Iimaginedthatthefateofartificialintelligenceresearchhunginthebalance,andmaximizingthechancesofsuccesssimplymeantIhadtobeinthatroomforthepresentation.
Iwasinthemidstofthesementalcalculationswhenthedoctorinformedmethattheywouldbeperforminganimmediatecesareansection.Mywifewasrushedofftoanoperatingroomwithmeintow,andwithinanhour
Shen-LingandIwereholdingourbabydaughter.Weallhadsometimetogether,andwithlittletimelefttospare,Itookoffforthepresentation.
Itwentextremelywell.Sculleybothgreenlightedtheprojectanddemandedafull-onpublicitycampaignaroundwhatIhadcreated.Thatcampaignledtoahigh-profileTEDtalk,write-upsintheWallStreetJournal,andanappearanceonGoodMorningAmericain1992,withJohnSculleyandIdemonstratingthetechnologyformillionsofviewers.Ontheprogram,weusedvoicecommandstoscheduleanappointment,writeacheck,andprogramaVCR,showcasingtheearliestexamplesoffuturisticfunctionsthatwouldn’tgomainstreamforanothertwentyyears,withApple’sSiriandAmazon’sAlexa.Thesetriumphsfilledmewithgreatpersonalprideandalsoturbochargedmycareer.
Butlookingback,it’snotthosecareersuccessesthatstickinmymind.It’sthesceneinthathospitalroom.IfIhadbeenforcedtochoosebetweenthebirthofmyfirstchildandthatApplemeeting,Ilikelywouldhavechosenthemeeting.
Today,ImustconfessthatIfindthisdeeplyembarrassingbutnotentirelybaffling.That’sbecausethiswasn’tjustaboutonemeeting.Itwasamanifestationofthemachine-likementalitythathaddominatedmylifefordecades.
THEIRONMAN
Asayoungman,computerscienceandartificialintelligenceresonatedwithmebecausethecrystallogicofthealgorithmsmirroredmyownwayofthinking.Atthetime,Iprocessedeverythinginmylife—friendships,work,andfamilytime—asvariablesorinputsinmyownmentalalgorithm.Theywerethingstobequantifiedandmeteredoutinthepreciseamountsrequiredtoachieveaspecificoutcome.
Likeanygoodalgorithm,Iofcoursehadtobalancemultiplegoals.Self-drivingcarsdon’tjustoptimizeforgettingyouhomeasfastaspossible;theymustdosowithoutbreakinganylawsandwhileminimizingtheriskofaccidents.Likewise,Ihadtomakecertaintradeoffsbetweenmypersonalandprofessionallives.Ihadn’tbeenacompletelyabsentfather,neglectfulhusband(theepisodeofmydaughter’sbirthnotwithstanding),orungratefulson.MysocialalgorithmsweregoodenoughthatImadeapointofrememberinganniversaries,givingthoughtfulgifts,andspendingsometimewiththepeopleinmyfamily.
ButIapproachedtheseasminimizationfunctions,lookingforwaystoachievethedesiredresultwhileputtingintheleastamountoftimepossible.Ialwaysweightedthemasteralgorithmheavilyinfavorofmyowncareergoalstomaximizetimeatwork,personalinfluence,andstatuswithinmyprofession.
WhenIwasgivenvacationsoffourweeks,IwouldspendoneortwoweekswithmymotherinTaiwanorwithmyfamilyinBeijingandthenheadrightbacktowork.Evenwhenasurgicalprocedureforcedmetoremainlyingflatinbedfortwoweeks,Icouldn’tletmyworkgo.IhadametalcranebuiltthatsuspendedacomputermonitorabovemypillowandconnecteditwithakeyboardandmousethatIcouldlayacrossmylap.Iwasbacktoansweringemailswithinhoursofthesurgery.
Iwantedmyemployees,bosses,andfanstoseemeasasuperchargedproductivitymachine,someonewhodidtwicetheworkandneededhalftherestofanormalhumanbeing.Italsogavemyteamthenot-so-subtlesuggestionthatIexpectedsimilareffortfromthem.Mycoworkersstartedcallingmebythenickname“Ironman,”andIlovedit.
Thatworkethicpoweredanexhilaratinglifestyle.Ihadachancetostandatthefrontierofscience,thepeakofglobalbusiness,andinthelimelightofnationalcelebrity.In2013,IwashonoredasoneoftheTime100,themagazine’slistofthemostinfluentialpeopleintheworld.
WHATDOYOUWANTONYOURTOMBSTONE?
Eachofthoseachievementsjustaddedmorefueltomyinternalfire.TheypushedmetoworkharderandtopreachthislifestyletomillionsofyoungChinesepeople.Iwrotebest-sellingbookswithtitleslikeBeYourPersonalBestandMakingaWorldofDifference.Itraveledtocollegecampusesaroundthecountrytodeliverinspirationalspeeches.Chinawasreemergingasaglobalpoweraftercenturiesofpoverty,andIexhortedChinesestudentstoseizethemomentandmaketheirownmarkonhistory.
Ironically,Iconcludedtheselectureswithastrikingimage:apictureofmyowntombstone.Itoldthemthatthebestwaytofindone’scallingwastopictureyourowngraveandimaginewhatyouwantwrittenonit.Isaidthatmymissionwasclear,andmytombstonewasready:
HereliesKai-FuLee,
scientistandbusinessexecutive.
Throughhisworkattoptechnologycompanies
heturnedcomplextechnicaladvancesintoproducts
thateveryonecoulduse
andeveryonecouldbenefitfrom.
Itmadeforafantasticconclusiontothespeeches,acalltoactionthatresonatedwiththeambitionpulsingthroughthecountryatthetime.Chinawasevolvingandgrowingasfastasanycountryinhistory,andtheexcitementwaspalpable.Ifeltperfectlyinmyelementandattheheightofmypowers.
AfterleavingGoogleandfoundingSinovationVentures,Ibegantospendmoretimementoringyoungpeople.IusedmymassivefollowingontheTwitter-likeplatformWeibotoengagedirectlywithChinesestudents,offeringthemguidanceandwritingopenlettersthatwerecollectedintobooks.AlthoughIremainedtheheadofoneofthecountry’smostprestigiousventure-capitalfunds,studentsbeganreferringtomeas“TeacherKai-Fu,”anhonorificthatinChinacombinedgreatrespectandalsoacertaincloseness.
Ibaskedinthisroleasamentortomillionsofstudents.Ibelievedthatthisturntoward“teaching”provedmyownselflessnessandgenuinedesiretohelpothers.InmyspeechesatChineseuniversities,Ikeptthetombstoneportionbutchangedtheepitaph:
HereliesKai-FuLee,
whohadaloveforeducation
duringthetimeofChina’srise.
Throughwriting,theinternet,andlectures,
hehelpedmanyyoungstudents,
wholovinglycalledhim“TeacherKai-Fu.”
Deliveringthatspeechtoenrapturedaudiencesgavemearush.Thenewepitaphmadeforanevenbetterending,Ithought,speakingtomysubstantialinfluenceandalsoacertainwisdomthatcamewithage.Ihadgonefromscientisttoengineer,andfromexecutivetoteacher.Alongtheway,Ihad
managedtomaximizemyimpactontheworldwhilegivingmyfansasenseofwarmthandempathy.Thealgorithmofmymind,Itoldmyself,hadbeentunedtoperfection.
Itwouldtakeanencounterwiththerealitythatlaybehindthattombstone—myownmortality—tounderstandjusthowfoolishandmisguidedmycalculationshadbeen.
DIAGNOSIS
ThetechnicianinchargeofthePETscanwasallbusiness.Afterheshowedmeintotheroom,heimmediatelysetaboutinputtingmyinformationandthenprogrammingtheimagingdevice.EachyearmywifeandItraveledbacktoTaiwanforourmedicalcheckups.Earlierin2013,oneofourcloserelativeshadbeendiagnosedwithcancer,andsomywifedecidedthatthisyearwewouldbothgetMRIandCTscans.Afterourcheckup,mydoctorsaidthathe’dfoundsomethingduringthepreliminaryscans,andthatIshouldcomebackinforaPETscan.
WhileMRIandCTscansrequireanexperteyetodecipher,theresultsofaPETscanarerelativelyeasyforanyonetounderstand.Patientsareinjectedwitharadioactivetracer,adoseofglucosethatcontainsatinyamountofaradioisotope.Cancerouscellstendtoabsorbsugarmoreintenselythanotherpartsofthebody,sotheseradioisotopeswilltendtoclusteraroundpotentiallycancerousgrowths.Computerimagesgeneratedbythescansrepresentthoseclustersinbrightred.Beforewebegan,IaskedthetechnicianifIcouldseethescanonceIwasfinished.
“I’mnotaradiologist,”hesaid.“Butyes,Icanshowyouthepictures.”
Withthat,Ilaydownonthemachineanddisappearedintothecirculartubewithin.WhenIemergedforty-fiveminuteslater,thetechnicianwasstillhunchedoverhiscomputer,staringintentlyatthescreenandclickinghismouseinrapidsuccession.
“CanIseethepicturesnow?”Iasked.
“Youreallyshouldgoseeyourradiologistfirst,”herepliedwithoutlookingup.
“ButyoutoldmethatIcouldseeit,”Iprotested.“It’srightonthescreenthere,isn’tit?”
Givingintomyinsistence,hepivotedthecomputermonitoraroundtofaceme.Acoldchillseizedmychest,turningintoanicyshiverasitspreadacross
myskin.Theblackscanofmybodywasdottedwithnumerousredblotchesacrossmystomachandabdomen.
“Whatarealltheseredthings?”Isaid,myjawbeginningtoquiver.
Thetechnicianwouldn’tlookmeintheeye.Ifeltthatinitialchillturningintoahotpanic.
“Arethesetumors?”Idemanded.
“There’saprobabilitythatthesearetumors,”hereplied,stillnotmakingeyecontact.“Butyoushouldreallystaycalmandgoseeyourradiologist.”
Mymindwasswimming,butmybodycontinuedonautopilot.Iaskedthetechniciantopleaseprintthescanforme,andIheadeddownthehalltotheradiologist’soffice.Ididn’thaveanappointmentwiththeradiologistyet,anditwasagainsttherulesforthemtoexaminemyprintoutscasually,butIbeggedandpleadeduntilsomeonethereagreedtomakeanexception.Afterlookingoverthescans,theradiologisttoldmethatthepatternoftheseclustersmeantthatIhadlymphoma.WhenIaskedwhatstageitwasin,hetriedtodeflectthequestion.
“Well,it’scomplex.Wehavetofindoutwhatkind—”
Icuthimoff:“Butwhatstageisit?”
“Probablystagefour.”
Iwalkedoutoftheroomandthenthehospitalclutchingthepaperwithbothhands,holdingitclosetomychestsonoonepassingbycouldglimpsewhatwasgrowinginsideme.IdecidedIhadtogohomeandwritemywill.
THEWILL
Thatteardroponthepagewasgoingtocostmeanhourofhardwork.Ihadtriedtodabitawaywithtissueasitgrewheavyonmyeyelash,butIwasasecondtoolateanditdroppedtothepaperbelow,landingsquarelyatoptheChinesecharacterfor“Lee.”Asthesaltytearmixedwiththeinkonthepage,itformedatinyblackpuddlethatslowlyseepedintothepaper.Ihadtostartover.
ForawilltobeineffectimmediatelyinTaiwan,itmustbehandwritten,withnoblemishesorcorrections.It’sastraightforwardrequirement,ifabitdated.Toaccomplishthis,Itookoutmybestinkpen,thesameoneI’dusedtosignhundredsofcopiesofthebooksIhadwritten:abest-sellingautobiographyandseveralvolumesencouragingyoungChinesepeopleto
takecontroloftheircareersthroughhardwork.Thatpenwasfailingmenow.Myhandquiveredwithanxiety,andmymindcouldn’tshaketheimageofthatPETscan.Itriedtoremainfocusedonthelawyer’sinstructionsforthewill,butasmymindwandered,mypenwouldslip,marringoneChinesecharacterandforcingmetostartfromscratch.
Itwasn’tjustthememoryofthosefieryredblotchesthatmadewritingsodifficult.MywillhadtobewritteninthetraditionalChinesecharactersusedinTaiwan—complexcombinationsofstrokes,hooks,andflourishesfarmoreintricateandelegantthanthesimplifiedcharactersusedinmainlandChina.Thesecharactersconstituteoneoftheoldestwrittenlanguagesstillinusetoday,andI’dgrownupimmersedinit.Idevouredepickung-funovelsasakidandevenwroteoneofmyownwhenIwasinelementaryschool.
AttheageofelevenImovedfromTaiwantoTennessee,amoveinspiredbymyolderbrother,whowasworkingintheUnitedStatesandtoldmymotherthatTaiwan’seducationsystemwastoorigidandexam-orientedforakidlikeme.Itwastoughformymothertowatchasherbabyboymovedhalfwayaroundtheworld,andwhenwesaidgoodbye,shemademepromiseonething:thatIwouldwriteheraletterinChineseeachweek.Inherlettersbacktome,sheincludedacopyofthelastletterIhadsenttoher,withcorrectionstothosecharactersIhadwrittenwrong.ThatcorrespondencekeptthewrittenChineselanguagealiveformeasIwentthroughhighschool,college,andgraduateschoolintheUnitedStates.
AsIthrewmyselfintoaprestigiousjobatAppleintheearly1990s,ourhandwrittencorrespondencegrewlessfrequent.WhenImovedtoBeijingandbeganworkwithMicrosoft,computersateawaymoreandmoreofthetimeI’dspentcraftingtraditionalcharactersbyhand.WritingChineseonacomputerwaseasier;itrequiredtypingouttheromanizedspellingofaChineseword(forexample,nihao)andthenselectingthecorrespondingcharactersfromalist.Artificialintelligencehasfurtherstreamlinedtheprocessbypredictingandautomaticallyselectingthecharactersbasedoncontext.ThattechnologyhasmadetypingChinesealmostasefficientashammeringoutalphabeticlanguageslikeEnglish.
Butgainsinefficiencyhadturnedintolossesofmemory.AsInowsathunchedoverthepaper,Istruggledtosummontheshapeofthecharactersafterdecadesofneglect.Ikeptforgettingadotoraddingahorizontalstrokewhereitwasn’tmeanttobe.EachtimeIfudgedacharacter,Iwouldcrumpleupthepaperandbeginagain.
Mywillwasjustapagelong,andinitIlefteverythingtomywife,Shen-Ling.ButmylawyerinsistedthatIwriteoutfourcopiesofthatonepage,eachonetoaccountforadifferentpossiblecontingency.WhatifShen-Ling
diedbeforeme?ThenIwouldgiveitalltomytwodaughters.Whatifoneofthemdied?WhatifShen-Lingandbothofthemdied?Itisanabsurdsetofhypotheticalstofoistonsomeonegrapplingwithhisownmortality,butthelawdoesn’tcarveoutexceptionsforaperson’sinternaldistress.
Thosehypotheticalsdid,however,refocusmymindonwhatmattered.Notthemanagementofmyfinancialassetsbutthepeopleinmylife.EversinceIsawthatPETscan,theworldhadseemedtodissolveintoawhirlpoolofdespair,onewithmeatthecenter.Whydidthishappentome?I’dneverintentionallyhurtanyone.Ihadalwaystriedtomaketheworldabetterplace,tocreatetechnologiesthatmadelifeeasierforpeople.IhadusedmyfameinChinatoeducateandinspireyoungpeople.Ihaddonenothingtodeservedyingattheageoffifty-three.
Everyoneofthosethoughtsbeganwith“I”andcenteredonself-righteousassertionsofmyown“objective”value.Itwasn’tuntilIwrotedownthenamesofmywifeanddaughters,characterbycharacterinblackink,thatIsnappedoutofthisegocentricwallowingandself-pity.Therealtragedywasn’tthatImightnotlivemuchlonger.ItwasthatIhadlivedsolongwithoutgenerouslysharinglovewiththosesoclosetome.
Seeingmyultimateendpointthrewmylifeintosharpfocusandturnedmyegocentricwallowinginsideout.Istoppedaskingwhytheworldhaddonethistome,orlamentingthatallmyachievementscouldn’tsavemenow.Ibeganaskingnewquestions:WhyhadIwantedsodesperatelytoturnmyselfintoaproductivitymachine?Whyhadn’tItakenthetimetosharelovewithothers?WhydidIignoretheveryessencethatmademehuman?
LIVINGTOWARDDEATH
AsthesunsetonTaipei,Isataloneatthetable,lookingatthefourcopiesofmywill,whichhadtakenmefourhourstowrite.MywifewasinBeijingwithouryoungerdaughter,andIsataloneinthelivingroomofmymother’shome.Inthenextroom,mymotherwaslyingdown.Shehadforyearssufferedfromdementia,andwhileshecouldstillrecognizeherson,shehadlittleabilitytounderstandtheworldaroundher.
Foramoment,Ifeltgratefulfortheillnessthatcloudedhermind—ifshecouldunderstandthediagnosisthathadjustbeendelivered,Ifeareditwouldhavebrokenher.Shehadgivenbirthtomewhenshewasforty-four,anageatwhichdoctorsurgedhernottogothroughwiththepregnancy.Sherefusedtoentertainthatidea,seeingthepregnancythroughandthenshoweringmewithendlessaffection.Iwasherbaby,andshelovednothingmorethanfeeding
meherhandmadespicySichuandumplings,delicatelywrappedbundlesofporkthatpracticallymeltedonyourtongue.
WhenImadethemovetoTennessee,despitenotspeakingawordofEnglish,mymothercameandstayedwithmeformyfirstsixmonthsinAmerica,justtomakesureIwasallright.PreparingtoreturnhometoTaiwan,sheaskedonlythatIcontinuetowriteherthoselettersinChineseeachweek,awaytokeepmeclosetoherheartandrootedinthecultureofmyancestors.
Shewassomeonewhohadspentherwholelifesharinglovewithherchildren.Sittingatherdiningtablewhileshelayinthenextroom,Iwasrackedbywaveafterwaveofremorse.HowhadIbeenraisedbysuchanemotionallygenerouswomanandyetlivedmylifesofocusedonmyself?WhyhadInevertoldmyfatherthatIlovedhim?Ortrulyshownthedepthofcaringformymotherbeforethedementiatookhold?
Thehardestthingaboutfacingdeathisn’ttheexperiencesyouwon’tgettohave.It’stheonesyoucan’thaveback.PalliativecarenurseandauthorBronnieWarehaswrittenextensivelyonthemostcommonregretsthatherterminallyillpatientsexpressedintheirfinalweeksoflife.Facingtheultimate,thesepatientswereabletolookbackontheirliveswithaclaritythatescapesthoseofusabsorbedinourdailygrind.Theyspokeofthepainofnothavinglivedalifetruetothemselves,theregretathavingfocusedsoobsessivelyontheirwork,andtherealizationthatit’sthepeopleinyourlifewhogiveittruemeaning.Noneofthesepeoplelookedbackontheirliveswishingtheyhadworkedharder,butmanyofthemfoundthemselveswishingtheyhadspentmoretimewiththeonestheyloved.
“Itallcomesdowntoloveandrelationshipsintheend,”Warewroteintheblogpostthatlaunchedherbook.“Thatisallthatremainsinthefinalweeks:loveandrelationships.”
Sittingatmymother’stable,thissimpletruthnowburnedwithinme.Mymindswambackwardthroughtime,dippinginandoutofmemoriesofmydaughters,mywife,andmyparents.Ihadn’tignoredtherelationshipsinmylife;onthecontrary,Ihadverypreciselyaccountedforeachone.Ihadquantifiedthemallandcalculatedtheoptimalallocationoftimeneededtoachievemyobjectives.NowIfeltagapingsenseofemptiness,ofirretrievableloss,abouthowlittletimeforlovedonesmymentalalgorithmhaddeemed“optimal.”Thisalgorithmicwayofthinkingwasn’tjust“suboptimal”atallocatingtime.Itwasrobbingmeofmyownhumanity.
THEMASTERONTHEMOUNTAIN
Likeanyepiphanyworthhaving,thesethoughtstooktimetotrulysinkin.Ihadfeltsomethingshiftwithinme,butitwouldrequirepatienceandbrutallyhonestself-examinationtoturnthesepangsofregretintoanewwayofengagingwiththeworldaroundme.
Soonaftermydiagnosis,afriendrecommendedIvisittheFoGuangShanBuddhistmonasteryinthesouthofTaiwan.VenerableMasterHsingYun,arotundmonkwithasoftsmile,foundedFoGuangShanin1967andremainsatthemonasterytoday.Hismonasticorderpracticeswhatiscalled“humanisticBuddhism,”amodernapproachtothefaiththatseekstointegratecorepracticesandpreceptsintoourdailylives.ItsmonkseschewthesternmysteriousnessoftraditionalBuddhism,insteadembracinglifewithunconcealedjoy.Themonasterywelcomesvisitorsfromallbackgrounds,sharingwiththemsimplepracticesandgentlewisdom.Aroundthemonastery,youseecouplesgettingmarried,monksenjoyingagoodlaugh,andtouriststakingamomentoutoftheirbusylivestobaskinthecalmexudingfromthepeoplethere.
IhadpracticedChristianitywhilegrowingupintheUnitedStates,andalthoughInolongerascribetoareligiousfaith,Imaintainabeliefinacreatorofthisworldandapowergreaterthanourown.Invisitingthemonastery,Ididn’thaveanyparticularambition—justadesiretospendafewdaysmeditatingonwhatIwasexperiencing,andreflectingonthelifeIhadlived.
Onedayafterearlymorningclasses,IwasaskedtojoinMasterHsingYunforavegetarianbreakfast.Thesunhadnotyetrisenasweatemultigrainbread,tofu,andporridge.MasterHsingYunnowusesawheelchairtogetaround,buthismindremainsclearandsharp.Partwaythroughourmeal,heturnedtomewithabluntquestion.
“Kai-Fu,haveyoueverthoughtaboutwhatyourgoalisinlife?”
Withoutthinking,IreflexivelygavehimtheanswerIhadgiventomyselfandothersfordecades:“Tomaximizemyimpactandchangetheworld.”
Speakingthosewords,Ifelttheburningembarrassmentthatcomeswhenweexposeournakedambitionstoothers.Thefeelingwasmagnifiedbythesilenceemanatingfromthemonkacrossthetable.Butmyanswerwasanhonestone.Thisquesttomaximizemyimpactwaslikeatumorthathadalwayslivedinsideofme,evertenaciousandalwaysgrowing.Ihadreadwidelyinphilosophyandreligioustexts,butfordecadeshadnevercriticallyexaminedordoubtedthiscoremotivatingbeliefwithinme.
Foramoment,MasterHsingYunsaidnothing,usingapieceofbreadtowipethelastscrapsofbreakfastfromhiswoodenbowl.Ishifteduncomfortablyinmyseat.
“Whatdoesitreallymeanto‘maximizeimpact’?”hebegan.“Whenpeoplespeakinthisway,it’softennothingbutathindisguiseforego,forvanity.Ifyoutrulylookwithinyourself,canyousayforsurethatwhatmotivatesyouisnotego?It’saquestionyoumustaskyourownheart,andwhateveryoudo,don’ttrytolietoyourself.”
Mymindracedwithrebuttals.Isearchedfortheairtightlogicthatwouldredeemmyactions.ThedayssincemydiagnosishadbeenanagonizingexerciseinregretaboutthewayIhadengagedwithmyfamilyandfriends.Iwasslowlycomingtotermswiththeemptinessofmyemotionallife.ButasdescribedinElisabethKübler-Ross’stheoryofthefivestagesofgrief,beforeacceptancecomesbargaining.
Internally,I’dbeentryingtousemyimpactonmillionsofyoungChinesepeopleasabargainingchip,asawaytobalanceoutthelackoflovesharedwithfamilyandfriends.Ihadover50millionfollowersonWeibo,andIhadrelentlesslymaximizedmyimpactonthisgroup.IevenwentsofarastobuildanAIalgorithmfordiscoveringanddeterminingwhatotherWeibomessagesIshouldrepost,alwayslookingtomaximizeimpact.Yes,Imayhaveskippedoutonfamilytimetomakepublicspeeches,butthinkofallthepeopleIhadreached.I’dinfluencedmillionsofyoungstudentsandtriedtohelpaonce-greatcountrypullitselfoutofpoverty.Ifyouaddeditallup,wouldn’tyousaythatthegoodoutweighedthebad?Couldn’tthegiftsI’dgiventosomanystrangersthroughmyworkmakeupforthedearthofloveIhadsharedwiththoseclosesttome?Didn’ttheequationbalanceoutintheend?
NowMasterHsingYunwaskickingtheproverbiallastlegofthestooloutfromunderme.Itriedtoexplainmyselfandcastmyactionsinthebestlight,basedonwhattheyhadachieved.Buthewasn’tinterestedintheresultsthatmypersonalwell-designedalgorithmspatout.Hepatientlypeeledawaymylayersofexcusesandobfuscation.Hecontinuallydirectedtheconversationinward,askingmetoconfrontmyselfwithunflinchinghonesty.
“Kai-Fu,humansaren’tmeanttothinkthisway.Thisconstantcalculating,thisquantificationofeverything,iteatsawayatwhat’sreallyinsideofusandwhatexistsbetweenus.Itsuffocatestheonethingthatgivesustruelife:love.”
“I’mjuststartingtounderstandthat,MasterHsingYun,”Isaid,loweringmyhead,staringatthefloorbetweenmytwofeet.
“Manypeopleunderstandit,”hecontinued,“butit’smuchhardertoliveit.Forthatwemusthumbleourselves.Wehavetofeelinourbonesjusthowsmallweare,andwemustrecognizethatthere’snothinggreaterormorevaluableinthisworldthanasimpleactofsharinglovewithothers.Ifwestart
fromthere,therestwillbegintofallintoplace.It’stheonlywaythatwecantrulybecomeourselves.”
Withthat,hesaidgoodbyeandturnedhiswheelchairaround.Iwasleftwithhiswordsechoinginmymindandsinkingintomyskin.Thetimesincemydiagnosishadbeenawhirlwindofpain,regret,revelation,anddoubt.Ihadcometounderstandhowpersonallydestructivemyoldwaysofthinkinghadbeen,andIstruggledtoreplacethemwithanewwayofbeinghumanintheworldthatdidn’tmimicsomeaspectofthatalgorithmicthinking.
InthepresenceofMasterHsingYun,Ihadfeltsomethingnew.Itwasn’tsomuchtheanswertoariddleorthesolutiontoaproblem.Instead,itwasadisposition,awayofunderstandingoneselfandencounteringtheworldthatdidn’tboildowntoinputs,outputs,andoptimizations.
Duringmytimeasaresearcher,Ihadstoodontheabsolutefrontierofhumanknowledgeaboutartificialintelligence,butIhadneverbeenfurtherfromagenuineunderstandingofotherhumanbeingsormyself.Thatkindofunderstandingcouldn’tbecoaxedoutofacleverlyconstructedalgorithm.Rather,itrequiredanunflinchinglookintothemirrorofdeathandanembraceofthatwhichseparatedmefromthemachinesthatIbuilt:thepossibilityoflove.
SECONDOPINIONSANDSECONDCHANCES
WhileIwrestledwiththesestarkrealizations,thetreatmentformycancerproceeded.MyfirstdoctorclassifiedthediseaseasstageIV,thecancer’smostadvancedstage.Onaverage,patientswithfourth-stagelymphomaofmytypehavearounda50percentshotofsurvivingthenextfiveyears.Iwantedtogetasecondopinionbeforebeginningtreatment,andafriendofminearrangedformetoconsulthisfamilydoctor,thetophematologypractitionerinTaiwan.
ItwouldbeaweekbeforeIcouldseethatdoctor,andinthemeantimeIcontinuedtoconductmyownresearchonthedisease.Inmyemotionallife,Iwasturningawayfromtherelentlesspursuitofquantificationandoptimization.Butasatrainedscientistwhoselifehunginthebalance,Icouldn’thelptryingtobetterunderstandthediseaseandquantifymychancesofsurvival.Scouringtheinternet,IdevouredalltheinformationIcouldfindaboutlymphoma:possiblecauses,cutting-edgetreatments,andlong-termsurvivalrates.Throughmyreading,Icametounderstandhowdoctorsclassifythevariousstagesoflymphoma.
Medicaltextbooksusetheconceptof“stages”todescribehowadvancedcanceroustumorsare,withlaterstagesgenerallycorrespondingtolowersurvivalrates.Inlymphoma,thestagehastraditionallybeenassignedonthebasisofafewstraightforwardcharacteristics:Hasthecanceraffectedmorethanonelymphnode?Arethecancerouslymphnodesbothaboveandbelowthediaphragm(thebottomoftheribcage)?Isthecancerfoundinorgansoutsidethelymphaticsystemorinthepatient’sbonemarrow?Traditionally,eachanswerof“yes”tooneoftheabovequestionsbumpsthediagnosisupastage.Thefactthatmylymphomahadaffectedovertwentysites,hadspreadaboveandbelowmydiaphragm,andhadenteredanorganoutsidethelymphaticsystemmeantthatIwasautomaticallycategorizedasastageIVpatient.
ButwhatIdidn’tknowatthetimeofdiagnosiswasthatthiscrudemethodofstaginghasmoretodowithwhatmedicalstudentscanmemorizethanwhatmodernmedicinecancure.
Rankingstagesbasedonsuchsimplecharacteristicsofacomplexdiseaseisaclassicexampleofthehumanneedtobasedecisionson“strongfeatures.”Humansareextremelylimitedintheirabilitytodiscerncorrelationsbetweenvariables,sowelookforguidanceinahandfulofthemostobvioussignifiers.Inmakingbankloans,forexample,these“strongfeatures”includetheborrower’sincome,thevalueofthehome,andthecreditscore.Inlymphomastaging,theysimplyincludethenumberandlocationofthetumors.
Theseso-calledstrongfeaturesreallydon’trepresentthemostaccuratetoolsformakinganuancedprognosis,butthey’resimpleenoughforamedicalsysteminwhichknowledgemustbepasseddown,stored,andretrievedinthebrainsofhumandoctors.Medicalresearchhassinceidentifieddozensofothercharacteristicsoflymphomacasesthatmakeforbetterpredictorsoffive-yearsurvivalinpatients.Butmemorizingthecomplexcorrelationsandpreciseprobabilitiesofallthesepredictorsismorethaneventhebestmedicalstudentscanhandle.Asaresult,mostdoctorsdon’tusuallyincorporatetheseotherpredictorsintotheirownstagingdecisions.
Inthedepthsofmyownresearch,Ifoundaresearchpaperthatdidquantifythepredictivepowerofthesealternatemetrics.ThepaperisfromateamofresearchersattheUniversityofModenaandReggioEmiliainItaly,anditanalyzedfifteendifferentvariables,identifyingthefivefeaturesthat,consideredtogether,moststronglycorrelatedtofive-yearsurvival.Thesefeaturesincludedsometraditionalmeasures(suchasbonemarrowinvolvement)butalsolessintuitivemeasures(areanytumorsover6cmindiameter?Arehemoglobinlevelsbelow12gramsperdeciliter?Isthepatient
over60?).Thepaperthenprovidesaveragesurvivalratesbasedonhowmanyofthosefeaturesapatientexhibited.
Tosomeonetrainedinartificialintelligence—whereevensimplealgorithmsbasedecisionsonhundredsifnotthousandsofdistinctfeatures—thisnewdecisionrubricstillseemedfarfromrigorous.Itsoughttoboildownacomplexsystemtojustafewfeaturesthathumanscouldprocess.Butitalsoshowedthatthestandardstagingmetricswereverypoorpredictorsofoutcomesandhadbeencreatedlargelytogivemedicalstudentssomethingtheycouldeasilymemorizeandregurgitateontheirtests.Thenewrubricwasfarmoredata-driven,andIleapedatthechancetoquantifymyownillnessbyit.
Riflingthroughstacksofmedicalreportsandtestresultsfromthehospital,Idugouttheinformationforeachmetric:myage,diameteroflargestinvolvednode,bone-marrowinvolvement,β2-microglobulinstatus,andhemoglobinlevels.Ofthefivefeaturesmoststronglycorrelatedtoearlydeath,itseemedtoappearthatIexhibitedonlyone.Myeyesfranticallyscannedthepage,siftingthroughchartsandtracinglinesbetweenmyriskfactorsandsurvivalrate.
Andthereitwas:whilethestageIVdiagnosisfromthehospitalmeantafive-yearsurvivalrateofjust50percent,themoredetailedandscientificrubricoftheresearchpaperbumpedthatnumberupto89percent.
Ikeptgoingbacktocheckanddouble-checkthenumbers,andwitheachconfirmationIgrewmoreecstatic.Nothinginsidemybodyhadchanged,butIfeltthatIhadbeenpulledbackfromtheabyss.Laterthatweek,IwouldvisitthetoplymphomaexpertinTaiwan.Hewouldconfirmwhatthestudyhadindicated:thatthedesignationofmylymphomaasstageIVwasmisleading,andmyillnessremainedhighlytreatable.Nothingwascertain—Iknewthatnowmorethanever—buttherewasagoodchanceIwouldgetthroughthisalive.Ifeltreborn.
RELIEFANDREBIRTH
There’sacertainsensationmostpeopleexperiencerightafternarrowlyavoidingdisaster.It’sthattinglingfeelingthatcrawlsoveryourskinandacrossyourscalpafewsecondsafteryourcarskidstoahaltonthehighway,justafewfeetawayfromanaccident.Astheadrenalinedissipatesandmusclesrelax,mostofusmakeasilentpledgetoneveragaindowhateveritwasthatwewerejustdoing.It’sapledgewemightkeepforacoupleofdaysorevenweeksbeforeslippingbackintooldhabits.
AsIunderwentchemotherapyandmycancerwentintoremission,Itoovowedtoholdontotherevelationsthatcancerhadgiventome.Lyingawakeatnightintheweeksaftermydiagnosis,Iranovermylifeagainandagain,wonderinghowIhadbeensoblind.ItoldmyselfthathowevermuchtimeIhadleft,Iwouldn’tletmyselfbeanautomaton.Iwouldn’tlivebyinternalalgorithmsorseektooptimizevariables.Iwouldtrytosharelovewiththosewhohadgivensomuchofittome,notbecauseitachievedacertaingoalbutjustbecauseitfeltgoodandtrue.Iwouldn’tseektobeaproductivitymachine.Alovinghumanbeingwouldbeenough.
Theloveofmyfamilyduringthistimeservedasaconstantreminderofthispromiseandanabidingsourceofstrengthduringmycancertreatment.Despiteyearsofgivingthemtoolittleofmyowntime,whenIfellillmywife,sisters,anddaughtersallsprangintoactiontocareforme.Shen-Lingwasalwaysbymysidethroughouttheexhaustingandseeminglyendlesschemotherapysessions,tendingtomyeveryneedandstealingafewhoursofsleepleaningagainstmybedside.Chemotherapycandisruptdigestion,withnormalsmellsandflavorscausingnauseaorvomiting.Whenmysistersbroughtmefood,theytookcarefulnoteofmyreactiontoeachsmellortaste,constantlyadjustingrecipesandtweakingingredientssothatIcouldenjoytheirhome-cookedfoodduringtreatment.Theirselflessloveandconstantcareduringthistimesimplyoverwhelmedme.IttookalltheideasthatIhadcometounderstandandturnedthemintoemotionsthatwashedovermeandcametolivewithinme.
Sincemyrecovery,I’vecometocherishtimewiththoseclosesttome.Before,whenmytwodaughterscamehomefromcollege,Iwouldtakejustacoupleofdaysoffworktobewiththem.Nowwhentheyvisitfromtheirbusyjobs,Itakeacoupleofweeks.Whetheronbusinesstripsorvacations,Itravelwithmywife.Ispendmoretimeathometakingcareofmymotherandtrytokeepmyweekendsfreetoseeoldfriends.
I’veapologizedandtriedtomendfriendshipswiththosethatIhavehurtorneglectedinthepast.Imeetwithmanyyoungpeoplewhoreachouttome,nolongercommunicatingonlythroughimpersonalblastsacrossmysocialmediaaccounts.Itrytoavoidprioritizingthesemeetingsbywho“showspotential,”doingmybesttoengagewithallpeopleequally,regardlessoftheirstatusortalents.
Inolongerthinkaboutwhatwillbewrittenonmytombstone.That’snotbecauseIavoidthinkingaboutdeath.I’mnowmoreawarethaneverthatweallliveindirectandconstantrelationshiptoourownmortality.It’sbecauseIknowthatmytombstoneisjustapieceofstone,alifelessrockthatcan’tcomparewiththepeopleandmemoriesthatmakeuptherichtapestryofa
humanlife.IrecognizethatI’mjustbeginningtolearnwhatsomanypeoplearoundmeunderstoodintuitivelyalltheirlives.Butsimpleastheserealizationsare,theyhavetransformedmylife.
They’vealsotransformedhowIviewtherelationshipbetweenpeopleandmachines,betweenhumanheartsandartificialminds.ThistransformationcreptuponmeasIreflectedontheprocessofmyillness:thePETscan,thediagnosis,myownanguish,andthephysicalandemotionalhealingthatfollowed.I’vecometorealizethatmycurecameintwoparts,onetechnologicalandoneemotional,eachofwhichwillformapillarofourAIfutureasIexplaininthenextchapter.
Ihavegreatrespectanddeepappreciationforthemedicalprofessionalswholedmytreatment.Theyputyearsofexperienceandcutting-edgemedicaltechnologytothetaskofbeatingbackthelymphomathatgrewwithinme.Theirknowledgeofthisillnessandtheirabilitytocraftapersonalizedtreatmentregimenlikelysavedmylife.
Andyet,thatwasonlyhalfofthecureforwhatailedme.Iwouldn’tbeheretodayifitweren’tformedicaltechnologyandthedata-drivenpractitionerswhouseittosavelives.ButIwouldn’tbesharingthisstorywithyouifitweren’tforShen-Ling,mysisters,andmyownmother,whothroughquietexampleshowedmewhatitmeanstoleadalifeofselflesslysharinglove.
OrpeoplelikeBronnieWare,whoseheartfeltbookontheregretsofthedyinggavemelifeatmyweakestmoment.OrMasterHsingYun,whosewisdomshookmefrommycareerdelusionsandforcedmetotrulyconfrontmyownego.Withouttheseunquantifiable,nonoptimizableconnectionstootherpeople,Iwouldneverhavelearnedwhatittrulymeanstobehuman.Withoutthem,Iwouldneverhavereorderedmyprioritiesandreorientedmyownlife.Isoonbeganworkinglessandspendingmoretimewiththepeopleinmylife.Istoppedtryingtoquantifytheimpactofeachaction—whoItookmeetingswith,whoIwrotebackto,whoIspenttimewith—andinsteadaimedtotreatallthosearoundmeequally.ThisshiftinthewayItreatedotherswasn’tjustbeneficialtothem;itfilledmewithasenseofwholeness,satisfaction,andcalmthatthehollowaccomplishmentsofmycareernevercould.
TherealityisthatitwillnotbelonguntilAIalgorithmscanperformmanyofthediagnosticfunctionsofmedicalprofessionals.Thosealgorithmswillpinpointillnessandprescribetreatmentsmoreeffectivelythananysingle
humancan.Insomecases,doctorswillusetheseequationsasatool.Insomecases,thealgorithmsmayreplacethedoctorentirely.
Butthetruthis,thereexistsnoalgorithmthatcouldreplacetheroleofmyfamilyinmyhealingprocess.Whattheysharedwithmeisfarsimpler—andyetsomuchmoreprofound—thananythingAIwilleverproduce.
ForallofAI’sastoundingcapabilities,theonethingthatonlyhumanscanprovideturnsouttoalsobeexactlywhatismostneededinourlives:love.It’sthatmomentwhenweseeournewbornbabies,thefeelingofloveatfirstsight,thewarmfeelingfromfriendswholistentousempathetically,orthefeelingofself-actualizationwhenwehelpsomeoneinneed.Wearefarfromunderstandingthehumanheart,letalonereplicatingit.Butwedoknowthathumansareuniquelyabletoloveandbeloved,thathumanswanttoloveandbeloved,andthatlovingandbeinglovedarewhatmakesourlivesworthwhile.
ThisisthesynthesisonwhichIbelievewemustbuildoursharedfuture:onAI’sabilitytothinkbutcoupledwithhumanbeings’abilitytolove.Ifwecancreatethissynergy,itwillletusharnesstheundeniablepowerofartificialintelligencetogenerateprosperitywhilealsoembracingouressentialhumanity.
Thisisn’tsomethingthatwillcomenaturally.Buildingthisfutureforourselves—aspeople,countries,andaglobalcommunity—willrequirethatwereimagineandreorganizeoursocietiesfromthegroundup.Itwilltakesocialunity,creativepolicies,andhumanempathy,butifachieved,itcouldturnamomentofoutrightcrisisintoanunparalleledopportunity.
Neverhasthepotentialforhumanflourishingbeenhigher—orthestakesoffailuregreater.
8★
ABLUEPRINTFORHUMANCOEXISTENCEWITHAI
WhileIwasundergoingchemotherapyformycancerinTaiwan,anoldfriendofminewhoisaserialentrepreneurcametomewithaproblemathislateststartup.Hehadalreadyfoundedandsoldoffseveralsuccessfulconsumertechnologycompanies,butashegrewolderhewantedtodosomethingmoremeaningful,thatis,hewantedtobuildaproductthatwouldservethepeoplethattechnologystartupshadoftenignored.BothmyfriendandIwereenteringtheageatwhichourparentsneededmorehelpgoingabouttheirdailylives,andhedecidedtodesignaproductthatwouldmakelifeeasierfortheelderly.
Whathecameupwithwasalargetouchscreenmountedonastandthatcouldbeplacednexttoanelderlyperson’sbed.Onthescreenwereafewsimpleandpracticalappsconnectedtoservicesthatelderlypeoplecoulduse:orderingfooddelivery,playingtheirfavoritesoapoperasontheTV,callingtheirdoctor,andmore.Olderpeopleoftenstruggletonavigatethecomplexitiesoftheinternetortomanipulatethesmallbuttonsofasmartphone,somyfriendmadeeverythingassimpleaspossible.Alltheappsrequiredjustacoupleofclicks,andheevenincludedabuttonthatlettheelderlyusersdirectlycallupacustomer-serviceagenttoguidethemthroughusingtheirdevice.
Itsoundedlikeawonderfulproduct,onethatwouldhavearealmarketrightnow.Sadly,therearemanyadultchildreninChinaandelsewherewhoaretoobusywithworktodevotetimetotakingcareoftheiragingparents.Theymayexperienceasenseofguiltabouttheimportanceoffilialpiety,butwhenitcomesdowntoit,theyjustdon’tfeeltheycanfindthetimetocarefortheirparentsinanadequateway.Thetouchscreenwouldmakeforanicesubstitute.
Butafterdeployingatrialversionofhisproduct,myfrienddiscoveredhehadaproblem.Ofallthefunctionsavailableonthedevice,theonethatreceivedbyfarthemostusewasn’tthefooddelivery,TVcontrols,or
doctor’sconsultation.Itwasthecustomer-servicebutton.Thecompany’scustomer-servicerepresentativesfoundthemselvesoverwhelmedbyafloodofincomingcallsfromtheelderly.Whatwasgoingonhere?Myfriendhadmadethedeviceassimpleaspossibletouse—werehisusersstillunabletonavigatetheone-clickprocessonscreen?Notatall.Afterconsultingwiththecustomer-servicerepresentatives,he
foundthatpeopleweren’tcallinginbecausetheycouldn’tnavigatethedevice.Theywerecallingsimplybecausetheywerelonelyandwantedsomeonetotalkto.Manyoftheelderlyusershadchildrenwhoworkedtoensurethatalloftheirmaterialneedsweremet:mealsweredelivered,doctors’appointmentswerearranged,andprescriptionswerepickedup.Butoncethosematerialneedsweretakencareof,whatthesepeoplewantedmorethananythingwastruehumancontact,anotherpersontotradestorieswithandrelateto.
Myfriendrelayedthis“problem”tomejustasIwaswakinguptomyownrealizationsaboutthecentralityoflovetothehumanexperience.Ifhehadcometomejustafewyearsearlier,Ilikelywouldhaverecommendedsometechnicalfix,maybesomethinglikeanAIchatbotthatcouldsimulateabasicconversationwellenoughtofoolthehumanontheotherend.ButasIrecoveredfrommyillnessandawakenedtotheloomingAIcrisesofjobsandmeaning,Ibegantoseethingsdifferently.
Inthattouchscreendeviceandthatunmetdesireforhumancontact,Isawthefirstsketchesofablueprintforcoexistencebetweenpeopleandartificialintelligence.Yes,intelligentmachineswillincreasinglybeabletodoourjobsandmeetourmaterialneeds,disruptingindustriesanddisplacingworkersintheprocess.Butthereremainsonethingthatonlyhumanbeingsareabletocreateandsharewithoneanother:love.
Withalloftheadvancesinmachinelearning,thetruthremainsthatwearestillnowherenearcreatingAImachinesthatfeelanyemotionsatall.Canyouimaginetheelationthatcomesfrombeatingaworldchampionatthegameyou’vedevotedyourwholelifetomastering?AlphaGodidjustthat,butittooknopleasureinitssuccess,feltnohappinessfromwinning,andhadnodesiretohugalovedoneafteritsvictory.Despitewhatscience-fictionfilmslikeHer—inwhichamanandhisartificiallyintelligentcomputeroperatingsystemfallinlove—portray,AIhasnoabilityordesiretoloveorbeloved.TheactressScarlettJohanssonmayhavebeenabletoconvinceyouotherwiseinthatfilm,butonlybecausesheisahumanbeingwhodrewonherexperienceoflovetocreateandcommunicatethosefeelingstoyou.
Imagineasituationinwhichyouinformedasmartmachinethatyouweregoingtopullitsplug,andthenchangedyourmindandgaveitareprieve.The
machinewouldnotchangeitsoutlookonlifeorvowtospendmoretimewithitsfellowmachines.Itwouldnotgrowemotionallyordiscoverthevalueinlovingandservingothers.
Itisinthisuniquelyhumanpotentialforgrowth,compassion,andlovewhereIseehope.Ifirmlybelievewemustforgeanewsynergybetweenartificialintelligenceandthehumanheart,andlookforwaystousetheforthcomingmaterialabundancegeneratedbyartificialintelligencetofosterloveandcompassioninoursocieties.
Ifwecandothesethings,Ibelievethereisapathtowardafutureofbotheconomicprosperityandspiritualflourishing.Navigatingthatpathwillbetricky,butifweareabletounitebehindthiscommongoal,IbelievehumanswillnotjustsurviveintheageofAI.Wewillthrivelikeneverbefore.
ATRIALBYFIREANDTHENEWSOCIALCONTRACT
Thechallengesbeforeusremainimmense.AsIoutlinedinchapter6,withinfifteenyearsIpredictthatwewilltechnicallybeabletoautomate40to50percentofalljobsintheUnitedStates.Thatdoesnotmeanallofthosejobswilldisappearovernight,butifthemarketsarelefttotheirowndevices,wewillbegintoseemassivepressureonworkingpeople.Chinaandotherdevelopingcountriesmaydifferslightlyinthetimingofthoseimpacts,laggingorleadinginjoblossesdependingonthestructuresoftheireconomies.Buttheoverarchingtrendremainsthesame:risingunemploymentandwideninginequality.
Techno-optimistswillpointtohistory,citingtheIndustrialRevolutionandthenineteenth-centurytextileindustryas“proof”thatthingsalwaysworkoutforthebest.Butaswe’veseen,thisargumentstandsonincreasinglyshakyground.Thecomingscale,pace,andskill-biasoftheAIrevolutionmeanthatwefaceanewandhistoricallyuniquechallenge.Evenifthemostdirepredictionsofunemploymentdonotmaterialize,AIwilltakethegrowingwealthinequalityoftheinternetageandaccelerateittremendously.
Wearealreadywitnessingthewaythatstagnantwagesandgrowinginequalitycanleadtopoliticalinstabilityandevenviolence.AsAIrollsoutacrossoureconomiesandsocieties,weriskaggravatingandquickeningthesetrends.Labormarketshaveawayofbalancingthemselvesoutinthelongrun,butgettingtothatpromisedlongrunrequireswefirstpassthroughatrialbyfireofjoblossesandgrowinginequalitythatthreatentoderailtheprocess.
Meetingthesechallengesmeanswecannotaffordtopassivelyreact.WemustproactivelyseizetheopportunitythatthematerialwealthofAIwillgrantusanduseittoreconstructoureconomiesandrewriteoursocialcontracts.Theepiphaniesthatemergedfrommyexperiencewithcancerweredeeplypersonal,butIbelievetheyalsogavemeanewclarityandvisionforhowwecanapproachtheseproblemstogether.
BuildingsocietiesthatthriveintheageofAIwillrequiresubstantialchangestooureconomybutalsoashiftincultureandvalues.Centuriesoflivingwithintheindustrialeconomyhaveconditionedmanyofustobelievethatourprimaryroleinsociety(andevenouridentity)isfoundinproductive,wage-earningwork.Takethatawayandyouhavebrokenoneofthestrongestbondsbetweenapersonandhisorhercommunity.AswetransitionfromtheindustrialagetotheAIage,wewillneedtomoveawayfromamindsetthatequatesworkwithlifeortreatshumansasvariablesinagrandproductivityoptimizationalgorithm.Instead,wemustmovetowardanewculturethatvalueshumanlove,service,andcompassionmorethaneverbefore.
Noeconomicorsocialpolicycan“bruteforce”achangeinourhearts.Butinchoosingdifferentpolicies,wecanrewarddifferentbehaviorsandstarttonudgeourcultureindifferentdirections.Wecanchooseapurelytechnocraticapproach—onethatseeseachofusasasetoffinancialandmaterialneedstobesatisfied—andsimplytransferenoughcashtoallpeoplesothattheydon’tstarveorgohomeless.Infact,thisnotionofuniversalbasicincomeseemstobebecomingmoreandmorepopularthesedays.
ButinmakingthatchoiceIbelievewewouldbothdevalueourownhumanityandmissoutonanunparalleledopportunity.Instead,IwanttolayoutproposalsforhowwecanusetheeconomicbountycreatedbyAItodouble-downonwhatmakesushuman.Doingthiswillrequirerewritingourfundamentalsocialcontractsandrestructuringeconomicincentivestorewardsociallyproductiveactivitiesinthesamewaythattheindustrialeconomyrewardedeconomicallyproductiveactivities.
Thiswon’tbeeasy.Itwillneedamultifaceted,all-hands-on-deckapproachtoeconomicandsocialtransformation.Thatapproachwillrelyoninputfromallcornersofsocietyandmustbebasedonconstantexplorationandboldexperimentation.Evenwithourbestefforts,thereremainsnoguaranteeofasmoothtransition.Butboththecostoffailureandthepotentialrewardsofsuccessaretoogreatnottotry.
Let’sbeginthatprocess.
First,IwanttoexaminethreeofthemostpopularpolicysuggestionsforadaptingtotheAIeconomy,manyofthememanatingfromSiliconValley.
Thesethreearelargely“technicalfixes,”tweakstopolicyandbusinessmodelsthatseektosmooththetransitionbutdonotactuallyshifttheculture.Afterexaminingtheusesandweaknessesofthesetechnicalfixes,IproposethreeanalogouschangesthatIbelievewillbothalleviatethejobsissueswhilealsopushingustowardadeepersocialevolution.
Insteadofjustimplementingmeretechnicalfixes,theseconstitutenewapproachestojobcreationwithintheprivatesector,affectinginvestingandgovernmentpolicy.TheseapproachestakeastheirgoalnotjustkeepinghumansonestepaheadofAIautomationbutactuallyopeningnewavenuestoincreasedprosperityandhumanflourishing.Together,IbelievetheylaythegroundworkforanewsocialcontractthatusesAItobuildamorehumanisticworld.
THECHINESEPERSPECTIVEONAIANDJOBS
BeforedivingintothetechnicalfixesproposedbySiliconValley,let’sfirstlookathowthisconversationisunfoldinginChina.Todate,China’stechelitehavesaidverylittleaboutthepossiblenegativeimpactofAIonjobs.Personally,Idon’tbelievethissilenceisduetoanydesiretohidethedarktruthfromthemasses—IthinktheygenuinelybelievethereisnothingtofearinthejobsimpactofAIadvances.Inthissense,China’stechelitesarealignedwiththetechno-optimisticAmericaneconomistswhobelievethatinthelongrun,technologyalwaysleadstomorejobsandgreaterprosperityforall.
WhydoesaChineseentrepreneurbelieveinthatwithsuchconviction?Forthepastfortyyears,Chinesepeoplehavewatchedastheircountry’stechnologicalprogressactedastherisingtidethatliftedallboats.TheChinesegovernmenthaslongemphasizedtechnologicaladvancesaskeytoChina’seconomicdevelopment,andthatmodelhasprovedhighlysuccessfulinrecentdecades,movingChinafromapredominantlyagriculturalsocietytoanindustrialjuggernautandnowaninnovationpowerhouse.Inequalityhascertainlyincreasedoverthissameperiodoftime,butthosedownsideshavepaledincomparisontothebroad-basedimprovementinlivelihoods.ItmakesastarkcontrasttothestagnationanddeclinefeltinmanysegmentsofAmericansociety,partofthe“greatdecoupling”betweenproductivityandwagesweexploredinpreviouschapters.ItalsohelpsexplainwhyChinesetechnologistsappearunconcernedwiththepotentialjobsimpactoftheirinnovations.
EvenamongtheChineseentrepreneurswhodoforeseeanegativeAIimpact,thereisapervasivesensethattheChinesegovernmentwilltakecareofallthedisplacedworkers.Thisideaisn’twithoutbasis.Duringthe1990s,Chinaundertookaseriesofwrenchingreformstoitsbloatedstate-ownedcompanies,sheddingmillionsofworkersfromgovernmentpayrolls.Butdespitethemassivelabor-marketdisruptions,thestrengthofthenationaleconomyandafar-reachinggovernmentefforttohelpworkersmanagethetransitioncombinedtosuccessfullytransformtheeconomywithoutwidespreadunemployment.LookingintotheAIfuture,manytechnologistsandpolicymakersshareanunspokenbeliefthatthesesamemechanismswillhelpChinaavoidanAI-inducedjobcrisis.
Personally,Ibelievethesepredictionsaretoooptimistic,soIamworkingtoraiseconsciousnessinChina,asIamintheUnitedStates,regardingthemomentousemploymentchallengesthatawaitusintheageofAI.ItisimportantthatChineseentrepreneurs,technologists,andpolicymakerstakethesechallengesseriouslyandbeginlayingthegroundworkforcreativesolutions.Buttheculturalmentalitydescribedabove—onethatisreinforcedbyfourdecadesofgrowingprosperity—meansthatweseelittlediscussionofthecrisisinChinaandevenlessinthewayofproposedsolutions.Toengagewiththatconversation,wemustturnagaintoSiliconValley.
THETHREER’S:REDUCE,RETRAIN,ANDREDISTRIBUTE
ManyoftheproposedtechnicalsolutionsforAI-inducedjoblossescomingoutofSiliconValleyfallintothreebuckets:retrainingworkers,reducingworkhours,orredistributingincome.Eachoftheseapproachesaimstoaugmentadifferentvariablewithinthelabormarkets(skills,time,compensation)andalsoembodiesdifferentassumptionaboutthespeedandseverityofjoblosses.
ThoseadvocatingtheretrainingofworkerstendtobelievethatAIwillslowlyshiftwhatskillsareindemand,butifworkerscanadapttheirabilitiesandtraining,thentherewillbenodecreaseintheneedforlabor.ThoseadvocatesofreducingworkhoursbelievethatAIwillreducethedemandforhumanlaborandfeelthatthisimpactcouldbeabsorbedbymovingtoathree-orfour-dayworkweek,spreadingthejobsthatdoremainovermoreworkers.TheredistributioncamptendstobethemostdireintheirpredictionsofAI-inducedjoblosses.ManyofthempredictthatasAIadvances,itwillsothoroughlydisplaceordislodgeworkersthatnoamountoftrainingortweakinghourswillbesufficient.Instead,wewillhavetoadoptmoreradical
redistributionschemestosupportunemployedworkersandspreadthewealthcreatedbyAI.Next,Iwilltakeacloserlookatthevalueandpitfallsofeachoftheseapproaches.
AdvocatesofjobretrainingoftenpointtotworelatedtrendsascrucialforcreatinganAI-readyworkforce:onlineeducationand“lifelonglearning.”Theybelievethatwiththeproliferationofonlineeducationplatforms—bothfreeandpaid—displacedworkerswillhaveunprecedentedaccesstotrainingmaterialsandinstructionfornewjobs.Theseplatforms—videostreamingsites,onlinecodingacademies,andsoon—willgiveworkersthetoolstheyneedtobecomelifelonglearners,constantlyupdatingtheirskillsandmovingintonewprofessionsthatarenotyetsubjecttoautomation.Inthisenvisionedworldoffluidretraining,unemployedinsurancebrokerscanuseonlineeducationplatformslikeCourseratobecomesoftwareprogrammers.Andwhenthatjobbecomesautomated,theycanusethosesametoolstoretrainforanewpositionthatremainsoutofreachforAI,perhapsasanalgorithmengineerorasapsychologist.
Lifelonglearningviaonlineplatformsisaniceidea,andIbelieveretrainingworkerswillbeanimportantpieceofthepuzzle.Itcanparticularlyhelpthoseindividualswithinthebottom-rightquadrantofourrisk-of-replacementchartsfromchapter6(the“SlowCreep”zone)stayaheadofAI’sabilitytothinkcreativelyorworkinunstructuredenvironments.Ialsolikethatthismethodcangivetheseworkersasenseofpersonalaccomplishmentandagencyintheirownlives.
ButgiventhedepthandbreadthofAI’simpactonjobs,Ifearthisapproachwillbefarfromenoughtosolvetheproblem.AsAIsteadilyconquersnewprofessions,workerswillbeforcedtochangeoccupationseveryfewyears,rapidlytryingtoacquireskillsthatittookothersanentirelifetimetobuildup.Uncertaintyoverthepaceandpathofautomationmakesthingsevenmoredifficult.EvenAIexpertshavedifficultypredictingexactlywhichjobswillbesubjecttoautomationinthecomingyears.Canwereallyexpectatypicalworkerchoosingaretrainingprogramtoaccuratelypredictwhichjobswillbesafeafewyearsfromnow?
Ifearworkerswillfindthemselvesinastateofconstantretreat,likeanimalsfleeingrelentlesslyrisingfloodwaters,anxiouslyhoppingfromonerocktoanotherinsearchofhigherground.RetrainingwillhelpmanypeoplefindtheirplaceintheAIeconomy,andwemustexperimentwithwaystoscalethisupandmakeitwidelyavailable.ButIbelievewecannotcountonthishaphazardapproachtoaddressthemacro-leveldisruptionsthatwillsweepoverlabormarkets.
Tobeclear,Idobelievethateducationisthebestlong-termsolutiontotheAI-relatedemploymentproblemswewillface.Thepreviousmillenniaofprogresshavedemonstratedhumanbeings’incredibleabilitybothtoinnovatetechnicallyandtoadapttothoseinnovationsbytrainingourselvesfornewkindsofwork.ButthescaleandspeedofthecomingchangesfromAIwillnotgiveustheluxuryofsimplyrelyingoneducationalimprovementstohelpuskeeppacewiththechangingdemandsofourowninventions.
RecognitionofthescaleofthesedisruptionshasledpeoplelikeGooglecofounderLarryPagetoadvocateamoreradicalproposition:let’smovetoafour-dayworkweekorhavemultiplepeople“share”thesamejob.Inoneversionofthisproposal,asinglefull-timejobcouldbesplitintoseveralpart-timejobs,sharingtheincreasinglyscarceresourceofjobsacrossalargerpoolofworkers.Theseapproacheswouldlikelymeanreducedtake-homepayformostworkers,butthesechangescouldatleasthelppeopleavoidoutrightunemployment.
Somecreativeapproachestowork-sharinghavealreadybeenimplemented.Followingthe2008financialcrisis,severalU.S.statesimplementedwork-sharingarrangementstoavoidmasslayoffsatcompanieswhosebusinesssuddenlydriedup.Insteadoflayingoffaportionofworkers,companiesreducedhoursforseveralworkersby20to40percent.Thelocalgovernmentthencompensatedthoseworkersforacertainpercentageoftheirlostwages,often50percent.Thisapproachworkedwellinsomeplaces,savingemployeesandcompaniesthedisruptionsoffiringandrehiringatthewhimofthebusinesscycle.Italsopotentiallysavedlocalgovernmentsmoneythatwouldhavegonetopayingfullunemploymentbenefits.
Work-sharearrangementscouldbluntjoblosses,particularlyforprofessionsinthe“HumanVeneer”quadrantofourrisk-of-replacementgraphs,whereAIperformsthemainjobtaskbutonlyasmallernumberofworkersareneededtointerfacewithcustomers.Ifexecutedwell,thesearrangementscouldactasgovernmentsubsidiesorincentivestokeepmoreworkersonthecompanypayroll.
Butwhilethisapproachworkswellforshort-termdisruptions,itmaylosetractioninthefaceofAI’spersistentandnonstopdecimationofjobs.Existingwork-shareprogramsonlysupplementaportionoflostwages,meaningworkersstillsawanetdeclineinincome.Workersmayacceptthisknocktotheirincomeduringatemporaryeconomiccrisis,butnoonedesiresstagnationordownwardmobilityoverthelongterm.Tellingaworkermaking$20,000ayearthattheycannowworkfourdaysaweekandearn$16,000isreallyanonstarter.Morecreativeversionsoftheseprogramscouldcorrectforthis,andIencouragecompaniesandgovernmentstocontinueexperimenting
withthem.ButIfearthiskindofapproachwillbefarfromsufficienttoaddressthelong-termpressuresthatAIwillbringtothelabormarket.Forthat,wemayhavetoadoptmoreradicalredistributivemeasures.
THEBASICSOFUNIVERSALBASICINCOME
Currently,themostpopularofthesemethodsofredistributionis,asmentionedearlier,theuniversalbasicincome(UBI).Atitscore,theideaissimple:everycitizen(oreveryadult)inacountryreceivesaregularincomestipendfromthegovernment—nostringsattached.AUBIwoulddifferfromtraditionalwelfareorunemploymentbenefitsinthatitwouldbegiventoeveryoneandwouldnotbesubjecttotimelimits,job-searchrequirements,oranyconstraintsinhowitcouldbespent.Analternateproposal,oftencalledaguaranteedminimumincome(GMI),callsforgivingthestipendonlytothepoor,turningitintoan“incomefloor”belowwhichnoonecouldfallbutwithouttheuniversalityofaUBI.
FundingfortheseprogramswouldcomefromsteeptaxesonthewinnersoftheAIrevolution:majortechnologycompanies;legacycorporationsthatadaptedtoleverageAI;andthemillionaires,billionaires,andperhapseventrillionaireswhocashedinonthesecompanies’success.Thesizeofthestipendgivenisamatterofdebateamongproponents.Somepeopleargueforkeepingitverysmall—perhapsjust$10,000peryear—sothatworkersstillhaveastrongincentivetofindarealjob.Othersviewthestipendasafullreplacementforthelostincomeofaregularjob.Inthisview,aUBIcouldbecomeacrucialsteptowardcreatinga“leisuresociety,”oneinwhichpeoplearefullyliberatedfromtheneedtowork,andfreetopursuetheirownpassionsinlife.
DiscussionofaUBIorGMIintheUnitedStatesdatesbacktothe1960s,whenitwonsupportfrompeopleasvariedasMartinLutherKingJr.andRichardNixon.Atthetime,advocatessawaGMIasasimplewaytoendpoverty,andin1970PresidentNixonactuallycameclosetopassingabillthatwouldhavegrantedeachfamilyenoughmoneytoraiseitselfabovethepovertyline.ButfollowingNixon’sunsuccessfulpush,discussionofaUBIorGMIlargelydroppedoutofpublicdiscourse.
Thatis,untilSiliconValleygotexcitedaboutit.Recently,theideahascapturedtheimaginationoftheSiliconValleyelite,withgiantsoftheindustryliketheprestigiousSiliconValleystartupacceleratorYCombinatorpresidentSamAltmanandFacebookcofounderChrisHughessponsoringresearchandfundingbasicincomepilotprograms.WhereasGMIwasinitiallycraftedasacureforpovertyinnormaleconomictimes,SiliconValley’s
surginginterestintheprogramsseesthemassolutionsforwidespreadtechnologicalunemploymentduetoAI.
ThebleakpredictionsofbroadunemploymentandunresthaveputmanyoftheSiliconValleyeliteonedge.Peoplewhohavespenttheircareerspreachingthegospelofdisruptionappeartohavesuddenlywokenuptothefactthatwhenyoudisruptanindustry,youalsodisruptanddisplacerealhumanbeingswithinit.Havingfoundedandfundedtransformativeinternetcompaniesthatalsocontributedtogapinginequality,thiscadreofmillionairesandbillionairesappeardeterminedtosoftentheblowintheageofAI.
Totheseproponents,massiveredistributionschemesarepotentiallyallthatstandbetweenanAI-driveneconomyandwidespreadjoblessnessanddestitution.Jobretrainingandcleverschedulingarehopelessinthefaceofwidespreadautomation,theyargue.Onlyaguaranteedincomewillletusavertdisasterduringthejobscrisisthatloomsahead.
HowexactlyaUBIwouldbeimplementedremainstobeseen.AresearchorganizationassociatedwithYCombinatoriscurrentlyrunningonepilotprograminOakland,California,thatgivesathousandfamiliesastipendofathousanddollarseachmonthforthreetofiveyears.Theresearchgroupwilltrackthewell-beingandactivitiesofthosefamiliesthroughregularquestionnaires,comparingthemwithacontrolgroupthatreceivesjustfiftydollarspermonth.
ManyinSiliconValleyseetheprogramthroughthelensoftheirownexperienceasentrepreneurs.Theyenvisionthemoneynotonlyasakindofbroadsafetynetbutasan“investmentinthestartupofyou,”orasonetechwriterputit,“VCforthepeople.”Inthisworldview,aUBIwouldgiveunemployedpeoplealittle“personalangelinvestment”withwhichtheycouldstartanewbusinessorlearnanewskill.Inhis2017Harvardcommencementspeech,MarkZuckerbergalignedhimselfwiththisvisionofUBI,arguingthatweshouldexploreaUBIsothat“everyonehasacushiontotrynewideas.”
Frommyperspective,IcanunderstandwhytheSiliconValleyelitehavebecomesoenamoredwiththeideaofaUBI:itisasimple,technicalsolutiontoanenormousandcomplexsocialproblemoftheirownmaking.ButadoptingaUBIwouldconstituteamajorchangeinoursocialcontract,onethatweshouldthinkthroughverycarefullyandmostcritically.WhileIsupportcertainguaranteesthatbasicneedswillbemet,IalsobelieveembracingaUBIasacure-allforthecrisiswefaceisamistakeandamassivemissedopportunity.Tounderstandwhy,wemusttrulylookatthe
motivationsforthefrenzyofinterestinUBIandalsothinkhardaboutwhatkindofasocietyitmaycreate.
SILICONVALLEY’S“MAGICWAND”MENTALITY
InobservingSiliconValley’ssurgeininterestaroundUBI,Ibelievesomeofthatadvocacyhasemergedfromaplaceoftrueandgenuineconcernforthosewhowillbedisplacedbynewtechnologies.ButIworrythatthere’salsoamoreself-interestedcomponent:SiliconValleyentrepreneursknowthattheirbillionsinrichesandtheirroleininstigatingthesedisruptionsmakethemanobvioustargetofmobangerifthingseverspinoutofcontrol.Withthatfearfreshintheirminds,Iwonderifthisgrouphasbeguncastingaboutforaquickfixtoproblemsahead.
Themixedmotivationsofthesepeopleshouldn’tleadustooutrightdismissthesolutionstheyputforth.Thisgroup,afterall,includessomeofthemostcreativebusinessandengineeringmindsintheworldtoday.SiliconValley’stendencytodreambig,experiment,anditeratewillallbehelpfulaswenavigatetheseunchartedwaters.
ButanawarenessofthesemotivationsshouldsharpenourcriticalengagementwithproposalslikeUBI.Weshouldbeawareoftheculturalbiasesthatengineersandinvestorsbringwiththemwhentacklinganewproblem,particularlyonewithprofoundsocialandhumandimensions.Mostofall,whenevaluatingtheseproposedsolutions,wemustaskwhatexactlythey’retryingtoachieve.Aretheyseekingtoensurethatthistechnologygenuinelyandtrulybenefitsallpeopleacrosssociety?Oraretheylookingonlytoavertaworst-casescenarioofsocialupheaval?Aretheywillingtoputinthelegworkneededtobuildnewinstitutionsormerelylookingforaquickfixthatwillassuagetheirownconsciencesandabsolvethemofresponsibilityforthedeeperpsychologicalimpactsofautomation?
IfearthatmanyofthoseinSiliconValleyarefirmlyinthelattercamp.TheyseeUBIasa“magicwand”thatcanmakedisappearthemyriadeconomic,social,andpsychologicaldownsidesoftheirexploitsintheAIage.UBIistheepitomeofthe“light”approachtoproblem-solvingsopopularinthevalley:sticktothepurelydigitalsphereandavoidthemessydetailsoftakingactionintherealworld.Ittendstoenvisionthatallproblemscanbesolvedthroughatweakingofincentivesorashufflingofmoneybetweendigitalbankaccounts.
Bestofall,itdoesn’tplaceanyfurtherburdenonresearcherstothinkcriticallyaboutthesocietalimpactsofthetechnologiestheybuild;aslongaseveryonegetsthatmonthlydoseofUBI,alliswell.Thetechelitecangoondoingexactlywhattheyplannedtodointhefirstplace:buildinginnovativecompaniesandreapingmassivefinancialrewards.Sure,highertaxesrequiredtofundaUBIwillcutintothoseprofitstoacertaindegree,butthevastmajorityofthefinancialbenefitsfromAIwillstillaccruetothiselitegroup.
Seeninthismanner,UBIisn’taconstructivesolutionthatleveragesAItobuildabetterworld.It’sapainkiller,somethingtonumbandsedatethepeoplewhohavebeenhurtbytheadoptionofAI.Andthatnumbingeffectgoesbothways:notonlydoesiteasethepainforthosedisplacedbytechnology;italsoassuagestheconscienceofthosewhodothedisplacing.
AsI’vesaidbefore,someformofguaranteedincomemaybenecessarytoputaneconomicfloorundereveryoneinsociety.Butifweallowthistobetheendgame,wemissoutonthegreatopportunitypresentedtousbythistechnology.InsteadofsimplyfallingbackonapainkillerlikeaUBI,wemustproactivelyseekandfindwaysofutilizingAItodouble-downonthatwhichseparatesusfrommachines:love.
Admittedly,thiswon’tbeeasy.Itwillrequirecreativeanddifferentapproaches.Executingontheseapproacheswilltakealotoflegworkand“heavy”solutions,reachingbeyondthedigitalsphereandintothenot-so-neatdetailsoftherealworld.Butifwecommittodoingthehardworknow,IbelievewehaveashotatnotjustavoidingdisasterbutofcultivatingthesamehumanisticvaluesthatIrediscoveredduringmyownencounterwithmortality.
MARKETSYMBIOSIS:OPTIMIZATIONTASKSANDHUMANTOUCH
TheprivatesectorisleadingtheAIrevolution,and,inmymind,itmustalsotaketheleadincreatingthenew,morehumanisticjobsthatpowerit.Someofthesewillemergethroughthenaturalfunctioningofthefreemarket,whileotherswillrequireconsciouseffortsbythosemotivatedtomakeadifference.
Manyofthejobscreatedbythefreemarketwillgrowoutofanaturalsymbiosisbetweenhumansandmachines.WhileAIhandlestheroutineoptimizationtasks,humanbeingswillbringthepersonal,creative,andcompassionatetouch.Thiswillinvolvetheredefinitionofexistingoccupationsorthecreationofentirelynewprofessionsinwhichpeopleteamupwithmachinestodeliverservicesthatarebothhighlyefficientand
eminentlyhuman.Intherisk-of-replacementgraphsfromchapter6,weexpecttoseetheupper-leftquadrant(“HumanVeneer”)offerthegreatestopportunityforhuman-AIsymbiosis:AIwilldotheanalyticalthinking,whilehumanswillwrapthatanalysisinwarmthandcompassion.Inthatsamechart,thetwoquadrantsontheright-handsideofthegraph(“SlowCreep”and“SafeZone”)alsoprovideopportunitiesforAItoolstoenhancecreativityordecision-making,thoughovertime,thetwoleft-sideAI-centriccircleswillgrowtowardtherightasAIimproves.
Human–AIcoexistenceinthelabormarket
Aclearexampleofhuman-AIsymbiosisfortheupper-left-handquadrantcanbefoundinthefieldofmedicine.IhavelittledoubtthatAIalgorithmswilleventuallyfarsurpasshumandoctorsintheirabilitytodiagnosediseaseandrecommendtreatments.Legacyinstitutions—medicalschools,professionalassociations,andhospitals—mayslowdowntheadoptionofthesediagnostictools,usingthemonlyinnarrowfieldsorstrictlyasreferencetools.Butinamatterofafewdecades,I’mconfidentthattheaccuracyandefficiencygainswillbesogreatthatAI-drivendiagnoseswilltakeovereventually.
Oneresponsetothiswouldbetogetridofdoctorsentirely,replacingthemwithmachinesthattakeinsymptomsandspitoutdiagnoses.Butpatientsdon’twanttobetreatedbyamachine,ablackboxofmedicalknowledgethat
deliversacoldpronouncement:“Youhavefourth-stagelymphomaanda70percentlikelihoodofdyingwithinfiveyears.”Instead,patientswilldesire—andIbelievethemarketwillcreate—amorehumanisticapproachtomedicine.Traditionaldoctorscouldinsteadevolveintoanewprofession,onethatI’ll
calla“compassionatecaregiver.”Thesemedicalprofessionalswouldcombinetheskillsofanurse,medicaltechnician,socialworker,andevenpsychologist.Compassionatecaregiverswouldbetrainednotjustinoperatingandunderstandingthediagnostictoolsbutalsoincommunicatingwithpatients,consolingthemintimesoftrauma,andemotionallysupportingthemthroughouttheirtreatment.Insteadofsimplyinformingpatientsoftheirobjectivelyoptimizedchancesofsurvival,theycouldshareencouragingstories,saying“Kai-Fuhadthesamelymphomaasyouandhesurvived,soIbelieveyoucantoo.”
Thesecompassionatecaregiverswouldn’tcompetewithmachinesintheirabilitytomemorizefactsoroptimizetreatmentregimens.Inthelongrun,that’salosingbattle.Compassionatecaregiverswouldbewelltrained,butinactivitiesrequiringmoreemotionalintelligence,notasmerevesselsforthecanonofmedicalknowledge.Theywouldformaperfectcomplementtothemachine,givingpatientsunparalleledaccuracyintheirdiagnosesaswellasthehumantouchthatissooftenmissingfromourhospitalstoday.Inthishuman-machinesymbiosiscreatedbythefreemarket,wewouldinchoursocietyaheadinadirectionofbeingalittlekinderandalittlemoreloving.
Bestofall,theemergenceofcompassionatecaregiverswoulddramaticallyincreaseboththenumberofjobsandthetotalamountofmedicalcaregiven.Today,thescarcityoftraineddoctorsdrivesupthecostofhealthcareanddrivesdowntheamountofqualitycaredeliveredaroundtheworld.Undercurrentconditionsofsupplyanddemand,it’ssimplynotcost-feasibletoincreasethenumberofdoctors.Asaresult,westrictlyrationthecaretheydeliver.Noonewantstogowaitinlineforhoursjusttohaveafewminuteswithadoctor,meaningthatmostpeopleonlygotohospitalswhentheyfeelit’sabsolutelynecessary.Whilecompassionatecaregiverswillbewell-trained,theycanbedrawnfromalargerpoolofworkersthandoctorsandwon’tneedtoundergotheyearsofrotememorizationthatisrequiredofdoctorstoday.Asaresult,societywillbeabletocost-effectivelysupportfarmorecompassionatecaregiversthantherearedoctors,andwewouldreceivefarmoreandbettercare.
Similarsynergieswillemergeinmanyotherfields:teaching,law,eventplanning,andhigh-endretail.Paralegalsatlawfirmscouldhandtheirroutineresearchtasksofftoalgorithmsandinsteadfocusoncommunicatingmore
withclientsandmakingthemfeelcaredfor.AI-poweredsupermarketsliketheAmazonGostoremaynotneedcashiersanymore,sotheycouldgreatlyupgradethecustomerexperiencebyhiringfriendlyconciergesliketheoneIdescribedinchapter5.
Forthoseinprofessionalsectors,itwillbeimperativethattheyadoptandlearntoleverageAItoolsastheyarrive.Aswithanytechnologicalrevolution,manyworkerswillfindthenewtoolsbothimperfectintheirusesandpotentiallythreateningintheirimplications.Butthesetoolswillonlyimprovewithtime,andthosewhoseektocompeteagainstAIonitsowntermswillloseout.Inthelongrun,resistancemaybefutile,butsymbiosiswillberewarded.
Finally,theinternet-enabledsharingeconomywillcontributesignificantlytoalleviatingjoblossesandredefiningworkfortheAIage.We’llseemorepeoplestepoutoftraditionalcareersthatarebeingtakenoverbyalgorithms,insteadusingnewplatformsthatapplythe“Ubermodel”toavarietyofservices.WeseethisalreadyinCare.com,anonlineplatformforconnectingcaregiversandcustomers,andIbelievewewillseeablossomingofanalogousmodelsineducationandotherfields.Manymass-marketgoodsandserviceswillbecapturedbydataandoptimizedbyalgorithms,butsomeofthemorepiecemealorpersonalizedworkwithinthesharingeconomywillremaintheexclusivedomainofhumans.
Inthepast,thistypeofworkwasconstrainedbythebureaucraticcostsofrunningaverticalcompanythatattractedcustomers,dispatchedworkers,andkepteveryoneonthepayrollevenwhentherewasn’tworktobedone.Theplatformatizationoftheseindustriesdramaticallyincreasestheirefficiency,increasingtotaldemandandtake-homepayfortheserviceworkersthemselves.AddingAItotheequation—asride-hailingcompanieslikeDidiandUberhavealreadydone—willonlyfurtherboostefficiencyandattractmoreworkers.
Beyondtheestablishedrolesinthesharingeconomy,I’mconfidentwewillseeentirelynewservicejobsemergethatwecanhardlyimaginetoday.Explaintosomeoneinthe1950swhata“lifecoach”wasandthey’dprobablythinkyouweregoofy.Likewise,asAIfreesupourtime,creativeentrepreneursandordinarypeoplewillleveragetheseplatformstocreatenewkindsofjobs.Perhapspeoplewillhire“seasonchangers”whoredecoratetheirclosetseveryfewmonths,scentingthemwithflowersandaromasthatmatchthemoodoftheseason.Orenvironmentallyconsciousfamilieswillhire“homesustainabilityconsultants”tomeetwiththefamilyandexplorecreativeandfunwaysforthehouseholdtoreduceitsenvironmentalfootprint.
Butdespiteallthesenewpossibilitiescreatedbyprofit-seekingbusinesses,I’mafraidtheoperationsofthefreemarketalonewillnotbeenoughtooffsetthemassivejoblossesandgapinginequalityonthehorizon.Privatecompaniesalreadycreateplentyofhuman-centeredservicejobs—theyjustdon’tpaywell.Economicincentives,publicpolicies,andculturaldispositionshavemeantthatmanyofthemostcompassion-filledprofessionsexistingtodayoftenlackjobsecurityorbasicdignity.
TheU.S.BureauofLaborStatisticshasfoundthathomehealthaidesandpersonalcareaidesarethetwofastestgrowingprofessionsinthecountry,withanexpectedgrowthof1.2millionjobsby2026.Butannualincomeintheseprofessionsaveragesjustover$20,000.Otherhumanisticlaborsoflove—stay-at-homeparenting,caringforagingordisabledrelatives—aren’tevenconsidereda“job”andreceivenoformalcompensation.
TheseareexactlythekindsoflovingandcompassionateactivitiesthatweshouldembraceintheAIeconomy,buttheprivatesectorhasproveninadequatesofaratfosteringthem.Theremaycomeadaywhenweenjoysuchmaterialabundancethateconomicincentivesarenolongerneeded.Butinourpresenteconomicandculturalmoment,moneystilltalks.Orchestratingatrueshiftinculturewillrequirenotjustcreatingthesejobsbutturningthemintotruecareerswithrespectablepayandgreaterdignity.
Encouragingandrewardingtheseprosocialactivitiesmeansgoingbeyondthemarketsymbiosisoftheprivatesector.Wewillneedtoreenergizetheseindustriesthroughservicesectorimpactinvestingandgovernmentpoliciesthatnudgeforwardabroadershiftinculturalvalues.
FINK’SLETTERANDTHENEWIMPACTINVESTING
Whenamanoverseeing$5.7trillionspeaks,theglobalbusinesscommunitytendstolisten.SowhenBlackRockfounderLarryFink,headoftheworld’slargestassetmanagementcompany,postedalettertoCEOsdemandinggreaterattentiontosocialimpact,itsentshockwavesthroughcorporationsaroundtheglobe.Intheletter,titled“ASenseofPurpose,”Finkwrote,
We...seemanygovernmentsfailingtoprepareforthefuture,onissuesrangingfromretirementandinfrastructuretoautomationandworkerretraining.Asaresult,societyincreasinglyisturningtotheprivatesectorandaskingthatcompaniesrespondtobroadersocietal
challenges....Societyisdemandingthatcompanies,bothpublicandprivate,serveasocialpurpose....Companiesmustbenefitalloftheirstakeholders,includingshareholders,employees,customers,andthecommunitiesinwhichtheyoperate.
Fink’sletterdroppedjustdaysbeforethe2018WorldEconomicForum,anannualgatheringoftheglobalfinancialeliteinDavos,Switzerland.IwasattendingtheforumandwatchedasCEOsanxiouslydiscussedthesternwarningfromamanwhosefirmcontrolledsubstantialownershipstakesintheircompanies.ManypubliclyprofessedsympathyforFink’smessagebutprivatelydeclaredhisemphasisonbroadersocialwelfaretobeanathematothelogicofprivateenterprise.
Lookedatnarrowlyenough,they’reright:publiclytradedcompaniesareinittowinit,boundbyfiduciarydutiestomaximizeprofits.ButintheageofAI,thiscoldlogicofdollarsandcentssimplycan’thold.Blindlypursuingprofitswithoutanythoughttosocialimpactwon’tjustbemorallydubious;itwillbedownrightdangerous.
Finkreferencedautomationandjobretrainingmultipletimesinhisletter.Asaninvestorwithinterestsspanningthefullbreadthoftheglobaleconomy,heseesthatdealingwithAI-induceddisplacementisnotsomethingthatcanbeleftentirelyuptofreemarkets.Instead,itisimperativethatwereimagineandreinvigoratecorporatesocialresponsibility,impactinvesting,andsocialentrepreneurship.
Inthepast,thesewerethekindsofthingsthatbusinesspeoplemerelydabbledinwhentheyhadtimeandmoneytospare.Sure,theythink,whynotthrowsomemoneyintoamicrofinancestartuporbuysomecorporatecarbonoffsetssowecanputoutahappypressreleasetoutingit.ButintheageofAI,wewillneedtoseriouslydeepenourcommitmentto—andbroadenourdefinitionof—theseactivities.Whereasthesehavepreviouslyfocusedonfeel-goodphilanthropicissueslikeenvironmentalprotectionandpovertyalleviation,socialimpactintheageofAImustalsotakeonanewdimension:thecreationoflargenumbersofservicejobsfordisplacedworkers.
Asaventure-capitalinvestor,Iseeaparticularlystrongroleforanewkindofimpactinvesting.Iforeseeaventureecosystememergingthatviewsthecreationofhumanisticservice-sectorjobsasagoodinandofitself.Itwillsteermoneyintohuman-focusedserviceprojectsthatcanscaleupandhirelargenumbersofpeople:lactationconsultantsforpostnatalcare,trainedcoachesforyouthsports,gatherersoffamilyoralhistories,natureguidesatnationalparks,orconversationpartnersfortheelderly.Jobslikethesecanbe
meaningfulonbothasocietalandpersonallevel,andmanyofthemhavethepotentialtogeneraterealrevenue—justnotthe10,000percentreturnsthatcomefrominvestinginaunicorntechnologystartup.
Kick-startingthisecosystemwillrequireashiftinmentalityforVCswhoparticipate.Theveryideaofventurecapitalhasbeenbuiltaroundhighrisksandexponentialreturns.Whenaninvestorputsmoneyintotenstartups,theyknowfullwellthatnineofthemmostlikelywillfail.Butifthatonesuccessstoryturnsintoabillion-dollarcompany,theexponentialreturnsonthatoneinvestmentmakethefundahugesuccess.Drivingthoseexponentialreturnsaretheuniqueeconomicsoftheinternet.Digitalproductscanbescaledupinfinitelywithnear-zeromarginalcosts,meaningthemostsuccessfulcompaniesachieveastronomicalprofits.
Service-focusedimpactinvesting,however,willneedtobedifferent.Itwillneedtoacceptlinearreturnswhencoupledwithmeaningfuljobcreation.That’sbecausehuman-drivenservicejobssimplycannotachievetheseexponentialreturnsoninvestment.Whensomeonebuildsagreatcompanyaroundhumancarework,theycannotdigitallyreplicatetheseservicesandblastthemoutacrosstheglobe.Instead,thebusinessmustbebuiltpiecebypiece,workerbyworker.Thetruthis,traditionalVCswouldn’tbotherwiththesekindsoflinearcompanies,butthesecompanieswillbeakeypillarinbuildinganAIeconomythatcreatesnewjobsandfostershumanconnections.
Therewillofcoursebefailures,andreturnswillnevermatchpuretechnologyVCfunds.Butthatshouldbefinewiththoseinvolved.TheecosystemwilllikelybestaffedbyolderVCexecutiveswhoarelookingtomakeadifference,orpossiblybyyoungerVCtypeswhoaretakinga“sabbatical”ordoing“probono”work.Theywillbringalongtheirkeeninstinctsforpickingentrepreneursandbuildingcompanies,andwillputthemtoworkontheselinearservicecompanies.Themoneybehindthefundswilllikelycomefromgovernmentslookingtoefficientlygeneratenewjobs,aswellascompaniesdoingcorporatesocialresponsibility.
Together,theseplayerswillcreateauniqueecosystemthatismuchmorejobs-focusedthanpurephilanthropy,muchmoreimpact-focusedthanpureventurecapital.Ifwecanpulltogetherthesedifferentstrandsofsociallyconsciousbusiness,Ibelievewe’llbeabletoweaveanewkindofemploymentsafetynet,allwhilebuildingcommunitiesthatfosterloveandcompassion.
BIGCHANGESANDBIGGOVERNMENT
Andyet,forallthepoweroftheprivatemarketandthegoodintentionsofsocialentrepreneurs,manypeoplewillstillfallthroughthecracks.Weneedlooknofurtherthanthegapinginequalityanddestitutepovertyinsomuchoftheworldtodaytorecognizethatmarketsandmoralimperativesarenotenough.Orchestratingafundamentalchangeineconomicstructuresoftenrequiresthefullforceofgovernmentalpower.IfwehopetowriteanewsocialcontractfortheageofAI,wewillneedtopullontheleversofpublicpolicy.
TherearesomeinSiliconValleywhoseethisasthepointwhereUBIcomesintoplay.Facedwithinadequatejobgrowth,thegovernmentmustprovideablanketguaranteeofeconomicsecurity,acashtransferthatcansavedisplacedworkersfromdestitutionandwhichwillalsosavethetechelitefromhavingtodoanythingelseaboutit.
Theunconditionalnatureofthetransferfitswiththehighlyindividualistic,live-and-let-livelibertarianismthatundergirdsmuchofSiliconValley.Whoisthegovernment,UBIproponentsask,totellpeoplehowtospendtheirtime?Justgivethemthemoneyandletthemfigureitoutontheirown.It’sanapproachthatmatcheshowthetechelitetendtoviewsocietyasawhole.LookingoutwardfromSiliconValley,theyoftenseetheworldintermsof“users”ratherthancitizens,customersratherthanmembersofacommunity.
Ihaveadifferentvision.Idon’twanttoliveinasocietydividedintotechnologicalcastes,wheretheAIeliteliveinacloisteredworldofalmostunimaginablewealth,relyingonminimalhandoutstokeeptheunemployedmassessedateintheirplace.Iwanttocreateasystemthatprovidesforallmembersofsociety,butonethatalsousesthewealthgeneratedbyAItobuildasocietythatismorecompassionate,loving,andultimatelyhuman.
Achievingthisoutcomewilldefinitelyrequirecreativethinkingandcomplexpolicymaking,buttheinspirationdrivingthatprocessoftencomesfromunlikelyplaces.Forme,itbeganbackatFoGuangShan,themonasteryinTaiwanthatIdiscussedinthepreviouschapter.
THECHAUFFEURCEO
ThemorningsunhadnotyetcreptoverthehorizonasIwalkedacrossthemonastery’smassivegroundstoseeMasterHsingYun.ItwasthemorningonwhichI’dbeengivenachancetohavebreakfastwiththeheadmonk,andIwashustlingmywayupahillwhenagolfcartpulledupalongsideme.
“Goodmorning,”themanbehindthewheelsaidtome.“CanIofferyouaride?”
NotwantingtokeepMasterHsingYunwaiting,Iacceptedandclimbedintothecart,tellingthedriverwhereIwasheaded.Hewasdressedinjeansandasimplelong-sleevedshirtwithanorangevestoverit.Helookedtobeinhisfiftieslikeme,withstreaksofgreyinhishair.Werodeinsilenceforafewminutes,absorbingthestillnessofthelandscapeandthegentlebreezeofcoolmorningair.Asweroundedthehillside,Ifilledthesilencewithabitofsmalltalk.
“Doyoudothisforaliving?”Iasked.
“No,”hereplied.“IjustvolunteerherewhenIcanfindtimeoutsidemyjob.”
Inoticedthatstitchedacrosstheleftbreastofhisorangevestwastheword“Volunteer”inChinesecharacters.
“Well,whatdoyoudoforwork?”Iasked.
“IownanelectronicsmanufacturingcompanyandworkastheCEO.ButlatelyI’vebeenspendinglesstimeworkingandmoretimevolunteering.It’sreallyspecialtoseeMasterHsingYunsharingwisdomwithpeoplehere.ItbringsasenseofserenitytohelpoutwiththatinanywayIcan.”
Thosewords,andthecalmdemeanorwithwhichhespokethem,struckme.Electronicsmanufacturingcanbeabrutallycompetitiveindustry,onewithrazor-thinmarginsandunceasingpressuretoinnovate,upgrade,andoptimizeoperations.Successoftencomesattheexpenseofhealth,withlonghoursatthefactorybleedingintolongnightsdrinking,smoking,andentertainingclients.
Butthemandrivingthecartseemedhealthyinbodyandtotallyatpeaceashesteeredthegolfcartupthewindingpath.HetoldmeabouthowhisweekendsvolunteeringhereatFoGuangShanhadbecomeawaytocleansetheburdenandstressofhisworkweek.Hewasn’tyetreadytoretire,buttheactofservingthosewhovisitedFoGuangShanlethimtapintosomethingbothsimplerandmoreprofoundthanthemachinationsofhiscompany.
WhenwereachedMasterHsingYun’squarters,Ithankedthedriver,andherepliedwithanodofhisheadandasmile.Duringthebreakfastthatfollowed,thewisdomsharedbyMasterHsingYunwouldhaveaprofoundimpactonhowIthoughtaboutmyworkandmylife.Buttheconversationwiththevolunteerdrivingthegolfcartalsostayedwithme.
Atfirst,Ithoughthisdevotiontohumblyservingthosearoundhimwassomethinguniquetothemonastery,afunctionofthepowerofreligiousfaithtouniteandinspireus.ButwhenIreturnedtoTaipeiformymedicaltreatment,Ibegantonoticepeoplewearingthoseorangevolunteervestsall
aroundthecity:inthelibrary,atbusytrafficintersections,incountyoffices,andatnationalparks.Theyheldupstopsignsforchildrencrossingthestreet,toldparkvisitorsabouttheindigenousfloraofTaiwan,andguidedpeoplethroughtheprocessofapplyingforhealthinsurance.Manyofthevolunteerswereelderlypeopleorrecentlyretired.Theirpensionplanstookcareofbasicnecessities,andsotheydevotedtheirtimetohelpingothersandmaintainingsolidbondswiththeircommunity.
AsIunderwentchemotherapyandbegantocontemplatethecomingcrisesoftheAIage,Ioftenthoughtofthevolunteers.WhilemanyindividualsthesedayspontificateaboutusingUBIasanall-purposesocialsedative,Isawacertainwisdominthehumbleactivitiesofthesevolunteersandthebroadercommunalculturetheywerecreating.Thecitycould,ofcourse,goonfunctioningwithoutthisarmyoforange-vested,grey-hairedvolunteers...butitwouldfeelalittlelesskindandalittlelesshuman.Inthatsubtletransformation,Ibegantoseeawayforward.
THESOCIALINVESTMENTSTIPEND:CARE,SERVICE,ANDEDUCATION
Justasthosevolunteersdevotedtheirtimeandenergytowardmakingtheircommunitiesalittlebitmoreloving,IbelieveitisincumbentonustousetheeconomicabundanceoftheAIagetofosterthesesamevaluesandencouragethissamekindofactivity.Todothis,IproposeweexplorethecreationnotofaUBIbutofwhatIcallasocialinvestmentstipend.Thestipendwouldbeadecentgovernmentsalarygiventothosewhoinvesttheirtimeandenergyinthoseactivitiesthatpromoteakind,compassionate,andcreativesociety.Thesewouldincludethreebroadcategories:carework,communityservice,andeducation.
Thesewouldformthepillarsofanewsocialcontract,onethatvaluedandrewardedsociallybeneficialactivitiesinthesamewaywecurrentlyrewardeconomicallyproductiveactivities.Thestipendwouldnotsubstituteforasocialsafetynet—thetraditionalwelfare,healthcare,orunemploymentbenefitstomeetbasicneeds—butwouldofferarespectableincometothosewhochoosetoinvestenergyinthesesociallyproductiveactivities.Today,socialstatusisstilllargelytiedtoincomeandcareeradvancement.Endowingtheseprofessionswithrespectwillrequirepayingthemarespectablesalaryandofferingtheopportunityforadvancementlikeanormalcareer.Ifexecutedwell,thesocialinvestmentstipendwouldnudgeourcultureinamorecompassionatedirection.ItwouldputtheeconomicbountyofAIto
workinbuildingabettersociety,ratherthanjustnumbingthepainofAI-inducedjoblosses.
Eachofthethreerecognizedcategories—care,service,andeducation—wouldencompassawiderangeofactivities,withdifferentlevelsofcompensationforfull-andpart-timeparticipation.Careworkcouldincludeparentingofyoungchildren,attendingtoanagingparent,assistingafriendorfamilymemberdealingwithillness,orhelpingsomeonewithmentalorphysicaldisabilitieslivelifetothefullest.Thiscategorywouldcreateaveritablearmyofpeople—lovedones,friends,orevenstrangers—whocouldassistthoseinneed,offeringthemwhatmyentrepreneurfriend’stouchscreendevicefortheelderlynevercould:humanwarmth.
Serviceworkwouldbesimilarlybroadlydefined,encompassingmuchofthecurrentworkofnonprofitgroupsaswellasthekindsofvolunteersIsawinTaiwan.Taskscouldincludeperformingenvironmentalremediation,leadingafterschoolprograms,guidingtoursatnationalparks,orcollectingoralhistoriesfromeldersinourcommunities.Participantsintheseprogramswouldregisterwithanestablishedgroupandcommittoacertainnumberofhoursofserviceworktomeettherequirementsofthestipend.
Finally,educationcouldrangefromprofessionaltrainingforthejobsoftheAIagetotakingclassesthatcouldtransformahobbyintoacareer.Somerecipientsofthestipendwillusethatfinancialfreedomtopursueadegreeinmachinelearninganduseittofindahigh-payingjob.Otherswillusethatsamefreedomtotakeactingclassesorstudydigitalmarketing.
Bearinmindthatrequiringparticipationinoneoftheseactivitiesisnotsomethingdesignedtodictatethedailyactivitiesofeachpersonreceivingthestipend.Thatis,thebeautyofhumanbeingsliesinourdiversity,thewayweeachbringdifferentbackgrounds,skills,interests,andeccentricities.Idon’tseektosmotherthatdiversitywithacommand-and-controlsystemofredistributionthatrewardsonlyanarrowrangeofsociallyapprovedactivities.
Butbyrequiringsomesocialcontributioninordertoreceivethestipend,wewouldfosterafardifferentideologythanthelaissez-faireindividualismofaUBI.Providingastipendinexchangeforparticipationinprosocialactivitiesreinforcesaclearmessage:Ittookeffortsfrompeopleallacrosssocietytohelpusreachthispointofeconomicabundance.Wearenowcollectivelyusingthatabundancetorecommitourselvestooneanother,reinforcingthebondsofcompassionandlovethatmakeushuman.
Lookingacrossalltheactivities,IbelievetherewillbeawideenoughrangeofchoicestooffersomethingsuitabletoallworkerswhohavebeendisplacedbyAI.Themorepeople-orientedmayoptforcarework,themore
ambitiouscanenrollinjob-trainingprograms,andthoseinspiredbyasocialcausemaytakeupserviceoradvocacyjobs.
Inanageinwhichintelligentmachineshavesupplantedusasthecogsandgearsintheengineofoureconomy,Ihopethatwewillvalueallofthesepursuits—care,service,andpersonalcultivation—aspartofourcollectivesocialprojectofbuildingamorehumansociety.
OPENQUESTIONSANDSERIOUSCOMPLICATIONS
Implementingasocialinvestmentstipendwillofcourseraisenewquestionsandfrictions:Howmuchshouldthestipendbe?Shouldwerewardpeopledifferentlybasedontheirperformanceintheseactivities?Howdoweknowifsomeoneisdutifullyperformingtheir“care”work?Andwhatkindsofactivitiesshouldcountas“service”work?Theseareadmittedlydifficultquestions,onesforwhichtherearenoclear-cutanswers.Administeringasocialinvestmentstipendincountrieswithhundredsofmillionsofpeoplewillinvolvelotsofpaperworkandlegworkbygovernmentsandtheorganizationsthatcreatethesenewroles.
Butthesechallengesarefarfrominsurmountable.Governmentsindevelopedsocietiesalreadyattendtoadizzyingarrayofbureaucratictasksjusttomaintainpublicservices,educationsystems,andsocialsafetynets.Ourgovernmentsalreadydotheworkofinspectingbuildings,accreditingschools,offeringunemploymentbenefits,monitoringsanitaryconditionsathundredsofthousandsofrestaurants,andprovidinghealthinsurancetotensofmillionsofpeople.Operatingasocialinvestmentstipendwouldaddtothisworkload,butIbelieveitwouldbemorethanmanageable.Giventhehugehumanupsidetoprovidingsuchastipend,Ibelievetheaddedorganizationalchallengeswillbewellworththerewardstoourcommunities.
Butwhataboutaffordability?Offeringalivingsalarytopeopleperformingalloftheabovetaskswouldrequiremassiveamountsofrevenue,totalsthattodayappearunworkableinmanyheavilyindebtedcountries.AIwillcertainlyincreaseproductivityacrosssociety,butcanitreallygeneratethehugesumsnecessarytofinancesuchdramaticexpansioningovernmentexpenditures?
Thistooremainsanopenquestion,onethatwillonlybesettledoncetheAItechnologiesthemselvesproliferateacrossoureconomies.IfAImeetsorexceedspredictionsforproductivitygainsandwealthcreation,Ibelievewecouldfundthesetypesofprogramsthroughsupertaxesonsuperprofits.Yes,
itwouldsomewhatcutintoeconomicincentivestoadvanceAI,butgiventhedizzyingprofitsthatwillaccruetothewinnersintheAIage,Idon’tseethisasasubstantialimpedimenttoinnovation.
Butitwilltakeyearstogettothatplaceofastronomicalprofits,yearsduringwhichworkingpeoplewillbehurting.Tosmooththetransition,Iproposeaslowratchetingupofassistance.Whileleapingstraightintothefullsocialinvestmentstipenddescribedabovelikelywon’twork,Idothinkwewillbeabletoimplementincrementalpoliciesalongtheway.Thesepiecemealpoliciescouldbothcounteractjobdisplacementasithappensandmoveustowardthenewsocialcontract.
Wecouldstartbygreatlyincreasinggovernmentsupportfornewparentssothattheyhavethechoicetoremainathomeorsendtheirchildtofull-timedaycare.Forparentswhochoosetohome-schooltheirkids,thegovernmentcouldoffersubsidiesequivalenttoateacher’spayforthosewhoattaincertaincertifications.Inthepublicschoolsystems,thenumberofteacherscouldalsobegreatlyexpanded—potentiallybyafactorashighasten—witheachteachertaskedwithasmallernumberofstudentsthattheycanteachinconcertwithAIeducationprograms.Governmentsubsidiesandstipendscouldalsogotoworkersundergoingjobretrainingandpeoplecaringforagingparents.Thesesimpleprogramswouldallowustoputinplacethefirstbuildingblocksofastipend,beginningtheworkofshiftingthecultureandlayingthegroundworkforfurtherexpansion.
AsAIcontinuestogeneratebotheconomicvalueandworkerdisplacement,wecouldslowlyexpandthepurviewofthesesubsidiestoactivitiesbeyondcareworkorjobtraining.AndoncethefullimpactofAI—verygoodforproductivity,verybadforemployment—becomesclear,weshouldbeabletomustertheresourcesandpublicwilltoimplementprogramsakintothesocialinvestmentstipend.
Whenwedo,Ihopethatthiswillnotjustalleviatetheeconomic,social,andpsychologicalsufferingoftheAIage.Rather,Ihopethatitwillfurtherempowerustoliveinawaythathonorsourhumanityandempowersustodowhatnomachinecan:shareourlovewiththosearoundus.
LOOKINGFORWARDANDLOOKINGAROUND
TheideaslaidoutinthischapterareanearlyattempttograpplewiththemassivedisruptionsonthehorizonofourAIfuture.WelookedattechnicalfixesthatseektosmooththetransitiontoanAIeconomy:retrainingworkers,reducingworkhours,andredistributingincomethroughaUBI.Whileallof
thesetechnicalfixeshavearoletoplay,Ibelievesomethingmoreisneeded.Ienvisiontheprivatesectorcreativelyfosteringhuman-machinesymbiosis,anewwaveofimpactinvestingfundinghuman-centricservicejobs,andthegovernmentfillingthegapswithasocialinvestmentstipendthatrewardscare,service,andeducation.Takentogether,thesewouldconstitutearealignmentofoureconomyandarewritingofoursocialcontracttorewardsociallyproductiveactivities.
Thesearenotanexhaustivelistorauthoritativejudgmentonthewaysinwhichwecanadapttowidespreadautomation.ButIdohopetheyprovideatleastaframeworkandasetofvaluestoguideusinthatprocess.Muchofthatframeworkcomesfrommyunderstandingofartificialintelligenceandtheglobaltechnologyindustry.
Thevaluesguidingtheserecommendations,however,arerootedinsomethingfarmoreintimate:theexperienceofmycancerdiagnosisandthepersonaltransformationinspiredbypeoplelikemywife,MasterHsingYun,andsomanyotherswhoselflesslysharedtheirloveandwisdomwithme.
HadIneverundergonethatterrifyingbutultimatelyenlighteningexperience,Imayneverhavewokenuptothecentralityofloveinthehumanexperience.Insteadofseekingwaystofosteramorelovingandcompassionateworld,IwouldlikelyviewtheloomingcrisesthroughthesamelensasthosewhoaredeepintoAItoday—asasimpleresource-allocationproblemtobedealtwithinthemostefficientwaypossible,likelythroughaUBI.ItisonlyaftergoingthroughmyownpersonaltrialbyfirethatInowseethehollownessofthatapproach.
Myexperiencewithcanceralsotaughtmetoappreciatethewisdomthathidesinthehumbleactionsofpeopleeverywhere.Aftersomanyyearsasan“Ironman”ofprofessionalachievement,IneededtobeknockedoffmypedestalandfacemyownmortalitybeforeIappreciatedwhatmanyso-calledlesssuccessfulpeoplebroughttothetable.
Ibelievewewillsoonwitnessthesameprocessonaninternationalscale.TheAIsuperpowersoftheUnitedStatesandChinamaybethecountrieswiththeexpertisetobuildthesetechnologies,butthepathstotruehumanflourishingintheAIagewillemergefrompeopleinallwalksoflifeandfromallcornersoftheworld.
Aswelookforwardintothefuture,wemustalsotakethetimetolookaround.
9★
OURGLOBALAISTORY
OnJune12,2005,SteveJobssteppeduptoamicrophoneinStanfordStadiumanddeliveredoneofthemostmemorablecommencementspeechesevergiven.Inthetalk,heretracedhiszig-zaggingcareer,fromcollegedropouttocofounderofApple,fromhisunceremoniousousteratthatcompanytohisfoundingofPixar,andfinallyhistriumphantreturntoAppleadecadelater.SpeakingtoacrowdofambitiousStanfordstudents,manyofwhomwereeagerlyplottingtheirownascenttothepeaksofSiliconValley,Jobscautionedagainsttryingtochartone’slifeandcareerinadvance.
“Youcan’tconnectthedotslookingforward,”Jobstoldtheassembledstudents.“Youcanonlyconnectthemlookingbackwards.Soyouhavetotrustthatthedotswillsomehowconnectinyourfuture.”
Jobs’swisdomhasresonatedwithmesinceIfirstheardit,butnevermoresothantoday.Inwritingthisbook,I’vehadthechancetoconnectthedotsonfourdecadesofwork,growth,andevolution.Thatjourneyhasspannedcompaniesandcultures,fromAIresearcherandbusinessexecutivetoventurecapitalist,author,andcancersurvivor.Ithastouchedonissuesbothglobalanddeeplypersonal:theriseofartificialintelligence,theintertwinedfatesoftheplacesthatI’vecalledhome,andmyownevolutionfromaworkaholictoamorelovingfather,husband,andhumanbeing.
AlloftheseexperienceshavecometogethertoshapemyviewofourglobalAIfuture,toconnectthedotslookingbackwardandtousethoseconstellationsasguidancegoingforward.MybackgroundintechnologyandbusinessexpertisehascrystallizedhowthesetechnologiesaredevelopinginbothChinaandtheUnitedStates.Mysuddenconfrontationwithcancerwokemeuptowhywemustusethesetechnologiestofosteramorelovingsociety.Finally,myexperiencemovingandtransitioningbetweentwodifferentcultureshasimpressedonmethevalueofsharedprogressandtheneedformutualunderstandingacrossnationalborders.
ANAIFUTUREWITHOUTANAIRACE
Inwritingaboutglobaldevelopmentofartificialintelligence,it’seasytoreverttomilitarymetaphorsandazero-summentality.Manycomparethe“AIrace”oftodaytothespaceraceofthe1960sor,evenworse,totheColdWararmsracethatcreatedevermorepowerfulweaponsofmassdestruction.Eventhetitleofthisbookemploystheword“superpowers,”aphrasethatmanyassociatewithgeopoliticalrivalry.Iusethisphrase,however,specificallytoreflectthetechnologicalbalanceofAIcapabilities,nottosuggestanall-outstruggleformilitarysupremacy.Butthesedistinctionsareeasilyblurredbythosemoreinterestedinpoliticalposturingthaninhumanflourishing.
Ifwearenotcareful,thissingle-mindedrhetoricaroundan“AIrace”willundermineusinplanningandshapingoursharedAIfuture.Aracehasonlyonewinner:China’sgainisAmerica’sloss,andvice-versa.Thereisnonotionofsharedprogressormutualprosperity—justadesiretostayaheadoftheothercountry,regardlessofthecosts.ThismentalityhasledmanycommentatorsintheUnitedStatestouseChina’sAIprogressasarhetoricalwhipwithwhichtospurAmericanleaderstoaction.TheyarguethatAmericaisatriskoflosingitsedgeinthetechnologythatwillfuelthemilitarycompetitionofthetwenty-firstcentury.
ButthisisnotanewColdWar.AItodayhasnumerouspotentialmilitaryapplications,butitstruevalueliesnotindestructionbutincreation.Ifunderstoodandharnessedproperly,itcantrulyhelpallofusgenerateeconomicvalueandprosperityonascaleneverbeforeseeninhumanhistory.
Inthissense,ourcurrentAIboomsharesfarmorewiththedawnoftheIndustrialRevolutionortheinventionofelectricitythanwiththeColdWararmsrace.Yes,ChineseandAmericancompanieswillcompetewitheachothertobetterleveragethistechnologyforproductivitygains.Buttheyarenotseekingtheconquestoftheothernation.WhenGooglepromotesitsTensorFlowtechnologyabroad,orAlibabaimplementsitsCityBraininKualaLumpur,theseactionsaremoreakintotheearlyexportofsteamenginesandlightbulbsthanasanopeningvolleyinanewglobalarmsrace.
Aclear-eyedlookatthetechnology’slong-termimpacthasrevealedasoberingtruth:inthecomingdecades,AI’sgreatestpotentialtodisruptanddestroyliesnotininternationalmilitarycontestsbutinwhatitwilldotoourlabormarketsandsocialsystems.Appreciatingthemomentoussocialandeconomicturbulencethatisonourhorizonshouldhumbleus.Itshouldalsoturnourcompetitiveinstinctsintoasearchforcooperativesolutionstothecommonchallengesthatweallfaceashumanbeings,peoplewhosefatesareinextricablyintertwinedacrossalleconomicclassesandnationalborders.
GLOBALWISDOMFORTHEAIAGE
AsboththecreativeanddisruptiveforceofAIisfeltacrosstheworld,weneedtolooktoeachotherforsupportandinspiration.TheUnitedStatesandChinawillleadthewayineconomicallyproductiveapplicationsofAI,butothercountriesandcultureswillcertainlycontinuetomakeinvaluablecontributionstoourbroadersocialevolution.Nosinglecountrywillhavealltheanswerstothetangledwebofissuesweface,butifwedrawondiversesourcesofwisdom,Ibelievethereisnoproblemthatwecan’ttackletogether.Thiswisdomwillincludepragmaticreformstooureducationsystems,subtlenuancesinculturalvalues,anddeepshiftsinhowweconceiveofdevelopment,privacy,andgovernance.
Inrevampingoureducationsystems,wecanlearnmuchfromSouthKorea’sembraceofgiftedandtalentededucation.Theseprogramsseektoidentifyandrealizethepotentialofthecountry’stoptechnicalminds,anapproachsuitedtocreatingthematerialprosperitythatcanthenbebroadlysharedacrosssociety.SchoolsaroundtheglobecanalsodrawlessonsfromAmericanexperimentsinsocialandemotionaleducation,fosteringskillsthatwillproveinvaluabletothehuman-centricworkforceofthefuture.
Foradaptationsinhowweapproachwork,wewouldbewisetolooktothecultureofcraftsmanshipinSwitzerlandandJapan,placeswherethepursuitofperfectionhaselevatedroutineworkactivitiesintotherealmofhumanexpressionandartistry.Meanwhile,vibrantandmeaningfulculturesofvolunteeringincountrieslikeCanadaandtheNetherlandsshouldinspireustodiversifyourtraditionalnotionsof“work.”Chineseculturecanalsobeasourceofwisdomwhenitcomestocaringforeldersandinfosteringintergenerationalhouseholds.Aspublicpolicyandpersonalvaluesblend,weshouldreallytakethetimetostudynewexperimentsindefiningandmeasuringprogress,suchasBhutan’sdecisiontopursue“GrossNationalHappiness”asakeydevelopmentindicator.
Finally,ourgovernmentswillneedtoconsistentlylooktooneanotherinevaluatingthornynewtradeoffsindataprivacy,digitalmonopolies,onlinesecurity,andalgorithmicbias.Intacklingtheseissues,wecanlearnmuchfromcomparingthedifferentapproachestakenbyregulatorsinEurope,theUnitedStates,andChina.WhileEuropehasoptedforamoreheavy-handedapproach(finingGoogle,forexample,forantitrustandtryingtowrestcontroloverdataawayfromthetechnologycompanies),ChinaandtheUnitedStateshavegiventhesecompaniesgreaterleeway,lettingtechnologyandmarketsdevelopbeforeinterveningonthemargins.
Alltheseapproachespresenttradeoffs,withsomefavoringprivacyovertechnologicalprogress,andothersdoingthereverse.Leveragingtechnologytobuildthekindofsocietieswedesirewillmeanfollowingthereal-worldimpactofthesepoliciesacrossgeographiesandremainingopen-mindedaboutdifferentapproachestoAIgovernance.
WRITINGOURAISTORY
Butaccessingandembracingthesediversesourcesofinsightfirstrequireswemaintainasenseofagencyinrelationtothisquicklyacceleratingtechnology.WiththedailybarrageofheadlinesaboutAI,it’seasytofeelasifhumanbeingsarelosingcontroloverourowndestiny.Propheciesofbothrobotoverlordsanda“uselessclass”ofunemployedworkerstendtoblendinourminds,conjuringupanoverwhelmingsenseofhumanhelplessnessinthefaceofall-powerfultechnologies.BothofthesedoomsdayscenarioscontainakerneloftruthaboutAI’spotential,butthefeelingsofhelplessnesstheyengenderobscurethekeypoint:whenitcomestoshapingthefutureofartificialintelligence,thesinglemostimportantfactorwillbetheactionsofhumanbeings.
WearenotpassivespectatorsinthestoryofAI—wearetheauthorsofit.ThatmeansthevaluesunderpinningourvisionsofanAIfuturecouldwellbecomeself-fulfillingprophecies.Ifwetellourselvesthatthevalueofhumanbeingsliessolelyintheireconomiccontribution,thenwewillactaccordingly.Machineswilldisplacehumansintheworkplace,andwemayendupinatwistedworldliketheoneHaoJingfangimaginedinFoldingBeijing,acaste-basedsocietythatdividesandseparatestheso-calledusefulpeoplefromthe“useless”masses.
Butthisisinnowayaforegoneconclusion.Theideologyunderlyingthisdystopianvision—ofhumanbeingsasnothingmorethanthesumoftheireconomicallyproductiveparts—revealsjusthowfarwe’veledourselvesastray.WewerenotputonEarthtomerelygrindawayatrepetitivetasks.Wedon’tneedtospendourlivesbusilyaccumulatingwealthjustsothatwecandieandpassitontoourchildren—thelatest“iteration”ofthehumanalgorithm—whowillrefineandrepeatthatprocess.
Ifwebelievethatlifehasmeaningbeyondthismaterialratrace,thenAIjustmightbethetoolthatcanhelpusuncoverthatdeepermeaning.
HEARTSANDMINDS
WhenIlaunchedmyAIcareerin1983,IdidsobywaxingphilosophicinmyapplicationtothePh.D.programatCarnegieMellon.IdescribedAIas“thequantificationofthehumanthinkingprocess,theexplicationofhumanbehavior,”andour“finalstep”tounderstandingourselves.ItwasasuccinctdistillationoftheromanticnotionsinthefieldatthattimeandonethatinspiredmeasIpushedtheboundsofAIcapabilitiesandhumanknowledge.
Today,thirty-fiveyearsolderandhopefullyabitwiser,Iseethingsdifferently.TheAIprogramsthatwe’vecreatedhaveprovencapableofmimickingandsurpassinghumanbrainsatmanytasks.Asaresearcherandscientist,I’mproudoftheseaccomplishments.Butiftheoriginalgoalwastotrulyunderstandmyselfandotherhumanbeings,thenthesedecadesof“progress”gotmenowhere.Ineffect,Igotmysenseofanatomymixedup.Insteadofseekingtooutperformthehumanbrain,Ishouldhavesoughttounderstandthehumanheart.
It’salessonthatittookmefartoolongtolearn.Ihavespentmuchofmyadultlifeobsessivelyworkingtooptimizemyimpact,toturnmybrainintoafinelytunedalgorithmformaximizingmyowninfluence.Ibouncedbetweencountriesandworkedacrosstimezonesforthatpurpose,neverrealizingthatsomethingfarmoremeaningfulandfarmorehumanlayintheheartsofthefamilymembers,friends,andlovedoneswhosurroundedme.Ittookacancerdiagnosisandtheunselfishloveofmyfamilyformetofinallyconnectallthesedotsintoaclearerpictureofwhatseparatesusfromthemachineswebuild.
Thatprocesschangedmylife,andinaroundaboutwayhasledmebacktomyoriginalgoalofusingAItorevealournatureashumanbeings.IfAIeverallowsustotrulyunderstandourselves,itwillnotbebecausethesealgorithmscapturedthemechanicalessenceofthehumanmind.Itwillbebecausetheyliberatedustoforgetaboutoptimizationsandtoinsteadfocusonwhattrulymakesushuman:lovingandbeingloved.
Reachingthatpointwillrequirehardworkandconsciouschoicesbyallofus.Luckily,ashumanbeings,wepossessthefreewilltochooseourowngoalsthatAIstilllacks.Wecanchoosetocometogether,workingacrossclassboundariesandnationalborderstowriteourownendingtotheAIstory.
Letuschoosetoletmachinesbemachines,andlethumansbehumans.Letuschoosetosimplyuseourmachines,andmoreimportantly,toloveoneanother.
ACKNOWLEDGMENTS
Firstandforemost,Iwanttothankmycollaborator,MattSheehan,whodidatremendousamountofworkonthisbookunderaverytightdeadline.Ifyoufeelthisbookisfunandeasytoread,ormaybefinditrichininformation,Mattdeservesmuchofthecredit.IwasluckytofindacollaboratorlikeMatt,someonewithadeepunderstandingofChina,theUnitedStates,technology,andwriting.
IwastalkedintodoingthisbookbymyfriendandagentJohnBrockmanandhisteam.Hisbeliefintheurgencyofthesubjectandmyabilitytouniquelycontributetotheconversationfirstpersuadedmetoconsidertakingonthisproject.Inhindsight,Ithinkhewasabsolutelyright.
I’dliketothankRickWolff,whodecidedtobetonanunproventopicbasedonmyownconviction.Heisanoutstandingeditorandworkedwondersinbringingthisbooktomarket.ItwastremendousfunworkingwithRick—andpushingeachothertobethebestwecouldbe.
IalsowanttothankErikBrynjolfsson,JamesManyika,JonathanWoetzel,PaulTriolo,ShaolanHsueh,ChenXu,MaXiaohong,LinQi-ling,WuZhuohao,MichaelChui,YuanLi,CathyYang,AnitaHuang,MaggieTsai,andLaurieErlamforhelpingtoreadearlydraftsandgivingmevaluablefeedback.
Finalthanksgotomyfamily,whohavetoleratedmyinattentivenessduringthepastsixmonths.Icannotwaittoreturntotheirembrace,anembracethatsustainsmeandhastaughtmesomuch.Thisshouldbemylastbookforawhile.Thenagain,I’vetoldthemthatseventimesbefore—hopefullythey’llstillbuyit.
NOTES
1.CHINA’SSPUTNIKMOMENT
atomsintheknownuniverse:“GoandMathematics,”inWikipedia,s.v.,“LegalPositions,”https://en.wikipedia.org/wiki/Go_and_mathematics#Legal_positions.
280millionChineseviewers:CadeMetz,“WhattheAIBehindAlphaGoCanTeachUsAboutBeingHuman,”Wired,May19,2016,https://www.wired.com/2016/05/google-alpha-go-ai/.
issuedanambitiousplan:PaulMozur,“BeijingWantsA.I.toBeMadeinChinaby2030,”NewYorkTimes,July20,2017,https://www.nytimes.com/2017/07/20/business/china-artificial-intelligence.html.
makingup48percent:JamesVincent,“ChinaOvertakesUSinAIStartupFundingwithaFocusonFacialRecognitionandChips,”TheVerge,February2,2018,https://www.theverge.com/2018/2/22/17039696/china-us-ai-funding-startup-comparison.
firstsoftwareprogram:Kai-FuLeeandSanjoyMahajan,“TheDevelopmentofaWorldClassOthelloProgram,”ArtificialIntelligence43,no.1(April1990):21–36.
tocreateSphinx:Kai-FuLee,“OnLarge-VocabularySpeaker-IndependentContinuousSpeechRecognition,”SpeechCommunication7,no.4(December1988):375–379.
profileintheNewYorkTimes:JohnMarkoff,“TalkingtoMachines:ProgressIsSpeeded,”NewYorkTimes,July6,1988,https://www.nytimes.com/1988/07/06/business/business-technology-talking-to-machines-progress-is-speeded.html?mcubz=1.
demolishedthecompetition:ImageNetLargeScaleVisualRecognitionChallenge2012,FullResults,http://image-net.org/challenges/LSVRC/2012/results.html.
forover$500million:CatherineShu,“GoogleAcquiresArtificialIntelligenceStartupforOver$500Million,”TechCrunch,January26,2014,https://techcrunch.com/2014/01/26/google-deepmind/.
harnessingofelectricity:ShanaLynch,“AndrewNg:WhyAIistheNewElectricity,”TheDish(blog),StanfordNews,March14,2017,https://news.stanford.edu/thedish/2017/03/14/andrew-ng-why-ai-is-the-new-electricity/.
add$15.7trillion:Dr.AnandS.RaoandGerardVerweij,“SizingthePrize,”PwC,June27,2017,https://www.pwc.com/gx/en/issues/analytics/assets/pwc-ai-analysis-sizing-the-prize-report.pdf.
2.COPYCATSINTHECOLISEUM
TheCloner:GadyEpstein,“TheCloner,”Forbes,April28,2011,https://www.forbes.com/global/2011/0509/companies-wang-xing-china-groupon-friendster-cloner.html#1272f84055a6.
“AMarkZuckerbergProduction”:孙进,李静颖孙进,and刘佳,“社交媒体冲向互联网巅峰,”第一财经日报,April21,2011,http://www.yicai.com/news/739256.html.
“letsomepeoplegetrichfirst”:“ToEachAccordingtoHisAbilities,”Economist,May31,2001,https://www.economist.com/node/639652.
“cometoShijingshan!”:GabrielleH.Sanchez,“China’sCounterfeitDisneylandIsActuallySuperCreepy,”BuzzFeed,December11,2014,https://www.buzzfeed.com/gabrielsanchez/chinas-eerie-counterfeit-disneyland.
0.2percentoftheChinesepopulation:XuepingDu,“InternetAdoptionandUsageinChina,”27thAnnualTelecommunicationsPolicyandResearchConference,Alexandria,VA,September25–27,1999,https://pdfs.semanticscholar.org/4881/088c67ad919da32487c567341f8a0af7e47e.pdf
“freeisnotabusinessmodel”:“EbayLecturesTaobaoThatFreeIsNotaBusinessModel,”SouthChinaMorningPost,October21,2005,http://www.scmp.com/node/521384.
hisautobiography,Disruptor:周鸿祎,“颠覆者”(北京:北京联合出版公司,2017).
SinovationeventinMenloPark:Dr.AndrewNg,Dr.SebastianThrun,andDr.Kai-FuLee,“TheFutureofAI,”moderatedbyJohnMarkoff,SinovationVentures,MenloPark,CA,June10,2017,http://us.sinovationventures.com/blog/the-future-of-ai.
bookTheLeanStartup:EricRies,TheLeanStartup:HowToday’sEntrepreneursUseContinuousInnovationtoCreateRadicallySuccessful
Businesses(NewYork:CrownBusiness,2011).
3.CHINA’SALTERNATEINTERNETUNIVERSE
theNextWeb:FrancisTan,“TencentLaunchesKik-LikeMessagingApp,”TheNextWeb,January21,2011,https://thenextweb.com/asia/2011/01/21/tencent-launches-kik-like-messaging-app-in-china/.
“remotecontrolforlife”:ConnieChan,“AWhirlwindTourThroughChinaTechTrends,”AndreesenHorowitz(blog),February6,2017,https://a16z.com/2017/02/06/china-trends-2016-2017/.
“PearlHarborattack”:JoshHorwitz,“ChineseWeChatUsersSentout20MillionCash-FilledRedEnvelopestoFriendsandFamilyWithinTwoDays,”TechinAsia,February4,2014,https://www.techinasia.com/wechats-money-gifting-scheme-lures-5-million-chinese-users-alibabas-jack-ma-calls-pearl-harbor-attack-company.
“massentrepreneurshipandmassinnovation”:“PremierLi’sSpeechatSummerDavosOpeningCeremony,”Xinhua,September10,2014,http://english.gov.cn/premier/speeches/2014/09/22/content_281474988575784.htm
nearlyquadrupling:Zero2IPOResearch,“清科观察:《2016政府引导基金报告》发布,管理办法支持四大领域、明确负面清单,”清科研究中心,March30,2016,http://free.pedata.cn/1440998436840710.html.
quadrupledto$12billion:“VenturePulseQ42017,”KPMGEnterprise,January16,2018,https://assets.kpmg.com/content/dam/kpmg/xx/pdf/2018/01/venture-pulse-report-q4-17.pdf.
tentimesthetotal:ThomasLaffontandDanielSenft,“EastMeetsWest2017Keynote,”EastMeetsWest2017Conference,PebbleBeach,CA,June26–29,2017.
“dowhatwedobest”:JoshuaBrustein,“GrubHubBuysYelp’sEat24for$288Million,”Bloomberg,August3,2017,https://www.bloomberg.com/news/articles/2017-08-03/grubhub-buys-yelp-s-eat24-for-288-million.
studybyMcKinseyandCompany:KevinWeiWang,AlanLau,andFangGong,“HowSavvy,SocialShoppersAreTransformingChineseE-Commerce,”McKinseyandCompany,April2017,https://www.mckinsey.com/industries/retail/our-insights/how-savvy-social-shoppers-are-transforming-chinese-e-commerce.
753millionsmartphoneusers:第41次“中国互联网络发展状况统计报告,”中国互联网络信息中心,January18,2018,http://www.cac.gov.cn/2018=01/31/c_1122346138.htm.
“nocashleftinHangzhou?”:“你的城市还用现金吗?杭州的劫匪已经抢不到钱了,”吴晓波频道,April3,2017,http://www.sohu.com/a/131836799_565426.
iResearchestimatedin2017:“China’sThird-PartyMobilePaymentsReport,”iResearch,June28,2017,http://www.iresearchchina.com/content/details8_34116.html.
surpassed$17trillion:Analysis易观,“中国第三方支付移动支付市场季度监测报告2017年第4季度,”http://www.analysis.cn/analysis/trade/detail/1001257/.
for$2.7billion:CateCadell,“China’sMeituanDianpingAcquiresBike-SharingFirmMobikefor$2.7Billion,”Reuters,April3,2018,https://www.reuters.com/article/us-mobike-m-a-meituan/chinas-meituan-dianping-acquires-bike-sharing-firm-mobike-for-2-7-billion-idUSKCN1HB0DU.
threehundredtoone:LaffontandSenft,“EastMeetsWest2017Keynote.”
4.ATALEOFTWOCOUNTRIES
“putAAAIonChristmasday”:SarahZhang,“China’sArtificialIntelligenceBoom,”Atlantic,February16,2017,https://www.theatlantic.com/technology/archive/2017/02/china-artificial-intelligence/516615/.
23.2percentto42.8:Dr.Kai-FuLeeandPaulTriolo,“ChinaEmbracesAI:ACloseLookandaLongView,”presentationatEurasiaGroup,December6,2017,https://www.eurasiagroup.net/live-post/ai-in-china-cutting-through-the-hype.
onehundredmost-citedresearchinstitutions:ShigenoriArai,“China’sAIAmbitionsRevealedbyListofMostCitedResearchPapers,”NikkeiAsianReview,November2,2017,https://asia.nikkei.com/Tech-Science/Tech/China-s-AI-ambitions-revealed-by-list-of-most-cited-research-papers.
“theseChinesepeoplearegood”:SameShead,“EricSchmidtonAI:‘TrustMe,TheseChinesePeopleAreGood,’”BusinessInsider,November1,2017,http://www.businessinsider.com/eric-schmidt-on-artificial-intelligence-china-2017-11.
Google’sownR&Dbudget:GregoryAllenandElsaB.Kania,“ChinaIsUsingAmerica’sOwnPlantoDominatetheFutureofArtificialIntelligence,”ForeignPolicy,September8,2017,http://foreignpolicy.com/2017/09/08/china-is-using-americas-own-plan-to-dominate-the-future-of-artificial-intelligence/.
“historicachievement”:AllisonLinn,“HistoricAchievement:MicrosoftResearchersReachHumanParityinConversationalSpeechRecognition,”TheAIBlog,Microsoft,October18,2016,https://blogs.microsoft.com/ai/historic-achievement-microsoft-researchers-reach-human-parity-conversational-speech-recognition/.
NgleftBaidu:AndrewNg,“OpeningaNewChapterofMyWorkinAI,”Medium,March21,2017,https://medium.com/@andrewng/opening-a-new-chapter-of-my-work-in-ai-c6a4d1595d7b.
proposedcuttingfunding:PaulMozurandJohnMarkoff,“IsChinaOutsmartingAmericainA.I.?”NewYorkTimes,May27,2017,https://www.nytimes.com/2017/05/27/technology/china-us-ai-artificial-intelligence.html?_r=0.
“venturesocialism”:“Capitalizingon‘VentureSocialism,’”WashingtonPost,September18,2011,https://www.washingtonpost.com/opinions/capitalizing-on-venture-socialism/2011/09/16/gIQAQ7sYdK_story.html?utm_term=.5f0e532fcb86.
260,000annualroadfatalities:“ScaleofTrafficDeathsandInjuriesConstitutes‘aPublicHealthCrisis’—SafeRoadsContributetoSustainableDevelopment,”WorldHealthOrganization,WesternPacificRegion,pressrelease,May24,2016,http://www.wpro.who.int/china/mediacentre/releases/2016/20160524/en/.
5.THEFOURWAVESOFAI
coinedthefamousphrase:FrederickJelinek,“SomeofMyBestFriendsAreLinguists,”presentationattheInternationalConferenceonLanguageResourcesandEvaluation,May28,2004,http://www.lrec-conf.org/lrec2004/doc/jelinek.pdf.
seventy-fourminutesperday:“Toutiao,aChineseNewsAppThat’sMakingHeadlines,”Economist,November18,2017,https://www.economist.com/news/business/21731416-remarkable-success-smartphone-app-claims-figure-users-out-within-24.
“newstandardofbeauty”:Conversationwithauthor,October2017.
rankallprosecutors:朱晓颖,“江苏”案管机器人”很忙:辅助办案还考核检察官,”中国新闻网,March2,2018,http://www.chinanews.com/sh/2018/03-02/8457963.shtml.
85millionbytheendof2017:SarahDai,“China’sBaidu,XiaomiinAIPacttoCreateSmartConnectedDevices,”SouthChinaMorningPost,November28,2017,http://www.scmp.com/tech/china-tech/article/2121928/chinas-baidu-xiaomi-ai-pact-create-smart-connected-devices.
towardanIPOpredicted:ShonaGosh,“XiaomiIsPickingupUnderwritersforanIPOWorthupto$100Billion,”BusinessInsider,January15,2018,http://www.businessinsider.com/xiaomi-goldman-sachs-ipo-100-billion-2018-1.
“thebestcompany”:AprilGlaser,“DJIIsRunningawaywiththeDroneMarket,”Recode,April14,2017,https://www.recode.net/2017/4/14/14690576/drone-market-share-growth-charts-dji-forecast.
1.5millionmiles:FredLambert,“Google’sSelf-DrivingCarvsTeslaAutopilot:1.5MMilesin6Yearsvs47MMilesin6Months,”Electrek,April11,2016,https://electrek.co/2016/04/11/google-self-driving-car-tesla-autopilot/.
$583billion:“Xiong’anNewArea:China’sLatestSpecialEconomicZone?”CKGSBKnowledge,November8,2017,http://knowledge.ckgsb.edu.cn/2017/11/08/all-articles/xiongan-china-special-economic-zone/.
6.UTOPIA,DYSTOPIA,ANDTHEREALAICRISIS
Kurzweilpredicts:DomGaleonandChristiannaReedy,“KurzweilClaimsThattheSingularityWillHappenby2045,”Futurism,October5,2017,https://futurism.com/kurzweil-claims-that-the-singularity-will-happen-by-2045/.
“thebiggestriskweface”:JamesTitcomb,“AIIstheBiggestRiskWeFaceasaCivilisation,ElonMuskSays,”LondonTelegraph,July17,2017,https://www.telegraph.co.uk/technology/2017/07/17/ai-biggest-risk-face-civilisation-elon-musk-says/.
“summoningthedemon”:GregKumparak,“ElonMuskComparesBuildingArtificialIntelligenceto‘SummoningtheDemon,’”TechCrunch,October26,2014,https://techcrunch.com/2014/10/26/elon-musk-compares-building-artificial-intelligence-to-summoning-the-demon/.
medianpredictionof2040:NickBostrom,Superintelligence:Paths,Dangers,Strategies(Oxford:OxfordUniversityPress,2014),19.
Hintonandhiscolleague’slandmarkpaper:GeoffreyHinton,SimonOsindero,andYee-WhyeThe,“AFastLearningAlgorithmforDeepBeliefNets,”NeuralComputation18(2006):1527–1554.
FoldingBeijing:HaoJingfang,FoldingBeijing,trans.KenLiu,UncannyMagazine,https://uncannymagazine.com/article/folding-beijing-2/.
sufferstagnantwages:RobertAllen,“Engel’sPause:APessimist’sGuidetotheBritishIndustrialRevolution,”UniversityofOxfordDepartmentofEconomicsWorkingPapers,April2007,https://www.economics.ox.ac.uk/department-of-economics-discussion-paper-series/engel-s-pause-a-pessimist-s-guide-to-the-british-industrial-revolution.
technologiesthat“reallymatter”:ErikBrynjolfssonandAndrewMcAfee,TheSecondMachineAge:Work,Progress,andProsperityinaTimeofBrilliantTechnologies(NewYork:Norton,2014),75–77.
“thegreatdecoupling”:ErikBrynjolfssonandAndrewMcAfee,“Jobs,ProductivityandtheGreatDecoupling,”NewYorkTimes,December11,2012,http://www.nytimes.com/2012/12/12/opinion/global/jobs-productivity-and-the-great-decoupling.html.
doubleditsshare:EduardoPorterandKarlRussell,“It’sanUnequalWorld.ItDoesn’tHavetoBe,”NewYorkTimes,December14,2017,https://www.nytimes.com/interactive/2017/12/14/business/world-inequality.html.
twiceasmuchwealth:MattEgan,“RecordInequality:TheTop1%Controls38.6%ofAmerica’sWealth,”CNN,September17,2017,http://money.cnn.com/2017/09/27/news/economy/inequality-record-top-1-percent-wealth/index.html.
fallenforthepoorestAmericans:LawrenceMishel,EliseGould,andJoshBivens,“WageStagnationinNineCharts,”EconomicPolicyInstitute,January6,2015,http://www.epi.org/publication/charting-wage-stagnation/.
“Theanswerissurelynot”:ClaireCainMiller,“AsRobotsGrowSmarter,AmericanWorkersStruggletoKeepUp,”TheUpshot(blog),NewYorkTimes,December15,2014,https://www.nytimes.com/2014/12/16/upshot/as-robots-grow-smarter-american-workers-struggle-to-keep-up.html.
“thebiggestchallenge”:Ibid.
$148billioninvested:DanaOlsen,“ARecord-SettingYear:2017VCActivityin3Charts,”Pitchbook,December15,2017,https://pitchbook.com/news/articles/a-record-setting-year-2017-vc-activity-in-3-charts.
leaptto$15.2billion:“TopAITrendstoWatchin2018,”CBInsights,February2018,https://www.cbinsights.com/research/report/artificial-intelligence-trends-2018/.
adireprediction:CarlBenediktFreyandMichaelA.Osborne,“TheFutureofEmployment:HowSusceptibleAreJobstoAutomation,”OxfordMartinProgrammeonTechnologyandEmployment,September17,2013,https://www.oxfordmartin.ox.ac.uk/downloads/academic/future-of-employment.pdf.
just9percentofjobs:MelanieArntz,TerryGregory,andUlrichZierahn,“TheRiskofAutomationforJobsinOECDCountries:AComparativeAnalysis,”OECDSocial,Employment,andMigrationWorkingPapers,no.189,May14,2016,http://dx.doi.org/10.1787/5jlz9h56dvq7-en.
38percentofjobs:RichardBerrimanandJohnHawksworth,“WillRobotsStealOurJobs?ThePotentialImpactofAutomationontheUKandOtherMajorEconomies,”PwC,March2017,https://www.pwc.co.uk/economic-services/ukeo/pwcukeo-section-4-automation-march-2017-v2.pdf.
alreadyautomatable:JamesManyikaetal.,“WhattheFutureofWorkWillMeanforJobs,Skills,andWages,”McKinseyGlobalInstitute,November2017,https://www.mckinsey.com/global-themes/future-of-organizations-and-work/what-the-future-of-work-will-mean-for-jobs-skills-and-wages.
20to25percentfeweremployees:KarenHarris,AustinKimson,andAndrewSchwedel,“Labor2030:TheCollisionofDemographics,AutomationandInequality,”BainandCompany,February7,2018,http://www.bain.com/publications/articles/labor-2030-the-collision-of-demographics-automation-and-inequality.aspx.
makeChina“groundzero”:MartinFord,“China’sTroublingRobotRevolution,”NewYorkTimes,June10,2015,https://www.nytimes.com/2015/06/11/opinion/chinas-troubling-robot-revolution.html.
“Americanrobotsworkashard”:VivekWadhwa,“SorryChina,theFutureofNext-GenerationManufacturingIsintheUS,”Quartz,August30,2016,https://qz.com/769897/sorry-china-the-future-of-next-generation-manufacturing-is-in-the-us/.
captureafull70percent:RaoandVerweij,“SizingthePrize.”
“uselessclass”:YuvalN.Harari,“TheRiseoftheUselessClass,”TEDIdeas,February24,2017,https://ideas.ted.com/the-rise-of-the-useless-class/.
“Ilostmysenseofworth”:BinyaminAppelbaum,“TheVanishingMaleWorker:HowAmericaFellBehind,”NewYorkTimes,December11,2014,https://www.nytimes.com/2014/12/12/upshot/unemployment-the-vanishing-male-worker-how-america-fell-behind.html.
Ratesofdepressiontriple:RebeccaJ.Rosen,“TheMental-HealthConsequencesofUnemployment,”Atlantic,June9,2014,https://www.theatlantic.com/business/archive/2014/06/the-mental-health-consequences-of-unemployment/372449/.
“deathsofdespair”:AnneCaseandAngusDeaton,“MortalityandMorbidityinthe21stCentury,”BrookingsPapersonEconomicActivity,Spring2017,https://www.brookings.edu/wp-content/uploads/2017/08/casetextsp17bpea.pdf.
7.THEWISDOMOFCANCER
BeYourPersonalBest:李开复,做最好的自己(北京:人民出版社,2005),https://www.amazon.cn/dp/B00116LO0W.
MakingaWorldofDifference:Dr.Kai-FuLee,HaitaoFan,andCrystalTai(translator),MakingaWorldofDifference,AmazonDigitalServices,April13,2018.
“Itallcomesdowntolove”:BronnieWare,“Top5RegretsoftheDying,”HuffingtonPost,January,21,2012,https://www.huffingtonpost.com/bronnie-ware/top-5-regrets-of-the-dyin_b_1220965.html.
fivestagesofgrief:ElisabethKübler-Ross,OnDeathandDying(NewYork:Macmillan,1969).
analyzedfifteendifferentvariables:MassimoFedericoetal.,“FollicularLymphomaInternationalPrognosticIndex2:ANewPrognosticIndexforFollicularLymphomaDevelopedbytheInternationalFollicularLymphomaPrognosticFactorProject,”JournalofClinicalOncology27,no.27(September2009):4555–4562.
8.ABLUEPRINTFORHUMANCOEXISTENCEWITHAI
movetoafour-dayworkweek:SethFiegerman,“GoogleFoundersTalkAboutEndingthe40-HourWorkWeek,”Mashable,July7,2014,https://mashable.com/2014/07/07/google-founders-interview-khosla/#tXe9XU.mr5qU.
creativeapproachestowork-sharing:StevenGreenhouse,“Work-SharingMayHelpCompaniesAvoidLayoffs,”NewYorkTimes,June15,2009,http://www.nytimes.com/2009/06/16/business/economy/16workshare.html.
YCombinatorpresidentSamAltman:KathleenPender,“OaklandGroupPlanstoLaunchNation’sBiggestBasic-IncomeResearchProject,”SanFranciscoChronicle,September21,2017,https://www.sfchronicle.com/business/networth/article/Oakland-group-plans-to-launch-nation-s-biggest-12219073.php.
FacebookcofounderChrisHughes:TheEconomicSecurityProject,https://economicsecurityproject.org/.
givesathousandfamiliesastipend:Pender,“OaklandGroup.”
“VCforthePeople”:SteveRandyWaldman,“VCforthePeople,”Interfluidity(blog),April16,2014,http://www.interfluidity.com/v2/5066.html.
“everyonehasacushion”:ChrisWeller,“MarkZuckerbergCallsforExploringBasicIncomeinHarvardCommencementSpeech,”BusinessInsider,May25,2017,http://www.businessinsider.com/mark-zuckerberg-basic-income-harvard-speech-2017-5.
twofastestgrowingprofessions:BenCasselman,“APeekatFutureJobsRevealsGrowingEconomicDivides,”NewYorkTimes,October24,2017,https://www.nytimes.com/2017/10/24/business/economy/future-jobs.html.
justover$20,000:U.S.DepartmentofLabor,BureauofLaborStatistics,OccupationalEmploymentStatistics,“HomeHealthAidesandPersonalCareAides,”https://www.bls.gov/ooh/healthcare/home-health-aides-and-personal-care-aides.htm,and“PersonalCareAides,”https://www.bls.gov/oes/current/oes399021.htm.
“ASenseofPurpose”:LarryFink,“LarryFink’sAnnualLettertoCEOs:ASenseofPurpose,”BlackRock,January18,2018,https://www.blackrock.com/corporate/en-us/investor-relations/larry-fink-ceo-letter.
9.OURGLOBALAISTORY
“Youcan’tconnectthedots”:SteveJobs,“2005StanfordCommencementAddress,”StanfordUniversity,publishedMarch7,2018,https://www.youtube.com/watch?v=UF8uR6Z6KLc&t=785s.
spaceraceofthe1960s:JohnR.AllenandAmirHusain,“TheNextSpaceRaceIsArtificialIntelligence:AndtheUnitedStatesIsLosing,”Foreign
Policy,November3,2017,http://foreignpolicy.com/2017/11/03/the-next-space-race-is-artificial-intelligence-and-america-is-losing-to-china/.
ColdWararmsrace:ZacharyCohen,“USRisksLosingArtificialIntelligenceArmsRacetoChinaandRussia,”CNN,November29,2017,https://www.cnn.com/2017/11/29/politics/us-military-artificial-intelligence-russia-china/index.html.
Index
A|B|C|D|E|F|G|H|I|J|K|L|M|N|O|P|Q|R|S|T|U|V|W|X|Y|Z
AAfrica,138,139,169
ageofdata,14,18,56
ageofimplementation
Chineseentrepreneursand,16,18,25
Chinesegovernmentand,18
dataand,17,20,55,80
deeplearningand,13–14,143
goinglightvs.goingheavy,71
AGI(artificialgeneralintelligence),140–44
AI.Seeartificialintelligence(AI)
AIengineers,14
Airbnb,39,49,73
AIrevolution
deeplearningand,5,25,92,94,143
economicimpactof,151–52
speedof,152–55
AIwinters,6–7,8,9,10
algorithmicbias,229
algorithms,AI
AIrevolutionand,152–53
computingpowerand,14,56
creditand,112–13
dataand,14,17,56,138
fakenewsdetectionby,109
intelligencesharingand,87
legalapplicationsfor,115–16
medicaldiagnosisand,114–15
asrecommendationengines,107–8
robotreporting,108
white-collarworkersand,167,168
Alibaba
Amazoncomparedto,109
Chinesestartupsand,58
CityBrain,93–94,117,124,228
asdominantAIplayer,83,91,93–94
eBayand,34–35
financialservicesspunofffrom,73
fourwavesofAIand,106,107,109
globalmarketsand,137
gridapproachand,95
MicrosoftResearchAsiaand,89
mobilepaymentstransition,76
NewYorkStockExchangedebut,66–67
onlinepurchasingand,68
successof,40
Tencent’s“PearlHarborattack”on,60–61
WangXingand,24
Alipay,35,60,69,73–74,75,112,118
Alphabet,92–93
AlphaGo,1–4,5,6,11,199
AlphaGoZero,90
Altman,Sam,207
Amazon
Alibabacomparedto,109
Chinesemarketand,39
datacapturedby,77
asdominantAIplayer,83,91
fourwavesofAIand,106
gridapproachand,95
innovationmentalityat,33
monopolyofe-commerce,170
onlinepurchasingand,68
WangXingand,24
warehouses,129–30
AmazonEcho,117,127
AmazonGo,163,213
Anderson,Chris,130
AndreesenHorowitz,70
AntFinancial,73
antitrustlaws,20,28,171,229
Apolloproject,135
appconstellationmodel,70
Apple,33,75,117,126,143,177,184
ApplePay,75,76
app-within-an-appmodel,59
ARM(Britishfirm),96
Armstrong,Neil,3
artificialgeneralintelligence(AGI),140–44
artificialintelligence(AI)
introductionto,ix–xi
SeealsoChina;deeplearning;economyandAI;fourwavesofAI;globalAIstory;humancoexistencewithAI;newworldorder
artificialsuperintelligence.Seesuperintelligence
AssociationfortheAdvancementofArtificialIntelligence,88–89
Austria,159
automation
infactoriesandfarms,20,165–66,167–68
Fink’sletterand,215,216
intelligentvs.physical,166,167
jobsatriskofdisplacementby,157–60,162,164,165–67,204
autonomousAI,105–6,128–36
AvenueoftheEntrepreneurs(ChuangyeDajie),53,54,61–62,64,68
BBaidu
AICityand,134
Chinesestartupsand,58
asdominantAIplayer,83,91,93
Googlecomparedto,37,38,109
MicrosoftResearchAsiaand,89
Ng,Andrew,and,44
self-drivingcarsand,131,135
successof,40,66
BainandCompany,164–65
bankingindustry,110,113,116
BAT(Baidu,Alibaba,andTencent),58
batteryapproach,95
beetle-likerobots,129–30
Beijing,China,2–4,28,29,51–52,77–78,99,144–45
Bengio,Yoshua,86
Bezos,Jeff,33
Bhutan,229
bicyclesharing,77–78,79
Bitmain,97
blue-collarworkers,128–29,165–66,167,168
Bostrom,Nick,141,142,143
Brazil,137,138
Brin,Sergei,33
Brooks,Rodney,143
Brynjolfsson,Eric,148–49,150,151
Buddhism,187–90
businessAI,105–6,110–17,136
BuzzFeed,40,108,109
ByteDance.SeeToutiao(newsplatform)
CCambriconTechnologies,97
CambridgeAnalytica,107–8,125
Canada
AIsuperpowersand,169
birthofAIand,11,13–14
businessAIand,111
newworldorderand,20
volunteerismin,229
cancer
AIanddiagnosisof,167
Lee’sdiagnosiswith,176–77,181–83,225
lymphoma,176,183,190–92,194
Care.com,213
Careem,137
careworkandsocialinvestmentstipend,221,222
Chan,Connie,70
chess,4–5
China
AI,perspectiveon,andjobs,202–3
AIdeploymentby,18–19,82–84,132–33,154–55
AIfeverin,x,1–6
conformityanddeferencetoauthority,culturalpropensityfor,66
copycaterain.Seecopycateraandentrepreneurship
dataabundancein,15,16,17,50,55–56,79
eldercarein,229
entrepreneursof.SeeChineseentrepreneurs
globaleconomicinequalityand,168–70
governmentsupportinSeeChinesegovernment
imitation,culturalpropensityfor,27,28,29–30
inequalityin,170–72,200
internetecosystemof,24–28,40,43–44,46,49–50.SeealsoChina’salternateinternetuniverse
jobsatriskofautomationin,159–60
low-costexportsand,146
medicaldiagnosisin,114
privacyprotectionin,124,125
reemergenceof,180–81
scarcitymentality,27–28
self-drivingcarsin,133
SiliconValley’stechnologyenvironmentcomparedto,15–16,43–45,49,55,57,65,71–73
SputnikMomentfor,3,11
trafficaccidentsin,101
U.S.competitionwith.SeeChinaandU.S.,competitionbetween
ChinaandU.S.,competitionbetween,81–103
automationandjobsatrisk,165–67,168
autonomousAIand,130–31,134–36
businessAIand,111–12,116,136
China’sadvantagesin,14–17,18
China’svs.America’sAIplans,97–98
Chineseentrepreneursvs.SiliconValley’s,34,49,55
computerchipsand,96–97
corporateresearchandproprietarytechnology,91–92
dominantAIplayersin,83–84
fourwavesofAIand,106,136
globalAIstoryand,227–29
globalmarketsand,137–39
goinglightvs.goingheavy,71–73,76–77
Googlevs.dominantplayers,92–94
governmentrolesin,98–100
gridapproachvs.batteryapproach,94–95
increasingcontributionsfromChineseresearchers,88–90
intelligencesharing,86–88
internetAIand,109–10,136
moralandculturaldilemmas,101–3
O2Oexplosionand,79–80
outdatedassumptionsandmisunderstandingsabout,11–12,25–26
perceptionAIand,124,126,128,136
politicalculturedifferences,84
quantityofengineersvs.qualityofresearchers,83,85–86
venturefundingand,4
China’salternateinternetuniverse,51–80
AvenueoftheEntrepreneurs,53,54,61–62,64,68
bicyclesharing,77–78
dataand,55–56,73
GuoHongand,51–52,56,61–62,63,64,68
massentrepreneurshipandmassinnovationinitiative,62–68
mobilepayments,16,54–55,60–61,73–77
onlineandofflineworlds,blurringof,78–80
O2ORevolution,68–71
revolutioninculture,66–68
smartphonesand,57–59
super-appmodel,70,71.SeealsoWeChat
transformationinto,53–55
China’sStateCouncil,63–64,98
Chineseentrepreneurs
cutthroatenvironmentfor,15–16,40
groupbuyingand,46
leanstartupmethodologyand,44–45
massentrepreneurshipandmassinnovationinitiativeand,64,67–68
SiliconValley’sfailuresinChinaand,39–40
transitionfromdiscoverytoimplementationand,15
Seealsocopycateraandentrepreneurship;WangXing;ZhouHongyi
Chinesegovernment
AIleadershipplan,3–4,84
BookCitydevelopment,61–62
localgovernmentAIsupport,98–100
massentrepreneurshipandmassinnovationinitiative,62–67,99
rapiddeploymentoftechnologiesand,82–83,99–100,102–3,132–34
supportforAIdevelopment,17–19,52
technologycompaniesand,229
Chineselanguagecharacters,183–84
ChineseMinistryofScienceandTechnology,97
CityBrain(byAlibaba),93–94,117,124,228
citybrains,84,93–94,103
clockdiplomacy,29–30
cloud-basedplatforms,94–95
cognitivelaborandriskofreplacement,155,156,168
ColdWar,comparisonto,227–28
CommunistParty,63
compassionatecaregivers,212–13
computerchips,96–97
computervision,9,87,89,108,134,135,161.Seealsofacialrecognition;imagerecognition;objectrecognition
computingpower,9,14,56,92
controlproblem,142
copycateraandentrepreneurship,22–50
AIinChinaand,12,15–16,49–50,52,61
contrastingculturesand,26–28,43–44
copycatclockmaking,29–30
earlycopycatinternetcompanies,30–33
gladiatormetaphor,24–26,43
Kaixin001vs.Renren,42–43
leanstartupmethodology,44–45
Ma,Jack,and,34–37
searchhabitdivergenceand,37–38
SiliconValleyand,22–25,28,30–34,39–40,49
WangXingand,22–24,26,31,32–33,42,46–49
WarofaThousandGroupons,45–49
ZhouHongyiand,40–42
corporateoligarchy,171
corporateresearchandproprietarytechnology,91–92
corporatesocialresponsibility,216–17
craftsmanship,229
creditindustry,10–11,110,112–13,116
crimedisruption,75
CulturalRevolutioninChina,33
CybersecurityLawinChina,125
DDaimler,135
data
ageof,14,18
AIalgorithmsand,14,17,56,138
AI-richcountriesand,168–69
businessesand,110–11
China’sabundanceof,15,16,17,50,55–56,73,79
collectionof,andprivacy,124–25
deeplearningand,14,17,19–20,56
internetcompaniesand,107–8
medicaldiagnosisand,114
frommobilepayments,77
neuralnetworksand,9
pattern-findingin,10
private,124–25
self-drivingcarsand,131–32,133
structured,111–12
DeepBlue,4,5
deeplearning
AIrevolutionand,5,12–13,25,92,94,143
businessAIand,111
dataand,14,17,19–20,56
Googleand,92
historyof,6–10
implementationof,12–14,86
machineperceptualabilitiesand,166
next,91–92,94
pattern-findingand,10–11,13,166–67
rapidprogressof,161
DeepMind
AIinUnitedKingdomand,169
AlphaGoand,2,11
AlphaGoZeroand,90
Googleand,2,11,92
iFlyTekcomparedto,105
publishingby,91
reinforcementlearningand,143
DengXiaoping,28
desktopcomputers,96
Dianping(Yelpcopycat),48,49,71–72
Didi
fourwavesofAIand,106
goingheavy,72–73
self-drivingcarsand,131
servicesusingmodelof,213–14
Uberand,40,68–69,79,137
DidiChuxing,68–69,70
discoverytoimplementation,transitionfrom,13,15
DisneylandreplicainChina,31
Disruptor(Zhou),42
DJI,130–31
domesticworkers,130
drones,autonomous,130–31,136,167–68
dual-teachermodel,122
dystopiansvs.utopians,140–44
EEachNet,35
Eat24,72
eBay,35–37,39
economyandAI,144–73
competitionand,106
deep-learningbreakthroughsand,4–5
generalpurposetechnologies(GPTs),148–55
globaleconomicinequality,146,168–70,172
intelligentvs.physicalautomation,167–68
jobloss,twokindsof,162–63
joblosses,bottomline,164–65
joblossstudies,157–61
jobsandinequalitycrisis,145–47
machinelearningasdriver,25,84,91,94–95
monopolies,20,96,168–69,170–71
psychologicalcrisis,5,21,147,173–74
riskofreplacement,155–57
science-fictionvisionsand,144–45
techno-optimistsandtheLudditefallacy,147–48
unemployment.Seeunemployment,mass
U.S.-Chinacomparison,165–67,168
wealthinequality.Seewealthandclassinequality
SeealsobusinessAI;humancoexistencewithAI
Edison,Thomas,13,86
education
employmentand,205
OMO-powered,121–24
revamping,228–29
socialinvestmentstipendand,221–22
Einstein,Albert,103
electrification,comparedtoAI,13–15,25,50,86,149–50,152,154,228
ElementAI,111
engineeringbottlenecks,158
enterprisesoftware,111–12
Estonia,137
EuropeanUnion,124–25,229
expertisetodata,transitionfrom,14,15,56
expertsystems,7–8
FF5FutureStore,163
Face++,90,117
CambridgeAnalyticaand,107–8,125
Chinesecompaniescomparedto,28
Chineseresearchersat,90
cloningof,22–23,24,31,32–33
deep-learningexpertsand,11
asdominantAIplayer,83,91
Face++and,90
globalmarketsand,137
iFlyTekcomparedto,105
innovationmentalityat,33
monopolyofsocialnetworks,170
resistancetoproductmodifications,34
splitwithMessenger,70
Tencentcomparedto,109
topresearchersat,93
U.S.digitalworlddominanceand,2
FacebookAIResearch,91
facialrecognition
AIchipsand,96
Apple’siPhoneXand,117
Chineseinvestmentin,99
devicesecurityand,117
education,AI-powered,and,122
Face++and,90,117
mobilepaymentsand,118
privacyand,124
publictransportationand,84
fakenewsdetection,109
Fanfou(Twitterclone),23,46
Fermi,Enrico,85,103
financialcrisis(2008),46,100,165,205
financialsector,111,112–13,116
Fink,Larry,215–16
FoGuangShanmonastery,187,218–20
“FoldingBeijing”(Hao),144–45,172,230
fooddelivery,69,72,79
ForbiddenCity,29
Ford,135
Ford,Martin,165
4thParadigm,111
fourwavesofAI,104–39
autonomousAI,105–6,128–36
businessAI,105–6,110–17
economicdividesand,145
globalmarketsand,136–38
internetAI,105–6,107–10
perceptionAI,105–6,117–28
France,20,169
freemiumrevenuemodel,36
Frey,CarlBenedikt,158
Friendster,22
GGates,Bill,33
generalAI,10,13
GeneralDataProtectionRegulation,124–25
generalpurposetechnologies(GPTs),148–55
gigeconomy,164
globalAImarkets,136–38
globalAIstory,226–32
AIfuturewithoutAIrace,227–28
globalwisdomforAIage,228–29
heartsandminds,231–32
writing,230
globaleconomicinequality,146,168–70
globalization,150
GMI(guaranteedminimumincome),206–7
Go(game),1–2,4,5,167
goinglightvs.goingheavy,71–73,76–77,209
AIchipsand,96
AlphaGoand,1,2,11
Baiducomparedto,37,38,109
Chinaattimeoffoundingof,33
Chineseentrepreneurscomparedto,24–25
Chinesemarketand,39
datacapturedby,77
asdominantAIplayer,83,91,93–94
eliteexpertiseat,138–39
Europe’sfiningof,229
Face++and,90
globalmarketsand,137
gridapproachand,95
iFlyTekcomparedto,105
innovationmentalityat,33
internetAIand,107,109
mobilepaymentsand,75
monopolyofsearchengines,170
vs.othertechnologycompanies,92–94
resistancetoproductmodifications,34
self-drivingcarsand,131–32,135
TensorFlow,95,228
topresearchersat,93
U.S.digitalworlddominanceand,2
SeealsoDeepMind
GoogleBrain,45
GoogleChina,29–30,31–32,37–38,41,52,57
GoogleWallet,75,76
GPTs(generalpurposetechnologies),148–55
Grab,137
greatdecoupling,150,170,202
gridapproach,94–95
“GrossNationalHappiness,”229
ground-updisruptionsandjobthreats,162–63,164
Groupon,23,24,45–46,47–48,49
Grubhub,72
guaranteedminimumincome(GMI),206–7
guidingfunds,63,64,98–99
GuoHong,51–52,56,61–62,63,64,68
HHallofAncestorWorship,29–30
Hangzhou,China,75,94,99
HaoJingfang,144–46,168,172,230
Harari,YuvalN.,172
hardwareinnovation,125–28
Hassabis,Demis,141
Hawking,Stephen,141
healthcare,103,113–15,116,195,211–13.Seealsomedicaldiagnosis
Hefei,China,81–82,83
Her(film),199
HiddenMarkovModels,8
Hinton,Geoffrey,9,11,86,92,93,143,161
homeecosystems,127–28
homehealthcareaides,171,214
homeworkanddrills,123
HorizonRobotics,97
hospitals,110,114,125,138
HsingYun,Master,187–90,195,218–20,225
Huawei,89
Hughes,Chris,207
humancoexistencewithAI,197–225
ChineseperspectiveonAIandjobs,202–3
Fink’sletterandimpactinvesting,215–17
governmentrolein,217–18,222–24
lookingforwardandaround,224–25
loveand,195–96,198,199,201,210
marketsymbiosis,210–15
newsocialcontract,199–202
reduce,retrain,andredistribute,203–6
socialinvestmentstipend,220–24
touchscreendeviceforelderly,197–98,221
universalbasicincome,201,206–10,218,220,222,225
volunteerism,218–20
IIBM,4
IBMWatson,105,111
ICT(informationandcommunicationtechnologies),150–51,152,154
iFlyTek,104–5,115–16
ImageNet,89–90,161
imagerecognition,8,10,81,89–90,104–5,161.Seealsocomputervision;objectrecognition
impactinvesting,service-focused,216–17
implementation
ageof.Seeageofimplementation
ofdeeplearning,12–14,86
in-classteaching,122–23
India,137,138,139
Indonesia,138,139
IndustrialRevolution,comparedtoAI,18,79,86–87,148,151–52,200,228
IndustrialRevolutions,firstandsecond,GPTsof,149–50,152,153
industry-basedapproachtojobsatrisk,162–63
inequality.Seeglobaleconomicinequality;wealthandclassinequality
informationandcommunicationtechnologies(ICT),150–51,152,154
insuranceindustry,10,110
Intel,96
intelligentsuperhighways,133
internationalresearch,11–13
internet,monopolizationof,170
internetAI,105–6,107–10,136
InternetExplorer,41
internet-of-things(IoT)networks,54,78,79
iPhone,32,57
iPhoneX,117
ironricebowl,67
Italy,85,191–92
JJapan,20,229
Jesuits,29
JingChi,135
JinriToutiao.SeeToutiao(newsplatform)
jobdisplacementbyautomation,160,162,204.SeealsoundereconomyandAI
Jobs,Steve,26,32,33,226
jobs,threatto.Seerisk-of-replacementgraphs;unemployment,mass
Johansson,Scarlett,199
KKaixin001,42–43
Kasparov,Garry,4
KeJiao,113
KeJie,1–2,3,5–6
Kennedy’sman-on-the-moonspeech,98
King,MartinLuther,Jr.,207
Kübler-Ross,Elisabeth,188
Kurzweil,Ray,140–41
L
laborunions,declineof,150
TheLeanStartup,44
leanstartupmethodology,44–45
LeCun,Yann,86,88,90,93
Lee,Kai-Fu
birthoffirstchild,177–79
cancerdiagnosis,176–77,181–83,225
epitaphsof,180–81,194
familyof,175–76,177–79,184–87,193–94,195,225
MasterHsingYunand,187–90,195
regretsof,185–87,188
researchonlymphoma,190–92
venturecapitalindustryand,ix,xi,3,52
willof,183–85
workobsession,175–80
LeeSedol,3
legaldecisionsbyjudges,115–16
Lenovo,89
Li,Robin,37
lifelonglearning,204
lifepurpose,lossof,21
LiKeqiang,62–63
LinkedIn,39
LiuQingfeng,105
livenessalgorithm,118
love
AIasopportunitytorefocuson,176–77,196,210
centralityof,inhumanexperience,198,199,225,231–32
Lee’scancerandrefocuson,193–96
MasterHsingYun’swisdomabout,189–90,195
newsocialcontractand,200–201
regretsaboutnotsharing,185,186–87,195
service-focusedimpactinvestingand,217
Ludditefallacy,147–48,151
Lyft,79,137
lymphoma,176,183,190–92,194
MMa,Jack,34–37,60–61,66–67,137
machinelearning
advancesin,recent,160–61
algorithms,40.Seealsoalgorithms,AI
chipsand,96
dataand,56
deeplearningaspartof,6,94
economydrivenby,25,84,91,94–95
socialinvestmentstipendand,221–22
machinereading,161
machinetranslation,104,161
ManhattanProject,85
Manpower,47–48
market-drivenstartups,26–27,45
massentrepreneurshipandmassinnovation,54,62–68,99
McAfee,Andrew,148–49,150
McCarthy,John,7
McKinseyGlobalInstitute,159–60
medicaldiagnosis,113–15,167,195,211.Seealsohealthcare
Meituan(Grouponclone),23–24,46–49,72
MeituanDianping,49,69,70,72
Mercer,Robert,108
Messenger,70
MiAIspeaker,127
micro-finance,112–13,138
Microsoft
AIchipsand,96
antitrustpolicyand,28
Chinaattimeoffoundingof,33
asdominantAIplayer,83,91
Face++and,90
Leeat,28,33,105,184
speechrecognition,93
Tencentand,93
topresearchersat,93
MicrosoftResearch,91
MicrosoftResearchAsia(formerlyMicrosoftResearchChina),89–90,105
MiddleEast,137,139,169
mini-iPhones,32
Minsky,Marvin,7
mission-drivenstartups,26,45
MIT,30
Mobike,77–78
mobilepayments,16,54–55,60–61,73–78,79,110
Momenta,135
monopolies,20,96,168–69,170–71,172,229
Moravec,Hans,166
Moravec’sParadox,166–67
Musical.ly,109
Musk,Elon,49,131,141
NNanjing,China,99
narrowAI,10,142
NationalAeronauticsandSpaceAdministration(NASA),3
natural-languageprocessing,105,108,115
Netherlands,229
neuralnetworksapproachtoAI,7,8–10,89
newworldorder,18–19,20–21,138–39
Ng,Andrew,13,44,88,93,113–14,144
99Taxi,137
Nixon,Richard,207
NorthAfrica,138
Nuance,105
Nuomi(groupbuyingaffiliate),48–49
Nvidia,96,97,135
OObama,Barack,97–98,100,104
objectrecognition,9,90,94,117.Seealsocomputervision;imagerecognition
OECD(OrganizationforEconomicCooperationandDevelopment),158–59,160
ofo,77,78
Ola,137
one-to-onereplacementsofjobs,162,164
onlineeducation,204
online-merge-offline(OMO),117–25
onlinesecurity,229
online-to-offline(O2O)platforms,16–17,68–71,73,79,110,118,127–28
OrganizationforEconomicCooperationandDevelopment(OECD),158–59,160
Osborne,MichaelA.,158
Othello(game),4
outsourcing,150
OxfordUniversity,158,160,161
PPage,Larry,33,205
Palantir,111–12
paralegals,213
pattern-finding,10–11,13,166–67
payment-by-scan,74–75
PayPal,36
pay-with-your-face,118
PekingUniversity,108
perceptionAI,105–6,117–28,136
personalcareaides,214
physicallaborandriskofreplacement,156,168
point-of-sale(POS)devices,74,77
Pony.ai,135
postureanalysis,122
PricewaterhouseCoopers(PwC),18,151,159,160,161,162,169
privacyissues,124–25,229
productivity,146–52,154,167.Seealsogreatdecoupling
psychologicalcrisis,5,21,147,173
publication,instant,87–88
PwC.SeePricewaterhouseCoopers(PwC)
QQianlong(emperor),29
Qihoo360(websecuritysoftware),41–42
QQ(messagingplatform),41–42,58
QRcodes,74,77
Qualcomm,96
Q-Zone(socialnetwork),58
RReddit,109
Reddy,Raj,4
redenvelopes,60,61
redistributionofwealth,203–4,206–8,222
reducingworkhours,203,205–6,207
reinforcementlearning,12,143
Renren(socialnetwork),23,42–43,48
ResNet,90
retraining,203,204–5,207,215,216,221–22
ridesharing,68–69,76,79,137–38
risk-of-replacementgraphs,155–57,204,205–6,211
robotreporters,108
robotsandrobotics,129–30,166–68,230
rule-basedapproachtoAI,7–8
RXThinking,114–15
SSchmidt,Eric,90
sciencefiction,144–45,168,172,199,230
Sculley,John,177–78
searchhabits,divergent,37–38
TheSecondMachineAge(BrynjolfssonandMcAfee),148–49,150
self-drivingcars
AIchipsand,96,97
approachesfordeploymentof,131–35
Chinavs.U.S.,136
deeplearningand,10–11
inIndia,138
politicalculturedivideand,101–2
ride-hailingcompaniesand,137
semiconductors,96
“ASenseofPurpose”(Fink),215
servicejobs,creationof,andcompensationfor,214–15,216
serviceworkandsocialinvestmentstipend,221,222
SevenGiantsoftheAIage,83,91–92,93,94,95,169
sharingeconomy,213–14
Shenzhen,China,99,125–26,127,130–31
shoppingcarts,perceptionAI–powered,119–21,124,125
SiliconValley
Baidu’sAIlabin,93
China’scompetitionwith.SeeChinaandU.S.,competitionbetween
China’stechnologyenvironmentcomparedto,15–16,43–45,49,55,57,65,71–73
China’sversionof,51–53,63
Chinesecopycatentrepreneursand,22–25,28,30–34,49
chipdevelopmentin,96–97
datagatheredby,56
eBayand,35–36
ecosystemof,52–53
eliteexpertisein,82,83
entrepreneursof,15–16,22,26,27,52,168
failureinChina,39–40
fourwavesofAIand,106
globalmarketsand,137,138
leanstartupmethodologyand,44–45
policysuggestionscomingfrom,201
resistancetoproductmodifications,24,38,39
resistancetosubsidies,76
ridesharingand,68
universalbasicincomeand,207,208–10,218
worldtechnologymarketdomination,2,11–12
SiliconValley(TVseries),55
Simon,Herbert,7
Singapore,20,137,146
Tthesingularity,140–41,142
SinovationVentures
Guo’sattractionof,52,62
Lee’sfoundingof,52,57,64,67
startupsincubatedby,57,58
studyby,89
SmartFinance,112–13,163
smartphones
China’salternateinternetuniverseand,54,61
ChineseleapfroggingofPCswith,57–58
Chinesestudentsand,3,83
chipsin,96
mini-iPhones,32
Mobikesand,78
mobilepaymentsand,74,75
processingpowerin,9
WeChatappfor,58–59,61,70
Zhongguancunand,52
socialentrepreneurship,216–17
socialinvestmentstipend,220–24
Softbank,153
Sohoo(searchengine),31
solarpanels,photovoltaic,133
Solyndra,100
SoutheastAsia,137,169
SouthKorea,146,159,228–29
SovietUnion,3
SpaceRace,3
SpaceX,49
speechrecognition
advancesin,recent,161
Baiduand,93
deeplearningand,5,10
educationalapplications,123
iFlyTekand,104–5
internationalcompetitionsin,87,104–5
Leeand,177–78
legalapplications,115
inthemainstream,143
MicrosoftResearchand,81
neuralnetworksand,8–9,10
privacyand,124
speechsynthesis,104–5,177
Sphinx,8
Sputnik,3
SputnikMomentforChina(2016),3,11
StealVegetables,43
steamengine,149,150,152,154,228
Stoppelman,Jeremy,72
strawberrypicking,129
strongfeaturesvs.weakfeatures,110–11,113,191
structureddata,111–12
Summers,Lawrence,151
super-appmodel,70–71.SeealsoWeChat
superintelligence,140–42,143,144
Superintelligence(Bostrom),141,142
swarmintelligence,130–31
Switzerland,229
symbolicsystems,7
Taiwan,181–82,183–84,187,190,192,197
Taobao,35–36,66
task-basedapproachtojobsatrisk,159–60,162,163
taxidriversandride-hailingapps,76
Taxify,137
techno-optimists,147–48,151,171,200,202
techno-utilitarianism,101,102,103,132
Tencent.SeealsoWeChat
Chinesestartupsand,58
asdominantAIplayer,83,91,93
globalmarketsand,137
Grouponpartnershipwith,47–48
internetAIand,109
MicrosoftResearchAsiaand,89
mobilepaymentsand,73–74,76
“PearlHarborattack”onAlibaba,60–61
successof,40
super-appmodeland,70–71
Zhouand,41–42
TensorFlow,95,228
Terminator(filmseries),141
Tesla,131–32
testsandgrading,123
3QWar,41–42
Thrun,Sebastian,88,113–14
Tmall,36
Toutiao(newsplatform),40,108–9,163
trafficmanagement,84,94,103,124,134
transferlearning,12
Traptic,129
truckdrivers,101,102
Trump,Donald,98,104
TsinghuaUniversity,89
Tujia,73
tutoring,customized,123–24
Twitter,23,24,31,33,40
UUber
bicyclesharingcomparedto,78,79
Chineseentrepreneurscomparedto,24–25
Chinesemarketand,39
Didiand,40,68–69,70,72,79,137
fourwavesofAIand,106
globalmarketsand,137
O2Orevolutionand,68–69
self-drivingcarsand,19,131
servicesusingmodelof,213–14
WeChatand,70
UBI.Seeuniversalbasicincome(UBI)
unemployment,mass,5,19–21,144,145–48,154–55,173,199–200
UnitedKingdom,11,20,169
UnitedStates
birthofAIand,11,13–14
China’scompetitionwith.SeeChinaandU.S.,competitionbetween
digitalworlddominanceof,2,11–12,18
economicstratificationin,150
educationexperimentsin,229
Fermi’smoveto,85
globaleconomicinequalityand,168–70
government’shands-offapproach,18,229
greatdecouplingand,150,202
inequalitywithin,170–72,199–200
inheritanceoftechnologicalskillsetsin,33
jobsatriskofautomationin,157–60,164
mobilepaymentsin,comparedtoChina,75–77
privacyprotectionin,125
self-drivingcarsin,133
spendingonresearchvs.Google,92–93
trafficaccidentsin,101
universalbasicincomeand,207
universalbasicincome(UBI),201,206–10,218,220,222,225
UniversityofModena,191–92
UniversityofScienceandTechnologyofChina,81–82
“uselessclass,”172,230
utopiansvs.dystopians,140–44
Vvaluealignmentproblem,142
venturecapital(VC)industry
AIworldorderand,20
American,70
Chinese,3–4,11,40,47–48,51–54,58,64–65,88,97–99
competitionbetweencompaniesand,15
creationof,andAIrevolution,153–55
Leeand,ix,xi,3,52
newventureecosystem,216–17
VIPKid,123–24
volunteerism,218–20,221,229
WWadhwa,Vivek,165
wagesuppression,165
WallStreet,35
Walsh,Frank,173
WangXing
astheCloner,22–24,25–26
FacebookandTwittercopiedby,22,23,24,31,32–33,42
Meituan,foundingof,45–49
MeituanDianping,49,69,70,78
Ware,Bronnie,186–87,195
WarofaThousandGroupons,45–49
Waymo,92,131,135
weakfeaturesvs.strongfeatures,110–11,113,191
wealthandclassinequality,19–20,144,145–47,150–51,154,170–72,199–200.Seealsoglobaleconomicinequality
AIcommunityand,88
Chinesestudentsand,83
developmentof,58–59
asdigitalSwissArmyknife,17,54
mobilepaymentsand,60–61,74,75,112
super-appmodeland,70–71
Tencentand,58–59,60–61,93
WeChatWallet,60,69,70,74,76,77,121
Weibo(micro-bloggingplatform),40,181,189
Weixin,58.SeealsoWeChat
WhatsApp,59
white-collarworkers,146,153,166,167,168
Whitman,Meg,36–37
work-sharingarrangements,205–6
WorldEconomicForum(2018),215
WorldHealthOrganization,101
XXiaomi(hardwarestartup),127
Xiaonei(Facebookclone),22–23,42,46,47
Xiong’anNewArea,China,133–34
YYahoo!,31,41
Yang,Jerry,31
YCombinator,208
Yelp,71–72,77
YouTube,107
ZZhang,Charles,30–31
ZhongguancunBank,68
Zhongguancunneighborhood/technologyzone,3,51–52,53,61–62
ZhouHongyi,40–42
ZhuYuanzhang,48
Zuckerberg,Mark,22,28,33,208
AbouttheAuthor
DR.KAI-FULEEisthechairmanandCEOofSinovationVenturesandthepresidentofSinovationVentures’ArtificialIntelligenceInstitute.Sinovation,whichmanages$1.7billionindual-currencyinvestmentfunds,isaleadingventurecapitalfirmfocusedondevelopingthenextgenerationofChinesehigh-techcompanies.
BeforefoundingSinovationin2009,LeewasthepresidentofGoogleChina.HepreviouslyheldexecutivepositionsatMicrosoft,SGI,andApple.Leereceivedhisbachelor’sdegreeincomputerscienceatColumbiaUniversityandhisPh.D.fromCarnegieMellonUniversity.HeholdshonorarydoctoraldegreesfromCarnegieMellonandtheCityUniversityofHongKongandisafellowoftheInstituteofElectricalandElectronicsEngineers(IEEE).Leeistheauthorofsevenbest-sellingbooksinChina.
Inthefieldofartificialintelligence,LeefoundedMicrosoftResearchChina,whichwasnamedthe“hottestcomputerlab”byMITTechnologyReview.LaterrenamedMicrosoftResearchAsia,thisinstitutetrainedthegreatmajorityofAIleadersinChina,includingCTOsorAIheadsatBaidu,Tencent,Alibaba,Lenovo,Huawei,andHaier.WhileatApple,LeeledAIprojectsinspeechandnaturallanguage,whichhavebeenfeaturedonGoodMorningAmericaandthefrontpageoftheWallStreetJournal.HeistheauthoroftenU.S.patentsandmorethanonehundredjournalandconferencepapers.Altogether,Leehasbeeninartificialintelligenceresearch,development,andinvestmentformorethanthirtyyears.
FormoreinformationonKai-FuLee,visitwww.aisuperpowers.com
orfollowhimonTwitter:@kaifulee
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