A Wright Brothers Moment

Like most business leaders these days, I am obsessed with the rapid evolution of artificial intelligence. Not a day goes by without the promise or threat of AI dominating the headlines. There is insurmountable prognostication from pundits on all sides of observation — thinkers, doers, computer scientists, investors, executives, academics, journalists, policy-makers, and just regular folks — about where AI will lead, with or without direct human control.

As always, my core belief is that technology advances faster than our ability to understand its social implications. This is also another one of those situations where it is impossible to say if anyone can paint a clear and true picture of what we’ll see on the road ahead, be it five, ten, or a hundred years from today.

This for me has become a Wright Brothers moment. What I mean by that is trying to imagine what the Wright Brothers might have thought about where their first powered flyer might lead in the ensuing hundred years. Although they understood the potential military applications of flight, they couldn’t have imagined the 37-hour round-trip path of the recent B2 intercontinental bombing mission. They couldn’t have imagined commercial flights filling up daily at relatively low cost with endless travelers. They couldn’t have envisioned space travel with or without humans to the moon, Mars, or beyond our own galaxy.

I’m familiar with the Wright Brothers story as it was foundational to the first storytelling project I joined to bring to life in technology, a very early computer game called Wings. That game followed the life of a young pilot in World War I, an extremely rudimentary military use of aeronautics long beyond the imagination of the innovators Wilbur and Orville Wright. The success of the Kitty Hawk biplane experiment in 1903 led to armed aircraft and pilots fighting each other in flight a decade later. That was an early twentieth-century sign of how fast technology would evolve from concept to unplanned implementation.

The more I study AI and approve early-stage projects where it is being applied to our business, the more I am convinced we are in a Wright Brothers moment. Virtually no one reading this blog will be around in a century to either say “I told you so” or gasp at the outcome of where machine learning, large language models, generative AI, or agentic adoption will take us. It would be like the Wright Brothers on that remote North Carolina beach envisioning a frequent flyer program and pre-ordering their inflight meal — or trying to picture an aircraft carrier at sea, or a massive rocket lifting into the air and landing again on its base.

Futurists may try to see through a crystal ball, but we all know that’s mostly a fool’s errand. What we may think the history of science will bring and what it actually delivers are almost impossible to reconcile within a lifetime, let alone beyond a lifetime.

I felt similarly when I bought my first personal computer in the mid-1980s at the beginning of my career, mostly to use as a word processor. That was a few years before a small team of collaborators built that WWI game called Wings. In those few years following the first monochrome monitor on my desktop, we created a brightly colored rendering of a three-dimensional flight simulator at extraordinarily low cost and sold at a similarly attractive consumer price point. I thought to myself, where will this exponential compounding take us in the tangible decades ahead of me?

The quantitative advances in processing instructions were already staggering. We had just bought new computers with 20mb hard drives and the Holy Grail of local storage appeared to be CD-ROM. That was before the commercial internet, before broadband, before widely available cellphones, and long before any kind of advanced mobile device in your hand that could access and display unlimited high-definition video. No one could have pictured an iPhone, not even Steve Jobs.

All of that pales in comparison to what I think AI will bring. I’m trying to envision the world in a decade, in two decades, which hopefully I will see. A hundred years from now, what will be the human experience? What is the equivalent of boarding a plane with 400 other passengers for a flight of several hours across an ocean and hoping to get upgraded versus waiting in line at a port hoping to find passage on a steamship for a week or two of unsteady seas?

Together we are sharing a Wright Brothers moment. We’re on a windy shoreline, staring in awe at an ingeniously designed, materially fragile, heavier-than-air, modestly motor-powered, fancy bit of kite architecture, equipped to carry a single passenger off the ground for about 12 seconds.

What this means is that we are about to fly.

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Photo: Pixabay

The Uplifting Wisdom of Fred Smith

I recently enjoyed the privilege of participating in a small group online discussion with Frederick W, Smith, the founder and longtime CEO of Federal Express. Imagine being at the helm of a global disruptor like FedEx for an uncanny five decades. Think someone like that might have a few things to say about the life and times of business, society, and learning? You might be as surprised as I was about the big ideas he would most want us to embrace.

Legend has it that the initial business plan for FedEx emerged from an economics paper Smith wrote as an undergraduate at Yale University, describing the need for a reliable overnight delivery service. He best remembers receiving a grade of C on that composition. That idea grew out of his experiences as a young pilot, occasionally offering to deliver important packages for New England technology companies that he would carry in his personal travels.

Equally important in the formation of his character was a four-year stint in the U.S. Marine Corps commencing in 1966 where he received officer training and served in Vietnam. “Yale taught me to think, and the Marines taught me to do,” notes Smith in shaping his vision and leadership of FedEx, which he founded in 1971. The company began regular operations in 1973 and just celebrated its fiftieth anniversary. Smith has transitioned to executive chairman but is every bit as engaged in the company’s direction as he was at the outset.

Early market studies confirmed Smith’s thesis that there was an enormous opportunity for an integrated global delivery network that would be realized by harnessing the power of transportation machinery and sophisticated data systems. He took on the daunting task of merging the capabilities of technology with the mapping of logistics, bringing together physical assets and mathematical calculations on a vast scale. He knew that building this kind of network was a frontloaded bet, but that once established, the barriers to entry of challenging that network would create both a competitive advantage and a trusted brand among customers.

Today that network generates $90 billion in annual revenue, employs 550,000 people plus another 150,000 contractors, moves 16 million shipments each day, operates in 5000 locations in 220 countries, manages 650 planes, and coordinates 210,000 vehicles. FedEx accomplishes this through endless innovation, precision execution, and constant reinvention.

What can we learn from an incomparable entrepreneur, celebrated business leader, and caring philanthropist that might be even more exemplary than an indefatigable work ethic? My key takeaway from listening to his carefully chosen words is that humility is a choice, and Smith embraces humility not just as a core personal value, but as a motivating force that drives him to an always improving game. “The world does not begin with your birth,” he reminds us. “There is much to learn in studying the thinkers who came before you.”

Given the ceaseless advances in information technology, Smith believes it is the CEO’s job to stay immersed in the evolution of change management. In addition to the legally required standing committees of a public company’s board, he has found it essential to maintain a carefully identified technology advisory committee well versed in applied science beyond his company’s core competencies at any time to make sure those technical abilities become core competencies.

He also makes it a point to stay close to senior military leaders both formally and informally for their deep understanding of complex systems and human motivation in urgent circumstances. He has reciprocated over the years serving on key government panels and presidential commissions to help bridge the gap between private business and government, share emerging ideas, and offer his hard-won knowledge as a quiet contribution to public service.

Smith is now keenly focused on embracing the fast climb of artificial intelligence, yet another strategic inflection point both in the growth of his company and the world at large. The threat of cybersecurity has always loomed large on Smith’s short list of key concerns around systems risk, where he sees generative A.I. both exacerbating the problem and potentially forging a path to workable responses. “It will help remove the friction of international customs,” he suggests. He is also passionate about carbon capture, driving FedEx to a carbon-neutral future not just because it is the right thing to do for the environment, but because the companies that get there first will enjoy ongoing business advantages in proving models with measurable returns on investment.

The culture of FedEx remains focused on innovative practices as a competitive platform that is rooted in the company’s founding and ingrained in the necessity of proactive thought leadership. Not surprisingly, he is obsessed with teamwork and team accomplishment over individual ego and achievement. “You’re not the smartest person in the world, be humble,” he reminds us. His observations of multidisciplinary success in business, military, and government enterprises reinforce his championing of building and sustaining team dynamics.

Smith is concerned that people are now spending so much time behind video screens that their sense of reality is being distorted by inadequate forms of communication. “Thinking behind screens” does not bridge viewpoints or bring people together. He observes in social media that it creates “a place where outrage has found a business model.”

Now, about that lasting wisdom: Here’s where Smith brings down the house with his clarity of life’s lessons and unassuming purpose. Staying on the edge of technology and reinvention no matter one’s current success is more tactic than strategy for this highly accomplished individual. What is core to Smith is his embrace of mortality as a further reflection of humility. “Life is short and it ends, the clock is ticking,” he advises. “Don’t get all wrapped up in your personal self, that’s a very unhealthy thing to do.”

What is key to reminding us of our humanity in his worldview? “Maintain a sense of humor, because life in many ways is absurd, and you need to be able to laugh at yourself.” Smith clearly understands irony, has seen his share of farce, and with sporadic investments in the arts, knows a funny story when he hears one.

There you have it from one of the most successful innovators of our time: be humble, remember your mortality, and don’t lose your sense of humor. I would never have guessed that’s what I would take away from this conversation, but how delighted I am to have experienced such a treasure of actionable advice. Fred Smith understands leadership by example. Humility is evident in his journey, mortality is certainly at hand given these reflections, and if you listen at length he might just make you laugh.

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Photos: Pexels and FedEx.com

The Pros and Cons of Generative AI

Generative AI refers to the technology that can generate new content such as text, images, music, or videos. Like any technology, it has its advantages and disadvantages. Here are some of the pros and cons of generative AI:

Pros:

  1. Creativity: Generative AI can generate new and creative content that can be used in various fields, including music, art, and advertising. It can come up with novel ideas that humans might not have thought of.
  2. Efficiency: Generative AI can create content much faster than humans can. For example, it can generate thousands of images or pieces of text in just a few minutes.
  3. Personalization: Generative AI can create content that is personalized to the user’s preferences. For example, it can generate music or art that is tailored to the user’s tastes.
  4. Automation: Generative AI can automate repetitive tasks that would otherwise require human intervention. This can save time and resources, especially in industries such as marketing or content creation.

Cons:

  1. Quality: The quality of content generated by generative AI can vary widely, depending on the quality of the data used to train the model. The content may be low-quality or even nonsensical.
  2. Bias: Generative AI can perpetuate biases that exist in the data used to train it. For example, a generative AI trained on a biased dataset may generate content that is discriminatory or offensive.
  3. Ethical concerns: Generative AI can be used to create deepfake videos or other content that can be used to spread misinformation or deceive people.
  4. Intellectual property: Generative AI can create content that may infringe on intellectual property rights, such as copyright or trademark.
  5. Lack of human touch: While generative AI can create content quickly and efficiently, it lacks the human touch that makes content truly unique and memorable.

In summary, generative AI has many potential benefits, but it also comes with significant risks and challenges. As with any technology, it is important to weigh the pros and cons carefully and use it responsibly.

Note: This special guest post was created in its entirety other than the title by ChatGPT.

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Photo: Pexels