Things that caught my attention
Hello again, I'm writing this from Madrid, where I'm enjoying some annual leave and attending TRGCON a Spanish-language tech conference where I spoke (in English) in 2024 (video and slides here) – it was SO good that I started learning Spanish in order to attend it and understand what the talks were saying. It's a good reminder that sometimes serendipity happens out of your bubble.
Also, this happened – I had wondered why they didn't want me go out of the auditorium! News that I decided to learn Spanish travelled, and David got me a present, to chat on stage in Spanish, to present the next speaker, and to recite a Spanish tongue-twister. Adrenaline boost! 😃 I love these folks, honestly.
·On Wednesday, though, I was on a panel about "foresight and the future" at Think AI in Government, with some pretty brilliant other panelists that included Nula Polo from the Ada Lovelace Institute. The general question was one about evolution and preparedness in Government to exploit new tech waves: how can we in Government scan and plan for this and what have we learned so far in this AI hype and previous ones? Here's a few ideas for thought.
We need to treat horizon scanning as a capability and build it accordingly. Not just in AI, not just with specialists, but with the complexity of multidisciplinary skills that produce advances in this world. This comes with two major actions for us in Government: treat this as investment, own it proudly, and make the case with the public and the media about why it's good, without fear; build engagement and trust with the public, possibly with the involvement of civil society organisations that are good at this.
As much as I don't like the label future-proofing (water sterilising tablets, anyone?) being ready for new tech means designing for change. It means allowing teams and people to evolve. We are good at creating professions, and that allows people to plan their career vertically, which is a good thing; but the world sometimes moves faster and horizontally and we need to be able to engage with this movement as a positive thing. This includes technical teams as much as procurement.
Governance must be proportionate and continuous. In a world were we don't control the new version of a model and its features/training, we can't just treat AI as static IT products. Governing the outcome, testing continuously for bias (better if through an intersectionality lens), allows fairness and proportionality in safety.
Previous waves of transformation have also taught us that tech is the easy part. People and process are the difficult bit of any transformation. We don't always have to adopt the frontier for everything. I reflected on the panel that, for example, frontier AI today doesn't necessarily have to be used live to power a pipeline. Maybe you do if you need a conversational interface, but the most powerful cases I can see are about using AI for brainstorming and developing, not in production.
Which brings me also to the point that we need to avoid the risk of automating complexity unnecessarily. Do we really need that chatbot, or can we address the problem that makes an unstructured interaction necessary? And is that adding friction by automation rather than simplifying a process? Think about web forms, one of my pet peeves: on a paper form, you can jump from one page to the other if it's more convenient to you; most digital forms are sequential, and that drives me nuts...
I'm reflecting quite a bit on AI used to design and develop, an I'll write something about it in one of the next Quantums.
·'till next week,
Giuseppe @puntofisso.bsky.social