James' World 2

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Testifying before Congress on May 16, OpenAI chief executive Sam Altman said it was time for regulators to start setting limits on powerful AI systems. “As this technology advances, we understand that people are anxious about how it could change the way we live. We are too,” Altman told a Senate committee. “If this technology goes wrong, it can go quite wrong,” he said, claiming it could do “significant harm to the world.” He agreed with lawmakers that government oversight will be critical to mitigating the risks.

A topic barely on lawmakers’ radars a year ago, governments around the globe are now fiercely debating the pros and cons of regulating or even prohibiting some uses of artificial intelligence technologies. The question business leaders should be focused on at this moment, however, is not how or even when AI will be regulated, but by whom. Whether Congress, the European Commission, China, or even U.S. states or courts take the lead will determine both the speed and trajectory of AI’s transformation of the global economy, potentially protecting some industries or limiting the ability of all companies to use the technology to interact directly with consumers.

Since the November 2022 release of OpenAI’s ChatGPT, its generative AI chatbot built on a self-improving large language model neural network (LLM), use of generative AI has exploded. According to data compiled by Statista, ChatGPT reached one million users in five days, blowing away previously warp-speed internet product introductions including Facebook, Spotify, and Netflix. Midjourney and DALL-E, LLMs that create custom illustrations based on user input, have likewise exploded in popularity, generating millions of images every day. Generative AI certainly meets the criteria for what one of us previously co-defined as a “Big Bang Disruptor”: a new technology that, from the moment of release, offers users an experience that is both better and cheaper than those with which it competes.

Such a remarkable take-up is naturally cause for excitement, and, for incumbent businesses, alarm. The potential for LLMs seems limitless, perhaps revolutionizing everything from search to content generation, customer service to education, and well, you name it. Unlike more targeted Big Bang Disruptions, ChatGPT and other LLMs are uber-disruptors, breaking longstanding rules not just in one industry, but in all of them. At the same time.

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If you watch TV, especially conservative TV, you know Mike Lindell. He’s the guy who comes on every 10 minutes or so to sell his pillows for “the best night’s sleep in the whole wide world.” He’s also the guy who has sunk tens of millions of dollars into supporting investigations and lawsuits that claim the 2020 presidential election was stolen from Donald Trump.

And I just took him for $5 million.

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MyPillow Guy

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“Dust is a problem,” announces Zerline Lim, an associate principal engineer from Dyson’s Malaysian labs, during an hour-long presentation on dust and air science. For Dyson’s team, though, it’s less of a problem and more of a standing invitation — dust, to them, is a gateway into people’s lives.

You don’t need to tell me twice — I’m the sort of person who wakes up with watery eyes and pops a Zyrtec every day — and today, Dyson is unveiling a new range of cleaning products to address that sort of thing. It’s an unsurprisingly pricey set of gadgets that does more of the same robust cleaning and air filtering that the company has become known for. But this new set of toys is being introduced to a pandemic-driven world where our concerns around dust, air pollution, and germs have stoked interest in better and more powerful cleaning solutions.

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Dyson’s Singapore HQ

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“I think there are generally three categories that are going to be relatively insulated in the foreseeable future,” says Ford. “The first would be jobs that are genuinely creative: you’re not doing formulaic work or just rearranging things, but you’re genuinely coming up with new ideas and building something new.”

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What is the most bizarre real number that you can imagine? Probably many people think of an irrational number such as pi (π) or Euler’s number. And indeed, such values can be considered “wild.” After all, their decimal representation is infinite, with no digits ever repeating. Even such bonkers-looking numbers, however, together with all the rational numbers, make up only a tiny fraction of the real numbers, or numbers that can appear along a number line. (As a reminder, these are the kinds of numbers that can be used in all manner of familiar measurements, including time, temperature and distance.)

But it turns out that if you happened to pick out a number at random on a number line, you would almost certainly draw a “noncomputable” number. For such values, there is no way to determine them precisely.

The real numbers are made up of the rational and irrational numbers. The rational numbers (that is, numbers that can be written as the fraction ^p⁄_q, where p and q are integers) include the natural numbers (0, 1, 2, 3,…) and the integers (…, –2, –1, 0, 1, 2,…). The rest of the numbers on the number line are irrational numbers. These, too, can be divided into different categories—most of which we can’t even imagine.

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Meetings are critical for achieving goals, as they foster unity and facilitate communication, planning, and alignment — but only if they’re run effectively. Poorly run meetings negatively affect a team’s performance, cohesion, and ultimately its success in meeting its goals.

In a survey of senior managers, 71% said meetings are unproductive and inefficient. And a study of 20 organizations revealed that dysfunctional behaviors in meetings — like complaining or criticizing others — are associated with lower market share, less innovation, and lower employee engagement.

See if the following scenario sounds familiar: You receive a meeting invitation whose title is simply “Product Launch,” with no further details. You attend the meeting because your team handles a launch component and you want to ensure you’re not missing anything. Lisa, the team lead, introduces the new product line. However, within minutes, the conversation takes a turn when John, a senior marketing executive, starts complaining about the company’s culture and lack of support from upper management. This sparks an unrelated, heated debate about the company’s culture instead of the product launch. Everybody is confused and frustrated.

Over many years of working with teams and coaching team leaders, I’ve observed four dysfunctional behaviors that cause meetings to derail. To ensure productivity, efficiency, and effectiveness, managers need to know how to spot, prevent, and deal with these behaviors when they appear.

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