MENNO VAN DOORN
Playing with Reality in the age of AI, Deepfakes and The Metaverse
Get on a rollercoaster of disinformation and media manipulation. From lying hieroglyphs to computer-generated influencers and the future of deepfakes. People have always felt the need to play with reality, but never before has it been so easy and believable as now. How do we keep a grip on the information society now that artificial intelligence is getting involved in the manipulation game? Unlike most books about fading realities, Real Fake looks beyond the doom scenarios. Using inspiring restoration stories and a new set of Reality Ethics, the authors of Real Fake outline a hopeful future for the playful human. “Real Fake educates, terrifies, and stimulates simultaneously. Nascent synthetic media technology has the potential to create mayhem or happiness for society -- the authors brilliantly paint a picture of how this battle will play out over the next ten years. And most interestingly, they predict the "democratization of creativity" -- how the new digital tools will unleash a dynamic and vital era of marketing, commerce, and art.” George F. Colony, CEO, Forrester "As someone who has studied authenticity (real vs. fake) and the rise of digital technology (real vs. virtual), no one has intertwined these topics in as interesting, insightful, and indispensable a narrative as the authors of Real Fake. Digital technology is giving us something akin to superpowers. Will we use them to obliterate the distinctions between authenticity and inauthenticity, reality and virtuality, human and machine? Or will we find a path into a future that preserves what makes us human while ennobling our technology in service to our innate needs? Real Fake says yes." -- B. Joseph Pine II, co-author, The Experience Economy: Competing for Customer Time, Attention, and Money “An extremely authentic book!” Daisy Williams, virtual human
Future of Life
In this new whitepaper, the “Seven principles for a new agenda for work” are meant as a reference for your strategic choices on the new normal. “The Future of Life” expresses just the idea that how we want to live our lives dominates how the future of work will evolve. The collective Covid experience will leave its mark on the future. How all of this will eventually play out needs to be seen. But what stands out is the understanding how much personal life and working life are intertwined. How culture and value shifts in society already leave their mark on business strategy. And how new media technologies are turning people into media and organizations into broadcasters. In times of transformational leadership we need a new agenda. All our seven principles are based on magic and need support from new leadership and new technologies. Look for the magicians in your organization and let them lead you towards an organization that is:
- Employee Obsessed
- Serendipity proof
- Creativity Online
- A Platform for Meaning
- A Media Company
- Fan-based not Customer-based
Infinite Machine Creativity
Our new report, Infinite Machine Creativity, urges us to rethink creativity; to embrace machine creativity. The report examines the journey from students wondering whether computers can use their fantasy, to the development of a new breed of artificial intelligence (AI) known as Generative Adversarial Networks (GANs). It describes how GANs have recently proven to deliver original and effective ideas. These two keywords combined define the word creativity. So, your ideas around creativity should be reset. Machines can be creative, but in a different way to humans, since machines lack a soul, a drive, a consciousness. The report examines the huge potential to accelerate innovation when the human soul and the creative machine come together. It argues that those organizations able to figure out how creative machines and creative people can collaborate will be the inventors and creators of tomorrow.
Utopia for Executives 4 of 4
New Report: Utopia for Executives There are certain moments in time when collective dreams are more in vogue, more sought after, than at other moments. Societies seem to be stable for long periods and then – bang – doubt and uncertainty begins to pour in. People start asking themselves “Is this the world in which I want my children to grow up in?” or “Why is everything moving so slowly, we need to take action now.” It is in these ‘fuzzy periods’ that the popular vote is on the move and society looks for new narratives, a new Utopia. It's at these moments that massive changes in how we run our economy start to evolve. For organizations there is a clear and bold message: to stay relevant in the 21st-century economy, you need to be driven by a strong purpose. The days of the Milton Friedman doctrine is over. It’s about equality and “resetting capitalism”, as espoused by the Financial Times newspaper earlier this year. In Utopia for Executives we explain why now society is making this drastic turn, what it means for organizations, and what to prepare for. We present fresh, visionary thinking, from some of the world’s most profound thinkers in the fields of technology, economy and wellbeing. Some of it is dystopian, with a bleak outlook for society and business if we don’t have a true purpose to what we’re doing. Some of it is uplifting, with a belief that we face a new golden age that’s been preceded by a massive technological shift – but only if we focus on an inclusive, planet-centric world. Utopia for executives is our fourth report on Digital Happiness.
The Synthetic Generation 3 of 4
Fake or fact? Why a new generation workforce is better equipped to manage digital and social media than its predecessors. Discover how research into the characteristics of born-digital youngsters reveals that authenticity is key to this generation’s pursuit of happiness – and why helping them identify what is real and what is fake is an ongoing challenge. Find out what a new generation workforce values most in the modern enterprise. The third report in Sogeti’s Digital Happiness series charts the rise of a new generation of influencers – post-millennial young people for whom the concept of digital ‘transformation’ is alien. Digital and new media behaviors are simply ‘normal’ to these Gen-Z youngsters, for whom being an influencer or following their favorite influencers (fake or real) are part and parcel of everyday life. Our report ‘The synthetic generation - Growing up in an uncertain changing world’ argues that this new generation has a different value compass than even the millennials of just a few years ago. More secular. More self-actualized. More protected (by their parents). More interested in making an impact on the world than the generations that immediately precede them. This is a neo-romantic generation. What impact will they have – The Founders, Homelanders, the fluid generation, Gen-Zers – on the workplace of tomorrow? The report argues that first employers must understand the power of the influencers. Second, aligning your brand or organization with influencers – or being an influencer – is key to success. Third: Gen-Z employees are better equipped to handle themselves in this new world than you might imagine – real or fake, they get it. And the last and definitely not least: being an ethical and inclusive employer with a ‘purpose’ counts to them. They're 'woke'.
In Code We Trust 2 of 4
"In Code We Trust" is the second report, in a series of four, on our new research theme “Digital Happiness”. Trust is one of the six key variables that have been found to support wellbeing according to the World Happiness Report of 2018. Trust and happiness are closely related. For instance, societies that show high corruption rates, lose their trust and are amongst the unhappiest countries in the world. For our wellbeing and happiness, the trust we can put in friends and families, organizations and institutions are key. And since trust has become such an important part of the current tech-debate, we decided to investigate the concept more in depth. “Who can we trust?” and “How do we organize trust?” are the leading questions.
The Happiness Advantage
Digital happiness is rapidly becoming the new frontier of competition. New digital opportunities can make our lives easier, more efficient, safer, and more joyful. You may ask yourself where to begin and which needs to prioritize, but one thing is clear: only focussing on efficiency and effectivity is not enough anymore. Customers and employees are already two steps ahead by actually living in a happiness economy. They are becoming more selective when looking for happiness and a purpose, making the prudent use of technology an additional differentiator. Their findings and judgments are shared in reviews and ratings, giving helpful insights for shopping customers who need these happiness ratings. Enhanced by a customer-centric mindset, it is experience and emotion that are today’s differentiators. Technology empowers organizations to understand these emotions, to persuade people with hyper-personalized touch points, and to directly impact their happiness and sadness. Those who miss this societal trend will have a hard time winning the hearts of the customer and new employees. The advanced state of digitization today requires a holistic approach with the ultimate question in mind: what is the main goal of the products, services, and organization and how do they contribute to the digital happiness of the customer? In this report, we explore three key questions. First, what is the potential advantage of aiming for happiness? Second, how does digital technology impact our individual happiness? And third, what role must organizations play as guardians of the happiness of their customers and employees?
AI First : Learning from the Machine
More and more companies are now taking action with more than a third of the organizations applying AI at scale. Place AI at the heart of your digital activities, that is the most important message. After decades of too much promise from technology, we now see a breakthrough in the realization of concrete business value. A new AI focus is essential because your competitors will certainly use the learning acceleration offered by AI’s specific capabilities to gain a head start. The last in a series of four qualitative research reports on the topic of Machine Intelligence, ‘AI First: Learning from the machine’ states that profit and economic growth go hand in hand with the proactive deployment of AI. It further asserts that companies can raise their Corporate IQ by embarking on a new journey of discovery built on intelligent machines. ‘AI First: Learning from the machine’ explores the latest developments on the journey to being an AI-first organization and recommends a number of actions for improving Corporate IQ with a better understanding of the relationship between man and machine.
The FrankensteinFactor ‘The Anatomy of Fear of AI’
The book by Mary Shelley "Frankenstein, or the modern Prometheus" has inspired many Hollywood scenarios. The fear that is addressed in the book can also be triggered when people are confronted with applications of artificial intelligence. The anatomy of this fear for the artificial, our digital look-alikes, is the starting point for this report. The four FrankensteinFactors we describe provide insight into the underlying question where this fear comes from. The uncanny feeling that robots and automata can raise has been explained by psychoanalysts. Classical psychiatry (such as Sigmund Freud and Ernst Jentsch) and the more modern existential variant (such as Irvin Yalom) both shine an interesting light here. Emotions are explosive material, they should not be ignored. Organizations aware of the FrankensteinFactors increase the likelihood of AI success. Advise from the report: Start the dialogue with the environment (customers and employees), full transparency concerning the functioning of AI-algorithms and make human values central to the AI plans. A recent European resolution and guidelines drawn up by science and industry (Asilomar principles) provide the concrete tools for dealing with this. The report outlines the state of affairs in the current debate on superintelligence (and superstupidity) and unfolds cultural and psychological relationships that explain the fear of AI.