While technology leaders discuss AGI Infinitum Tables, we ignore the crisis of values in the current artificial intelligence. It has been widely reported that up to 85 % of artificial intelligence projects failed, but this is not from the point of view of technical restrictions – designing somewhat absent values.
This means that most cases of artificial intelligence failure are not technology – they are actually behavioral. We build systems that depend on the perfect user behavior instead of real human psychology. In fact, most institutions are struggling with what I call fog of value: wonderful artificial intelligence models that cannot connect with a tangible impact.
The internationally recognized data/strategic specialist, authors and behavioral economics.
So, how can we judge realistically to move forward when we cannot judge after the least powerful algorithms? My thinking method, which ranges between three aspects:
1. AI current reveals the problem of our values
Institutions make deep but virtual values, not by design. We are currently improving measurable scales (efficiency, speed) on meaningful results (trust, human progress), which will be more important in AGI dominated world.
Take, for example, the system of detecting fraud from artificial intelligence works and prevents brilliantly, but it destroys the confidence of society and Employee morale. AGI will simply amplify these values dramatically.
2. The real AGI race is institutional, not technical
Technical capabilities progress faster than ethical frameworks. Therefore, the main question will be, what societies have institutional maturity to direct (and not only respond to) AGI?
We need the cross sector Cooperation and long -term thinking and democratic inputs, because AGI governance requires societal preparation, not just arithmetic readiness.
3.
The current AI improves everything we measure; But AGI can improve the wrong urban results as well, which is dangerous. Then there is a “defective imagination” tendency to build systems that solve problems that we do not really face.
Instead, we need multi -dimensional business frameworks included from the beginning, and they are not installed after that or as better after that. Moreover, it is certain that it makes sense to start practicing the design of the first values now, before AGI is the base.
In short and looking at this from different societal views, what is clear is that technology leaders must implement the “first values of artificial intelligence” at all times and future Projects such as AGI preparation; For policy makers, we must refer to the ability of AGI governance across the sector, starting today; While organizational leaders need mastery of the current multi -dimensional AI’s values before trying AGI ethics.
This last point lights up in particular highlighting the gaps in current driving features because AGI now needs a new type of Trailblazer – those who design systems, not dictating results.
AGI discussions are currently focusing on control and competition – who will judge the super intelligence you may ask? This is the wrong question, because we need leaders who design the frameworks that give the value of artificial intelligence, not their concentration.
There is no doubt that the future will belong to those who enable and link collective wisdom – not individual hegemony – and here there are some other areas that must be taken into account:
Traditional driving models are already failing on the current artificial intelligence scale
Leadership and control cannot deal with the complexity of artificial intelligence and the speed of artificial intelligence projects because leaders are trying to dictate technical solutions instead of designing human -focused results.
AGI will double this mismatch between leadership models and technological reality, so we now need leaders who suffer from collective success of collective success.
Design and “democracy” to the leadership of the AGI era
Create parties that allow good results, instead of fine cleaning processes, and make creating the value of artificial intelligence available in all institutions and societies, not only the technical elite.
For example, instead of controlling the central intelligence decisions, Design systems where human beings can be useful in AI-UAGMENTED options. After all, AGI governance should be by system design, not system control.
From improvement to synchronization
The leaders traditionally improve the individual standards, but our growing digital age requires democratic leaders of design who regulate a multi -dimensional value and create multi -functional cooperation mechanisms instead of hierarchical decision chains.
We now need to enable the inputs of the stakeholders in the values of artificial intelligence instead of imposing values from above, because AGI requires the organization of collective intelligence, not only to glorify the individual intelligence.
Basically, we need to ask ourselves and others; How do we create artificial intelligence systems that promote collective decisions and how do we ensure that AGI benefits serve wide human progress?
The constant challenge of leadership is everything about thinking about order, behavioral design, comprehensive innovation and architecture of values.
To summarize, you will not be the greatest power of AGI in what you can do, but how to design it to inflate the collective human wisdom. Leaders who really form AGI are useful are those who learn to design the first values systems that give democratic intelligence, not its focus.
Organizations that lead this space have stopped treating ethics as something that add it to artificial intelligence after its construction. They made it essential for how they think of artificial intelligence from the beginning. They understand that confidence, as soon as it is broken, becomes the most expensive problem.
Consequently, the next generation of artificial intelligence companies – those who build artificial intelligence tools as well as those who use them – will not be defined by their algorithms but through their ability to convert technical possibilities into human value.
Whether you are improving supply chains or service citizens, the same principle applies: AI not only inflates our capabilities, but our choices about what matters.
Organizations that are truly flourishing will not only publish AGI as a tool; They will rebuild the entire operating models about a central question – how can we create a value that will be impossible without AI?
This is not only about the competitive advantage. It comes to using one of the most powerful inventions of humanity to solve our most urgent problems – to create not only profitable but meaningful works.
Quite simply, the future belongs to organizations that understand this simple fact; The true concrete value of AGI’s adoption and the adoption of superior to what it is, but what allows us to become.
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