Conversely, it’s safe to predict that their daughters won’t have to bother. By the time they come of age, autonomous driving should have done away with the need to learn to drive.
What is happening to the motor industry – extreme automation spurred by computer-based intelligence and ubiquitous connectivity – is also reshaping countless other parts of the economy, and our lives. And now that robots with various forms of artificial intelligence are (almost) ready to drive our cars and lorries, pilot our planes, do our kids’ homework, operate on our us when we are ill, trade in stocks and fight our wars, three questions arise.
The first is about the business models of the industries that are being, or about to be, disrupted by the perfect storm of AI, connectivity and robotics. Schneider trucking company CEO Judy Lemke describes this as the “‘Uber syndrome’ – where a competitor with a completely different business model enters your industry and flattens you”. In the communications industry, for example, new players are drastically changing the rules of the game. Look no further than app-based services such as FaceTime and WhatsApp: these global platforms destroyed an estimated $100bn in telco revenues in 2015. It is time for operators to disrupt in order to avoid being disrupted to extinction. Some, such as AT&T, are already experimenting with the automation of tasks as exemplified by Kate, the business-customer virtual expert.
As telcos seek to introduce more robots and data analytics in their back and front offices, a second issue comes up: extreme automation is changing the future of work. Not coincidentally, 2017 marks the start of universal basic income in Finland, a country known for its love of tech and its position as an early-adopter nation. This may be a model that other countries will follow – whereby if technology makes certain jobs redundant, people will be given enough cash to live on, with no need to work. Many commentators, like Clint Boulton, are bullish about this trend, explaining that the automation of repetitive tasks will actually create new roles, which will in fact improve the experience of telco customers and make work more interesting for the employees. He notes that at AT&T, “bots pull sales leads from multiple systems, enabling staff to spend more time with customers.”
The third question is how to keep all of this safe from cybercrime since the connectivity inherent in cloud computing creates vulnerabilities, in both mundane and critical infrastructures. And while the problem of hacked connected dolls or kettles might seem trivial, as the BBC explains, this is only the tip of a deep iceberg of security threats. (Movie buffs will already be familiar with the unhappy consequences of accepting too much tech in our daily lives from Pierce Brosnan’s 2016 movie I.T., as well as in Ex Machina.)
That’s why communication service providers – trusted brands with a strong track record of fighting cyberattacks – have a key role to play here. Midway through the acquisition process, the reaction of Verizon to the Yahoo hack is a clear indication that carriers want to maintain their hard-earned reputation. Across the world, telecom operators are an integral part of the critical infrastructure of their country. In the UK, for example, BT and Vodafone work closely with the government to detect and prevent computer attacks – being part of the first line of cyber defence at the macro level is transposable to the level of individual consumer, households and businesses. Another example is Telstra, which has built a portfolio of security services, such as Telstra Broadband Protect, focused on basic connectivity. As operators expand their services offering into the Internet of Things, such as Telstra Smart Home, security will be expected by all customers.
Share your views and opinions on this via our LinkedIn Group