It is a safe bet that the highest-earning professions in the year 2050 will depend on automations and machines that have not been invented yet. That is, we can’t see these jobs from here, because we can’t yet see the machines and technologies that will make them possible. Robots create jobs that we did not even know we wanted done.
It’s been a fast-moving year, so before diving headlong into 2014, we thought we’d take stock and revisit some of the year’s most notable stories in exponential technology.
There is and always has been a dialog between what you use to form a digital identity and what you use to maintain and express that identity. This difference — utility and formation essentially— are the two destinations when setting out to make anything that is “social” through software
“Carlsen won because he is the better athlete and not the better chess player,” wrote a commentator after the Chennai match. In drawn positions the Norwegian plays on and on, sitting his opponent out, waiting for errors. That is profoundly misleading: Magnus Carlsen’s success lies in his ability to play “consistently accurate moves that also maximise the chances of inaccuracies from the opponent,” writes GM Jonathan Rowson.
The new computing approach is based on the biological nervous system, specifically on how neurons react to stimuli and connect with other neurons to interpret information.
Advances in neural networking approaches. Perhaps this will reignite the excitement around fuzzy logic and approximate reasoning that was popular several decades ago.
Breathless tone of the article aside, I agree with the following:
Passion and Connections Trump Assets and Capabilities: In the scale economy, bigger was always better. The aim of every entrepreneur was to grow their business in order to acquire greater assets and capabilities. These, in turn, could then be leveraged for more growth, creating a virtuous circle. Success would breed more success.
Now, however, we are operating in a semantic economy where everything is connected and no one is safe. No matter what business you are in, someone can come up with an idea, access the capabilities they need—from logistics to finance, technology to talent—and be competing with you by lunchtime.
The bottom line is that the function of an enterprise is no longer to create efficiency by organizing men and material, but to create value by directing passion and purpose.
Intel Capital put $300 million into 124 deals this year, compared to $352 million in 150 deals in 2012.
About half of this year’s investments were made outside North America, a bit less than the 57% of investments in 2012.
Intel Capital made 52 new investments and 72 follow-on investments during 2013.