What To Do When Machines Do Everything: How to Get Ahead in a World of AI, Algorithms, Bots, and Big Data

WHAT TO DO WHEN MACHINES DO EVERYTHING

Artificial intelligence has left the laboratory (and the movie lot) and is in your building. It′s in your home. It′s in your office. From Alexa to Nest to Siri to Uber to Waze, we are surrounded by smart machines running on incredibly powerful and self–learning software platforms.

And this is just the beginning.

Minute by minute, machines are doing more and more of the work we perform today.

When machines do everything what are you going to do?

Will a robot take your job away? Will your company be "Ubered"? What will your industry look like in 10 years? Will your children be better off than you are?

The rise of artificial intelligence is the great story of our time.

Those who succeed in the next phase of the digital economy are not those who can create the new machines, but those who figure out what to do with them.

This book is your field guide.

Preface

Chapter 1: When Machines Do Everything

Like It or Not, This Is Happening

Digital that Matters

Playing the New Game

But Will I Be Automated Away?

Getting AHEAD in the Age of the New Machine

Chapter 2. From Stall to Boom: We ve been here before

When Machines Do Everything, What Happens to Us?

But Haven t Our Computers Made Us More Productive?

Carlota s Way

Riding the Waves

The Burst of Innovation (1980 2000)

The Stall (2000 2015)

The Build–Out (2015 2040)

Three Big Reasons a Boom is About to Occur

Ubiquitech Technology Embedded into Everything

By 2030 Standards, We Stink

Becoming Digital: Mastering the Three M s

New Business Models take shape in the Stall Zone

From Stall to Boom, a time of optimism

Chapter 3: There Will be Blood

Predictions of Massive Job Losses via AI

Manual vs. Knowledge Labor: As Goes the Factory, so Goes the Office?

Don t Confuse Jobs with Tasks

Don t Overlook the Job Growth Story

The Pace of This Transition

Getting AHEAD in a Time of Churn

Chapter 4. The New Machines: Systems of Intelligence

Defining the New Machine

Artificial Intelligence: Why a Narrow View Is Best

Meet the Machine: Anatomy of a System of Intelligence

Users/customers/employees

The app interface

The AI innards

Data from Things and Systems of Record

Infrastructure

Systems of Intelligence in Action

The Machine That is Netflix (Thanks to AI)

What Does Good Look Like? Attributes of a Successful System of Intelligence

From Vapor to Value

Chapter 5. Your New Raw Materials: Data Is Better than Oil

Turning Data from a Liability into an Asset

Managing the Data Supply Chain

Business Analytics: Turning Data into Meaning

If It Costs More than $5 and You Can t Eat It Instrument It!

Table for Two? Or Two Thousand?

The Home–Field Advantage of Big Companies

Data is Job One

Chapter 6. Digital Business Models: Your Five Ways to Beat Silicon Valley

Hybrid is The New Black

Avoiding the Four Traps

Trap #1: Taking the Easy Way Out of Doing Digital vs. Being Digital

Trap #2: The FANG Trap

Trap #3: Boiling the Ocean

Trap # 4: The Digital Denial Trap

Five Ways to Mine Gold from the New Machines

The Management Opportunity of a Generation

Chapter 7. Automate: The Robots Aren t Coming. They re Here

Automation is Not Optional

We Have Been Automating with Digital for Some Time

Software Should Be Eating Your Core Operations

What to Do on Monday? Flick Your Automation On–Switch

Set Your 25%–25% Automation Imperative

Find Your Process Automation Targets

Break Through the Brass Wall

Build a Repeatable Process to Obliterate Work

Automation is a Means not an End

Chapter 8. Halo: Instrument Everything, Change the Game

Every Thing Is Now a Code Generator

Three New Rules of Competition

Become a Know–It–All

Know Your Back Office Too!

What to Do on Monday? Capitalize on Code

Buy an Extra–Large Box of Chips

Find a Squad of Data Scientists

Build a Halo Business Model

Redesign Your Customer Experiences

Keep Away from the Dark Side

Monetize Your Data

Digits Over Widgets: The Next Age of Business and Technology

Chapter 9. Enhance: Amplify Human Performance with the New Machine

Stone Age, Bronze Age, Iron Age . . . Digital Age

Enhancement in the Office

Enhancement in the Hospital

Enhanced Jobs Will Be Protected Jobs

Smart Robots Make Smarter Hands

Enhancement is Technology in Service to the Human

What to Do on Monday? Partner with Systems of Intelligence

Double–Down on Being More Human

Build Your White–Collar Exoskeleton

You + New Tools = Enhancement

Chapter 10. Abundance: Finding Your 10X Opportunities with the New Machine

Moore s Law Is Bringing Abundance to Your Business

What to Do on Monday? Find Abundance in Your Organization

Obsess About the Start–Up Community

Ask Your Sharpest Employees to Kill Your Company

Play the Tomorrow It s Free Game

Manage Your Innovator s Dilemma

Find Five Pilot Ideas, and Launch Two

Make Like a Maker

Think Like a Corner Shop: The New Personalization

Apply Digital Taylorism

Abundance: The Counterintuitive Growth Driver

Chapter 11. Discovery: Manage Innovation for the Digital Economy

R&D Without AI Is No R&D at All

Innovation at the Velocity and Scale of AI

Discovery Is Hard, but Not as Hard as Being Irrelevant

What to Do on Monday? Don t Short Human Imagination

Apply Digital Kaizen

Let Hits Pay for Misses

Leave the Past Behind

Play the Wayback Game

Create Your Own Budding Effect

Chapter 12. Competing on Code: A Call to Action from the Future

AI for Pragmatists

The Digital Build–Out Is Here

Align the Three M s

Move AHEAD

Courage and Faith in the Future

MALCOLM FRANK is the executive vice president of strategy and marketing at Cognizant, a global technology consultancy of over 250,000 employees.

PAUL ROEHRIG is vice president of strategy and marketing for Cognizant Digital Business and a founder of the Center for the Future of Work.

BEN PRING leads Cognizant′s Center for the Future of Work, which helps clients bring the future of work to life today.

Malcolm, Paul, and Ben are also co–authors of Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business.