Keynote from Wonderland AI Summit, focusing on why it is so hard to truly embrace AI for leaders, organizations and states. To go beyond using AI simply for a little extra efficiency, and actually dare to let AI give you new insights - which will require you to let go of the old way of doing things, and change.

1. Why is AI so uncomfortable?
A THERAPY SESSION

2. Head of major impact at the Swedish national AI Center
Accelerate the use of AI for the benefit
of our society, our competitiveness,
and for everyone living in Sweden
Chief Experience Officer & Partner at Canucci
Canucci unlocks the full potential of
collective human intelligence for all
organizations - not only the small and new.

3. This session may make
you uncomfortable
1
May trigger escape
behaviours
2
Acceptance is the
road to change
3
Warning, uncomfortable messages ahead

4. 3 opening statements

5. Real
understanding
of AI is still
insanely low.
Of the potential &
implications
3 opening statements

6. A million
excuses to avoid
actual use of AI.
Ethics anyone?
Regulations?
AI Strategies? Check!
3 opening statements

7. The biggest
obstacle to
understanding
AI is that it is so
uncomfortable.
3 opening statements

8. A lot of talk
about the impact
it will have
AI

9. “The business plan of
the next 10,000 startups
are easy to forecast:
Take X and add AI”
Kevin Kelly / Founder Wired

10. Sundar Pichai / CEO Alphabet (Google)
“AI is one of the most important
things humanity is working on. It’s
more profound than, I don’t know,
electricity or fire”

11. Everyone is going
apeshit with
excitement, right?

12. The media perspective

13. “Let’s talk more about ethics”

14. Is it ethical to
stall when people
are dying?

15. Is it ethical to
stall when people
are dying?

16. What is AI then?

17. Artificial Neural Networks
The power to see patterns in data and make predictions. Beyond human limitations.

18. Peltarion - the operational AI platform
Technical leaps increases access
Internet
Cost decrease for
Distribution of information
AI
1950 1960 1970 1980 1990 2000 2010
Transistors
Cost decrease for
Mathematical calculations
Cost decrease for
Intelligence & Predictions
2020

19. Peltarion - the operational AI platform
Still in the realm of the “explainable”
Internet
Cost decrease for
Distribution of information
AI
1950 1960 1970 1980 1990 2000 2010
Transistors
Cost decrease for
Mathematical calculations
Cost decrease for
Intelligence & Predictions
2020
dafuq?

20. Still stuck in a 20th century
one-size-fits-all mindset.
Due to lack of resources and time, we still shape our society this way.

21. Unique physique One treatment for all
VS

22. Unique potential Conveyor belt learning
VS

23. Unique insights Restricted to “titles"
VS

24. AI can take humanity beyond
one-size-fits-all
Allowing us to cater more to
the needs of the individual
Harnessing more of the
individual insights

25. So what’s making it so hard
to take those steps?

26. AI dabbling
Limited to human cognition.
Speed of innovation
decrease with size.
Digital services.
Standalone AI projects.
Training experts in AI
(developers, engineers,
analysts, etc)
AI transformation
Possible to apply AI
across business to
unlock new conclusions
and predictions for
business, service and
product innovation.
ANALOGUE BUSINESS "AI first”
Access to structured
data across silos.
Understanding of AI
across leadership
and all employees.
AI readiness
The jump from AI dabbling
to AI first seems hard
Value
creation

27. AI is NOT primarily
a technical challenge

28. Embracing AI requires
personal transformation

29. The key is for us humans to
change how we view our
roles in the future

30. Most people base a large part of
their personal identity on their
professional titles
I am a Lawyer, CEO, Doctor… or even scientist.

31. Identity craving
herd animal
Acts to safeguard role in group

32. Identity craving
herd animal
Acts to safeguard role in group

33. Identity craving
herd animal
Acts to safeguard role in group

34. We value
ourselves based on
our ability to be
give predictions
(to the group)
We have an inner
narcissistic belief
that WE are
irreplaceable
(in the group)

35. Giving up the safety of our identities and
be be in a state of constant change.
Really uncomfortable for most of us.

36. Elon Musk / Space X, Tesla, etc
“Constantly think about how
you could be doing things better
and question yourself”

37. Change is associated with loss of safety
It’s in our nature to resist that
!

38. "Industrial revolution 4.0”
Indicates a lack of understanding
It was those at the bottom of the food chain that saw their jobs change the most.
They had no say over how organisations changed.

39. This time around, those with
the most power (the most
revered jobs) are then ones
who face the most change.
AI
Increased access to
Intelligence & Predictions
Doctors, lawyers, journalists, scientists, etc…

40. Lack of goals
(Being “best" is not a goal)
1
Format before
purpose
2
AI strategies
(alert!)
3
Warning signals to be aware about
How to spot organizations, authorities and individuals who are not AI ready
High emphasis on titles
and experience
4
Labs, R&D, etc
5

41. Leaders that practice ownership
and accountability
1
Leaders that lead with questions
and through dialogue
2
Leaders and orgs who dare to
set concrete goals
3
How to spot the places where AI can grow
Leaders that will make you grow,
and pick you up when you fail
4
Orgs with clear vision
and purpose
5 5
Orgs with high level of trust
and psychological safety

42. Acts to evolve
Identity craving
herd animal
Acts to safeguard role in group
Ever changing
problem solver

44. Close to 8 billion brains on this planet
Each and everyone, a unique and capable super processor

45. With that collective intelligence, we should be
able to achieve anything, solve anything
42

46. We fail to put our cognitive power
to collective use

47. As soon as we grow beyond the size of a village,
it's like pouring glue into the system.

48. To make large groups to function we have to severely
limit people’s potential and the collective intelligence.
We box unique fantastic individuals into titles and role descriptions. Our
sharing of information is not much more effective than smoke signals.

49. At Canucci we use the power of AI to identify
patterns in large organizations to give us insights
about what is holding is us back, the common
denominators, the blockers and enablers
And put those insights (removing fear and opinions that cloud facts) in the
hands of both CEO and all employees - to unify the collective intelligence and
direct energy increasingly in the right direction - to accelerate transformation.

50. One crucial area is to use the power of AI to take healthcare beyond simply
making people survive, and instead reach for supporting everyone to better
fulfil their potential in life.
At the Swedish National AI Center, AI Sweden,
our mission is accelerate the use of AI in society.

51. At the Swedish National AI Center, AI Sweden,
our mission is accelerate the use of AI in society.
The other area, is our next generation, our future.
Is it ethical to NOT tailor to every child’s unique way of learning, so that she can
fulfil her true potential, when we have the technology, simply because there are
adults in charge, comfortable with the way things are?

52. Embrace the uncomfortable
kye@ai.se