Bertrand Duperrin's Library tagged neuralnetworks → View Popular, Search in Google

Oct

2011

The second economy

"Digitization is creating a second economy that's vast, automatic, and invisible-thereby bringing the biggest change since the Industrial Revolution."

www.mckinseyquarterly.com/...The_second_economy_2853

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economy digitization neuralnetworks neuralsystem growth productivity networkedconomy secondeconomy

So we can say that another economy—a second economy—of all of these digitized business processes conversing, executing, and triggering further actions is silently forming alongside the physical economy.
If I were to look for adjectives to describe this second economy, I’d say it is vast, silent, connected, unseen, and autonomous (meaning that human beings may design it but are not directly involved in running it). It is remotely executing and global, always on, and endlessly configurable. It is concurrent—a great computer expression—which means that everything happens in parallel. It is self-configuring, meaning it constantly reconfigures itself on the fly, and increasingly it is also self-organizing, self-architecting, and self-healing.
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- Recall that in the digital conversations I was describing, something that occurs in the physical economy is sensed by the second economy—which then gives back an appropriate response
- The second economy constitutes a neural layer for the physical economy
- Productivity increasing, say, at 2.4 percent in a given year means either that the same number of people can produce 2.4 percent more output or that we can get the same output with 2.4 percent fewer people. Both of these are happening.
- Physical jobs are disappearing into the second economy, and I believe this effect is dwarfing the much more publicized effect of jobs disappearing to places like India and China.
- where there’s a need for human judgment and human interaction, we still have that. But the primary cause of all of the downsizing we’ve had since the mid-1990s is that a lot of human jobs are disappearing into the second economy. Not to reappear.
- The second economy will certainly be the engine of growth and the provider of prosperity for the rest of this century and beyond, but it may not provide jobs, so there may be prosperity without full access for many. This suggests to me that the main challenge of the economy is shifting from producing prosperity to distributing prosperity.
- With this digital transformation, this last repository of jobs is shrinking—fewer of us in the future may have white-collar business process jobs—and we face a problem.
- This second economy that is silently forming—vast, interconnected, and extraordinarily productive—is creating for us a new economic world. How we will fare in this world, how we will adapt to it, how we will profit from it and share its benefits, is very much up to us

Sep

2009

What Enterprise Could Learn From AI Research History

The analogy itself between neural networks and a real community-based company is striking, and so are the similarities between the limitations of this approach and some Enterprise 2.0 concerns. Neural networks encountered two big problems: relevancy and convergence (they couldn’t ensure to converge onto the desired pattern, and sophisticated training techniques, such as back-propagation, were necessary to ensure convergence). Social media are facing the very same problems in the enterprise: how could we ensure that communities lead to the right consensus for applicable decisions to be taken? I evoked some possible trails in my last post, and this is a crucial point.

www.debaillon.com/...learn-from-ai-research-history

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AI networks neuralnetworks socialnetworks connections businessprocess kaizen process

Should, and will, the Enterprise 2.0 follow the same track as AI did? If so, next move would be to get rid of the big business processes we all know, and replace them with micro-processes applicable at individual scale. For instance, the way Japanese coworkers are able to make a consensus emerge from community-based workshops, one of the pre-requisite of Kaizen, rely on their heavy sense of “doing the right thing”. To set up such micro-processes is a radical move from where we are and where the most daring organizations try to go,