Welcome []€¦ · SCALING. Proprietary + Confidential THANK YOU ROY GEVA GLASBERG HEAD OF STARTUP...

Welcome

#Nexus2017

Registration, Continental Breakfast and Exhibition

Networking

8:0 AMTo 9:15 AM

#Nexus2017

Google’s Critical Connection to Emerging Market Entrepreneurs

ROY GLASBERGGoogle Launchpad Accelerator, Global Lead

9:15 AMTo 9:45 AMK

EYN

OTE

#Nexus2017

Emerging market success

Roy Geva Glasberg - May 2017

WE DO: ENABLE STARTUP SUCCESS GLOBALLY THROUGH IN-PERSON MENTORING

WE ARE GOOGLE’S MENTORSHIP DRIVEN STARTUP PROGRAM

WH

AT

IS L

AUN

CHPA

D

WE PROVIDE:THE BEST RESOURCES FOR STARTUP SUCCESS (methodologies)

AND LEARNINGS ON HOW TO BUILD SUCCESSFUL PRODUCTS AND PLATFORMS FOR STARTUPS (feedback)

ENSURE EFFECTIVE EMERGING MARKETS STARTUP ECOSYSTEMS

WHY

WH

Y

Startup Ecosystem Success

The four pillars of a successful startup ecosystem

MentorshipStartup Success

Investment Policy

HO

W

WH

ERE

Europe

LATAM

NAMER

SSAAPAC

2017 - (40 countries, 5 continents)

LAUNCHPAD HAS BEEN INTRODUCED IN OVER 25 COUNTRIES TO DATE

IMPA

CT T

O D

ATE LAUNCHPAD SPACE AS THE BRIDGE

BETWEEN SV AND THE WORLD

LAUNCHPAD ACCELERATOR IS THE LARGEST CORPORATE ACCELERATOR

WH

O

THE WHO BEHIND THE PROGRAM

1,500 MENTORS

IN 25 COUNTRIES

30 GOOGLE TEAMS

500 Investors

9 Policy & PR

TEAMS

CHA

NG

ING

TH

E M

INDS

ET

CHANGING THE MINDSET

THE POTENTIALWHAT ARE EMERGING MARKET STARTUPS SOLVING FORTHE ROLE OF CORPORATIONS

CHA

NG

ING

TH

E M

INDS

ET

THE POTENTIAL

CHA

NG

ING

TH

E M

INDS

ET

WHAT ARE EMERGING MARKETS SOLVING FOR

● CUTTING EDGE● DIGITAL WORLD● EMERGING CHALLENGES

CHA

NG

ING

TH

E M

INDS

ET

THE ROLE OF CORPORATIONS

IDEATION

PRODUCT VALIDATION

SCALING

Proprietary + ConfidentialProprietary + Confidential

THANK YOU

ROY GEVA GLASBERGHEAD OF STARTUP PROGRAMS

[email protected] Glasberg on Linkedin

Navigating in the New Reality of the United States

MODERATOR:STEVE KIRZPace Harmon, Managing Director

PANELISTS:PRIYA ALAGIRI – Founder, Alagiri Immigration Law Firm

ALANA WAGNER -Director, West Coast International Trade and Investment Office, Government of British Columbia, Canada

DILAWAR SYED - President, Freshdesk

9:45 AMto 10:40 AM

#Nexus2017

PHOTO COMPETITION

#Nexus2017

Matt KendallChief Editor

[email protected]

#Nexus2017

Great prizes up for grabs1st Prize – iPad Mini 2nd Prize – BEATS Pill Plus

#Nexus2017

Competition Theme

“The Search for Talent”

#Nexus2017

Competition Rules

• Post a photo on Twitter with the hashtags:

#Nexus2017 #Talent• Submissions must arrive before 3:30pm today

• Winners will be announced at 4:00pm

• Creativity counts: the more imaginative the better!

#Nexus2017

Good Luck and happy snapping!

#Nexus2017

Exhibition and Networking

10:40 AMTo 10:55 AM

#Nexus2017

The Unicorns of the Americas: Adapting to a New Model for Cross-Border Acceleration

MODERATOR:LYNNE BAIRSTOW - Managing Partner, MITA Ventures

PANELISTS:

DANIEL GREEN - Partner, Gunderson-Dettmer

ALFRED LUTTER - Founder, Lutter Consulting

PABLO VITTORI - Managing Director, Gaming and Tech, Globant

10:55 AMTO 11:40 AM

#Nexus2017

Preparing for Automation Inside and Outside the Enterprise

MODERATOR:

FABIANO ROSA - Consultant, PwC Canada

SPEAKERS:

RAJEEV GUPTA - Regional Vice President, TCS Latin AmericaGUSTAVO PARÉS - Partner, Nearshore Delivery SolutionsSTEVE RUDDERHAM - Vice President Global Business Services, Kellogg Company

11:40 AMTo 12:20 PM

#Nexus2017

Networking Lunch

12:20 PMTO 1:10 PM

#Nexus2017

Join the Conversation #Nexus2017

#Nexus2017

Lessons from the Frontlines

MODERATOR:STEVE MEZAK - Founder and CEO, Accelerance

PANELISTS:ROBERTO MARTINEZ – CEO, Nearsoft

ZHIYIN PAN - VP of Engineering, Chartio

KARL ROTTMANN - Senior Director, Cylance

OWEN TRAN - Chief Technology Officer, Points International

HUI WU-CURTIS - Senior Director Customer Care Strategy, Choice Hotels

1:10 PMTo 2 PM

#Nexus2017

The State of Nearshore: Key Findings and Analysis

SPEAKER:

SALIL DANI - VP, Global Sourcing, Everest Group

2 PMTo 2:30 PM

#Nexus2017

May 24, 2017

Google Quad Campus, Mountain View, California

The State of Nearshore: Key Findings

and Analysis

Proprietary & Confidential. © 2017, Everest Global, Inc. 2

Everest Group

helps senior

executives of

leading

companies

capture value

from the next

generation of

global services

Resources

Webinars, research,

and blogs

Subscriptions

Research reports,

data sets, customised

tracking services

Implementation

Consulting services to

capture value from

decisions

Strategy

Consulting and

research to turn

insights into decisions

Range of services

From insight to action.


Discussion points for today

Global context and

trends

Location deep-dive Implications for

companies’ location

strategy


Global services (exports) market size – excludes domestic market

2016; Thousand FTEs

1 Includes Canada, Africa and the Middle East

Note: Includes global services exports for 35 leading locations. Excludes domestic market

Source: Country- / city-level investment promotion agencies, global services organisations, and Everest Group (2016)

The Global Services Industry employs ~5 Million FTEs

distributed across multiple Offshore/Nearshore Locations

India

PhilippinesOther Asia Pacific

Nearshore

Europe

Latin America

~2,500100% = ~3,600

Others1

62%

33%

4%

30%

7%4%

14%

13%

8%11%

5% 9%

IT Services BP Services

Latin America has ~10%

share in global services

market


Latin America – Market heatmap1

2016

Latin America has witnessed highest growth in global

services headcount over the last 2 years

Brazil

Argentina

Chile

Costa Rica

Mexico

Guatemala

PanamaColombia

Nicaragua

Uruguay

Peru

Belize

El Salvador

1 Analysis based on growth in headcount for global services (i.e., exports) for 2016 over 2014


Source: Country- / city-level investment promotion agencies, global services organizations, and Everest Group (2017)

13%

7%

12%

2%

LatinAmerica

Asia Pacific

NearshoreEurope

Others

Growth rate of global services (exports market)

headcount by regions1

2014-2016; % per annum

JamaicaHonduras

Trinidad & Tobago

Emerging locations (20,000-100,000 FTEs2)

Established locations (100,000-500,000 FTEs2)

Nascent locations (< 20,000 FTEs2)

Mature locations (>500,000 FTEs2)

2


Increasing share of Latin America in new center

setups

Share of Latin America in new center setups

2015-Q1 2017; Percentage


Note: Center setups covering both GICs/shared services and service providers

Source: Everest Group’s Market Vista Research

15% 19%

42%45%

33%30%

10% 6%

2015 2006 - Q1 2017

208 319100% =

Latin America

Nearshore

Europe

Asia Pacific

Others1

Share of tier-2/3 cities in new center

setups in Latin America


100% = 90

Tier-2/3

Tier-129%

71%


New centers in Latin America increasingly

supporting functions beyond voice

47

18

Voice BPO

Breakup of new centers in Latin America by functions


2015

2016-Q1 2017

Note: Totals may exceed 100 percent given a center supports multiple functions

Source: Everest Group’s Market Vista Research

28

56

16

43

62

19

IT Non-voice BPO ES/R&D


Key drivers for growth in Latin America

Cost

savings

Access to

talent

Servicing

domestic

market needs

Competitive

intensity and

saturation in

mature locations

Supporting digital

capabilities


How cheaper is Latin America compared to U.S.?

Scale

Skills

Choice of

location

Talent

model

Type of

services

Factors

impacting

cost of

delivery

Large vs. medium scale

IT vs. voice-BPO vs.

non-voice BPO

Transactional

vs. judgmental

Domestic vs. offshore

Entry vs. Experienced mix

Tier-2 vs. tier-3 cities

Generic vs. niche

English vs. Bilingual vs.

Multilingual

Factors to consider in assessing cost

differentials

Language

skills and

proficiency

Complexity

of work

Geography

served


Domestic/regional demand is a key driver influencing

location decisions in Latin America

LATIN AMERICA: SPANISH DOMESTIC BPO MARKET EXAMPLE (NOT EXHAUSTIVE)

X-YMarket potential for

Spanish domestic BPO1

Spanish domestic BPO

market size (US$ million)

Leveraging “non-traditional:

geographies (e.g., Peru, El

Salvador)

Interest around tier-2/3

cities in the large markets

(e.g., Medellin in Colombia)

Mexico

150

370

2012 2017

30-35X

Uruguay

Peru

El Salvador

Colombia

3090

2012 2017

40-45X

Argentina

105

265

2012 2017

12-16X

1 Market potential estimated as ratio of addressable market to current market size

Source: Everest Group (2017)


Latin America has a relatively smaller but rapidly growing

digital services market, driven primarily by cloud and social

media capabilities

Key locations for digital services delivery in Latin America

Current market share: <10% share in

digital services global sourcing market

Growth: >15% per annum

Key services: Cloud infrastructure

management for regional and North

American clients and regional social

media operations support (listening,

monitoring, and moderation)

Source: Everest Group (2017)

Buenos Aires

Santiago

Sao Paulo

Bogota

Mexico

City

San Jose

<2K

<2K

<2K

7-9K

5-7K

3-5K

High Medium LowProcess maturity

Social Mobility Analytics Cloud






X-YEmployed pool for digital

services (Thousand FTEs)


Call-to-action for companies to successfully

leverage Latin America for digital skills

Increase collaboration between the industry and the academe to plug the skill

gaps – both technical and linguistic

Identify and pursue a unique digital value proposition to capitalize on

complimentary growth opportunities with established location such as India

Leverage the domestic demand to further develop digital capabilities to

support global demand

Develop “Digital ready” infrastructure and business environment to gain

investor confidence


Companies need to intentionally evaluate the role

of Latin America in their overall location portfolio

Typical role of Latin

America in global

services

Complement mature

locations for service

delivery

Gateway to serve

domestic market

Hub for

regional operations

Unique roles in service

delivery

Deliver specialized work

1

2

3

4

5


Summary and recap of key messages

1 Latin America is a growing, integral part of global delivery

2 Expanding landscape of tier-2/3 cities in Latin America

3While adoption is increasing, there are trade-offs to be

considered and managed

4Companies need to intentionally evaluate the role of Latin

America in their portfolio

5Important to align investments and adapt operating models to

realize benefits from Latin America

Stay connectedDallas (Headquarters)

[email protected]

+1-214-451-3000

Bangalore

[email protected]

+91-804-276-4533

Delhi

[email protected]

+91-124-496-1000

London

[email protected]

+44-207-129-1318

New York

[email protected]

+1-646-805-4000

Toronto

[email protected]

+1-647-557-3475

Website

www.everestgrp.com

Social Media

@EverestGroup

@Everest Group

Blog

www.sherpasinblueshirts.com

Sherpas In Blue Shirts

mailto:[email protected]
























http://www.everestgrp.com/

http://www.everestgrp.com/

https://twitter.com/EverestGroup

https://twitter.com/EverestGroup

https://www.linkedin.com/company/everest-group

https://www.linkedin.com/company/everest-group

http://www.sherpasinblueshirts.com/

http://www.sherpasinblueshirts.com/

Afternoon Networking

2:30 PMTo 2:40 PM

#Nexus2017

How Nearshore Engineers Meets the Innovation Challenge: The Case of Yucatán

SPEAKER:

LUIS ALBERTO MUNOZ UBANDO - Chief Innovation Officer, Grupo Plenum

2:45 PMTo 3:15 PM

#Nexus2017

We increase the capabilities of our customers

through innovative software solutions using

science and technology.

GAIN VALUE through innovative technology

How Nearshore Engineers Meet the Innovation

Challenge: The Case of Yucatán

Latin America and Caribbean engineering studios are not only able to operate in today’s

agile development environments, but are also preparing to vastly improve business

processes through A.I., machine learning and data analytics. Hear how these needs are

being provided with greater efficiency than ever before and how nearshoring is being

transformed.

LUIS ALBERTO MUÑOZ UBANDO

Chief Innovation Officer, Grupo Plenum

87 88-93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15

“Smart creative has deep technical knowledge in how to use the tools of her

trade, and plenty of hands-on experience. In our industry, that means she is

most likely a computer scientist, or at least understands the tenents and

structure of the systems behind the magic you see on your screen every day.

She is an expert in doing. She doesn´t just design concepts, she builds

prototypes.”

1.- Analytically Smart

2.- Business Smart

3.- Competitive Smart

4.- User Smart

5.- Smart Creative

6.- Curious Creative

7.- Risky Creative

8.- Self-directed Creative

9.- Open Creative

10.- Thorough Creative

11.- Communicative Creative

The Innovation department at Grupo Plenum

Grupo Plenum

Navic allows you to locate your boats in real time.

Because everyone deserves to be a CEO

OUR JOURNEY SO FAR

Idea was

born Seed funding

MVP in a box

officially registered

First 3 pilots

First official client

18 clients won

SXSW

Collision

pre-launch

Nexus official USA

launch

23 international

clients won

Investment

43 international

clients won

12/2015

02/2016

03/2016

03-06/2016

05/2016

05/2016-

01/2017

03/2017

05/2017

Today

07/2017-

01/201801/2018-

01/2019

2015

2016

2017

2019

2018

07/2017

Is a Minimum Viable Product construction service, aimed at

technology based startups, with a maximum duration of 3

months.

The main objective is to test a software product within a

specified market segment in the shortest time possible,

analyzing customer conduct (early adopters) and involvement

throughout the entire product lifecycle.

WHAT´S

INSIDE THE

BOX?

A cross-functional stand

alone team who are

supported by 1-3

engineers per project

depending on which box

you choose.

YOUR OWN

DREAM TEAM

Chief Operations Officer at Grupo Plenum as well as

MVP in a box and more than 20 years’ experience

within the IT sector having seen over more than 200

software engineering projects

Carlos Borges

COO

Victor Gutierrez

Funder & Advisor

Vanessa Hererra

Founder & CEO

Alberto Munoz

CIO

Josh Northcott

Founder & CMO

CEO, President of the board and founder of Grupo

Plenum and owner of MVP in a box. Victor is also the

creator of the first Information Technology Centre in

all of Mexico, in Merida in 2004.

Business Development Director for Plenumsoft and

Founder and CEO of MVP in a box. Successfully

led implementation of more than 80 software

products across multiple business lines.Chief Innovation Officer at Grupo Plenum as well as

CIO for MVP in a box. Founder of The Robotics

Institute of Yucatán and President South-East and

VP Innovation at CANIETI.

Director of International Outsourcing for Plenumsoft

and Founder and CMO of MVP in a box. Extensive

career building startups throughout Mexico and

internationally.

WHO ARE WE

1 Scrum master

1 Construction team

1 Designer

1 Business consultant

1 Marketing expert

440 Working hours investment

10 Interactive pages

1 Scrum master

1 Construction team

1 Designer



1 Scrum master

1 Construction team

1 Designer


1 Marketing expert

1 Extra SW engineer



$10,499 / 1st month $11,999 / 1st month $14,999 / 1st month

BUILD IT BOX CREATE IT BOX LAUNCH IT BOX

$999

$1,999

BENEFITS

Market

validation

Reduced development

time

Optimized Costs Dream

Team

Experience

OUR SUCCESS

SO FAR:

www.mvpinabox.com.mx

Your first choice as an entrepreneur bringing your new business to market

Because everyone deserves to be a CEO

How Nearshore Engineers Meet the Innovation Challenge:

The Case of Yucatán

Latin America and Caribbean engineering studios are not only able to operate in today’s agile development environments, but are also

preparing to vastly improve business processes through A.I., machine learning and data analytics. Hear how these needs are being

provided with greater efficiency than ever before and how nearshoring is being transformed.

LUIS ALBERTO MUNOZ UBANDO

Chief Innovation Officer, Grupo Plenum

VIDEO

https://www.youtube.com/watch?v=rDyzRANZpcU

87 88-93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15

“Smart creative has deep technical knowledge in how to use the tools of her trade, and plenty of hands-on

experience. In our industry, that means she is most likely a computer scientist, or at least understands the

tenents and structure of the systems behind the magic you see on your screen every day. She is an expert in

doing. She doesn´t just design concepts, she builds prototypes.”

1. Analytically Smart

2. Business Smart

3. Competitive Smart

4. User Smart

5. Smart Creative

6. Curious Creative

7. Risky Creative

8. Self-directed Creative

9. Open Creative

10. Thorough Creative

11. Communicative Creative

Because everyone

deserves to be a CEO

Chief Operations Officer at Grupo Plenum as well as

MVP in a box and more than 20 years’ experience

within the IT sector having seen over more than 200

software engineering projects

Carlos Borges

COO

Victor Gutierrez

Company Owner

Vanessa Hererra

CEO

Alberto Munoz

CIOJosh Northcott

CMO

CEO, President of the board and founder of Grupo

Plenum and owner of MVP in a box. Victor is also the

creator of the first Information Technology Centre in

all of Mexico, in Merida in 2004.Business Development Director for Plenumsoft and

Founder and CEO of MVP in a box. Successfully

led implementation of more than 80 software

products across multiple business lines.

Chief Innovation Officer at Grupo Plenum as well as

CIO for MVP in a box. Founder of The Robotics

Institute of Yucatán and President South-East and

VP Innovation at CANIETI.

Director of International Outsourcing for Plenumsoft

and Founder and CMO of MVP in a box. Extensive

career building startups throughout Mexico and

internationally.

WHO ARE WE

OUR JOURNEY SO FAR

Idea was

born Seed funding

MVP in a box

officially registered

First 3 pilots

First official client

18 clients won

SXSW

Collision

pre-launch

Nexus official USA

launch

23 international

clients won

Investment

43 international

clients won

12/2015

02/2016

03/2016

03-06/2016

05/2016

05/2016-

01/2017

03/2017

05/2017

Today

07/2017-

01/201801/2018-

01/2019

20

15

20

16

20

17

20

19

20

18

07/2017

Is a Minimum Viable Product construction

service, aimed at technology based startups,

with a maximum duration of 3 months.

The main objective is to test a software product

within a specified market segment in the

shortest time possible, analyzing customer

conduct (early adopters) and involvement

throughout the entire product lifecycle.

WHAT´S

INSIDE THE

BOX?

1 Scrum master

1 Construction team

1 Designer


1 Marketing expert



1 Scrum master

1 Construction team

1 Designer



1 Scrum master

1 Construction team

1 Designer


1 Marketing expert

1 Extra SW engineer



$10,499 / 1st month $11,999 / 1st month $14,999 / 1st month

BUILD IT BOX CREATE IT BOX LAUNCH IT BOX

$999

$1,999

A cross-functional stand

alone team who are

supported by 1-3

engineers per project

depending on which box

you choose.

YOUR OWN

DREAM TEAM

BENEFITS

Market

validation

Reduced development

time

Optimized Costs Dream

Team

Experience

www.mvpinabox.com.mx

Your first choice as an entrepreneur bringing your new business to market

Because everyone

deserves to be a CEO

A.I., Robotics and the Future of Work

SPEAKER:

AARON SMITH - Associate Research Director, Pew Research

3:15 PMTo 4:00 PM

#Nexus2017

Research findings on the present (and future) of automation and work

Aaron Smith

Associate Director, Research

May 30, 2017 49www.pewresearch.org

http://www.pewresearch.org/

http://www.pewresearch.org/


Why care about automation and jobs?

Large body of research showing impact of automation on blue collar work:

• Vast majority of manufacturing job losses in recent decades linked to automation and greater productivity

(Ball State CBER, 2017)

• Each robot per 1,000 workers leads to 6.7 human jobs lost (NBER, 2017)

Growing body of research that many more jobs outside the factory floor may be susceptible to automation

• 47% of all employment categories in U.S. at some risk of automation (Frey & Osbourne, 2013)

• Currently demonstrated technologies could automate 45 percent of the activities people are paid to perform

(McKinsey, 2017)

In addition to obvious political impacts, work is important to people and plays an outsized role in the American

psyche


This has entered in the public consciousness in a big way in recent years…


Our research on this subject

1) 2014 “canvassing” of technology experts

2) 2015 survey of U.S. adults about their expectations for automation of work in the future

3) 2016 survey of U.S. adults about their broad experiences/expectations around work and jobs

4) 2017 survey (data collection currently underway) on many different aspects of automation in a personal and

work setting

RESULTS FROM OUR CANVASSING

OF TECHNOLOGY EXPERTS

May 30, 2017 www.pewproject.org 53


Our “conversation starter” about automation and jobs

The “yes/no” question: Self-driving cars, intelligent digital agents that can act for you, and robots are advancing

rapidly. Will networked, automated, artificial intelligence (AI) applications and robotic devices have displaced

more jobs than they have created by 2025?

The “elaborate” question: Describe your expectation about the degree to which robots, digital agents, and AI

tools will have disrupted white-collar and blue-collar jobs by 2025 and the social consequences that will emerge

from that.

The “bonus” question: To what degree will AI and robotics be parts of the ordinary landscape of the general

population by 2025? Describe which parts of life will change the most as these tools advance and which parts

of life will remain relatively unchanged.


How they responded

Where they see AI/robots having the biggest impact:

• Integrated into daily life, to the point of invisibility

• Driving, transportation, and logistics

• Intelligent agents managing our homes and lives

• Large swathes of the service sector—both online and off—will be impacted

• Caring for the elderly, disabled, and sick

• Minority viewpoint: changes will be gradual and incremental (at least in next decade)

What they see as the impact on human employment:

• 48% said Yes, they will be a net displacer of human jobs

• 52% said No, they will not widely displace human jobs

KEY THEMES FROM THOSE WHO DO NOT EXPECT AI AND ROBOTS TO TAKE

HUMAN JOBS IN SIGNIFICANT #S

Results in detail



Theme #1

New advances have always produced as many new jobs as they displace. Jobs will shift, but new types of work

will emerge

"Historically, technology has created more jobs than it destroys and there is no reason to think otherwise in this

case.” (Vint Cerf)

“There is no shortage of things that need to be done and that will not change.” (Jonathan Grudin)


Theme #2a and 2b

Some skills are uniquely human, and cannot be replicated by even the most advanced robots and algorithms

“…machines can’t do…thinking, creativity, synthesizing, problem-solving, and innovating” (Pamela Rutledge)

“Truth be told, computers are not very smart…They can do things that require logic, but logic is only one part of

the human mind.” (Celia Pearce)

Disruption may happen sometime, but not soon

“AI and robotics will be a niche, with a few leading applications such as banking, retailing, and transport. The

risks of error and the imputation of liability remain major constraints to the application of these technologies to

the ordinary landscape.” (Christopher Wilkinson)

“In 12 years I do not think autonomous devices will be truly autonomous. I think they will allow us to deliver a

higher level of service with the same level of human involvement.” (David Clark)


Theme #3

Political and social factors will cushion the jobs impact

“I see the movement towards AI and robotics as evolutionary, in large part because it is such a sociological leap.

The technology may be ready, but we are not—at least, not yet.” (Geoff Livingston)

“…any country that wants a competitive economy will ensure that most of its citizens are employed so that in

turn they can pay for goods and services.” (Andrew Rens)

KEY THEMES FROM THOSE WHO DO EXPECT AI AND ROBOTS TO TAKE

MANY HUMAN JOBS

Results in detail



Themes #1 and 2

Technological advances may have led to jobs in the past, but are not doing that today…if replacing human

employees saves money, it will happen

“Automation is Voldemort: the terrifying force nobody is willing to name.” (Jerry Michalski)

“Everything that can be automated will be automated.” (Robert Cannon)

Change is happening faster than ever, and impacting previously “safe” industries

“Previous technological revolutions happened much more slowly, so people had longer to retrain, and [also]

moved people from one kind of unskilled work to another. Robots and AI threaten to make even some kinds of

skilled work obsolete.” (Tom Standage)

“Unlike previous disruptions such as when farming machinery displaced farm workers but created factory jobs

making the machines, robotics and AI are different.” (Mark Nall)


Theme #3

Great success for a few, but diminished options and opportunities for many…creation of a “permanent

underclass”?

“The central question of 2025 will be: What are people for in a world that does not need their labor, and where

only a minority are needed to guide the 'bot-based economy?” (Stowe Boyd)

“…there will be some new opportunities created for complex non-routine work, but the gains at this top of the

labor market will not be offset by losses in the middle and gains of terrible jobs at the bottom.” (Justin Reich)

THEMES THAT EMERGED IN THE RESPONSES FROM BOTH GROUPS

Results in detail



Theme #1

We have an opportunity to value new skills and rethink the concept of “work”

“If ‘displace more jobs’ means ‘eliminate dull, repetitive, and unpleasant work,’ the answer would be

yes…Everyone wants more jobs and less work.” (Hal Varian)

“We cannot assume that ‘jobs’ will stay the same. Our ways of making a living are going to shift at the same

time.” (Elizabeth Albrycht)

“We’ll see a continued growth of artisanal products and small-scale efforts.” (Tony Siesfeld)


Theme #2

Concerns about the preparedness of social institutions—government, the business community, and (especially)

education

“The education system is not well positioned to transform itself to help shape graduates who can race against

the machines.” (Bryan Alexander)

“Education systems…are still sitting students in rows and columns, teaching them to keep quiet and memorize

what is told to them, preparing them for life in a 20th century factory.” (Howard Rheingold)


Theme #3

The future is not set in stone. Our choices will determine the outcome—for good or bad

“Societies will have to adapt their economic policies to accommodate growing wealth created by technology and

the reduction in older types of job opportunities. Those that don’t will see large scale unrest fueled by the

cheap, ubiquitous weaponization of these same technologies.” (David Solomonoff)

“All of this is manageable by states and economies: but it will require wrestling with ideologically fraught

solutions, such as a guaranteed minimum income, and a broadening of our social sense of what is valuable

work.” (Jason Pontin)

SO WHAT DO ORDINARY AMERICANS THINK

ABOUT ALL OF THIS?

Results in detail


May 30, 2017 www.pewresearch.org 68


Some final questions/thoughts to consider…

1. How will these shifts impact countries who currently compete on low-wage human labor (e.g. China making

huge investments in automated factories)

2. “Lifelong learning” is ingrained in modern workers’ DNA -- but it’s not clear that they are training for “a

machine will be able to do my job someday”

3. We’re already seeing how hard it is to retrain and migrate today’s displaced workers into thriving

jobs/industries – possible canary in the coalmine?

4. Predictions are difficult, especially about the future – but the technological progress we are seeing

(especially around AI applications) is extremely striking

5. Anecdotally, it seems that many of the jobs being actively created by the current wave of AI (outside of a

small group of developers/engineers/data scientists) are not particularly outstanding -- e.g. thousands of

humans scanning YouTube or Facebook live for porn or violent content, workers training algorithms to do

their jobs


Thanks! Questions?

Aaron Smith

Associate Director, Research

Pew Research Center

[email protected]

@aaron_w_smith


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Welcome []€¦ · SCALING. Proprietary + Confidential THANK YOU ROY GEVA GLASBERG HEAD OF STARTUP...

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