we talked this through several times and still I didn't get it. All right, thank you, thank you

for being here. I'll just dive right into to show you your future. This is your future workplace. The question is now, are you in it or are you not in it? And for us, it is right now the dark side of communication happening around artificial intelligence and how it will

take away all the jobs. We just did some research a few, just a week back or two, and we found tons of information of all the jobs getting rid of. There have been a few talks here at Republica

where we heard a lot what the future of work will look like, so we tried to separate this a little bit but will come in detail to this, but in the Obama administration, it has already been said that the change of workforce due to technology has already begun. And if you look through the news, it says that all kinds of industries already we have a lot of impact

regarding technology, so here, the apple-picking robots start to take away the farmer's job, so it's not a picking robot by Apple, of course, but it's just an apple-picking robot, and this is just one example. It goes much deeper. This was a German news, but it was about a

Japanese company who fired one-third of their employees' workforce, exchanged them to artificial intelligence, what they called artificial intelligence machines to sell insurances online, and going further, in a different domain, AI will replace doctor diagnosis because it will be much

clearer, cheaper to diagnose sicknesses, et cetera, so the question is how long will there be doctors, or will they just sign off what a machine told them what the sickness might be?

We go further even to lawyers, accountants, everything where you need tonnes of data, it will always be the question, you know, isn't it cheaper to have, or even with a higher quality, to have a machine doing the job for you? And this, where I would like to go out and give a shout-out to you, and ask you what other jobs do you have in mind?

Just tell me what other jobs will be gone? Teachers! Interesting. Bus drivers, drivers in general, probably. More? Banking? Anything around banking? All right.

Yes, I would agree. And what will happen to all of them? We had just recently in the newspaper, so they will all get fired. And this is right now the sense of communication out there. And we think that if you look back a little bit in history, the fear, is it a real fear,

or is it just a made-up fear because all the journalists have to write something really, really fancy so people read it? But if you look back just shortly, into the automation and robots, they a few years ago changed the system in Detroit, for example,

and out of two million employees in Detroit working in the car manufacturing industry, 1,300,000 lost their jobs. Actually, this is a picture of a Detroit factory for cars, and will, for example, Allianz buildings look like this in ten years from now,

or Deutsche Telekom? I don't know. That's the question. If you look even further back in history, and I'm sure you've seen all these kinds of slides a few times already, so this is nothing new, but what we always experienced, it took forever to understand new technologies

and go into these new technologies, understand new jobs, or maybe even develop new jobs. And to go into detail here a little bit, if it's 1850 with a steam engine, you started to lose manual labour, right? So less people were working on manual labour, and the service sector started

to rise. That was too fast. Service sector started to rise. Right now, today, we're having another impact with artificial intelligence, and during the increase of population, we're right there at the top, so services right now are declining, and we're there, what kind of new jobs

will be available very soon? So, for us, actually, it is the question that we have is will AI destroy really jobs, or will it create new jobs? The question we have is, if you look a little bit through literature, 50 per cent of the experts say it will destroy jobs. The other 50 per cent

say it will develop jobs. Our theory is that also in the past, because we believe that it will destroy jobs, we will create new ones. So this is something where we don't know if this is like a self-predictive thing what we do right now, so it will be that we will lose jobs,

everyone fearing it, or are we in doom here, or do we have to be more confident and say, hey, we're humans, we have certain capabilities others don't have, and it's time to get rid of this depression and go into the future. And for this, we have a little inspirational movie.

So, my name is Jim. I'm working for Deutsche Telekom. I'm an innovation manager there.

Yes, my name is Moritz, and I just worked for the last years for the Haselpatner Institute,

HBI, where we educated executives in being more confident, especially creative confident, and now we want to push things a little bit further and talk about something we would call transformational confidence, which is trying to redefine, maybe, and also redesign our human role

in this very transformative world out there, where it's changing so much. We just had discussions also during Republica where also I again felt, oh, gosh, I'm so behind everything here, and how should I, I don't know, do something with my life, and I think this is also a little bit described by this little boy, right, who doesn't fear the AI police officer,

but is more confident in doing his own choices, his own decisions, and that's something we want to talk about today, this human role in the age of artificial intelligence. So, what can you expect from this talk? Actually, we are quite happy that it's not

that crowded, because we want to have it more interactive, because we also believe that, yes, I think in future it will be much more about collaboration, right, and there's collaborative intelligence, so, yes, just already get familiar with your partners left and right beside you. You're going to need them during this talk, and, yes, so it will be interactive.

What else can you expect? It will not be this talk where we will present you thousands of solutions just because we don't have them, and because we don't know them. It's more a little bit an inspirational talk which will try to also give you maybe some ideas about how an attitude could look like to face this AI future, and especially how you could maybe also move in

this very transformational time. And, yes, later, we will also think about, okay, what can organisations also do to get their people on board with this trend, because, yes, they are also expecting answers in this context, okay? So, yes, let's get started. Yes, doing this discussion also of, yes, AI. I think that what is really, really, yes, important to see is that

many people in question also what is the role of us humans? What can we actually give valuable into work? What is the thing that we can put into the world? Okay, so, yes, here it is. In the age of AI, yes, discuss what remains as human work. If you look into studies, I think,

yes, there are scientists who are saying quite obvious, okay, there is something which we can bring onto the table which technology and also AI in the future will not bring onto the table, like, for example, emotional intelligence, when it comes to creating empathy towards users, towards other human beings maybe also in this day-to-day life. What is else there?

Curiosity. Curiosity is something which drives us all. So, if you're here at Republica, you're probably more curious than a lot of other people. So, for us, curiosity is a main driver, to experience new things, to learn new things, to interact with other people, to meet new people,

so curiosity is something where I don't know yet how machines will get this kind of curiosity. So, this will so far and still for a while probably differentiate us from machines. Yeah, what else is there, I think? Taking initiative, of course, right? We are the people who see things in the world changing and thereby reacting, right, and having ideas of what we

can maybe change, and I think this part of us will always be something, yeah, maybe technology cannot imitate that easily, especially when we're thinking about bigger contexts like ecosystems. I think it's us who are taking the initiatives and not the machines, maybe. Adaptability. Adaptability, Charles Darwin already said, it's not the strongest who will survive,

it is the one who will most likely adapt to new situations. I think every one of you knows when they start maybe a new job, you know how fairly fast it is to get into the new surrounding, how it is to meet new people, and it is for others much more difficult to get into

this new kind of field, even if you within your job change maybe your role, and suddenly you get different tasks, so there's still very strong adaptability and your competence, or the capability per se, to adapt is very strong in humans. Yeah, and then, of course, yeah, those multidisciplinary thinking, right? I tackled it, I think we are quite good in when

it comes to solve complex challenges, complex problems, but also maybe in collaborating with people who have maybe completely different perspectives on those problems, and yeah, and I think the last thing is also creativity, so we're not sure if this one is something where we will be very long, very alone in this. There's a lot of machines out there who try to draw

images, or compose music, and so that's a question, you know, what is creativity? The way we define it is that the way we find solutions around different problems could be a very creative part of humans, where you all know that, you know, if you're in trouble, or you have a bad situation somehow, somehow you find a solution, and this is usually done by being

very creative. Yeah, so these are kind of our potentials, right, that we can bring onto the table, and collaborate together with, but also maybe some point with machines, and I think that's good to know, right, that there is something in us which is still valuable in a world where maybe also technology is quite powerful. And yeah, and now to think further, I think

organisations and also we people started to use this a little bit more maybe than in the past, and yeah, I think this can be put under the headline of trying that we started to try to unleash maybe those kind of human potentials in our day-to-day work, so if you look for

example on this, yeah, of course, also the trends of design thinking, for example, but also of that innovation becomes more and more important to companies, then we can say yes, we started to make more use of those potentials by, for example, yeah, being a little bit more iterative in our processes, and thereby maybe also a little bit more explorative,

but yeah, also to be more user-centred when it comes to problem-solving, because there we're going to find inspiration to actually come up with some new ideas and some new approaches, and also when it comes to the way we actually work together, right, in terms of radical collaborations, so these kind of new ways of working together, this new work mode is introduced

by more and more organisations, by more and more people, like for example with the help of design thinking, and also lean startup, but we think this isn't really far enough in the way of actually we think about it, because I think in order to be really iterative, in order to

really have this kind of user-centric approach and also to collaborate, it has to go much deeper than just to talk about methods like lean startup, business model canvas, and so on, and that's I think also why we would say that, for example, and that I think is an analogy in context, this whole discussion about the future of work, for example, isn't also going far enough,

right? We're talking about flexible working time, we're talking about that we have to, I don't know, introduce, bring your own device policies to companies, and so on, and I think we're not getting the next level when it comes also to HR and also when it comes to those new ways of working actually together, and I think we have to think this from the

scratch. That's also why we got this idea to present it here today is that this narrative, also Cem introduced us at the beginning, right, that AI will destroy everything, and AI will change us by making us, I don't know, useless maybe because we're losing our jobs, and so on. I think

this discussion has a completely, yeah, maybe wrong narrative, or maybe not, I think this shouldn't be the only narrative, and that's why we would try to reframe this whole talk by saying, we actually have to start creating a human future of work instead of just a future of work which just really tries to highlight that we humans have to play a part in that, and especially

those potentials and qualities and also skills we just introduced a second ago should really be fostered and driven in this. An add-on I'd like to make is design thinking. Everyone is talking about design thinking right now. It is a tool, right, and it's something large companies right

now which I personally think is very sad, although I like design thinking methods. Of course, they throw it at their employees, and then they're saying, oh, now you're very innovative, and now you can do something really great, but there's a famous saying, right, a fool with a tool is still a fool. So the question here is, what can we do with all these methods and tools

by interacting with the humans, real interaction? Yeah, and I think we try to split this conversation a little bit up by saying on the one side, okay, there's a perspective for every individual, so for all of us to actually start embracing maybe those human potentials or these human qualities, and on the other side, there's a perspective, of course, what can

organisations maybe do to foster this more human future of work, and we're going to start with the perspective on the individual, so on every one of us, and what we can actually change maybe in the way we do things. Let's start maybe with something you maybe wouldn't

expect there, because, of course, we're talking, oh, I will live in a very, very complex world, maybe some of you hold this term, where the future isn't that predictable, and we have to day in and day out solve some very, very complex challenges. I usually draw a very I think interesting analogy to that, because I say what's the news about that?

I mean, we, when we were maybe this tall, grew up also in a very complex world, right, where everything was new for us, and, yes, so, for example, did I, right? And when we were this young, and maybe just this tall, I think we were experts in getting familiar, very, very,

very complex world, right? And in this context, it's, yeah, interesting to just ask you guys, and maybe that's the first time you can introduce yourself to your partner left and right, so what do you think is something we can learn from kids when it comes to solving complex problems, right? Because just imagine yourself in this world. I think you didn't know anything,

right? Everything was bigger than you. You didn't know any person. What would you say, actually, can you learn maybe from kids when it comes to living in a complex world? And, yeah, maybe we just have a quick chat with your partners, or maybe you just shout it in. What would you say can you learn from a kid when it comes to living in a complex world?

Asking why. Perfect. What else? Curiosity, I heard here, right? Yeah, what else? What else would you say could you learn from a three-year-old kid when it comes to the future? Change the rules. Nice. What else? Yeah, do things that matter? Focusing on the

things that matter. What else? Play, right? Being playful, and trying maybe things out. What else? Yeah, you're a little bit in a safe environment, and maybe that's also why you can try things out. Any other ideas? No prejudice. Very good. Yes. And? Yes. You're open, right?

You open up for people. Yes. Very good. Receive time differently. There is quite a lot, right? And I think the most important thing, and that's also what I learned in my time at studying maybe design thinking but also teaching adults design thinking and executives is that

I think the most important thing we can learn from kids is this, right? Look myself here. I'm trying to catch sheep and find out whether they are maybe some playing friends for me. I fall down, and I stood up again, right? And I think that's actually all. That's all what I've learned when it comes to this future of working and also when it comes

to this complex time we live in, it's all about, in the end, just being explorative, trying things out like me trying to find new friends at the sheeps, falling down because they're much faster than maybe me and don't want to play with me, and in the end, yes, standing up again. And I think this is actually the core, the core of all those methods out there and also

the core of our working mode in the future, and I'll show you why. Because I think that in the centre of all this stands vulnerability, and this vulnerability actually opens us up for something new, and also opens us up for doing things differently, and being explorative, trying things out, failing again, and I'm pretty sure that all of you have made this kind of one

experience where maybe also this vulnerability led you to a very, very interesting learning you may never forget, and I would like you now to share this with a partner, so the task is now to talk to your partner next to you, and this is very personal, I know, but let's try to be

vulnerable in this and really try it out. Tell each other a little story about a day in your life when you really felt hurt by something, and this can be private life, business life, whatever, and what did you learn from that? And I think there is something. Just try it out. Ask your partner left and right of you, so tell me a little story of a day in your life

when you really felt hurt about it. I think there is something. The first people are running. Sorry about that. That's okay. I mean, it's part of the game, right? It's part of this vulnerability thing. Yes, I'd like to add this. This is what we expect in the future that you have to open up. It's not sharing secrets, right? Of course not, but it's sharing, making your partner or

other people understand what you're all about, right? And understanding your kindness, your weaknesses, your strength, of course. So, one minute? Yes, one minute. One minute. Yes, very quick sharing. Yes. Talk to you guys.

Okay. I see some very inspired discussions.

Maybe you can take them after the talk also into the evening. And maybe you're making already friends, new friends, and so, in the break, right afterwards, we can continue these discussions. We will get more chances to discuss. So maybe you keep something for her? Yes, but what is there? There were learnings, right? You wouldn't forget.

So who of you heard a very interesting story with a learning of the other person he or she would never forget? Just give a sign. Who of you heard a story of a kind of learning that this other person will never forget? Was it that person? Okay. At least some stories.

Okay, so, let's get back to the topic. I mean, vulnerability is really the core of this new working mode, and I'm going to show you why. Because, in the end of the day, this vulnerability is just showing us the willingness to fail, and to consciously question what we've learned, and also to de-learn, and maybe also learn again. I think that's in the

core what we understand under this vulnerability, and just to think a bit further, this vulnerability, for example, opens us up the courage for imperfection, and we need courage for imperfection when we want to work in iterative processes, for example, because whenever we are in iterative processes, we have to work or deal with unready solutions and test them

and try them out. So I think that's, for example, one thing we've learned that only when people are bringing this kind of vulnerability after time by their personality, they are really opening up and they are really having the courage to run in iterative processes. Another thing which is interesting is that, yes, through vulnerability, we develop a kind of compassion and build on

this kind of compassionist empathy towards users, so only when we open up and are vulnerable, we will be masters in human-centredness, and in human-centred design, for example, because only then we can really truly understand what our users or our customers really want or need.

And, yes, I think the really interesting thing is we are all talking about collaboration. Also, when you want to collaborate, you need to be vulnerable in a way by just saying, hey, that's me, and I'm good in that, and maybe not that good in that, and that's where complementary parts actually meet, and no matter whether that's in person but also in

companies, but, first of all, yes, you have to bring on to the table this kind of vulnerability because only based on this, you can then really go into a complementary connection, and based on this kind of collaboration, we can then think about getting people out of silos into maybe networks. And I just want to stay just for a second on this picture because I think

that was my kind of resume of two years' design thinking, and also a resume of me coming from a big corporate into this design-thinking school and learning there that, yes, in the end, it's not a question of method and tools, it's a question of personality, and it's a question whether you are maybe brave enough to open up and just, yes, be vulnerable in a way of, yes,

failing, and I think that's the way we're going to, yes, create and really shape the future, and that's not easy, right, because, yes, who enjoys to get hurt or who enjoys actually to be vulnerable in what you do? So, I would say the kind of resume or conclusion out of this was

that if we want to be, yes, creative, and if we want to work in those kind of iterative processes and so on, in the end, it really comes to us to dare to be human at work, and this is something which, yes, isn't that obvious because we at work are told to be

not to be this kind of human, and I think this is a very, for me, positive perspective when it comes to the future of work or the future of human work, that I think those who will really shape and create this kind of work we move in, yes, they, I think, in the end, have one thing in common. They dare to be human in what they do, because otherwise, yes, I think they will

not really come to those, yes, maybe innovative ideas which will change the world. And it's really, really fantastic that you guys have to change, or maybe adapt or do different things differently, but if you go back to your organisation with a strong hierarchy in silos, this will, you know, not work, of course, so this is the second part of our talk that we

say on the individual side you have to adapt, change, do things differently, open up, be curious, as we said, but on the organisational perspective, you have to see what happens there right now, right? You have meetings, for example, and you come in a surrounding which has been going on

for years maybe, and meetings are a very good example. I don't know how many of you are questioning meetings at all. You go into a team meeting, and usually you get a management download from your superior, and then a lot of meetings are that the alpha male, for example, in the room talks, maybe with another one, and then you're one hour in a meeting, and eight people

are sitting around and don't have any tasks, so this is something which is very normal, and people are saying that, you know, is this value of my time, you know, could I do something else, can I not just get a wrap-up for five minutes at the end, even read the minutes, or they don't even read the minutes any more, so this is what we have today. So repetition, also

something what we have in jobs every day right now, so why should you do as a human being anything which can be automated or done with a script or by a robot, why do you have to do it all over again? You should be the one thinking up new concepts, you should be the one thinking up what could be done next, and next thing are silos, you know, large companies work in these

different silos, this is one thing, but also it is learned that when you go into and you want to make a career in a large company, you have to work in this silo and get up to the next level, maybe have someone who to protease you, and, you know, to get up, and then you'll be always

his shadow or a second person, this is one work, but it's seldomly the one because you're really, really good. Well, it happens here and there in large corporations that people who are really good, they're so good you cannot ignore them, but sometimes it is just really that people are very, very happy that they have employees who are really, really strong, but they will never, you know, let them go because, you know, who's doing the work then in their team? So this is

what we have right now, and the question is now to you, and this is, should we do this as a shout-out or talk again? Yeah, I think talk. Shall we, what experience like the ones we're saying right now have you experienced at work, which is really shitty, which you'd like to have

changed, but the very important thing is you have to be aware of this and change something by maybe just talking. Another 30 seconds? Yeah. 30 seconds exchange with your partner, what is really, really bad?

Okay, this should be rather quick, telling your neighbor everything that is not working at jobs,

should be like bam, bam, bam, bam, bam. That's obviously the case here, so I'd like to

share with you what we think, how work should be done, and what could be differently at work, so you would love to be there and, you know, contribute even more. So our theory is that experience, it's not about learning in school, it's not about reading a book, it's about exchanging with others,

and as soon as you learn something from the other and you know, oh, this is really bad, or this is really good, I have not heard this before, you begin to transfer this. You transfer this to your own life, you transfer this maybe to another team, or to another meeting, or even if you're in an entity of people who are in different companies, you transfer this to a different company.

So this is what we call the transfer element of this, and then you go into a viral mode, and as soon as people understand, wow, these guys are working totally differently, they understand why can't we just work the same way? And to go a little bit more into details, I would share with you experience qualities we defined, where we said that what makes human, we heard that earlier,

is because we are humans, it is much more impact when we talk to each other. The exchange, the exchange of knowledge, the exchange of experience is much better, I don't know what your experience is, but if someone explains a theory to me with his own words, with his own passion,

with his own enthusiasm, then I will get it. I usually get it. But if I have to read it in a book, and it's from or something theoretically, then I'm like, Claudia, can you please explain what he said? So this is something where I think this is something where the personal

interaction creates tangible outcomes, and I would have an, I would like to share a very good example where he said that they introduced a concept at Amazon when someone invited

their peers to a new innovation, and they introduced them to the managing board, and someone said, no, we're not going to do this because it might be cannibalising an existing service, the person who said no had to do the job. So, the naysayers have been actually

punished to do the idea or the innovation work someone else suggested, and so they stopped saying no in meetings, and what came with this was the high innovation rate of what we all know what Amazon is about today. So this is something what I thought is a really good insight. So, when you learn and change the perspective of looking at things, you have very strong

experience knowledges. So here is the question to you again. Do you have similar experience where you heard from someone who had some deep insight and you said, wow, I wish I had done this the same way, or, hey, now I will do it the same way? So I would say another 30 seconds

or a minute for you, and this is the last time, you will interact real quick to share your experience, and say, hey, I did this, and maybe you can take this away next time when you go to work. 30 seconds.

Okay. What we would like to achieve with this kind of task, which is actually

totally out of my comfort zone, to be very honest, to stand here and not talk for a minute, and have you discuss and wait, and not knowing if this works at all, because we've never done this, is showing my side of vulnerability because we have not, or I've never done a talk like

this. So, the transfer quality is something I would like to address in this context here right now. So, if you learn something right now from your neighbour, or if you learn something due to your experience by yourself, with others, you will talk about it. You

will transfer this knowledge to other people. This is, you know, you can't do anything about it. You will do it with bad things, but you will also do it, of course, with things, and the idea must be if we're all willing to transfer knowledge, we also get rid of this so-called. So, the thing, one of the, what people have is that information

hiding. This is something which is a thing of the past. If you want to work and continue in the future, this will not work. You have to share information. You have to share knowledge, and then people will tell others, and you will be a much stronger person, even a stronger leader, and so you even take this away not only in your business life but

also in your private life, and when you do so, other hear about you, other hear about the way you work, and then they say, I want to work the same way, or I want to adapt in the same way, and this is something where we think this is the true future of how people should work, and with the target and goals within jobs, within the private life, because if you think of

how people organise their private life, how you go to movies, how you go to concerts, even to church, you know, if you don't like it, you will change it, right? So why should you not do something, change things at work, for example, where you are probably most of your time,

even more than with your family or so. So, for us, these are crucial elements of the future work, and the idea is now to think of what the future will look like. Yes, and I think, as you may have seen during the talk, I think there is some advice for every

person, individual, right, on what may be from personality-wise but also from methods and so on might just make out of you a person who can really maybe create this human future of work and maybe also develop own jobs and new jobs, and on the other side, we have of course organisations

and what they can change in the way they redesign maybe those interactions within companies, and maybe think this also really from scratch. I think, of course, organisations, they do the things they did them in the past, but I think when you see how the environment is changing and also how the qualities are changing which are needed by the employees, I think it's time to really

rethink of how people interact in companies and how they also work together. So, I think what maybe could be a good ending for today is that maybe we all together, and I think we are all pioneers in this field when it comes to work, I think if we would just go through the rows, I think no-one would be this traditional, I don't know, person working in this

and that industry, that we maybe all just together conclude and say, well, it's maybe our job to find out what the human future of work actually is, and that there isn't this answer but also that, on the other side, it's maybe also difficult or dangerous to just draw this negative or dark side of the future of work, and, yes, so, yes, we would like to actually

conclude by saying, hey, let's maybe together, yes, create this kind of human future of work. Yes, maybe we can click here. Yes, let's be pioneers in that, and let's maybe create this together, and we would like to actually invite you, or whoever wants to, yes, just to come

together here maybe in front and talk about what would you say are maybe first steps into this human future of work? What would you see actually the potential for us humans based on those qualities, but maybe also based on the way organisations maybe should work in the future together, and, yes, and this will be, yes, I think the invitation for now to use this

last slot, I think you've heard too many inputs of today, I guess, to get more into conversations and into discussions, and, yes, discuss about the human future of work and how this is going to look like. Thank you for being here. Thank you very much.

So, if you like to ask them questions, please come to me. Come on, somebody. A comment. Hi, come on.

Come to me. Hi. Okay, great. So, the final question was how do we find out what the future jobs or what the human future of work will look like? Is it not going to just evolve by itself

if we just let it happen? Just like, I don't know how many years ago, 70 years ago, invention of tractors did not destroy farmers, right? Certain change the jobs that farmers did, but we still have people and tractors doing jobs. So, why don't we just let it

happen? This is such a fantastic question. I will start, and Moritz goes into this. Well, if you look at numbers, this is actually a number I know, you have today one farmer doing

the job of 1,000 farmers 70 years ago, right? So, these 999 farmers are not unemployed. They're doing something else now. This is what you say. But if you just let it happen, this is, of course, you know, this will be a history like suddenly we have smartphones, same thing.

What we're trying to encourage is that instead of letting it happen, I would rather have it in my own hands, the destiny in my own hands to develop maybe new jobs based on the skills I have, based on the environment I'm in, and see what can we do differently, and what maybe can be a new

job which is not existing today. I just talked to someone here outside who told me, an HR expert, who said that in five years now, 80% of the jobs existing in five years don't exist today, right? So, then you can say, yes, well, let's, you know, make it happen. It will happen anyway. This is a solution, but I would rather have to drive it myself. So, this would be my answer.

Yeah, maybe to build on this, I think what is really new in this development we face right now, I think also with AI is the speed in that it will occur, or at least that's what many, many scientists say. So, if you see, for example, the industrial revolution, and maybe also at some point, the tractor came into this game based maybe on the steam engine,

it I think took maybe 50 years until this kind of innovation got in touch with most people, I think, in the western world at least. If you look now at AI, I think here is the fundament, I think, digital, and so this will spread much faster. So, we will not talk about 50 years until it reached into society, until it reached into companies, and so on. This will

be maybe one, two, or three years, so this will hit us in a much higher speed, I think, and so I think to be a little bit kind of preventions in this, I think it's really time to really shape this, and not just maybe let it go. And I think also that many companies are

asking themselves this question, what are we going to do with all the people, and how can we make best use of them? And that's I think also maybe one reason why all those methods of design thinking and so on, besides, of course, the fact that they need to foster innovation, yes, it gets that popular and famous maybe these days.

Hi, thanks for a great talk. You were speaking about the vulnerabilities that people are facing. Can you give me a practical example of how it can help my colleagues with these insecurities that come along with it? A practical exercise or an example of an intervention

you can do at work? Yeah, I think that's actually a good question. So, yeah, I think I can maybe describe it best from my perspective, because I kind of grew up in a corporate. I studied at a big media company, Bertelsmann, and then just bumped into the school of design thinking, and this was really a kind of upside-down turnaround for me, because

everything I've learned in this corporate that should be right, and that, yeah, actually also the way I should behave, right, most professional, not emotional, and so on, was completely wrong, because in the d.school, it's really more about being emotional, trying things out, making kind of mistakes and failures, and this I couldn't in this corporate. So what I actually would do with your team would be maybe just to try things out and

have some maybe first projects which are maybe not that correlated to your day-in and day-out work, and really make them, yeah, a little bit like kids playing and realising that actually making mistakes and, I don't know, falling down isn't something bad, that actually they

learn with every failure, and I think that's also what I think is behind, for example, methods like design thinking and all this discussion about failure culture. It's not that we all have to fail because failing is so much fun. No, it's because when we fail, we learn most, right, about our customers, about our users, about maybe prototypes and product ideas we have,

and yeah, I think I would try actually to give them this kind of experience, hey, when I fail, this isn't something bad, it's really about learning. Does this maybe help you in a way, or I think you tackled more this fear of this change ahead, maybe, or? You mentioned insecurity, right? Insecurity, for example, is you might fear to tell someone you're

not capable of using some technical tools, for example? Is that some kind of insecurity? For example, I work for a European authority. We're 140 people. We removed one hierarchy, one level of hierarchy, and so we're more agile now, but we need to help

the colleagues who are willing, who are open to it, to deal with this new kind of situation, with the new responsibilities and the vulnerability that comes along with it, and I would like to hear a practical example. How do I lead them through it?

Okay, this is so personal and so cool. Let's talk right away after the talk. Great. I missed the beginning of your talk, so excuse me if my question was answered in the beginning, but one thing I'm interested in is, you know, like the question artificial intelligence,

will we as humans be obsolete and will artificial intelligence even need us any more to do anything, and do we need to restrict artificial intelligence to make a reason for us to be on earth even there, yes, so that there's some reason for us to be here? I think there won't be

any need for it in case we really find our way on this kind of, yes, thinking further, right? Because, I mean, if we use all this kind of potential we have inside us and maybe also the way of maybe being creative and so on, there will be always, I think, a next step, so that's my just very personal opinion, where we're going to use maybe then the technology or

the AI again for to, I don't know, yeah, in the end maybe come to ideas which we cannot really think about today, but this will be just possible if we combine maybe then our forces with also this technology, so I would be quite positive in this, but I usually tend to be more

positive about the world. I think the other perspective, yeah, is definitely also one that needs to be discussed. If you think in matrix or in terminators terms, of course, we missed the point to implement Asimov's laws, for example, right, so this is gone, so the artificial intelligence probably is out there, so the question for us must be what can we do and

what AI cannot do, right? So it's not the question of that we have to fear them, so you say then, okay, certain tasks will be with them, and other tasks will be with us. There will be times of collaboration between our AI and humans, no doubts about this, but there will be also

things which only we can do. So, actually, this is what we said about experience, transfer, and, you know, this knowledge and seeing what is the thing you can do really well, and a machine cannot, so this is something you have to find out in your organisation with your friends, with your company, whatever.

Thank you. One question by myself is isn't it too late to implement that, or, on the other hand, as you said now, that artificial intelligence and humans have to work together?

What I always think about is that why do we think that artificial intelligence is some kind of sentient? It isn't. It's just code and rules, nothing more, but we do like it's a sentient being which is interacting with us, but it isn't. It's just like we're typing strings and numbers

and working with bits, nothing more. So, you answered your question yourself. Yes, but why do we call it artificial intelligence? It has nothing to do with intelligence. It's such a great marketing term, right? It's really cool right now. I've

heard actually a talk today where they said that artificial intelligence per se is bullocks. Right now, it is machine learning, deep learning, et cetera. It's based on algorithms, et cetera. What we're talking about is the singularity, the moment when machines are really thinking by themselves, and the question when this will happen is probably,

you know, we don't know, but the thing is this is what we try to point out with the talk. It can be all kinds of technologies. AI is like a placeholder. It can be all kinds of technologies where we have to differentiate ourselves and find our spot, and our spot can be still in the future a very strong one, and it doesn't have to say that, oh, poor me, human, the machines

are taking over. No, it's transformational confidence. I stand there, and I'm a human, just like James Tiberius Kirk, by the way, whoever recognised him. He said, hey, I don't care if this is a machine doing a certain job, it's still me. So this is an attitude thing.

Can I hold it myself? Thank you so much. I have a very short question. What if machines are able to empathise and be curious? Because in the time of singularity, and collective intelligence of human race is in machines, the machine also becomes a species

in a way. So how do you see that? I love the movie Her. So, we will have new friends, maybe. I don't know. Right? So we will see. That's like the first impulse I would have. We will have a new species. Will they fight for themselves?

Will they want machine rights with human rights? I think this is very, very in the future. Right now, it is about not losing jobs, not, you know. Yeah, I would agree with you. I have actually a bet with a mobile senior executive that it will take less than five years to have a topic like this. But we will see.

Hi. My question is basically this. This is like a pep talk, don't give up, for humans, and what I'm hearing is you're saying that humans have to find out what their USP is compared to machines that will probably be able to emulate whatever USP we have within due time.

Basically, you're trying to tell us you still have a chance against machines, and you're trying to frame this in a very positive way. You look, it's all the kind of funny creative stuff that you can do in the future.

But in reality, most of that funny creative stuff will probably only need very few people, if at all, because the machines that are trying to emulate that. So, what I'm taking away from this talk is, sorry, a lot of helplessness,

which is probably the opposite of what you try to achieve. Sorry. No, no, no, not at all. It's like a naysayer, right? I can say, no, you're wrong. I don't believe this, right? This is what we said, is that when you experience the exchange between humans

can bring up totally new things, thinking outside of silos, knowledge transfer, right? Everyone tries right now to do everything by themselves, right? It's like an attitude thing, so if you bring experience and the exchange between people and knowledge into your company,

into your friends, whatever it is, and make it in a way that which benefits to you, to your company, then this will be totally different. It can be even that you say that, oh, this is a great AI you have in your company, I can use this in my company as well. It can be even this, oh, wow, I can even save more money and get rid of more people

by using this. But the exchange is the basic thing here. So this is something where we truly believe it will separate us for a long time from machines. So helplessness, I would not agree. It's like taking your own measures and stand there and say, I talk to my peers, and I exchange

with them what they learned, I haven't learned yet, because machines, they will load up into the cloud what they've learned, and then all the machines know that. We humans are not capable to do so. As soon as we try to exchange, learn from others, then we have the transfer quality that will say, hey, I learned from someone else, I will use this and be faster and more successful,

but in what topic, in what area? I don't know. Maybe you're right, but I would not see it in the pessimistic way, as you're mentioning it, we have to find our spot. Absolutely. And I think maybe just, I'm sure, I would say, yeah, maybe it's helplessness. Maybe it's that, yeah, we're not sure about what kind of role we're going to play in the

future, and I think this talk isn't really meant as a pep talk to say, hey, humans, there's still a spot for you where you also can do something. No, it's more meant as an

design challenge behind, right? And start not just happening it, or just seeing it happen, but more thinking about, well, from a scratch, what can we work, what can we do actually in the future? And when it comes to this whole creative stuff, and so on, I think also this confidence, I think everyone should be confident about, well, I can be creative, I can create something in my

life, and this doesn't always necessarily need to be a big business, company, impact, whatever, because this can also be in your private, I don't know, environment, something, an initiative, or whatever. And I think that the toughest part of this is going to be, and I think if you look back in history also, for example in Detroit, Michigan, was to give people again this kind of

confidence to really think clearly and speak it out loud what they really want to do with their life, and what they really want to create, and what they want to stand for. And I think this is all part maybe of this confidence which will be necessary in order not to lose

everyone on the field, just to give them the tools, democratise all those tools we maybe now used to do those fancy creative stuff, and to democratise, give them to everyone so that everyone can start creating something and find also sense and meaning then in life. Yeah, maybe my question goes in a similar direction. I just came out of another talk about

artificial intelligence, and the essence was rather terrifying what artificial intelligence is actually able to do, and what machines will be able to do in the near future, and how trackable everyone will become. And I apologise if I missed the essence maybe,

because I just stepped in halfway, but are you saying, or do you see a clear good side maybe also of artificial intelligence, and what could the counter picture be?

The counter picture of the good side? Of the bad side, of course. It can be very terrifying to have all your digital footprints everywhere, and be traceable down to, I don't know, your privacy, which you maybe don't want to reveal, but what is the actual

win, maybe, that we should also see, and which we should get out here with? Yeah, so, and that's also again a very positive glance at the world, but you asked for it. I

think we humans really try to focus on what we're really good in. Like, for example, this is what we pointed out, the creativity stuff, and so on, and doing this by being really human, truly human, right, in terms of showing this kind of vulnerability which opens up completely new fears of creativity, opens up completely new fears of also creating new ideas,

and maybe also shaping this world. I think that there can be a kind of very collaborative way where we humans work together with technology and also AI to solve the really big global challenges we face right now, and I think there are some challenges left if you look at the global goals,

for example, development goals, when it comes to hunger in the world, when it comes to, I don't know, education, and so on, so I still see the potential, but, therefore, I think that we humans really have to start really play also our strengths in this, and this is not, you know, copying from left-hand computer to the right-hand computer,

and so on, but it's really more this creative stuff, and I think we will see, maybe also in the next years, ways where this becomes quite obvious, not only in, I don't know, fabrication, for example, that humans and technology work jointly together and be thereby much more powerful. I think in this industry sector, it's this kind of leverage of muscle power you see there, right?

I think we're going to see this also when it comes to our mechanical mind, maybe, that this kind of mechanical mind, AIs will be combined with maybe this more human mind we humans still have if we really concentrate on that, and this will maybe open us some completely new fears of problem-solving in the world. So this would be my very positive view on it, and also the chances I would see in

it. But, of course, there's also this other side, and I just think it's important, and I think that's also again what we mean by not just let's create the future of work, no, let's create the human future of work, because we humans have to focus on what we're really

good in, and what we may be also unique in, and bring this on a table with maybe also technology, and by combining this, then maybe we will have some completely new ways of solving challenges in the world. It's a very physical question, right? So in the beginning, as you missed it, we're thinking that people who design artificial

intelligence services, like the insurance topics, better policemen, all the examples I had in the beginning, right, this is not better doctors for better diagnosis, it's not done to get rid of jobs or be bad to humans, it is done to be more efficient,

to be better for all of us, so this is usually the motivation of large companies, even of Amazon and Google, so they want to improve certain things, and, of course, they want to make money with it. The question is at the end, you know, what do we make out of it, and then, because it's philosophical, ha, now I have the word, it's also a question then of course

of politics, right? What kind of rules do we have to enable, what kind of dos and don'ts are machines allowed to do, et cetera, so it's a long-term thing and it's very good that we start the discussion very early, but you should never forget that it should not come to like a depression kind of area where we get rid of thousands of jobs, and

people don't have jobs, and go into like a deep depression like in the 20s, 30s, where we don't have jobs, and then we have totally different problems, so the question, the thing we try to raise is to be aware that this will happen, and to engage somehow to find new tasks, new challenges, new jobs, create new jobs, and

so this is why we very positively try to see the future this way. So, at the end, we can say never forget to put in a stop switch, a break switch, and, sadly, we are at exactly that point here right now. I would love to talk with you both about hours and hours again.

So, Max, Månes, and Cem. All right. We're here. Talk to us. Thank you for being here. Thanks for being here.