Byron Reese

Byron Reese is an entrepreneur, speaker, author, and futurist. VEDP Executive Vice President Jason El Koubi spoke with Reese about the progression of technology and what it means for the future of the workforce.

Jason El Koubi: I’m curious about how you became interested in the intersection of all of these exciting topics — technology, business, science, and history. I’ve also got to ask, how does one become a futurist?

Byron Reese: I think I was born at a fortuitous time because oftentimes there’s a technology or some happening that defines the whole generation. I just happened to be born when it was this explosion of technology. I got out of university in 1991 and moved to the Bay Area to try to make my fortune, like, I guess, many of the gold rush pioneers before me.

I just got into technology there. I didn’t have a technical background. I got into artificial intelligence and had some success with that, and I started getting lots of invitations to give talks. Good speakers give the same speech over and over. I’m a bad speaker because I would always write a different talk, and people would always say, “What do you think about the future of ‘blank’? What is the future of transportation? What’s the future of this? What’s the future of that?”

El Koubi: Your work certainly covers a lot of interesting topics, and we’re really excited to connect, because the theme of this issue of Virginia Economic Review is focused on industries of the future. I’m interested, what emerging technologies do you think have the greatest potential for transformation, whether in society or industry or other areas of life?

Reese: There’s obviously computation and artificial intelligence, which is the main thing I write about. There’s robotics — computers are getting machines to think like we do. There are new kinds of materials that are being made and new ways to generate power. There’s nanotechnology, which is how things take on new properties when they’re at the microscopic scale. There’s biotechnology, where we’re learning a lot of the secrets of life itself and how we can harness that.

Then there’s blockchain. I’m not that interested in cryptocurrency per se, but I’m very interested in blockchain because it’s a technology where you don’t really have to understand how it works, but it’s useful to know what it does. Blockchain is a technology whereby people can deal directly with each other without having to trust each other, but they can do it confidently.

El Koubi: You’ve just sketched out a big list, and I’m wondering if you could put this all into historical perspective. One of your books is called “The Fourth Age: Smart Robots, Conscious Computers, and the Future of Humanity.” I’m interested in the title, “The Fourth Age.” There’s an obvious question there: What were the first three ages? And what characteristics make up this fourth age?

Reese: Humanity kind of goes along a trajectory, and something really big happens and changes everything. And I think the first one of these is when we got language, which is a technology, and is our singular technology as a species. It allows us to coordinate our actions. We got it at the same time we controlled fire because we were cooking meat, and that allowed us to consume more calories. We grew these big brains and developed language.

The second one, in my telling, would be agriculture. It wasn’t agriculture per se, but agriculture made us settle down, and we had cities, and cities are where we got the division of labor. And the division of labor is where all our prosperity comes from because if you specialize and you specialize and you specialize, we’re all better off for it.

The third one was when two technologies happened at the same time — writing and the wheel. We got them both 5,000 years ago. With those two things, you had everything you needed to create a nation-state, because you could promulgate laws and collect taxes and so forth.

I think those were the big turning points where technology really changed things. And so, I posit that we’re at this fourth one where these technologies are going to radically transform the world. When I talk on this topic, I only show one graph, and it’s this line. It’s the average world income for the last 2,000 years.

I first saw it at the front of Matt Ridley’s book, “The Rational Optimist: How Prosperity Evolves.” For 1,750 years, nothing happens. For 1,750 years, the average income of the world didn’t change. And then, about 1750, it turned and shot straight up, and what happened then was the scientific method. We learned this trick of being able to take what we knew and add to it and know more and add to that and add to that and add to that.

I think, with these technologies, that line is going to just shoot up as far as the eye can see, because we’re at this point where technology’s really multiplying what we’re able to do. Computers famously double in capability about every two years, and most technologies behave that same way.

What that means is that it took human civilization 10,000 years to make your laptop. But in two years it will be twice as powerful. And then, in two years it’ll be twice as powerful and in two years it’ll be twice as powerful. What happens is you get up to this place where we’re creating 10,000 years of progress every two years.

El Koubi: You talk about the relationship between AI and automation in the workplace. What are your thoughts on the ways that automation will reshape the workplace and also the workforce?

What I encourage people to do is look at your day and ask yourself, "Where can I use technology to destroy stuff I'm doing at the bottom that I shouldn't be doing?" You're always trying to apply technology to automate parts of your life that are just boring and repetitive.

Byron Reese

Reese: I’ve spent a lot of time trying to figure out what the half-life of a job is, and I think it’s about 50 years. I think every 50 years, we lose about half of our jobs.

You say, “Wow, we lose half our jobs every 50 years. Why do we generally have full employment? How can that be?” Imagine a bar graph of jobs. On the far left, you have low-pay, low-skill, low-training-required jobs, like an order taker at a fast food restaurant. Then you have all the high-tech, new jobs, like a geneticist.

Technology destroys all the jobs down at the bottom, and it creates new ones at the top. When that happens, it isn’t that those people who lost that job become geneticists. Everybody just shifts up one notch.

A college professor may become a geneticist. Then a high school biology teacher gets the job at the college. Then the substitute teacher gets hired on full-time at the high school all the way down the line. Technology destroys these highly automatable, low-skill kinds of things and creates these new ones that pay more.

What I encourage people to do is look at your day and ask yourself, “Where can I use technology to destroy stuff I’m doing at the bottom that I shouldn’t be doing? They’re a waste of my time. What am I doing that I could just automate away? What are new things I could create? New opportunities I could create with technology?” You’re always trying to apply technology to automate parts of your life that are just boring and repetitive.

The signature thing that I think will separate jobs of the future versus today is that they’re migrating to be more about relationships, which computers cannot do. You had the ATM come out and everyone said, “Well, so much for tellers.” But we have more now, because the teller job becomes kind of a relationship job. “Well, maybe you need a student loan.”

Or, “We got this software to do simple contracts.” Does that mean the lawyers lost out? No, they have a relationship. Now they help you with estate planning where you get tax software to automate a bunch of it. But that doesn’t mean the tax people go out of business — their jobs become more relationship-driven.

El Koubi: Certainly an optimistic take on the potential of technology. Of course, the same trends are the ones that cause quite a bit of anxiety for folks, including people in the workforce. I’m wondering, Byron, how would you respond to those fears of automation?

I think part of it is what you’ve just shared, but there’s this sort of notion that robots are going to take over many jobs that exist today. Is it basically what you’ve just shared? Or is there more to it?

Reese: That’s largely it, other than to say the media doesn’t help. There was this study that came out a few years ago by these guys, Carl Benedikt Frey and Michael A. Osborne. And they said, “In 20 years, 47% of jobs will be gone,” or at least that’s how it was reported. People see that, and that’s their livelihood. That is a frightening thing. Then, when you get into it, you see, “No, they said 47% of things people do in their jobs could be all automated,” which is very different.

My father sold insurance for 30-something years. His job changed all through that time, but it didn’t mean his job itself went away. There are very few jobs technology can actually destroy. That’s why you hear the same examples over and over. Most of the time, labor productivity is augmented by technology.

Most of us, what we do for a living, we didn't learn in school. Even if you learn the basics of a trade, most of your additional knowledge you taught yourself. And that is the human superpower: the ability to teach yourself new things.

Byron Reese

I don't want to minimize a couple of things. One is that depending on your own situation, you may not profit by your increased productivity. If you sell your labor by the hour — let's say you're a checker and some new software's installed that allows you to check out twice as many people in the same amount of time — your pay doesn't double.

Whoever owns the technology generally gets to pocket the increases, and that's problematic. The second thing that's kind of problematic is no matter how you tell people, "Look, everybody's just going to shift up a notch," it's still unsettling for the thing that you know how to do, that you make your livelihood by, for it to change.

I want to tell people that we keep full employment in this country, even though we're constantly doing this. I hope that, intellectually, is reassuring to people, but you can't do that at the expense of not acknowledging that it’s very disorienting.

El Koubi: As we think about talking with policymakers and educational partners that we work with in the economic development space, what sort of skills do you think will be the most valuable in workplaces of the future that are marked by radical technological change?

Reese: Our education system that we have was designed to make factory workers, and it does that very well. You have a manager, a teacher, who gives you jobs and tells you if you did a good job or not. They grade your performance. And if you do well, you get a promotion to the next grade, a bell will ring and you will be given different work to do.

That isn’t generally, though, where people learn job skills. If I were to go back to high school, if I went back in time to 1987, there’s only one class I could have taken that would be useful to me today: typing. Most of us, what we do for a living, we didn’t learn in school. Even if you learn the basics of a trade, most of your additional knowledge you taught yourself. And that is the human superpower: the ability to teach yourself new things.

It isn’t so much to try to think about, “What’s the newest, latest and greatest job? Okay, a geneticist. Well, I can’t learn genetic biology — what am I going to do?” It’s more about taking the skillset that you have and figuring out how to use technology to amplify what you’re able to do, and try to incorporate additional technologies to increase your own productivity.

We build these better tools that give us more power. Wherever you are in your career, you figure out how to apply technology. You can make a job by taking a lump of clay and putting time and technology to it and make something else worth more — a vase. Whatever the difference between what that clay was worth and what that vase is worth. That is a wage. That’s how jobs are made.

If somebody had gone back 25 years in time to 1996, seen a web browser and said, “Look at this web thing. In 25 years, there’s going to be billions of people using this. What do you think is going to happen to jobs?” If they had been super-smart, they would have said, “I bet the stock brokers are going to have a hard time because people will just trade online. I bet the travel agents are going to have a hard time. I bet the Yellow Pages are going out of business. I bet the newspapers are going to have a hard time because people will get their news online.”

And you know what? They would have been right about everything. But what nobody ever would have said is, “Oh, there’s going to be Etsy and eBay and Facebook and Twitter and Airbnb and Uber and Lyft.” And that’s the challenge. It’s easy to see what it’s going to destroy. None of us had the imagination to see what it’s going to create.

I tell people that if all development in artificial intelligence stopped tomorrow, it will probably take us 30 years to do everything we already know how to do. We just haven't had time to do it.

Byron Reese

The number of things people can do with technology just grows and grows and grows, and we don’t have enough people to do them all. I tell people that if all development in artificial intelligence stopped tomorrow, it will probably take us 30 years to do everything we already know how to do. We just haven’t had time to do it.

There’s going to be an ever-increasing shortage of people. It’s a great time to be a human because there’s going to be all these opportunities competing for relatively few people. Because there are things that only people can do.

El Koubi: Byron, this has been a fascinating conversation. Just wonderful to talk with you. Thank you for sharing your thoughts today with the Virginia Economic Review podcast.

Reese: Thank you for having me.

 

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