Enrique Dans

A company cannot be governed as a collection of intelligent fragments. What’s needed is nothing less than a living model of the whole enterprise.

GM sold driving behavior data to insurance companies, leading to increased premiums for drivers unaware of the data sharing.

For the past two years, companies have been asking the wrong question: how do we use AI in our processes?

The hardest part of this transition may be cultural, not technical. Most companies don’t have the critical element: a formal model of themselves.

Researchers are developing designs for olive groves and vineyards that integrate solar panels to mechanize growth and harvest cycles.

Companies offering free physical services, like cleaning, are collecting valuable data to train AI systems, similar to how internet companies used free services to gather user data.

If you want to understand the geopolitics of the last two centuries, chart the history of coal, oil and gas.

And what it can learn from Roman concrete.

California is shifting its approach to AI, treating it as an economic policy issue rather than just technological innovation.

Deploying AI too quickly without fully understanding its consequences can lead to significant societal challenges.