US And The Future


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The U. International engagement is a key pillar of the American AI Initiative. In May , the United States joined dozens of other countries in adopting the OECD AI Recommendation , the first intergovernmental standard for AI, which includes five complementary values-based principles and five recommendations to governments. And on September 7, , the U. Existing funding has already propelled more than 20 active programs under the Defense Advanced Research Projects Agency DARPA exploring different aspects and uses of AI, and dozens of new projects have now been promised.

This funding followed the announcement of a National Security Commission on Artificial Intelligence, which was made official with U. The Commission includes 15 members selected by different government officials and is tasked with the assessment of the national security implications of AI including the ethical considerations of AI in defense.


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President Trump was also the first U. Other governmental initiatives are noteworthy as well. The White House announced plans to help provide U.


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Key takeaways of the Summit included sharing learning between government, industry, and academia; developing a Center of Excellence model for government agencies to share AI expertise and best practices; and discussion of ways to build AI skills within the government workforce. Delaney and Congressman Pete Olson. Additionally, many bills have been introduced in Congress that mention or focus on artificial intelligence.

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The bill requires the Department of Transportation DOT to undertake research on the best way to inform consumers about the capabilities and limitations of highly automated vehicles. Other bills relate to the economic impacts of AI. For example, the Innovation Corps Act of , introduced in the House on March 16, , would help retrain workers. Bills that address the ethical implications of AI have also been introduced. For example, House Resolution HRES was introduced February to support the development of guidelines for ethical development of artificial intelligence in consultation with diverse stakeholders, and consonant with the aims of: 1 Engagement among industry, government, academia, and civil society.

The Future of U.S. Military Doctrine Will Be Decided by Technology

It can be intimidating to drive technology into the workplace. Jobs go away, or change, and humans feel left behind. But if we want to keep up as a manufacturing powerhouse, I truly see this as the only choice. Look at what other countries are doing — Germany, Japan, and of course China — they are actively driving advanced manufacturing technologies into their supply bases, into their OEMs.

The U. Knowledge Wharto n: Does the U. How serious is the skills gap and what should be done about it? Rose: We researched this several years ago. As part of this research, we pulled headlines from Germany, from China, from Japan. We looked at newspapers and blogs and magazines.

And yes, there is a skills gap in the United States, and this will be a huge challenge and a growing challenge going forward. The more interesting question is whether it is a relative disadvantage to others. I am less sure on this. Nevertheless, we need action here too, especially as we think about the impact of technology that is staring us in the face. Government and academic institutions have a role, and they need to lean into that. But I think more than ever, companies need to do that as well.

For a long time, companies have treated the manufacturing workers as disposable, in a sense. They come out of a training program, they stay for a bit, and they move on. This has got to change. Workers, especially in a highly skilled manufacturing world, are a true competitive asset for a company. What does that mean? Companies need to own the problem, and they need to start to build tools to grow their own experts, rotate them as they would executive teams to keep them engaged, retrain them when their job changes, and not rely on federal or local government assistance or community college programs and so on.

The companies that do this well and really lean in there are going to have a huge advantage because they are going to have a work force that is energized, loyal, and capable. And everyone else is going to be struggling around trying to pick up people on the margins.

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Knowledge Wharton: Is that what you mean by a relative disadvantage of the other countries? Knowledge Wharton: Could give us some examples of companies in the U. What have they done differently, and what can other manufacturers learn from their experience? Rose: Let me give you three examples. Two are manufacturers and one is a retailer. The first manufacturer is John Deere. They are making impressive efforts to integrate technology both into their products and also into their processes.

And they are deploying technology into their plants that is really cutting edge. They are taking a long-term view, and they are making smart investments.

It is not that they are reengineering every factory wholesale today, but they know what the roadmap is, and what the game plan is, for the next five and 10 years. Another example is Ford.

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In addition to some of the things that Deere is doing, Ford has an entrepreneurial culture at the plant level. They have plant managers and supervisors who by themselves, are experimenting with new things like 3D printing or additive manufacturing for different parts or components, or for tooling. And then they have a coordination overlay staffed by a very senior gentlemen who is in charge of testing many of the cutting-edge technologies, sorting out what the roadmap for deployment looks like, and managing the innovation campus and activities that they have dedicated to this.

The retailer example is Walmart. Walmart has been very public over the last several years about increasingly sourcing product from the United States. They are not manufacturing themselves, but with their size and scale what they are doing is going through their supply chain and understanding in detail things like what would the relative cost be for many different potential sourcing locations.

And beyond that, where are the gaps in the supply chain.


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So, if I want to manufacture bikes in the United States, do I have tire manufacturing capabilities? Can I make the gearbox? Can I make the pedals? And where ever they find gaps — because one gap can keep the whole supply chain from moving in some cases — they are encouraging suppliers to come back. They are promising them volume commitments to start to move entire supply chains back. I find that very thoughtful and very disciplined. It is something that I think others could learn from, and something that would benefit U.

Do you think the U. Rose: The U.

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But you must unpack it to really see what is going on, and to see where there is risk involved. The way I think about it is breaking it into three categories. One, there is basic research. This is things like studying how the universe was formed. The purpose of basic research is to build the foundational scientific knowledge without any real focus on a product or a process. This is hugely valuable work because it sets the foundation for almost everything that comes after it. The second step is applied research. Since , U.

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