Next-Gen Tech Expert: This is AI's ENDGAME

Are we ready for a future where human and machine intelligence are inseparable? Today on Digital Disruption, we’re joined by best-selling author and founding partner of digital strategy firm, Future Point of View (FPOV), Scott Klososky . Scott’s career has been built at the intersection of technology and humanity; he is known for his visionary insights into how emerging technologies shape organizations and society. He has advised leaders across Fortune 500 companies, nonprofits, and professional associations, guiding them in integrating technology with strategic human effort. A sought-after speaker and author of four books—including Did God Create the Internet? Scott continues to help executives around the world prepare for the digital future. Scott sits down with Geoff to discuss the cutting edge of human-technology integration and the emergence of the "organizational mind." What happens when AI no longer supports organizations but becomes a synthetic layer of intelligence within them? He talks about real-world examples of this transformation already taking place, reveals the ethical and existential risks AI poses, and offers practical advice for business and tech leaders navigating this new era. This conversation dives deep into autonomous decision-making to AI regulation and digital governance, and Scott breaks down the real threats of digital reputational damage, AI misuse, and the growing surveillance culture we’re all a part of. In this episode: 00:00 Intro 00:24 What is an ‘Organizational Mind?’ 03:44 How fast is this becoming real? 05:00 Early insights from building an organizational mind 07:02 The human brain analogy: AI mirrors us 08:12 What does it mean for AI to “wake up”? 09:51 AI awakening without consciousness 11:03 Should we be worried about conscious AI? 11:59 Accidents, bad actors, and manipulation 15:42 Can we prevent these AI risks? 18:28 Regulatory control and the role of governments 20:03 Cat and Mouse: Can AI hide from auditors? 23:02 The escalating complexity of AI threats 27:00 Will nations have organizational minds? 29:12 Autonomous collaboration between AI nations 35:36 Bringing AI tools together 36:31 Knowledge, agents, personas & oversight 40:11 Why early adopters will have the edge 41:00 Are we in another AI bubble? 45:01 Scott’s advice for business & tech leaders 47:12 Why use-cases alone aren’t enough Connect with Scott: LinkedIn: https://www.linkedin.com/in/scottklososky/ X: https://x.com/sklososky Visit our website: https://www.infotech.com/ Follow us on YouTube: https://www.youtube.com/@InfoTechRG

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:01Geoff Nielson?

  Hey everyone. I'm super excited to be sitting down with Scott Klososky. He's a leading futurist, serial tech founder, and bestselling author. What's cool about Scott is that not only has he been in the game as a technology futurist for over 30 years, but throughout that time, he's had his chips down with his tech investments, including his latest project, developing enterprise-grade AI systems. Scott's big idea that caught my attention is that he thinks the end game of this current wave of AI capabilities is the creation of an organizational mind that's going to awaken and control our corporations. I want to know what the hell that means and what the implications are for the future of business and humanity. Let's find out.

• 0:47Geoff Nielson?

  Scott, thanks so much for joining us today from deep in the matrix, it looks like. Really appreciate you being there and excited to get your insights. So maybe first off, one of the things I've heard you talk about in the past in relation to AI, in relation to future tech, is this notion of what you call an organizational mind. Maybe for listeners or viewers who haven't heard before, what is an organizational mind? And what does it mean for us as people and as workers?

• 1:14Speaker 01

  Well, Jeff, you don't do any warm-up on AI, do you? We're jumping right to the end. And I talk a lot about this with leaders, about we need to have a better picture of what is the end in mind. And so about a year and a half ago, I really started to study on what does AI look like when it's finished in an organization? Because I kept having organizations hire us to do AI strategy. And I would say, well, what are you trying to get to? And they would all say, well, we just want to use AI well.

• 1:55Speaker 01

  So we, we basically architected uh how to build what we ended up calling an organizational mind. What that really means is it's a synthetic layer of multiple AI tools uh that now play a role in the organization of holding knowledge, sharing knowledge, uh providing capabilities, providing automation, providing oversight. Uh and it becomes an entity on its own that an organization owns. And the people in the organization collaborate with that entity. And when I said it a year and a half ago, a lot of people thought, well, this is science fiction.

• 2:40Speaker 01

  You know, today we've gotten standards like MCP and uh you know, we have more and more tools that are making this look less and less like science fiction. And Jeff, I'll tell you the cool thing is um here, here at our firm, um we've actually built it. So we've built an organizational mind now. Uh and so now we're just improving it. And it's so interesting to actually see it and to start to work with it. Uh and to be able to really see the role that that AI synthetic organizational mind is going to play. So, so that's the quick answer.

• 3:25Geoff Nielson?

  Yeah, well, and it's, it's, it's, you know, incredibly fascinating to me. And I was just latching on to that last part where you said you're, you're building it now. Cause in my mind, well, when I was thinking about it, I, I just immediately thought like, okay, well, you know, is this 2030? Is this 2040? But it sounds like this is something that may be here now. It may be here in the next 12 months is, you know, what kind of timeline is, is realistic? When we're actually going to start seeing this, you know, out in the wild.

• 3:51Speaker 01

  Yeah, you know, it, it's a good question. First of all, I mean, you and I both grew up in an era where Star Trek's, the ship had an organizational, an AI mind. You know, we had Hal, you know, in Space Odyssey. We had, you know, Her, the movie Her. Like, we've seen a lot of movies where there is a synthetic persona or a synthetic mind. And so I think part of the reason we think, oh, it's 2030 is because it's always felt like science fiction to us.

• 4:30Speaker 01

  A year and a half ago, when I started talking about it, it was still science fiction to me. It was just a philosophy. You know, six months ago, we started actually building the architecture for it. I think by this time next year, it will be a tool that most people in an organization can use, you know, should they choose to. It'll be three years before I think this becomes a little more common.

• 5:00Geoff Nielson?

  Wow, wow. So it's, it's, it's all happening right now. And, you know, given that your firm is, is, you know, kind of the, I don't want to say canary, but kind of the test case for this, you know, have you had any insights, you know, yourself, or is anything, you know, been intriguing to you about how this has worked? How you get from here to there that you think may be of value for other people to hear about as they, you know, think about whether this could be right for them?

• 5:28Speaker 01

  You know, my, my biggest insight is the, the pieces, right? The parts of an organizational mind are starting to be all around us. So there was a great report from OpenAI that talked about the, the six things that a lot of people are doing with AI tools across all departments, right? And so just for example, three of them are creating documents, ideating, or doing research, right? Those are three of the six. So, you know, you're starting to have kind of general adoption of AI, regardless of what

• 6:10Speaker 01

  tool you use across organizations, whether the organization approves it or not, right? So people will go out on their own and will do these six things.

• 6:20Speaker 01

  So you have those, you have those pieces. We now have the ability to build AI tools that hold knowledge. Now, some people will say, oh, a chatbot? Okay, we can call it many different things. Or AI tools that hold knowledge. We are building the standards like MCP, like Google's agent to agent. Right, we're building the, the technology standards now to allow AI tools to talk to other applications or data sources. You know, the biggest thing for me is I am watching the pieces of the organizational mind rapidly come together.

• 7:01Speaker 01

  And the, when I say the pieces, the intriguing thing for me is how much the organizational mind, the way it works and the way it is architected is like the human mind. We hold knowledge, we make decisions, we can take actions. And that's exactly how this is designed. It, it does those same things. And so that's what's striking to me is how fast the pieces are coming together and how much you can use the human mind or the collection of human minds in an organization to be able to design what your synthetic mind will be in an organization.

• 7:47Geoff Nielson?

  So, so speaking of that kind of human mind analog, one of the things I've heard you say before, that's, you know, maybe equal parts interesting and terrifying, and I'm curious to hear your perspective on it, is you talk about, you know, a point in time where the organizational mind, oh, there's an awakening, right? It wakes up and it somehow becomes beyond kind of a passive force to almost more of an active force. What, walk me through what that looks like.

• 8:16Speaker 01

  Yeah, again, great question. You know, I speak so much about the philosophical side, right, of AI, not just the technical. And, you know, that, that kind of question of what does it mean if an AI wakes up?

• 8:34Speaker 01

  And some people, they overcomplicate it. They overhumanize the concept, I suppose. For me, an AI that wakes up means it's an AI that gains an understanding of its purpose. And then it it seeks, it has a will to deliver its purpose. It has a curiosity to get better, which is called self-learning. Right? So when we build, you know, AI tools or systems that then get a very clear sense of this is my role. And then I want to learn more so that I can be better at my role.

• 9:19Speaker 01

  Which we can teach an AI all of this today. Like, this is not magic, right? That, to me, is the synthetic version of waking up. Now, when people debate things with me philosophically, they're like, Scott, you know, well, you're saying the AI can be conscious. Okay, well, that's another conversation, right? You know, we can talk about consciousness. It's a separate conversation. I don't think an AI needs to be conscious to say that it has woken up. Right? It has gone from a state of being unconscious, right? Unconscious, it doesn't know itself, it doesn't know its purpose.

• 10:00Speaker 01

  It's not taking action to a state of some level of awakeness, right? Of, yeah, I know what I'm here for, and I seek to learn more to get better at this.

• 10:15Geoff Nielson?

  Right. So, so, you know, the way I interpret that, and let me know if you if you agree, is it's it takes on a degree of being self-directed, right? It's not waiting for direction. It says, okay, you've told me enough about the mission, about the purpose, that it can exist in a state of persistence where, okay, I'm gonna go out and learn. I'm gonna be curious, I'm gonna discover, I'm gonna change and challenge and do as a way to accomplish that. Is that, is that fair?

• 10:41Speaker 01

  Spot on. Spot on.

• 10:44Geoff Nielson?

  Yeah, because it's interesting and I encountered the same thing where people ask me, you know, is AI about to become conscious? And you know, of course, the next question I ask is, well, I think we're about to have a philosophical debate about what it means to be conscious. And you know, that very quickly, you know, becomes a conversation about souls and you know, the transphysical and the spiritual. But I like your definition here because I feel like it, it just kind of grounds it and people can say, okay, I understand what we're talking about. And it makes it easier to consume. But does it, in your mind, does that make it less concerning? Because there's still, you know, for a lot of people who, you know, are no AI from the

• 11:27Geoff Nielson?

  movies. And you mentioned Hal, for example, and you know, there's, I'm sure 100 other examples like Hal, where there's, you know, at the extreme end, there's existential risk to us as humans, where the agency of AI, the general agency becomes too strong and somehow, you know, they get confused and they, you know, they end up at war with us. Is that a concern to you? Is that something we need to actively manage? Where does that fit into the picture here?

• 11:59Speaker 01

  Well, two, two points. You know, when you say, yes, you get dragged into the philosophical on, can an AI be conscious? I just think it's important for everyone listening to understand there are levels of consciousness. And it is naive or unwise to just say, consciousness is one thing, right? There's, there is human consciousness, there is plant consciousness, there is animal consciousness, there is AI consciousness. These are different things. And if you want to say different levels, but even within human consciousness, you and I both

• 12:39Speaker 01

  know, there are people that are very awake, very aware. And then there are people just surviving that are, I would say, semi-conscious. They have no care, understanding of anybody around them. They have no care or understanding of the impact on the world. I mean, I live in a world of people who throw their trash out their car window, right, in our neighborhood all the time. Completely unconscious of what that means. I, I just think it's important to understand that. And then, then I'll go into the second part of this of. I have a lot of concerns about AI from an existential risk standpoint. I do not have the concern. That AI will decide that humans are not valuable and try to kill us.

• 13:25Speaker 01

  If, if you say, what are the, the concerns you have, I'll give you three. One. Uh, I am concerned about just. Uh, an AI that becomes broken. So an AI that we've given a lot of autonomy to. It picks up bad data. And because it picks up bad data, it makes bad decisions. So like an autonomous car that's working fantastic. But for whatever reason. The autonomous car program picks up some bad data. And it then drives a car into a tree. It didn't mean to do that, didn't want to do that. Right? It didn't know any better. That's gonna happen. So that is a risk. I'm concerned about that risk.

• 14:09Speaker 01

  I am not concerned about that risk. At a massive scale. Killing the human race. I'm worried about just isolated incidents. But to put it in context. I worry about that much less. Than a bunch of the drivers who are unconscious, who drink and drive. Who text and drive, who are way more dangerous. Than that AI getting bad data. First thing I worry. Second thing. Is threat actors. So criminals, terrorists. Using AI tools to hurt other people. I think that's a huge existential risk. And then the, the. You know, the, the third one is AI manipulation. So. Big companies.

• 14:54Speaker 01

  I'll stop there. Big companies who use AI tools to manipulate humanity. We already have this issue with social media. It's going to get much worse with pricing. Right? It's going to get much worse with trying to condition human behavior.

• 15:11Speaker 01

  Those are the big existentialists to me, right? Just an AI that goes off the rails by accident. Won't happen at mass scale.

• 15:21Speaker 01

  Bad actors, and that's the human threat using AI tools. Or human using AI tool to manipulate people at scale. But two out of three of those are clearly human driven. And one out of those is accidents, right? Let's just say accidents.

• 15:42Geoff Nielson?

  I love that list, Scott. And the reason I love it, the reason it's so interesting to me is because, and I don't know if you'll agree with this word or not, but when, when I think about that list versus, you know, AI apocalypse, everything in that list, I hate to say, like, it feels almost inevitable. Right? Like, these are all things that will happen on some scale in the not-too-distant future. Like, not necessarily that they'll be, yeah, at an apocalyptic level, but they feel inevitable. And so I wanted to ask you, I mean, first of all, do you agree with that? And if you agree, what do we need to know as people and as leaders to best manage that? And if it's not inevitable, what do we need to do to avoid it?

• 16:25Speaker 01

  I agree with you that these three are inevitable. It's part of the reason that I said these are my top three. Because I am very confident that all three of these are going to happen. All three will be a problem.

• 16:37Speaker 01

  To avoid them, let's take them in order. The accidental AI means we have to have a new job that's an AI auditor. And that AI auditor.

• 16:52Speaker 01

  Needs to spend their time constantly monitoring AI behavior, data, you know, machine learning. Uh, but I think there's going to have to be an AI audit job or capability. Where an organization looks at all of their AI tools, they risk rate them. They look at the ones that could potentially cause harm the most. And then they have a plan for their AI auditor, internal or external, to constantly audit those tools. That would be my answer to that. My answer to threat actors. Uh. We, just like we've done with cybersecurity.

• 17:34Speaker 01

  Uh, I think we are going to be a step behind threat actors and terrorists that use AI. We will only learn how good they are when they have a success.

• 17:46Speaker 01

  I think to the best of our ability, we have to outthink them. We have to be proactive at trying to create defenses before they show us what something can do. You know, I, I read an article yesterday about using drone swarms that have, uh, nuclear, uh, weapons. Right? And so small nuclear weapons on drone swarms that could attack an army, a ship, right? A building and do devastating damage. Okay. Well, if we know that that's possible, then we've got to have a defense against a swarm of nuclear powered drones.

• 18:28Speaker 01

  And it's the same way I feel about terrorists and cyber criminals having AI power. Is man, we better react fast, but we better try to outthink them and build the defenses before they can use these. Uh, the third one of. You know, just thinking about the threat of manipulation.

• 18:54Speaker 01

  I think you're gonna have to look at regulatory control. As one of the things that again. Instead of waiting until you know, we're 10 years into a serious manipulation problem. Uh, the government's got to be a bit quicker. At identifying that this is an unhealthy use. It's crossed over from this is good marketing. So this is unhealthy. You know, in Europe. They seem to be doing a pretty good job, right? With GDPR and the things they're doing, you know, the. Their AI, you know, uh, regulatory control. They're trying to get out in front of things. Maybe they're not striking the right balance. I think in the US.

• 19:39Speaker 01

  Our legislators are gonna have to to just really be careful about where that line is. That we've now crossed over from. We're using AI tools to just drive more revenue. To now we're using AI tools. In very unhealthy ways. And I think we have struggled with that line with social media. We're gonna have to get better at drawing that line.

• 20:03Geoff Nielson?

  When I think about that line. I I think about it in the context of of what you said, manipulation and regulation, but I also think about it in the context of. You know, the the first thing you said there around, you know, auditing AI and the importance of that.

• 20:18Geoff Nielson?

  How worried are you about? A world where? Big tech is kind of playing, or even AI itself is playing a cat and mouse game with auditors and with regulators. Where they're. Either they're designing these minds and these systems. To avoid being audited. Uh, when I say avoid being audited, I mean actually disguise the work that they're doing or disguise their data. Or their calculations in a way to mislead what's going on so that they can act in a way that's more conducive to them versus auditors. You know. Whether that's happening from the companies themselves, whether the AI is getting clever enough to do that. I- is that a risk we should be thinking about? And if so, is it, you know, how do we solve for it?

• 21:04Speaker 01

  Yes, it's a risk. I think about the fact that we've had technology for, you know, fifty years. It is getting increasingly complex and it's getting increasingly more intelligent. As technology as a tool or a weapon becomes more complex and more sophisticated, then it gets more and more difficult to regulate it, to control it, to defend, right, against it.

• 21:38Speaker 01

  I mean, I'm just stating a fact. I mean, look at an analogy, Jeff. If I told you, okay, well, I'm gonna try to hurt you physically. I have no weapon. I just have my bare hands. All right, well, that's a level of threat. If I showed up at your podcast studio with a knife, it's a little more level of threat. If I show up at your studio with a gun, it's even more of a threat, right? If I show up at your studio with a drone swarm, I don't know, not even there, I just send a drone swarm after you. It's even more sophisticated and deadly. Okay, if I just vaporize you,

• 22:19Speaker 01

  right, I just send a robot to just walk in and vaporize you. It's even more complex, right? I think it's the same thing with technology. Is as we make it more intelligent and complex, then defending against any misuse, any evil use of it becomes harder and harder. And so that absolutely concerns me. Now, I'm an optimist. I try to be an optimist, you know, in life. And so,

• 22:56Speaker 01

  you know, I, what I want to say is we will, you know, humanity will struggle with these things, but we always find ways to overcome. We learn our lessons and we overcome. The difference is the difference between an army with a bunch of sabers on horses and a nuclear bomb.

• 23:15Speaker 01

  If you if you make a mistake or you can't defend yourself from a nuclear bomb, then, you know, hundreds of thousands of people are killed right away. That's a different level of risk than a cavalry with sabers. And we're moving into a world where the level of potential risk is higher. I I just wake up and and I I be optimistic about our responses to this and hopefully our proactive defense will keep up with these uh and it generally help us be in a safe place.

• 23:59Speaker 01

  But we will make mistakes and we will learn hard lessons. And those hard lessons may cause a lot of deaths. I mean, those hard lessons can be serious until we learn them.

• 24:13Geoff Nielson?

  It's when you talk about learning them and you talk about sufficiently advanced technology here. Do you see this as kind of this this necessarily have to be like a fight fire with fire scenario? Like, is the best defense against an AI drone swarm, an AI drone defense? Is that kind of where we're heading? It just you need AI as, you know, the answer to AI?

• 24:36Speaker 01

  Honestly, I I don't think so that that that it's a one to one like that. Uh, I think, for example, to defend against a robot army or a drone army, I think your solution is going to be an EMP bomb, right? An EMP bomb or a microwave, you know, defense that disables the technology just in total, just disables it. So I think the defense systems are going to be possible, won't be cheap, uh, but will be possible where it completely can disarm, turn off anything that's built with technology. And then the game might be they're trying to armor, right?

• 25:21Speaker 01

  They're just constantly trying to armor their technology against these things. But, you know, I think we will constantly have solutions that are, we have a shield, we we can disable every drone at the shield. We can disable an entire robot army, right? With one. Technology or device. Uh, so I, I think it'll be more that than you have. Eight hundred thousand robot, uh, soldiers and I have nine hundred thousand robot soldiers. I, I don't think that's the way the, the, the defense or the security will be.

• 26:02Geoff Nielson?

  Well, the, the reason I ask that too is, you know, I, I do think about that. You know, that, that asymmetric weaponry, that type of shield. But it feels like a component of that is response speed as well. Right? Like you have to be able to respond quickly enough. And does that become tied to this notion of an organizational? Mind and being able to have kind of early warning and. You know, response with or without human intervention. It, it takes us down a very interesting and, uh, in some ways terrifying path.

• 26:35Speaker 01

  It does. And I, I, I would point out two things, you know? One is I love that the U S is building the space force. I love that we are looking at putting defense up into outer space. Uh, as a way to help protect things. Uh, so I love that. Um, I also have given a lot of thought to. What does the organizational mind look like for the military? You know, we have, one of our employees is a West Point grad, just got out of the army six months ago. So we've talked quite a bit about. All right, where does this end for the military? Right? Well, it ends with every branch having its own.

• 27:16Speaker 01

  Synthetic intelligence layer that is pulling in massive amounts of data. From the entire theater. And helping to make instant decisions. That is, that are combining. I need human soldiers to go do this. I'm going to use my autonomous weapons to go do that. Right? It's orchestrating that. While human generals are overseeing it. Right? They're in the loop. But they're not having to make the commands. They're not having to take the time to, to do some communication method. They are just consulting, you know, with the.

• 27:55Speaker 01

  You know, let's just say that the army mind, right? That is constantly controlling the theater in peace times and in war.

• 28:06Geoff Nielson?

  I want to get a little bit crazier here. If we, if we play the clock forward from there, in your mind, Scott, is there a world where we get to, you know, the organizational mind of the United States? Like, does, do organizational minds start to exist at a nation state level? And if they do, is there a world where, you know, while the, the United States organizational mind was talking directly with the Chinese organizational mind? And they've decided the best path forward is to shift around some borders. And, you know, we get word from the organizational minds that, you know, they've now decided what's best. Or is that now getting a bit fanciful?

• 28:46Speaker 01

  Well, Jeff, you had me at, hey, let's get crazier, right? You, you, you had me. I believe that every entity will have a, a form of an organizational mind. I think a two-person company will have one. And when we talk about this interesting Silicon Valley dream, right? Of the one-person billion-dollar company, right? It'll be one person with a very powerful organizational mind, right? That can control lots of agents, right? So, uh, I also believe at the other end of the spectrum, you're absolutely right. I, I think a country will build its organizational mind to do a lot of things, to help with governance,

• 29:27Speaker 01

  to help with financial transactions and taxes, uh, to help with, um, uh, law enforcement, right? So yes, we can go up the scale and say, a city will have an organizational mind. A county will have an organizational mind. A state will have an organizational mind. A country will have an organizational mind. And it will, that will be built over decades, right? Uh, and then to answer your question about, well, will the Oklahoma organizational mind talk to the Texas organizational mind? Yes. We will make decisions about, hey, we're bordered, right?

• 30:08Speaker 01

  There's, that means there's a lot of things we should collaborate on. Law enforcement being one, right? Uh, environmental control being another, right? So we will allow our organizational mind to have a limited autonomy to do some actions with DEXIS. So in your scenario, sure, the, the United States, depending on who is in power, will turn switches on and off about what the autonomous capability of the US organizational mind is with China versus England versus Australia. And our organizational mind will have the authority

• 30:53Speaker 01

  to be able to do different levels of things with our partners, right? In the world. But every president will come in and hit those switches, right? And, and change what can be done. But Jeff, this is not that crazy. This is exactly what we do with human beings today. We have a State Department. What do we do with the State Department, right? I mean, we've got embassies around the, the world. What are we doing with these embassies, right? It's just Washington talking to the embassy personnel who then go talk to that country, right? Or the trade partners. It's just slow.

• 31:34Speaker 01

  It's not as effective when, when it is all human control, the relationships between countries. So let's just say, I believe we'll move to 25% of all interaction with another country will be run by the organizational mind. 75% of the interaction will still be run by humans. And, you know, then it's really just a question of also human in the loop, even at 25%.

• 32:05Speaker 01

  What do we, what do we decide that the human mind has authority on versus it needs an okay? You can set up a transaction, uh, you know, the, the head diplomat's gotta make the final approval. Right? So, but none of this is, I, you know, as I see it in my mind's eye, none of this seems crazy to me. This is just, we are automating and we are adding a synthetic capability to what human beings are already doing today.

• 32:38Geoff Nielson?

  Yeah. And, and the more, I really like that. And the more you talk about it, you know, the more I'm kind of coming along on the journey of, yeah, this is, this, this is not that far removed from where we are. And, you know, the, as we were discussing before, some version of this feels like it's, it's reaching a point of inevitability. So let's, let's kind of move away from the crazy and like just swing the pendulum full scale into the other direction and to the practical. And, you know, dare I say maybe even boring. Um, and what I mean by that, Scott, is if we're talking about an organizational mind, we're talking about implementing it in practice. At its core, an organizational mind is an IT system, right?

• 33:19Geoff Nielson?

  It is. It's an information technology system. And as cool as it sounds, if you think about it compared to like every other IT system in the world, like, IT systems, IT projects are just fraught with all sorts of human and capital issues, right? And so I wanted to ask you, what, what does this look like in your mind at this hyper practical level? Like, where are we sourcing, uh, these minds from? Are we building them? Are there like organizational mind vendors that are going to be selling them to us? Who owns it within an organization? And, you know, are we at risk that this just becomes, you know, another one of these big systems that

• 34:00Geoff Nielson?

  it has this massive promise and people are struggling with them for the next 30 years to get, you know, what they think they should be getting out of them?

• 34:08Speaker 01

  Jeff, I love talking to you. This is great.

• 34:13Speaker 01

  I believe that Google, Microsoft, you know, Amazon will at some point aggregate a lot of their tools and frameworks. They won't call it an organizational mind. They'll have some other name, but they will have a platform, right, that anyone can go. Anyone can go license, but you know, it will come with some intelligence, of course, because you have the base AI models. But it will not come with all your organization's intelligence, all your organization's processes and the systems that you need to automate. So yes, they'll have a framework.

• 34:55Speaker 01

  I don't think that happens for two, three years at least. I think it'll happen in pieces. So I, I have a feeling they will not just roll out and say, here's the whole thing, right? Uh, they will roll out and here's a piece of it, you know, here's a piece of it, here's a piece of it. Oh my gosh, you could put all this together, right? And when we use the term AI orchestration, you know, that, that's a critical concept right now is, okay, what is AI orchestration? What are we orchestrating and what are we orchestrating to? So I think they will build pieces and we will orchestrate those pieces together. And then someday you can just buy a mind framework.

• 35:36Speaker 01

  Today, you, you can build it yourself, right? You can build it yourself out of parts and pieces. You can at least build a generation one that will be really valuable. And let me try to, because you want to be, you want to be practical.

• 35:51Speaker 01

  Think about it this way. We today have an ability, when I told you we were already building this, right? We already have a prototype. There is a, a piece of the mind that just holds knowledge. It just holds institutional knowledge and it delivers it back to anybody who wants it or new employees. Okay? So you have, it holds knowledge. There is a part of the mind that has, let's call them agents, but has basically AI workers, agents that do the basic things everybody needs. Build a document, create a podcast, do research, help me ideate, right? There's six of them that OpenAI has said, right?

• 36:34Speaker 01

  That almost everybody's using in every department. So you have those six, right? Agents that are helpers for you and they're tuned to your organization. Then you have a set of personas. You have a digital lawyer, a digital accountant, a digital marketing person, a digital safety person, right? So depending on your company, you have, I don't know, let's just say a dozen of these experts, right? They're in the mind. Then you have overseers. So you have, in the accounting space, there's a DAS, a dynamic audit system.

• 37:16Speaker 01

  So you have an overseer that looks over all of your financial transactions. You have an overseer that is looking over all of your employees, looking over all of your operations. Okay, I'll stop there. So you have knowledge store, you have AI helpers, you have overseers, right? Those are three of the main parts of a mind. All right, all three of those you know we can build today. So it's just a matter of orchestrating them in a, I shudder to say, an application, right? A software platform.

• 37:58Speaker 01

  It's just orchestrating them there, then connecting those helpers to all your data sources. Connected into my Teams, my SharePoint, my databases, whatever, right? It's just connecting into your data sources. And if you're a technologist listening to me, you probably should be going, "Wow, we have all those parts today." Like, you know, we can, we really could build that. It's just like, you're too young to remember this, Jeff. You were, you were too young. Back in the nineties, you know, when you were born, back in the nineties, we had e-commerce. Okay. When the web was built, there was no e-commerce.

• 38:42Speaker 01

  But we would have clients call us and say, "Hey, we'd like to sell something over the internet." And you know what we did, Jeff? The first thing we did, we just put up a page. "Hey, here's a product. If you want it, here's our 800 number." That was the e-commerce. Next stage. "Hey, here's, here's, here's 10 products. Click here and fill out this form and send it to us." Next stage. "Hey, fill out this form or click on these products and put your credit card in." Like, give us your credit card. Every single time, by the way, give us your credit card, right? And then, you understand where I'm going. But for the first two, three years of e-commerce, it was, "Here's a picture of our product. Call us." Right, or, okay.

• 39:26Speaker 01

  No one had built an e-commerce platform yet. So, all, every client we worked with, we had to build it from the ground up. Write it all, all the code, right? That's where we are, right? With the organizational mind. You can build it, just like we built e-commerce in the late nineties. Uh, it's just harder. It's harder now, right? Uh, it's a matter of pulling together a lot of pieces really well. Uh, it will get a lot easier. But there's a huge benefit, I think, for companies who build it now. Because as the tools get better and better... Your company is already interacting with that mind.

• 40:11Speaker 01

  Your people are used to it. They love it. Right? It's already bringing you tons of automation and efficiency. So just in the same analogy, the companies that got into e-commerce in the late 90s and did it all by hand, and then rebuilt their system three times, had a huge lead on the retailers who didn't jump in until 2005.

• 40:35Geoff Nielson?

  It's, I love the analogy and, you know, I thank you for taking us on that, that journey with e-commerce. I want to talk about two things. I do want to talk about the players and kind of the build versus buy there. But I also, to some degree, Scott, and you know, as you said, you've, you've got a few years on me on this. Is with, with e-commerce, you know, you talk about, oh, you gotta be fast, you gotta get ahead. But there's also the dot com bubble, you know, that happens in there as well. And, you know, one, one of the things I saw happen when I reflected on it from a, from a safe distance is that the, the people who came out ahead at the end of it were not necessarily all the first movers there. Right?

• 41:18Geoff Nielson?

  The whole stage was very disruptive. And I see us frankly, you know, going through something very similar now. So is it, you know, always best to either build it yourself first? Or go with the vendor who says they can go with it first? Or, you know, are there profiles of organizations who are better off saying, you know what? I want to wait until, like, I don't want to be the first mover. I want to go with the herd. I want to wait until there's a very, you know, quite a quote, safe solution with a, with a known vendor here. Do you buy that or is that kind of a misrepresentation?

• 41:55Speaker 01

  No, I, I think, I love to look at history, right? So if you look at, you know, when browsers first came out, right? Or you look at, you know, many times, the first companies in it are not the companies we know of today. You know, when I talk to younger people about a browser and doing search, you know, they can't hardly think of anything but Google. And I'm like, hey, I remember Veronica and Archie searches. You know, right? I I mean, I I remember many browsers and search tools way before Google ever existed. And they all went away or got acquired, right? Remember Netscape, right? Netscape owned the market for a while.

• 42:40Speaker 01

  So I think it's the same with AI. And and what's top is i- if you say to me, Jeff, hey, Scott, who's going to be the winners? Who's going to build that organizational mind? I'm going to honestly tell you. I I don't, I I mean, I can't predict that with you right now. I mean, my safe bet would be. You know, it's probably going to be a Microsoft, an Amazon, a Google, a Oracle. Right? It's going to be these really big organizations that own a lot of the pieces that they can pull together. Probably not going to be an Anthropic or an OpenAI. But I it wouldn't surprise me at all that Anthropic and OpenAI build. Build one or build a lot of parts and pieces.

• 43:26Speaker 01

  It's just will theirs be the one everybody uses in the future? Uh, and and just like everything else, there won't be one winner. We won't have one organizational mind supplier. You know, we will have some that specialize in small companies, some that specialize in government minds. Right? I mean, I I think you'll have organizations that specialize in a mind that is tuned to that space.

• 43:53Geoff Nielson?

  Well, and and you know, my I I completely agree, by the way, and my my thought there, I think, is similar to yours. And the, you know, the corollary there is that if you're one of these big players, like this is kind of a holy grail. Right? Like, the amount of money you can make from this, the amount of, um. You know, control, power, stickiness, if we want to be talking in in SaaS language with an organization. If you now, you know, own the platform that their mind sits on, like. You know, I I have to imagine we're going to have some sort of arms race to build exactly this and try and convince organizations that, you know, they need to be on our mind platform. And and, you know, what does that mean for us as, you know, enterprise leaders?

• 44:34Geoff Nielson?

  If suddenly now, you know, a vendor is the platform that our organizational mind sits on.

• 44:40Speaker 01

  Yeah.

• 44:41Geoff Nielson?

  Big, big question. So let me, let me maybe like frame all of that into an actual, an actual question for you, Scott, which is. What's your advice for business leaders and technology leaders who are navigating this space and starting to think about what their target state should be? Or how they win in this landscape?

• 45:10Speaker 01

  It's a good, you know, kind of wrap up question, right?

• 45:16Speaker 01

  Because we're helping people every day, I can give you a pretty practical answer to this. You've got to have a roadmap. Like you have got to have a written documented AI roadmap. And that roadmap has to have a destination. If you don't agree with organizational mind destination, then develop your own. But you have got to have a, you know, an 18 month to two year roadmap that is dynamic, right? That every quarter you can update. And so you have to have a way that you are operationalizing AI at a faster rate. You have to have a dream and a vision that your employees, instead of being scared of

• 46:01Speaker 01

  or excited about, you have to be willing to make the investments where you need to make some financial investments. You've got to put that recipe together. And what I'm seeing in the market, there's been a lot of experimentation. There are some clients emerging that are moving into operationalizing. Okay, so they're moving into, nope, this tool works. We're going to keep building on it. What's the end, right? Let's build towards that end. So I'm starting to see some move from that experimentation to operationalizing. But boy, there are a lot that are still just wallowing in the, doing a little bit of experimentation,

• 46:46Speaker 01

  waiting for somebody to, you know, grab them by the hand and help them, I guess. Or they're thinking of themselves as fast followers. And I'm looking at them as, no, you're just slow adopters. That's, that's the best recipe I can tell you is, is get a very good roadmap. Have a vision for an end, sell that vision to your employees, make the right investments and operationalize this thing.

• 47:12Geoff Nielson?

  I, I, I love that. And, and just to play back part of that, or, or one of the implications that I heard Scott. It sounds like you're a big skeptic, skeptic is maybe the polite word of just this like, you know, use case model of, oh, let's, let's take some incremental bets. Let's try this. Let's try that. You advocate for much bigger picture thinking.

• 47:34Speaker 01

  I, I'm very skeptical that you're going to get the value that you could get. If you're just going to sit in an experimental mode and pick out a few use cases and build those and check off a box that you're doing AI. You know, I, I again, you know, Jeff, I've used a lot of metaphors with you today for some reason. That's like saying, yeah, I, I want to get healthy and I want to lose 20 pounds. So, uh, I'm gonna, I'm gonna cut out the, the, um, I, I, I'm gonna cut out having coffee every day, you know, because I have drank too much coffee. You know, or I get Starbucks coffee, thinking you're going to just do that one thing and that's gonna

• 48:17Speaker 01

  take care of getting you healthy and helping you lose weight. It's not, right? It's not a program. It's not going to get you where you want to go anytime soon. And that's what I see. That's why I don't, I don't agree with, I'm very skeptical with people that think they're doing AI when they bought a few copilot licenses. And they're doing a couple of proof of concepts. That's it.

• 48:46Geoff Nielson?

  No, that's, that's great. And it's, it backed into one of the questions I love to ask people on this show, which is like, you know, what, what's BS right now? What's the, what's the wrong way to do things? And it sounds, and, and yeah, I mean, we didn't talk specifically about bad use cases, but I love the idea that use cases at all to you is just like, not the way to go here. Think big.

• 49:07Speaker 01

  Well, I love use cases, Jeff. I don't, I don't want people to think I don't like use cases. But what I, you know, what I believe is you have to do a use case harvesting process across every department.

• 49:20Speaker 01

  The departments have to understand the vision. And then you go, you, you go harvest 50 use cases in every department. You aggregate those up, you score them, you rank them. You put them into your AI factory and you build them and, and really inspire everybody. That we took their ideas, put them in a factory and got them built. What I don't like is two use cases. Three use cases that are proof of concepts. That's what I don't like, but the, I, the use case harvesting. And using that as your inventory of what to build. We do that every day here. I mean, I'm all about that.

• 50:02Geoff Nielson?

  So we need, we need to go bigger. We need to go faster. Is that, you know, I know, I know that's like obviously incredibly simplistic, but does that, does that kind of sum it up?

• 50:10Speaker 01

  Bigger, faster, with a clear picture of the end in mind. We have to have confidence that we can go bigger, faster. And we get that confidence from we have a very clear vision of where we're going to end. Then we can go bigger, faster. And enjoy the process and feel confident about what we're doing and proud of ourselves.

• 50:33Geoff Nielson?

  Scott, I wanted to, on that note, say a big thank you for joining us on the show today. This has been super interesting, super insightful, and I really appreciate the conversation and the insights.

• 50:42Speaker 01

  Jeff, you could not have asked me a more fun set of questions. So.