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Chapter 2 Cognifying

Sai Sowmya Pittala

Department of ITM, SFC,

BAN-6300 - Emerging Issues of Tech Analytics – 7B06

Professor. Cylia Lowe

Nov 10th, 2024

Abstract

AI and business transformation are the future, but it is not without its ideas and real-

world issues. In “The Inevitable,” Kevin Kelly puts forward” cognifying” as one of those twelve

forces that define technology’s future and shows how Artificial Intelligence will pervade and

improve every aspect of our lives. Speaking of intelligence as a service, Kelly sees this as a

future where intelligence is as foundational to objects as infrastructure is to business. James

Hodson’s article in the Harvard Business Review is rather realistic and paints a picture of how

companies should position themselves for a machine learning takeover; However, recognizing its

Possibilities, Hodson focuses on the first controllable actions CEOs can undertake to exploit

current ML offerings. He counsels for sensible Value at Stake with prescription-based strategic

targets rather than relying on broad objectives like ‘increasing sales.’ Taken together, these

viewpoints complement one another and help to fill the divide between the transformative nature

of AI and the implications of this at the operational level for business organizations in

understanding the transformation from more traditional established forms of work and activities.
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Table of Content

Key Concepts from Chapter 2 - Cognifying 4

Key Concepts from Chapter 2 - Cognifying

In Chapter 2 of “The Inevitable,” Kevin Kelly presents “cognifying “as the process of

integrating cognition or artificial intelligence into previously insolent objects and systems.

Cognifying, for Kelly, is a phenomenon that is far beyond simple automation; cognifying is a

complete repurposing of objects and processes with the addition of intelligence and the ability to

learn (Kelly, 2016). Kelly imagines the idea of intelligence as omnipresent as the power supply

that invigorates all the aspects of life. He notes that this change will happen iteratively,

indicating that subsequent generations of AI will be even more efficient than previous ones.

Although Kelly does not summarize it, one can posit that, just as in the Industrial Revolution,

automated physical work cognifying is the force that can lift and amplify every thinking activity

across the board (Content, 2018).

Therefore, it is easy for the author to deduce that nearly every domain is going to change

fundamentally due to artificial intelligence. He stresses the fact that this is not a matter of

seeking to override human knowledge but to extend it. It presents a world in which humans and

artificial, soft and hard, integrated and decentralized, cooperate and expand opportunities in a

number of areas, including medicine and art (Kelly, 2016, p. 45). ” This vision implies not only

technical progress but also a new approach to AI, which is fundamentally different.

Key Points from Hodson’s Article

Like many other topics related to machine learning, James Hodson focuses on the

realistic application of machine learning to business rather than the hype surrounding it (Hodson,

2016). It starts with basic levels of organizational readiness and proceeds towards more power-

tool uses of the concepts. The first important activity is the mapping of business processes. At

the same time, the method emphasizes the mapping of repeatable, stable decisions, such as
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decisions on whether or not to approve a loan (Goodrich, 2023). Criticizing traditional decision

registers, which are focused only on the straightforward decisions and the process behind them,

Hodson emphasizes that enough data should be gathered. This systematic documentation builds

the initial framework of future ML applications.

As a matter of fact, Hodson would like people to begin with a well-understood problem

space that has clear measures of success. He particularly discourages starting with tough, fuzzy

opportunities such as customer delight. However, he suggests that a healthier approach is applied

when the given problem is easy, such as detecting fraud where patterns exist but may not be

linear (West & Bhattacharya, 2015). One thing Hodson rightly points out is when not to use

machine learning. He underlines that the conventional form of business rationality should be

pursued where the rules are rather unambiguous. For such processes, he proposed the use of ML

as incorporated into decision support systems instead of trying to automate the processes fully

(Hodson, 2017). This gradual construction of ML capabilities is highly effective for

organizations since it does not compromise either operational reliability or – significantly –

transparency.

Comparative Analysis

Though the visions presented by the authors and the tools they use are quite different – a

strategic perspective imposed by the nature of the subject on Kelly and the step-by-step approach

by Hodson – the authors’ views on AI and ML as agents of change for business and society are

the same. It is apparent to both authors that AI / ML are invariable vectors of massive

industrialization alteration (Kelly, 2016, pp. 56-59). The notion put forward by Kelly suggests

that individuals should deal with Hodson’s predictions as to how ML is set to transform

essentially all industries – including retail and manufacturing industries and agriculture as well
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as the services sector. Both of them agree with the opinion that the discussed shift will redefine

the manner in which firms work and make their decisions (Talaviya et al., 2020).

Another general idea touch is the perception of AI/ML as gradual rather than drastic,

which these businesses share. While Kelly writes about the process of integrating intelligence

into objects and systems, Hodson shares the idea of proceeding strategically, step by step, when

it comes to ML. Both admit that the change process takes time and has to be developed rather

than planned and implemented (Kelly, 2016; Hodson, 2017).

The authors also concur with advancing the capability of AI/ML as augmentative rather

than substitutive. While, according to Kelly, AI will enhance human intelligence in different

spheres, Hodson focuses on how ML will help people to make better decisions faster. Both view

these technologies much more as capabilities to improve and support human decisions but not as

means to replace human decisions (Hodson, 2017). Both authors do, though, stress the aspects of

data and patterns as a key to this process of change, which they rightfully see as fundamental to

any further development of technology, as well as business improvement.

Contrast Analysis

The most chooses between Kelly and Hodson most apparent is that their views on how

societally interested AI/ML should be differ to the extreme. Kelly takes an imperatively

philosophical, even messianically grand perspective to categorize ‘cognifying’ as an

evolutionary inexorability on a remodeled human culture. His attitude is very revolutionary, and

he thinks that AI is as commonplace as a light switch in the house (Kelly, 2016). On the other

hand, Hodson provides a pragmatic, apply-oriented perspective mainly centered on efficient

enterprise applications of ML, contemplating probably the most straightforward but truly feasible

enactments. Their timeframes vary greatly, too. Kelly shows how much AI will transform society
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and human life. It is important to note that Hodson focuses on the immediate to midterm – the

next five to ten years – and there are practical things companies can do today to integrate ML

(Hodson, 2017).

The authors also part ways on the approach they take regarding AI shortcomings. Kelly

has a positive approach towards technological advancement, especially AI, noting that it has

endless potential. In contrast, Hodson seems to be aware of the current limitation of AI and notes

that we should not overdo it. He puts the message “machine learning is not magic” and

underlines the need to select the right problems for current predictive models (Levis, 2024).

Their language and focus reflect these differences. It is also seen where Hodson gives

recommendations and specifically targets features that could be marketed to a business-minded

audience. However, Kelly gives broad and inspiring terms of the future AI is going to bring.

Adoption and Challenges of AI and ML

The authors offer different but interconnected perspectives to discuss the various hurdles

to the integration of AI and ML. From Hodson’s identification of specific operating challenges

that companies experience when deploying ML, data preparation and process documentation are

critical to the success of an ML application. He especially warns that as a solution, it is advisable

to focus not on the choice of the technique to use but on the choice of the problems where it can

be applied. He especially points to the problem of choosing the right problems for an ML

application, noting that it is better not to start with complex, hard-to-formulate tasks, for which

no simple applications of the chosen technique have been developed (Tekouabou et al., 2021).

Kelly's view underscores the real-world implementation challenges in moving from

business standards to using machine learning for decision-making. Kelly discusses issues

concerning society and the philosophy of AI implementation. He contemplates the consequent

setup of cognified society, its orientation and even the ethics behind it, and the societal changes

required to confront smart systems (Kelly, 2016, p. 44). His analysis goes the extra mile from

implementation concerns to asking what it means for societies to adapt to such AI technologies.

Both authors also note the possibility of seeing more than is actually there in AI; they do

so from opposite ends. They should also note that Hodson discourages unrealistic expectations in

the business outlook, suggesting that what is required is beginning at the grassroots. As much as

Kelly identifies with a long-term shift in this view and underestimates the sort of systematic

change that is required, she acknowledges the potential that is available in the future adoption of

AI (Hodson, 2017; Kelly, 2016). On the question of how AI should be implemented, the authors

are in agreement: slowly and deliberately, although Hodson pays particular attention to

organizational readiness, while Kelly is concerned with the state of society.

Societal Implications of AI and ML

Apparently, Kelly and Hodson offer dramatically opposite views on the subject of the

social role of AI. The author of the article sets up the idea of living in a society actually cognified

by AI, which is similar to how the ubiquity of light electrifies societies. Exciting times are ahead

as intelligent systems redefine practice areas and business processes, as well as interpersonal

communication, knowledge acquisition, and social dynamics. This vision includes the

possibilities of existence in a world where intelligence is integrated into everything people do

(Bharadiya et al., 2023). Hodson, however, is considerably less provocative when she turns her

attention to the current, tangible social applications of post-ML. He also points out that

maintaining greater control of the flow of business processes and improved decision-making can

result in improved services, increased customer tailoring, and optimal use of resources (Hodson,
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2017). His insight profiles that social transformation will take place over time as a result of better

organizational flow as opposed to disruptive technology.

Looking at ethical considerations, Kelly not only focuses on practical issues of

interaction between humans and artificial intelligence but also raises essential issues of the future

of work and intelligence (Kelly, 2016). Here, Hodson also recognizes the dynamism in job roles,

stating that while ML is inevitable, it will only complement the human worker ‘to do more

valued and challenging tasks.’ He discerns that machine learning is an augmentation tool and not

a substitution one. Both authors raise such issues as the societal risk posed by the continuing

technological innovation and the control over the decisions.

Conclusion

Common sense paired with the vision and more profound knowledge of the subject

makes Hodson, on the one hand, and Kelly – on the other, give a detailed description of AI and

its role in our lives. Whereas Kelly is musing on the general nature of AI as a qualitative switch

akin to electric energy, the effect of which is to redefine society and human experience for good,

Hodson translates these ends into immediate, achievable strategies that are specific to business.

Altogether, their points of view are quite different, but in this case, they are equal and opposite.

Kelly provides a long-term view, exploring the general future and consequences that

organizations ought to prepare for with reference to AI integration. Hodson provides short-term

guidelines that organizations can take in order to fully actualize the concepts discussed by Kelly.

Combined, they raise the notion that for AI to become a reality in organizations, it has to be a big

idea that is installed gradually. This equal voice from the visionary Kelly with the realistic

Hodson creates a proper and workable view of the AI revolution.

References

Bharadiya, J. P., Thomas, R. K., & Ahmed, F. (2023). Rise of artificial intelligence in business

and industry. Journal of Engineering Research and Reports, 25(3), 85–103.

https://doi.org/10.9734/jerr/2023/v25i3893

Content, P. (2018, December 12). 3 Waves of AI transformation in industry – pattern matching,

ubiquitous access, and deductive reasoning. Emerj Artificial Intelligence

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Goodrich, C. (2023, June 1). Business processes — the key to consistent

results. https://www.linkedin.com/pulse/business-processes-key-consistent-results-

charlie-goodrich

Hodson, J. (2017, April 21). How to make your company machine learning ready. Harvard

Business Review. https://hbr.org/2016/11/how-to-make-your-company-machine-learning-

ready

Kelly, K. (2016). The inevitable: Understanding the 12 technological forces that will shape our

future.

Levis, M. (2024, January 16). Understanding the limitations of AI (Artificial

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limitations-of-ai-artificial-intelligence-a264c1e0b8ab

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Tekouabou, S. C. K., Diop, E. B., Azmi, R., Jaligot, R., & Chenal, J. (2021). Reviewing the

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