Artificial Intelligence vs Human Intelligence

Whatever the encouraging results and the progress of #ArtificialIntelligence (#AI) the world can see, we are far from the development of an intelligence such as human intelligence. More and more studies show the major importance of our sensory relation to our environment.

In his book, Descartes’ Error, neuroscientist Antonio Damasio writes that “Nature appears to have built the apparatus of rationality not just on top of the apparatus of biological regulation, but also from it and with it “. In other words, the human thinks with all his body, not just with his brain.

This need of physical survival in an uncertain world can be at the root of the suppleness and power of human intelligence. But few AI researchers have really embraced the implications of these ideas.

Artificial Intelligence vs Human Intelligence

The motivation of most artificial intelligence algorithms is to conclude patterns from vast data sets – so it could require millions or even billions of individual cat’s photos to gain a high degree precision in the recognition of cats in general, for example.

But when a human confronts a new problem, most of the hardest work has already been done. In a way that we are just beginning to understand, our body and brain have already built a model of the world that we can apply almost instantly to a wide range of challenges. But for an AI algorithm, the process starts at zero each time. There is an active and important line of research, known as “inductive transfer”, based on the use of knowledge previously learned by machines to illuminate new solutions. However, as is, it is doubtful that this approach is capable of imitate something like the richness of our own body models.


If Stephen Hawking’s caveat that smart machines could put an end to humanity is relevant, technology is still far from proposing something that is more or less approaching human intelligence. And it will be impossible to achieve this goal if experts won’t think carefully about how to give the algorithms a kind of long-term relationship and embodied with their environment.


Currently #AI has beaten humans in poker, but not to forget that a computer can’t win at poker if great set of algorithms aren’t behind it. The victory of AI proves the ability of a computer program to learn from human to surpass him but doesn’t mean that human intelligence has been left behind by the artificial intelligence.


At the same time that the American Gafa (Google, Amazon, Facebook, Apple), the Chinese BATX (Baidu, Alibaba, Tencent and Xiaomi), car manufacturers and all industries and services make the bet of artificial intelligence, Would it be necessary to conclude that future sounds the death of human intelligence?


Will we be, in near future, led by robots that have become, thanks to humans, more intelligent and more effective in managing our lives? Or, conversely, is not the victory of a computer program ultimately only the success of computing and calculating power … and nothing else than that. This question will be asked repetitively and it’s up to each individual to decide the answer we want to give.


We must not forget that #ArtificialIntelligence only helps us in our daily lives, by assisting us in various activities that we are moreover willing to entrust to more efficient and technical than we do to realize them. For example, to order a lunch/dinner, to chat with an after-sales service or to drive a car is in no way the demonstration of talent, intelligence or the human mind, nor of the domination of artificial intelligence. Is it not, moreover, the characteristic of human intelligence to know how to invent machines to replace it and make it better in such activities?


The recent success of “chatbots”, these small programs able to make the machine interact with the man thanks to the artificial intelligence, testifies in the same way. Thanks to them, it is now easier to manage your gas bill or know the terms of voting at an election. And tomorrow, they will allow us to dialogue with our car, our house and all connected objects of our world …


For it is ultimately the primary meaning that must be restored to artificial intelligence: to be at the service of human. Whether it deals with the recognition of voice, images, movements or their interpretation, artificial intelligence is only a tool, designed by humans, to render a service more efficient and to free man from the constraint of Activities entrusted to him.


Emotion, the shielded hunt of the human

True, technological breakthroughs frighten us as much as they fascinate us, but we have the certainty that human intelligence will remain dominant as long as it knows the only thing a machine can never transmit: emotion. This means that artificial intelligence can only assist us with functions and tasks that do not involve emotion and feelings. The man will then take over the artificial intelligence.


It is also in this case that technology may well make us much more human by reminding us of our irrevocable comparative advantage: our ability to experience feelings, to understand others, to anticipate their expectations, to guess their Fears … No machine is capable of feeling emotions with the finesse, precision, delicacy but also the weakness and sometimes the charm of the emotional intelligence of man.


Faced with the increasing irruption of artificial intelligence into everyday life, the man-machine relationship “remains to be defined”, but leave impression that the “upheaval will be profound”.

IT challenge N°3: Encouraging Innovation by Rethinking the Organizational Working Model

The role of digital technology is rapidly shifting, from being a driver of marginal efficiency to an enabler of fundamental innovation and distraction. Creating value out of knowledge and ideas is the key to success for companies in this existing and upcoming connected digital era. Companies certainly need to change the way they identify, develop and launch innovative ideas/products.

Encouraging the Innovation by Rethinking the Organization’s working models

Mastering the uses: 


The most innovative digital procedures are no longer only created within the companies. Experts must seek innovation on the “street” usage, and open themselves to the collective intelligence of their ecosystem by no longer reducing innovation to a “inside of the box” population.  This heavy trend, which everybody can observe on a daily basis, upsets the organizational models of companies.


Digital transformation does not happen overnight, but it certainly promotes a matrix and cross-functional working option within the company, where collaboration is inescapable. But, in some cases, internal collaboration can come up against individual resistance, organizational restrictions and cultural habits.


The challenge is to succeed in mixing cultures and habits within the organization in order to achieve a multidisciplinary collaboration that generates innovation. However, one should not be mistaken about the main objective of collaboration which is only a medium to serve a purpose such as innovation, performance, value creation…


Collaboration Endorsement: 


Appropriating digital uses where they appear, requires know-how to mix top-down and bottom-up innovation approaches, or crowdsourcing and R & D … But the hierarchical culture in large organizations goes against these innovative approaches that require the development of collaborative approaches: the risk / benefit ratio remains difficult to evaluate in the collaborative approach when there is a loss of control for the manager and a redistribution of power. It is therefore necessary to accompany the evolution of behaviors and practices by working with multidisciplinary teams.


Organizational issues are linked to the geographical dispersion and multiculturalism of the teams, even if digital tools seek to mitigate this dispersion, localization, travel time, different languages ​​and cultures are points of attention. To succeed, one must established the right behavioral KPIs to measure the traction of their business collaboration.



Challenges: Capturing innovation and skills transformation


  • Globalize: create global digital platforms to facilitate the work of teams (multinationals, in a mobility situation) to capture both innovation and customer experience. These digital platforms are essential in transforming organizations.
  • Capitalize on social networks and fan communities.
  • Experiment: organize events to innovate
  • Reconfigure: transform skills and adapt human resources to recognize collaborative approaches (valorization, recognition, retribution, identification of leaders), but also to frame practices and accompany change (right to disconnection, stress management, charters of use …).
  • Convince your investors about your digital vision and the long-term value-creation impact (top and bottom line) of your digital transformation journey.


Leaders across all industries are writing the next chapter of the digital economy. It is time to either become part of the story or just another footnote in the history of disruption

IT Challenge n°2: Rise of new Partnership Models


IT Partnership Models

2020 companies will be totally interlinked organizations within an ecosystem in which new strategic partnerships and associations will be formed, as well with customers, suppliers and competitors!


A profound transformation of the ecosystem

The growth of value creation is a major trend in digital era. We witness more and more companies opening up, thanks to the multiplication of the interactions allowed by cloud, data repositories, connected objects … This condition requires companies to rethink their business partnership strategies within their ecosystem in order to succeed in the age of digitization.

This ecosystem is very extensive, with an interesting diversity of actors, such as, GAFA (Google, Apple, Facebook, Amazon), start-ups, innovative SMEs, communities, customers, employees, self-entrepreneurs, suppliers, public and local authorities and political institutions… In the era of “co-something”, a company can no longer succeed alone in its market, particularly because of the rapid emergence of new business models, competitors “out of nowhere” and an accelerated renewal technology.


The challenges: anticipate and ally

Controlling the ecosystem depends on anticipating the evolution of it’s different actors, to be noted that actors in the traditional IT are not necessarily those of the current ecosystem, nor, of tomorrow. Some will disappear or merge, others will emerge, many will become partners.

Establishing a good relationship with the right partner, which can be a supplier, requires joint sharing of opportunities and risks, commitment to common goals, and shearing value. And this sharing of value aims to bring something new and positive to the partners, and ultimately to help them grow. Strategic partnerships can be established when there are common objectives for value creation. With this perspective, the partnership is strategic and is quite different from the traditional customer-supplier relationship (even major), in which the parties are bound by a contract for the providing services.

The objectives of each party must be the same and the balance of the relationship arises precisely because of that different but valuable opinions and ideas.


Challenges: Negotiation and Confidence

  • Collaborate: one of the typical challenges of partnerships will be to manage the paradox between internal resources (including CIOs) that are experiencing difficulties and struggles, collaborating and, on the other hand, the market, which requires close collaboration to better innovate.
  • Dialogue: companies are confronted with a cultural interoperability challenge in order to engage all the actors involved, even if they do not share a common language.
  • Establishing trust: a partnership relation is always based on trust. Thus, it is not a question of “collaborating to collaborate”, but of collaborating to win together, in order to create communities that engage clients and collaborators.

R-Link is the result of a long-term partnership between Renault and Tom-Tom. R-Link is an integrated multimedia tablet, driven by a tactile control or an advanced voice command. It combines, the various functions related to multimedia in the car such as, navigation, radio, telephony, messaging, well-being, eco-driving. Renault’s interest in combining with Tom-Tom was to increase the value for its customers, to know them better and to improve the level of service.
This example illustrates the idea of a service platform: Renault added services to its products by developing the customer experience.


To conclude, I’ll say that the success of these new partnership model depends only on the business taking much greater role in designing, building, and exploiting the technology, platforms, and data it needs to succeed. Overcoming challenges of traditional IT management is a step forward of bringing IT closer to its true mission and succeeding in all IT collaborations.

IT Challenge : Re-invent business models … or disappear!

 Re-invent business models ... or disappear!

Technologies have significantly lowered market entry barriers and the development of free-of-charge models has favored the appearance of business models that have destabilized the positions of historical actors in most sectors.

As a matter of fact, In this digital age, existing approaches to develop, elaborate and describe business models are no longer appropriate for new connected business models. Technologies and services are becoming obsolete faster than in the past, consumers are pleased with innovation and customer experience, the need for agility weighs on production capacities and information systems, therefore cooperation becomes a must.


In this changing context, the risk of disappearing, for a company, has never been more present: this is what motivates collaboration and alliances between often competing actors. Cooperation can be seen in a positive competitive way front of the decline phase that threatens businesses of all sizes. This context justifies a reflection on the identification of large organization’s strengths and weaknesses in comparison to their competitors. By 2020, the ability to renew its business model will be critical to the growth and profitability of large firms.


Data Capitalizing and Customer Experience


Data is the black gold of present and future. But according to Gartner, 85% of the largest organizations in the 500 fortune ranking won’t get a real competitive advantage with the Big Data by 2020. The majority of them will still be in the experimental stage while those who have capitalized on the Big Data will gain a competitive advantage of 25% or more compared to their competitors. Therefore, the development of new products and services, facilitated by the intelligent use of data, creates real changes and new business opportunities.

In a context where the risk of disintermediation is major, control of customer relations, mass customization, co-design with consumers will be fundamental to the success of companies in 2020.


Challenges: Differentiating and Innovating


  • Understand: it’s essential to keep track of business model and strategies of its competitors of the digital world, the latter being both potential threats and powerful levers of development.
  • Transform: Large groups, especially if they are economically powerful, often find it difficult to transform their organization and integrate innovation, because of their complexity.
  • Listen: anticipating the needs of consumers and focusing on the customer experience means constantly evolving business models in order to develop business agility.
  • Collaborate: creating strategic partnerships with the company’s ecosystem, especially suppliers, accelerates innovation processes and reduces time to market.
  • Adjust: the digital transformation must take into account the context and the business challenges of the company.
  • Innovate: know-how in terms of software development can become more and more strategic for the company.