{"id":252263,"date":"2026-07-13T01:55:04","date_gmt":"2026-07-12T22:55:04","guid":{"rendered":"https:\/\/1kitap1.com\/en\/artificial-intelligence-rethinking-teresa-martin-retortillo\/"},"modified":"2026-07-13T01:55:04","modified_gmt":"2026-07-12T22:55:04","slug":"artificial-intelligence-rethinking-teresa-martin-retortillo","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/artificial-intelligence-rethinking-teresa-martin-retortillo\/","title":{"rendered":"Artificial Intelligence Rethinking – Teresa Martin – Retortillo"},"content":{"rendered":"
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What is the expected impact on your current profit and loss (P&L)? \u2013 What are the most relevant and plausible risks? How will you prepare the organization and the leadership team for this evolution? Digital Feudalism The Scenario It is a scenario where Big Tech has strong monopoly power: your data, your customers, your infrastructure all accessed on someone else\u2019s terms.<\/p>\n

You do not own the rails, Big Tech does. As described in Figure 13, The tools and systems have been deployed to mostly automate large pools of the workforce, but AI capabilities have not yet reached the level of general intelligence, largely due to lack of trust; commercial solutions and regulators of all nature have not managed to overcome the public mistrust in AI. As in the previous scenario, I will take an illustrative sector\u2014here we will use financial services as an example.<\/p>\n

The description of the scenario is not in-tended to give a forecast of the sector in the age of AI; it is only an exercise to shed some light into plausible and relevant challenges introduced by the Era of AI. The company names mentioned in the story already exist and may be delivering services like what is portrayed in the story, or close enough.<\/p>\n

They are used as \u201cpockets of the future\u201d. Digital Feudalism Trust (Hi) Industry AI Capabilities Structure (General Intelligence) (Hi Concentration) Human Role (Augmented) Figure 13: Visual summary of Digital Feudalism Scenario. The Story It is 2037. Pho Lin is sitting asking its AI assistant, Wei, to apply for a small loan for his business as a hail service driver in Hanoi, Vietnam.<\/p>\n

The answer comes back in three seconds. It has been denied, but he needs to wait three days until Wei comes back with the audited explanation as to why he did not get the loan.<\/p>\n

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Library of Congress Control Number: 2026930339 Bibliographic information published by the Deutsche Nationalbibliothek The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data are available on the internet at http:\/\/dnb.dnb.de. \u00a9 2026 Walter de Gruyter GmbH, Berlin\/Boston, Genthiner Stra\u00dfe 13, 10785 Berlin Cover image: Icon: bgblue\/DigitalVision Vectors\/Getty Images; Chess: Kyuubisa\/AdobeStock #1075371925 Typesetting: Integra Software Services Pvt.<\/p>\n

Ltd. Printing and binding: CPI books GmbH, Leck www.degruyterbrill.com Questions about General Product Safety Regulation: productsafety@degruyterbrill.com To the person who taught me the concept of a \u201cpetit pr\u00e9cis\u201d and to his wonderful wife. To Marcos, with deep gratitude for his endless support. Contents Preface IX Section 1: Business Foresight in the Era of AI Chapter 1 Approach to Leading into the Future 3 Starting with \u201cWhat Ifs\u201d 3 Bias for Action 7 Chapter 2 Identifying Known-Knowns 9 Known-Knowns 9 AI: The Queen in the Geopolitical Chess Board 9 Infrastructure for AI will Continue to Improve 13 Capital Will Not be Free 21 AI Safety Will Prevail 23 Chapter 3 Known-Unknowns: Navigating Polarities 27 Trust in AI 27 Human Augmentation Versus Automation 29 Role of Big Tech 33 Artificial General Intelligence 39 Chapter 4 Plausible Challenging Future Scenarios 41 The AI-Run Ecosystem 43 Digital Feudalism 48 The Augmented Enterprise 52 The Personalized Tech-Mosaic 55 VIII Contents Section 2: Monday 8 a.m.<\/p>\n

Chapter 5 Dare Re-Coding Your Business Model 65 Business Model Innovation 65 Dynamic Value Chains 73 AI as a Catalyst for Business Model Innovation 77 Chapter 6 Re-Design for Optionality, Not Perfection 79 Optionality in Light of Growing Uncertainty 79 Managing the Tension of Investing in the Core Versus Creating Options Beyond the Core 83 Much Beyond the Core 86 Managing the Portfolio of Options 87 Chapter 7 Re-Wire your Operating Model for the AI Factory 89 The Burning Platform 89 Building your AI Factory (Not to be Confused with Data Centers) 92 Break Silos, Focus on Decisions 95 Chapter 8 Learn, Learn, Re-Learn 97 Setting your GPS 97 Demanded Skills 98 How to Learn: Developing and Training your Workforce 104 Engage and Mobilize the Team: There is Value in the Process 105 Conclusion 107 List of Figures 109 Notes 111 Selected Bibliography 117 Index 121 Preface Writing about AI in the 2020\u2019s feels like composing a symphony with a keyboard that keeps rearranging its keys.<\/p>\n

AI developments could take many different paths. Yet the future is not completely unpredictable. My hope is that this book helps recalibrate your perspective on AI with more grounded expectations and fewer myths.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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