Could it be bigger than the Industrial Revolution? Meet some of the robots, and executives, who will change how you do your job.

Insights: How AI is Changing Jobs

[MUSIC PLAYING] SPEAKER 1: A lot of the focus of the main stage today has been on workforce, how to make us more productive overall, how to evolve the workforce, what impact do you think AI is going to have on the workforce both in the short term and the long term? SPEAKER 2: So it's a topic that obviously we could spend a whole conference on. As we said, in the short term, I expect that it's going to give us a whole lot more tools to do our jobs better, and it'll be an extremely competitive space on how companies adapt and then deploy AI. Longer term, it is going to change the nature of jobs, and we should be justifiably concerned about that and thoughtful about it, about what we're going to do about it. I think we have time to be thoughtful over the next few years on what we're going to do. And we need to-- those people that are doing jobs that aren't going to be the same jobs going into the future, we need to think about what do we do to help them move to something else where they can have a new job. [INTERPOSING VOICES] SPEAKER 3: Yeah, I'm wildly uneducated in workforce retraining. I just know that there's the number one job in North Carolina where I'm from is truck driving and also in California and also in Texas, so that's a big problem, and I don't think it's 30 years away, right? It's a lot sooner than that. What I'm more excited about is workplace support, finding ways to remove the cognitive bias from boring tasks, from repetitive tasks, from really important tasks that you probably shouldn't be making the decision about what to say on this panel when drunk the night before preparing for it, right? These are things you shouldn't do, and if you've got an AI to help you with that, maybe it'll save you from making some mistakes when you have your best you available all the time. 

Insights: Artificial Intelligence Will ‘Change he Nature of Jobs’

Uncategorized

Artificial Intelligence Will ‘Change he Nature of Jobs’

We should be concerned and prepared. (July 2018)

a lot of focus on the main station. They have been on workforce, how to make us more productive and overall, how to evolve the workforce. What impact do you think a eyes going to have on the workforce in the short term and long term. So it's a topic that obviously we spent a whole conference on, and they said, in the short term, I expect that it's gonna give us a whole lot more tools to do our jobs better. And it'll be a extremely competitive space on how companies adapt and then deploy II. Longer term, it is going to change in a nature of jobs, and, you know, we should be justifiably concerned about that and thoughtful about it about what we're going to do about it. Um, I think we have time to be thoughtful over the next few years on what we're going to do, and, um, and we need to, you know, those people that are doing jobs that aren't going to be the same job's going to the future. We need to think about what do we do to help them move to something else where they can I have a new job. I'm wildly uneducated and worked for three training. I just know that there's the number one job in North Carolina where I'm from his truck driving and also in California and also in Texas. That's a big problem, and I don't think it's 30 years away, right? It's what I'm more excited about is workplace support finding ways to remove the cognitive bias from boring tasks from repetitive tasks from really important task that you probably shouldn't be making the decision about what to say on this panel when drunk the night before preparing for it right? These things you shouldn't do. And if you've got an A I to help you with that, maybe it'll save you from making some mistakes. When you have your best, you available all the time.

[MUSIC PLAYING] DOUGLAS PETERSON: You say man versus machine. We say, man with machine because, in our view, it's the employee, man or woman, that's deploying the machine. So they work right alongside it. From a small and medium enterprise, from the ownership standpoint, you don't have to reconfigure the process. You're not having to rearrange equipment as much as you would with more traditional robot. You can put that robot right in place, easily mount it, plug it into the wall, start programming it, and what's happening is the employees themselves are thinking of new ways to deploy the robot in the manufacturing environment. ANDREW NUSCA: Tell me a little bit about how you look at the deployment of robots, and then also the retraining of existing workers right because that's the argument the technology doesn't destroy jobs, but it's certainly kind of redoes them DOUGLAS PETERSON: Well, I think awareness and training is key, is key to really exploding this market of collaborative robots. We have a partner in Ohio, RAMTEC, and they're an educational organization that trains on robotics and machine tools and all kinds of different manufacturing technology. And they estimated in Ohio alone that there's a gap. There's 60,000 unfilled manufacturing jobs. And so their mission is to train more employees out of high school, retrain existing workers in the workforce to be able to implement automation and implement robotics. They also estimate that by the end of the year 2020, there might be upwards of 2 million unfilled manufacturing jobs. So by getting people trained, getting robots deployed, those robots can then be used to cover and close the shortage in manufacturing labor shortages of those 2 million and just continue to kind of close that gap and make companies more competitive. 

Insights: How Robots Will Lead To More Jobs

Universal Robots sees a future of 'man with machine.'

How Robots Will Lead To More Jobs

Universal Robots' Douglas Peterson sees a future of 'man with machine.' (March 2017)

you say man versus machine. We say man with machine because in our view, it's the employee man or woman that's read that deploying the machine so they work right alongside it from a small and medium enterprise. From the ownership standpoint, you don't have to reconfigure the application or the process. You're not having to rearrange equipment a CZ, much as you would with more traditional robot. You can put that robot right in place, easily mounted, plug it into the wall, start programming it. And what's happening is the employees themselves are thinking of new ways to deploy the robot in the manufacturing environment. Tell me a little bit about how you look at the deployment of robots and then also the retraining of existing workers, right, because that's the argument that technology doesn't destroy jobs. But it's certainly kind of yeah, he does. Well, I think you know, awareness and training in Qi Qi toe really exploding this this market of collaborative robots. We have ah, partner in Ohio Ram Tech and their educational organization that trains on robotics and machine tools and all kinds of different manufacturing technology, and they estimate in Ohio alone that there's a gap there. 60,000 unfilled manufacturing jobs. And so their mission is to train Maur employees out of high school, retrain existing workers in the work force to be able to implement automation and implement robotics. They also estimate that by the end of the year 2020 there might be upwards of two million unfilled manufacturing jobs. So by getting people trained getting robots deployed, those robots can then be used to cover it and close the shortage of manufacturing labor shortages. Of those two million and, you know, just continue to kind of close that gap in make companies more competitive.

[MUSIC PLAYING] SPEAKER 1: When people talk about the future of work, I mean, there's usually three big things that are happening at the same time. One is the rise of automation and AI. Progressively, robots are going to be stronger than our muscles, and the AI is going to be smarter than our brain. And that is both true and it's also a huge source of fear within organization and within the general population. The second big thing that's happening at the same time is what the World Economic Forum calls the Fourth Industrial Revolution. And it's this idea that things are moving faster or at least they appear to be moving faster than they have in many decades. And so people have to constantly reskill themselves, and there's this constant fear of I may be good enough now but what happens if I'm not good enough a couple of years from now. And then the third big thing that is happening right now is the rise of the independent workforce. This idea that everybody has to be tethered to a job. Everybody needs to work from 9:00 to 5:00. Everybody needs to live in Paris or San Francisco is increasingly being challenged by a larger and larger part of the population and with that come a lot of opportunities but also a lot of angst and a lot of challenges as well. SPEAKER 2: Companies need to start being more honest about in the long run, there are going to be massive job losses here and getting employees comfortable with the idea of maybe right now working alongside technology is a big ask. What are you seeing from companies you talk to and from clients and what they're hearing from their employees? SPEAKER 3: Well-- SPEAKER 2: There's a lot of fear. SPEAKER 3: I mean, the reality is the transition is very concerning. Like every Industrial Revolution, you can actually paints a picture that says there will be more jobs, and that picture can be painted really brightly and it was true in the prior industrial revolutions. The issue is the transition, and that observation I actually agree with, which is in that transition, there are going to be very significant shifts. That's the 400 million number that we talked about at the beginning. So in that context of not being honest, I think means not actually facing into the real challenge, which is how do you reskill at a skill that recognizes some people are going to have to do some things very differently. And we are going to have to attach a different way to thinking about what those jobs look like. Because it is the case that when it comes to machine processing, the basics, despite the examples I gave of lighthouse manufacturing, there will be less jobs, because we are going to automate quite a lot of them. And if you start looking across sectors, and again, I think start being honest with which sectors are going to really see the reductions, it becomes urgent to then say, how do we get people into the tasks and the areas like health care, like infrastructure, like technology itself and do so in a way that recognizes the opportunities there. But also says to people, if on average-- and this is a number again for the US-- people have somewhere between 12 and 13 employers over the course of their career, that number is going to go looking very differently. So you're no longer going to be training people for a job for life, not that that ever existed, because the statistics show it never did. But you're certainly going to be training people for employability, skills that allow them to get the next job and keep moving. And that's what I think employers and governments alike need to be working on. And yes, it is the case that in that context also recognizing that some jobs will have a different value than we attach to them today, because the nature of what's being done is different. SPEAKER 2: So there was a recent survey from PricewaterhouseCoopers that found that more than 70% of people would be willing to augment their bodies and brains in order to improve their employment prospects. That's crazy. I mean, do you-- I don't know who they surveyed. I'm guessing there was scientific sample-- SPEAKER 3: What do they mean by augment their bodies? I'm getting-- SPEAKER 2: Oh, I mean-- SPEAKER 3: I'm getting really nervous here, maybe taller? SPEAKER 2: I can only imagine, but is it misguided? Because you talked earlier about creative skills and a lot of the EQ, and you deal with a lot of creatives that are using up work, so how should we be thinking about reskilling? I think it's easy to always think about technical skills, and Stan, what's the right approach? SPEAKER 1: Yeah. I think what we see from our clients is some of them have it easier than others, right? So fundamentally, if you're a company that has lots and lots of knowledge workers, and you have very high margins today, investing in continuous learning. I mean that's what McKinsey does, right? I mean the OI is there. It's very logical for you to invest in continuously reskilling your workforce. The challenge is if you're a retailer, you're already really struggling, and you have a choice between retraining a lot of people, losing even more money, and probably having to let go a lot of people even faster. Or keeping their job as long as possible, fully knowing that at the end, a lot of retail jobs are either going to be automated or Amazon is going to completely take over the world. And those are the ones that out you know really in that tough position. And I would say that is why public/private partnerships need to exist, right? You can't put the onus completely on the government and say, yeah, it's totally fine if companies lay off everybody, and nobody is trained anymore, and the taxpayer is going to cover the cost. But it's equally true that some companies are really in a catch-22 at this stage and where we do need to fix the safety nets, right? In a lot of countries, the safety nets is not adapted to the 21st century, and in particular, this notion of a safety trampoline as opposed to a safety net. How do we get people not be caught in the net and stuck there? But bounce off of it very quickly. One of the big challenges you hear from workers a lot as it relates to reskilling is when. I'm working two shifts, I'm working 18 hours a day, I can barely make ends meet. I don't have the money and I really don't have the time to go teach myself another skill, plus by the way, where are the jobs? Even if I learn something new, how do I know that I'm going to get a better life? And so creating the time and the financing to be able to do this. I mean, I would give an example. France has created an individual learning accounts in the last couple of years, which Singapore also did. And the idea there is to have money that is being put in an account that lets people reskill themselves throughout their lives. One of the biggest challenges is companies tend to invest the most in the people that need it the less, because they are the ones who are high performers already, and the people that are the most at risk are the people that companies tend to spend less time and less money reskilling. 

Insights: A Look at the Fast-Changing Landscape of Work

How the global workforce will change in the next ten years.

A Look at the Fast-Changing Landscape of Work

Kevin Sneader, McKinsey & Company Global Managing Partner, and Stephane Kasriel, Upwork CEO, weigh in on how the global workforce will change in the next ten years. (November 2019)

way when people talk about the future of work. I mean, there's usually, like three big things that are happening at the same time. One is the rise of automation. Any I progressively robots are gonna be stronger than arm ourselves and the yeah, he's gonna be smarter than our brain. And that is both true. And it's also a huge source of fear, within organization and within the general population. The second big thing that's happening at the same time is what the world economic farm called the Fourth Industrial Revolution. And it's this idea that things are moving faster or they appear to be moving faster than they have in many decades. And so people have to constantly Reese kill themselves. And there's this constant fear off. Maybe good enough now. But what happens if I'm not good enough a couple of years from now? Um, and then the big thing that is happening right now is the rise of the independent work force. You know this idea that everybody has to be tethered to a draw, a job everybody needs to work from 9 to 5. Everybody needs to live in Paris or San Francisco is increasingly being challenged by a louder and louder a part of the population. And with that comes a lot of opportunities, but also a lot off. Thanks a lot of challenges as well. Companies need to start being more honest about, you know, belong in the long run. There are going to be massive job losses here and getting employees comfortable with the idea of maybe right now, working alongside technology is kind of a big ass. How are you? What are you seeing from companies you talk to and from clients and what they're hearing from their employees? Well, a lot of here, I think the reality is the transition is very concerning. Like many like every industrial revolution. You can actually paint a picture that says that will be more jobs And that picture could be painted really brightly. And it was true in the prior industrial revolutions, the issue is the transition on DDE, that observation I actually agree with, which is in that transition, they're going to be very significant shift. That's the 400 million number that we talked about at the beginning. So in that context, you know, not being honest, I think, means not actually facing into the real challenge. Which is how do you re skill at a skill that recognizes some people are gonna have to do things very differently. And we are gonna have to attach a different way of thinking about what those jobs in the place. Because it is the case that when it comes to machine process in the basics, despite the example I give of Lake House manufacturing, there will be less jobs because we are gonna talk to me quite a lot of them. And if you start looking across sectors and again, I think start being honest, that which sectors going to really see the reductions, it becomes urgent. Then see, how do we get people in some tax in the areas like health care, like infrastructure like technology itself, and do so in a way that recognizes the opportunities there but also says to people, If on average and this is a number again for the U. S, people have somewhere between 12 and 13 employers over the course of their career, that number's gonna go looking very differently. So you're no longer gonna be training people for a job for life. Not that that ever existed because statistics show it never did. But you're certainly gonna be training people for employability skills that alone and get the next job and keep moving on. That's what I think employers and governments alike need to be working on. And yes, it is the case in that context, also recognizing that some jobs will have a different value. Then we attached to them today because the nature of what's being done different. So there was a recent survey from PricewaterhouseCoopers that said found that more than 70% of people would be willing to augment their bodies and brains in order to improve their employment prospects. Um, that's crazy. I mean, do you? I don't know who they surveyed. I'm getting there with What did he mean about augment their bodies? I'm getting No, I mean, I got really nervous here. Maybe told her I can only imagine what it is that kind of Is it misguided Because, you know what? You talked earlier about creative skills and a lot of you know, the E Q. And you deal with a lot of creative that are using upwards. So what kind of how should we be thinking about Re Skilling. I think it's easy to always think about technical skills and 10 What's the right approach? Yeah, I think you know what we see from our clients is some of them have it easier than others, right? So fundamentally, if your company that has lots and lots of noise workers and you have very high mountains today, investing in continues learning. I mean, that's what Mackenzie does, right? I mean, it's like the otherwise They're very logical for you to invest in continuously re Skilling your workforce, the challenges. You know, if your retailer you already really struggling and you have a choice between retraining a lot of people losing even more money and probably having to let go round of people even faster or keeping their job as long as possible fully knowing that at the end a lot of retail jobs, they're gonna be automated. The Amazon is going to completely take over the world. And those are the ones that out really in that position. And I would say that is why public private partnerships need to exist, right? You can't put the honors completely on the government and say it's only finding companies lay off everybody and you know nobody's train anymore on the taxpayer is gonna cover the cost is equally true that some companies are really in a Catch 22 at the stage and where we do need to fix the safety net right. In a lot of countries, the 50 knots is not adapted to the 21st century in particularly social. This notion of a 50 trampoline as opposed to safety net, you know, how do we get people not be caught in the net stuck there but bounce off of it very quickly? One of the big challenges you hear from workers a lot as it relates to re Skilling is when I'm working two shifts. I'm working 18 hours a day. I can barely make make ends meet. I don't have the money, and I really don't have the time to go teach myself another skill trust. By the way, where the jobs like even if I learned something new, like, how do I know that I'm going to get a better life, so creating the time and you know the financing to be able to do this? I give an example friends create today you know, an individual learning accounts in the last couple of years, which Singapore also did. And the idea there is to have, you know, money that is being put in an account that lets people Reese kill themselves. Like one of the biggest challenges these companies tend to invest the most in the people that needed the last, because the other one of our high performance already and the people that are the most at risk other people that companies tend to spend less time in less money re Skilling.

Insights: Automation is Here: This Robot Could Replace Burger Flippers

Robots are coming for your minimum wage jobs.

This Robot Could Replace Burger Flippers

Robots are coming for your minimum wage jobs. (March 2017)

[MUSIC PLAYING] SPEAKER 1: Everyone attending the conference, probably everybody watching is thinking about AI, how it's being implemented at your company or what it might mean for your career. I just was thinking about a couple of stats, and here's a stat from Accenture. By 2035, you projected that AI will add $14 trillion in revenue globally. There's another stat just the other day, Bank of America projected that AI and automation could make 800 million jobs disappear, so we have a lot of hope and fear around this topic. And as we're looking at that, I was hoping, Julie, you could start us out by just pulling back from the hype and the stats and giving us a look from your work with clients around the world. Where are we on the maturity curve? The adoption? Where are we in the progress of bringing AI and automation into what companies are really doing? SPEAKER 2: Well, you might say there's a maturity of the fear factor. How about that? Meaning so we just-- SPEAKER 1: Did you just coin that? SPEAKER 2: I just did. SPEAKER 1: All right. SPEAKER 2: In listening to you about that, so I think what you've seen over the last five years has been a lot of discussion about it. And every year is a little more maturity, right? So we're not spending a lot of time as Accenture going around and educating what is artificial intelligence, right? The question today is all about how do you scale the impact, and at the same time, we just did-- and I will give you a stat that said we just put out a new study where 75% of C-suite executives believe that their survival, survival depends on the ability to scale. So we are, I think, at an inflection point on everyone understands it has upsides. It's critical to the business. There are things we have to manage, but fundamentally, we have to move into an era of being able to scale the impact while managing and bringing our people along the journey. SPEAKER 3: I was in a lab, one of our labs in Boston, and you walk into one of our traditional labs, and of course, as you'd expect, there is a lot of people in white coats with safety goggles on, right? It's good practice. You turn a corner, and there's a robot, and the robot is processing over 200 different proteins against tissue types 24 hours a day to try and work out what could happen. And taking out, not replacing people, don't get me wrong, but replacing the capacity of the people that we had. Meaning, we can do 20x, 50x of what we used to find new medicines. At the same time, same lab, I was walking just a little bit further along to our personalized health care group, and I met a young scientist. And I was drawn to the display on her computer, and it looked like some sort of children's painting. And I said, what is that? She said, it's a single immune cell in a person with an autoimmune disease. And I'm looking at a single immune cell, because I was AI enabled to find that one cell that needs a personalized medicine to do something about it. And if we can create a medicine for one person, wouldn't that be amazing? 

Insights: Sanofi, Accenture CEOs on How Humans and Machines Can Maximize Productivity

A.I., automation, and analytics are transforming business.

How Humans and Machines Can Maximize Productivity

A.I., automation, and analytics are transforming the business landscape, enhancing products and services, and enabling new forms of competition. (November 2019)

everyone attending the conference. Probably everybody watching eyes, thinking about a guy, how it's being implemented at your company or what it might mean for your career. Um e just you know, I was thinking about a couple of stats. Here's a step from Accenture. By 2035 u projected that I I will add $14 trillion in revenue globally. There's another stat. Just the other day, Bank of America projected that Aye, aye. And automation could make 800 million jobs disappear. So we have a lot of hope and fear around this topic, and we're looking at that. I was hoping Julie, you could start out by just giving us pulling back from the hype and the stats and giving us a look from your work with clients around the world. Where are we on the maturity curve? The adoption, you know, where are we in the progress of bringing a I and automation into what companies were really doing? Well, you might say there's a maturity of the fear factor about that. Meaning I just did. All right, I'm listening to you about that. So, uh, you know, I think what you've seen over the last five years has been, you know, a lot of discussion about it. And every year there's a little more maturity, right, so we're not spending a lot of time. Is Accenture going around and educating? What is artificial intelligence? The the question today is all about How do you scale the impact? And at the same time, we just did not get We'll give you a stat. That said, we just put out a new study. We're 75% of C Suite Executives believe that their survival survival depends on the ability to scale that we are, I think, at an inflection point on everyone understands it has upside. It's, you know, it's it's critical to the business. There are things we have to manage, but fundamentally, we have to move into an era of being able to scale the impact while managing and bringing our people along the journey. I was in a lab, one of our labs in Boston, and you walk into one about traditional labs on. Of course, as you'd expect, there is a lot of people in white coats with safety goggles, right? It's good practice. Um, you turn a corner on Dhe there's a robot on the robot is processing over 200 different proteins against tissue types 24 hours a day to try and work out what could happen and taking out. Not not replacing people don't get me wrong, but replacing the capacity of the people that we had meeting weaken Do 20 x 50 x What we used to find you at the same time. Same lab. I was walking just a little bit further along to our personalized health care group, and I met a young scientist and I was drawn to the display on her on her computer and it looked like some sort of Children's paintings. And I said, What is that? And she said, It's a single immune cell in a person with an auto immune disease, and I'm looking at a single immune cell because I was a I enabled to find that one cell that needs a personalized medicine to do something about it, and if we can create a medicine for one person, would not be amazing.

[MUSIC PLAYING] SPEAKER 1: So the song that you just listened to was created by AI. SPEAKER 2: Damn. SPEAKER 1: Artificial intelligence. SPEAKER 2: That's crazy. SPEAKER 1: Yeah. SPEAKER 3: That's right. Artificial intelligence. Artificial intelligence has already made a major impact in areas like health, tech, and agriculture, but now, you can tack on artistic tasks to AIs to do list. And in this case, composing music. [MUSIC PLAYING] This music was created by Amper. Amper is an artificial intelligence music composer that can create and customize music for any of your content. SPEAKER 4: So do you play any instruments? SPEAKER 5: I do. I play piano, guitar, and I sing. SPEAKER 4: How long have you been involved with music? SPEAKER 5: Since three or four years old. SPEAKER 4: This is Drew. The founder and CEO of Amper. So how exactly does it work? SPEAKER 5: So to make Amper's technology work, we focus on two things. The first is building up a baseline knowledge of music theory. What does it mean to be talking about instruments and orchestration and key signatures, things that the PhD student in music should be able to speak to or any composer should be able to know as a tool of their trade. And we also work on teaching Amper what emotion means, what it means to feel certain things, to want certain things, and we let our technology bridge the gap between a solid understanding of music theory and the foundations of music so that by working with Amper, you're able to take advantage of the most powerful AI in music that's ever been created. SPEAKER 4: OK. Cool. But what do people think of it? SPEAKER 6: A computer is always going to be more proficient than you ever physically could be as an organic creature holding a piece of wood and metal and whatever, and that's going to put more pressure to create brilliant ideas and brilliant sounds that we could have never imagined. And in fact, we could have never programmed. SPEAKER 7: Maybe someone could argue that it's taking a hard part of the process away so that you can focus and focus on the lyrics or the vocals or different instruments. But I think there's a part of making music that should be done by a human. SPEAKER 8: I think that if of the music in the future is going to be created by AI that makes me really sad for musicians, because I think one of the great things about like Springsteen and The Beatles and all these like-- The Rolling Stones is that they experimented and they tried things out and they had a lot of failures, but then when they like hit that peak, it was really great music. And I think when I hear that robots to be making music in the future, I just am sad for the future of music. SPEAKER 4: Is this where the music industry is headed? Let's talk with an artist who's actually used Amper. This is Taryn Southern. SPEAKER 9: Hey. What's up? SPEAKER 4: She composed an entire pop album with AI. SPEAKER 9: I have eight songs on I am AI, and each one utilized a unique synthesis of AI platforms, so some of them I used Amper on, some of them I used IBM Watson Beat. I also used Ava and Magenta as well and sometimes a combination of two or three of those. So I think the simplest way to describe how an artist might make music with a platform like Amper is to look at it almost like the artist as a director and editor. So let's take for instance a YouTube video. If you're directing a YouTube video, you would be directing the artificial intelligence around what you want it to produce. You'll give its specifications around beats per minute, the key, the instruments, what style, what genre, and then the artificial intelligence takes it upon itself to make something. Once you're happy with the final output of the artificial intelligence, you like the performance, it sounds good to you, then it's your job as an editor to actually edit it and rearrange it into the final piece. Amper is one of the easiest AI platforms currently on the market to use, so you don't need any musical experience or background to jump in and understand it. You also don't need any coding expertise. SPEAKER 4: So to end this video, here's a song that I composed or well, technically, AI composed it. [MUSIC PLAYING] 

Insights: The Future of Music Is Machine

AI may be limiting, or improving, the artist's role.

The Future of Music Is Machine

How artificial intelligence may be limiting, or improving, the artist's role. (March 2017)

So the song that you just listen to was created by a I artificial intelligence scream. Yep, that's right. Artificial intelligence. Artificial intelligence has already made a major impact in areas like health tech in agriculture. But now you can tack on artistic tasks, eh? I have to do it. And in this case, composing music. This'll Music was created by Amber. Amber is an artificial intelligence music composer that can create and customized music for any of your content. So do you play any instruments? I do my play piano guitar and I think, How long have you been involved in music? Since you know, three or four years old, this is Drew, the founder and CEO of Amber. So how exactly does it work to make hampers technology work? We focus on two things. The first is building up a baseline knowledge of music theory. What does it mean to be talking about instruments and orchestration and key signatures? Things that PhD student in music should be able to speak to? Our any composer should be able to know as a tool of the trade. Let me also work on teaching amber what emotion, what it means to feel certain things want certain things, and we let our technology bridge the gap between a solid understanding of music theory and the foundations of music, so that by working with Amber, you're able to take advantage of the most powerful Aye aye, and music that's ever been created. Okay, cool. But what do people think of it? A computer is always going to be more proficient than you ever physically could be. A zone organic creature holding a piece of wood and metal and whatever. And that's going to put more pressure to create brilliant ideas and brilliant sounds that we could have never imagined. And in fact, we could have never programmed. Maybe someone could argue that is taking, you know, hard part of the process of ways that you just local focus on, like the Leader X or like the vocals or different instruments. But I think there's a part of making music that should be done by a human. I think that if most of music in future is gonna be created by eye, that makes me really sad for musicians, because I think one of the great things like Springsteen and the Beatles and all these like, you know, the Rolling Stones. They experimented and they tried things out, and they have a lot of failures. But then when they hit that peak, it was really great music. And I think when I hear that robots will be making music in the future, I just and bad for the future of music. Is this where the music industry is headed? Let's talk with an artist who is actually used. Amber, this is Terence Southern. Hey, what's up? She composed an entire pop album with a I Have a song on I Am and I, and each one is utilized a unique synthesis of Ai ai platform. So some of them I am for arms. Some of them I used IBM walks in. I also used Diva and, uh, magenta as well and sometimes a combination of two or three of those. So I think the simplest way to describe how an artist my music with a platform like Amber is to look at it almost like the artist as a director and editor, let's take a YouTube video. You're directing a YouTube video. You would be directing the artificial intelligence around what you wanted to produce, you know, defend specifications around beats per minute instrument style with genre, and then the artificial intelligence takes it upon itself to make something. Once you're happy with the final output of the artificial intelligence, you like the performance sound good to you. Your job is editor actually edited and rearrange it into the final piece. Answer is one of the easiest thing I platform currently on the market used. You don't need any musical experience or background to jump in and understand that you also don't need any coding expertise. So to end this video, here's a song that I composed or, well, technically, hey, I composed it.

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