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The	future	is	full	of	amazing	things.	On	my	way	here,	I	spoke	out	loud	to	a	$150	dollar	device	in	my	kitchen,	asked	it	if	my	flight	would	be	on	time,	and	then	asked	it	to	call	a	Lyft	to	take	me	to	the	airport.	A	few	minutes	later	a	car	
showed	up.	And	in	a	few	years,	that	car	might	well	be	driving	itself.	Someone	seeing	this	for	the	first	time	would	have	every	excuse	to	say	“WTF?”	That	of	course	is	an	expression	of	surprise	and	delight	that	stands	for	What’s	the	
Future?		
But	many		lot	of	people	are	reading	the	news	about	technology	and	the	economy	and	are	feeling	a	profound	sense	of	unease.	They	are	also	asking	themselves	WTF?	What’s	the	Future?	But	in	a	very	different	tone	of	voice.
“…47	percent	of	jobs	are	“at	risk”	
of	being	automated	in	the	next	20	
years.”
Carl Frey and Michael Osborne,	Oxford	University	
“The	Future	of	Employment:	How	Susceptible	

Are	Jobs	to	Computerisation?”			
	
They	read	that	researchers	at	Oxford	University	project	that	up	to	47%	of	human	tasks,	including	many	white	collar	jobs,	could	be	eliminated	by	automation	within	the	next	20	years.
They’ve	heard	that	self	driving	cars	and	trucks	will	put	millions	of	people	out	of	work.
Will there really be nothing left for people to do?
Is there really
nothing left for
humans to do?
They’ve	seen	calls	for	Universal	Basic	Income,	with	the	assumption	that	there	will	be	nothing	left	for	humans	to	do	once	corporations	outsource	all	the	work	to	machines.	While	I	think	Universal	Basic	Income	is	an	intriguing	idea,	I	
don’t	think	we	need	it	because	there	will	be	nothing	left	for	humans	to	do.	There’s	plenty	to	do.	The	problem	is	that
Our global economy has the
mistaken idea that the goal of
technology is to maximize
productivity, even if that means
treating people as a cost to be
eliminated.
Our	economy	has	the	mistaken	idea	that	the	goal	of	technology	is	to	maximize	productivity,	even	if	that	means	treating	people	as	a	cost	to	be	eliminated.
That’s a problem
“The people will rise up before
the robots do.”
Andy Macafee
Co-author, The Second
Machine Age
Erik Brynjolfsson and Andy Macafee
Even	leaving	aside	the	obvious	problem	of	injustice	and	inequality,	this	is	the	stuff	of	revolutions.	Andy	Macafee,	the	author,	with	Erik	Brynjolfsson,	of	the	Second	Machine	Age,	once	said	to	me,	talking	of	the	fear	that	robots	will	
take	over,	“The	people	will	rise	up	before	the	robots	do.”
We’ve seen this happen before
We’ve	seen	this	happen	before.	In	England,	back	in	1811	and	1812,	a	group	of	weavers	led	by	Ned	Ludd	staged	a	rebellion,	smashing	the	steam	powered	looms	that	were	threatening	their	livelihood.		Ludd	and	his	compatriots	
were	right	to	be	afraid.	The	decades	ahead	were	grim,	as	machines	replaced	human	labor,	and	it	took	time	for	society	to	adjust.
The	weavers	of	Ned	Ludd’s	

rebellion	couldn’t	imagine…	
But	those	weavers	of	Ned	Ludd’s	time	couldn’t	imagine	that	their	descendants	would	have	more	clothing	than	the	kings	and	queens	of	Europe,	that	ordinary	people,	not	just	kings	and	queens,	would	eat	the	fruits	of	summer	in	
the	depths	of	winter,	luxuries	brought	from	all	over	the	world.
They	couldn’t	imagine…	
They	couldn’t	imagine	that	we’d	tunnel	through	mountains	and	under	the	sea,	that	we’d	fly	through	the	air,	crossing	continents	in	hours,	that	we’d	build	cities	in	the	desert	with	buildings	a	half	mile	high,	that	we’d	put	spacecraft	
in	orbit,	that	we	would	eliminate	so	many	scourges	of	disease!	And	they	couldn’t	imagine	that	their	children,	grandchildren,	and	great	grandchildren	would	find	meaningful	work	bringing	all	of	these	things	to	life!
What	is	our	failure	of	imagination?
Victorian	England	eventually	rose	to	the	challenge.	Instead	of	sending	children	to	work	in	the	factories,	they	learned	to	send	them	to	school.	They	shortened	the	work	week	and	paid	higher	wages.	And	society	became	more	
prosperous.	What	is	our	failure	of	imagination?	Why	are	we	using	technology	to	put	people	out	of	work	rather	than	using	technology	to	put	people	*to*	work	on	the	jobs	of	the	future?	What	is	our	equivalent	of	sending	kids	to	
school	instead	of	to	work	in	the	factories	or	the	chimneys?	What	is	our	equivalent	of	the	wonders	that	the	industrial	age	brought	to	the	world?
It isn’t technology that wants to eliminate jobs
“Technology is the solution to
human problems. We won’t
run out of work till we run
out of problems.”
Nick Hanauer
It	isn’t	technology	that	wants	to	eliminate	jobs.	Here’s	what	technology	really	wants.	Nick	Hanauer,	who	was	one	of	the	speakers	at	my	Next:Economy	Summit	last	year,	put	it	best	when	he	said:		“Technology	is	the	solution	to	
human	problems.	We	won’t	run	out	of	work	till	we	run	out	of	problems.”	Are	we	done	yet?	Are	we	done	yet?
Some global grand challenges
technology can help us to solve
• Climate change.
• Rebuilding and rethinking the infrastructure by which we deliver water,
power, goods, and services like healthcare.
• Dealing with the “demographic inversion” — the lengthening lifespans
of the old and the smaller number of young workers to pay into the
social systems that support them.
• Income inequality.
• Displaced people. How could we use technology to create the
infrastructure for whole new cities, factories, and farms, so people
could be settlers, not refugees?
Some	global	grand	challenges	technology	can	help	us	to	solve	
-	Climate	change.	
-	Rebuilding	and	rethinking	the	infrastructure	by	which	we	deliver	water,	power,	goods,	and	services	like	healthcare.	
-	Dealing	with	the	“demographic	inversion” — the	lengthening	lifespans	of	the	old	and	the	smaller	number	of	young	workers	to	pay	into	the	social	systems	that	support	them.	
-	Income	inequality.	“The	people	will	rise	up	before	the	robots	do.”	
-	Displaced	people.	How	could	we	use	technology	to	create	the	infrastructure	for	whole	new	cities,	factories,	and	farms,	so	people	could	be	settlers,	not	refugees?
The use of automation by business to reduce labor costs and increase
profits is a social and political choice, not an economic law!
It’s	not	new	technology	we	should	be	afraid	of.	It’s	the	dominant	ideology	that	says	that	people	don’t	matter,	that	the	need	for	business	to	maximize	profits	is	as	natural	as	the	law	of	gravity.	The	use	of	automation	by	business	to	
reduce	labor	costs	and	increase	profits	is	a	social	and	political	choice,	not	an	economic	law!	I	made	this	case	in	an	article	I	wrote	last	year	on	LinkedIn,	arguing	that	the	rules	of	economics	that	we	take	for	granted	are	more	like	the	
rules	of	a	game	than	the	laws	of	physics.	The	rules	could	be	optimized	to	make	the	game	better.	That	is	your	challenge.
The March of Progress
If	you’re	like	me,	you’ve	gotten	accustomed	to	seeing	charts	like	this,	from	Max	Roser’s	Our	World	in	Data,	documenting	the	march	of	progress	during	the	20
th
	century.	We’ve	congratulated	ourselves	repeatedly	for	the	seemingly	
inevitable	continuation	of	that	progress,	despite	bumps	in	the	road.	In	Silicon	Valley,	people	are	so	optimistic	that	they	imagine	that	progress	will	become	exponential.
But not everyone is equally happy
But	as	Brexit	and	the	election	of	Donald	Trump	tell	us,	there	are	a	large	number	of	people	who	don’t	think	the	economy	of	the	future	will	be	better	for	them.
Fitness Landscapes
The way in which genes contribute
to the survival of an organism can
be viewed as a landscape of peaks
and valleys.
Through a series of experiments,
organisms evolve towards fitness
peaks, adapted to a particular
environment, or they die out.
Image source: http://evolution.berkeley.edu/evolibrary/article/side_0_0/complexnovelties_02
Recent	events	in	world	politics,	as	well	as	the	history	in	the	technology	industry	as	I’ve	lived	it	for	the	past	thirty	years,	remind	me	that	the	notion	from	evolutionary	biology,	of	a	fitness	landscape,	is	perhaps	a	better	metaphor	for	
how	the	future	unfolds	than	the	graph	that	goes	always	up	and	to	the	right.	
A	fitness	landscape	is	a	way	of	visualizing	how	genes	contribute	to	the	survival	of	an	organism	and	a	species.	External	conditions	can	be	viewed	as	a	landscape	of	peaks	and	valleys.	Through	a	series	of	experiments,	organisms	
evolve	towards	fitness	peaks,	adapted	to	a	particular	environment,	or	they	die	out.
Fitness landscapes are dynamic
When conditions are stable, a
population chooses one fitness
peak and stays there.
But when conditions change
rapidly, populations must migrate
to a new fitness peak.
When	conditions	are	stable,	a	population	chooses	one	fitness	peak	and	stays	there.	
But	when	conditions	change	rapidly,	populations	must	migrate	to	a	new	fitness	peak.	That’s	what	Brexit	and	Donald	Trump	voters	are	trying	to	do.
Local Maxima
Once you are on a peak, it’s
hard to get to another one,
even if it’s higher. You have to
go back down. It may be
easier to get to the top if you
are already starting from a
valley floor.
One	of	the	really	interesting	ideas	is	that	there	are	local	maxima	in	a	fitness	landscape	–	peaks	of	adaptive	success	–	that	organisms	are	evolving	towards.	But	they	key	point	is	that	you	can’t	easily	get	from	one	peak	to	another.	
You	have	to	go	down	before	you	can	go	up	again.	It	may	be	easier	to	get	to	the	top	if	you	are	already	starting	from	a	valley	floor.
Technology also has a fitness landscape
In my career, I’ve watched
a number of migrations to
new peaks, and I’d like to
share with you some
observations about what
happened, and why. And
then we’ll talk about some
lessons for digitalization of
the overall economy.
Personal
Computer
Big Data
and
AI
Smartphones
Apple
So	why	am	I	telling	you	this?	Technology	and	business	also	has	a	fitness	landscape,	and	one	that	changes	very	rapidly.	In	my	career,	I’ve	watched	a	number	of	migrations	to	new	peaks,	and	I’d	like	to	share	with	you	some	
observations	about	what	happened,	and	why.	And	then	we’ll	talk	about	some	lessons	for	digitalization	of	the	overall	economy.		
When	a	new	wave	of	technology	hits,	a	new	company	almost	always	becomes	dominant.	The	dominant	company	of	one	technology	wave	sometimes	manages	to	survive,	but	it	loses	its	privileged	position	as	the	technology	
marketplace	migrates	to	a	new	peak.	The	path	to	the	top	of	each	new	peak	requires	new	competencies	–	a	new	fitness	function	–	and	the	old	competency	actually	holds	back	the	previously	dominant	company.
Big Data
and
AI
Tim Berners-Lee, 1990
The World Wide Web
Linus Torvalds, 1991
Linux
One	of	the	things	that	I’ve	learned	is	that	the	surest	way	to	drive	entrepreneurs	to	seek	the	fitness	peak	of	a	new	technology	and	a	new	business	model	is	for	dominant	players	to	take	too	much	of	the	value	for	themselves.	And	
just	as	in	biology,	it’s	easier	to	get	to	the	new	peak	from	the	valley.	I	watched	this	happen	with	Microsoft	in	the	1990s.	The	company	had	used	its	dominance	over	the	operating	system	to	lock	out	competitors.	But	the	innovators	
just	went	elsewhere,	where	there	was	an	opportunity	for	open	innovation,	and	invented	the	future	on	the	way	up	a	new	fitness	peak.	Tim	Berners-Lee	introduced	the	World	Wide	Web	in	1990,	and	Linus	Torvalds	introduced	Linux	
in	1991.	Between	the	two	of	them,	the	paradigm	changed.	Software	was	now	a	commodity.	Big	data	was	the	new	source	of	competitive	advantage,	with	Google	at	the	latest	peak	in	the	fitness	landscape.		
Net	lesson:	You	lose	when	you	try	to	capture	too	much	of	the	value	for	yourself.	And	you	lose	again	if	you	hang	on	to	the	old	rules	of	business	when	faced	with	the	resulting	change	in	the	fitness	landscape.
Bringing	this	insight	round	to	the	world	you	live	in,	of	economics,	this	graph	from	James	Kwak	shows	the	rise	in	the	share	of	corporate	profits	going	to	finance.	Banking	is	a	system	that	was	created	to	serve	the	needs	of	the	real	
economy	of	goods	and	services,	but	now	it	largely	serves	itself.	One	of	the	big	drivers	of	the	increase	in	profits	is	program	trading,	which	does	little	or	nothing	for	the	real	economy.	Rana	Foroohar,	author	of	Makers	and	Takers,	a	
book	about	the	rise	of	finance	and	the	decline	of	industry,	estimates	that	only	15%	of	financial	activity	now	goes	to	the	real	economy.	85%	is	simply	people	profiting	from	moving	money	around.	Government	spends	a	lot	of	time	
looking	at	how	to	regulate	the	impact	of	technology	companies	like	Google	and	Facebook.	I	believe	you	should	be	looking	more	strongly	at	the	financial	industry.	A	financial	transactions	tax,	limits	on	stock	buybacks	and	executive	
compensation,	would	be	a	good	start.	The	worldwide	economic	malaise	is	a	symptom	of	this	problem.
What is the result?
Voters are moving away from the
fitness peak of the neoliberal
consensus. We don’t know yet
where that new fitness peak will
be, but the migration is telling us
loud and clear that the economy
needs some fresh thinking.
Voters	are	moving	away	from	the	fitness	peak	of	the	neoliberal	consensus.	We	don’t	know	yet	where	that	new	fitness	peak	will	be,	but	the	migration	is	telling	us	loud	and	clear	that	the	economy	needs	some	fresh	thinking.
Yes, things are changing.
But one thing doesn’t change.
A successful ecosystem creates
opportunity for everyone, not just
a few.
Yes,	things	are	changing.	But	one	thing	doesn’t	change.	A	successful	ecosystem	creates	opportunity	for	everyone,	not	just	a	few.	
The	fundamental	fitness	function	of	government	is	to	make	a	better	life	for	all	its	citizens.	A	group	such	as	the	G20	must	take	as	its	scope	a	better	life	for	all	citizens	of	the	world.	What	I’ve	learned	from	watching	successions	of	
technology	leadership	is	that	companies	lose	that	leadership	when	they	forget	this.
We will create the economy of the
future when we remember that the
function of technology is to empower
people to do things that were
previously impossible!
We	will	create	the	economy	of	the	future	when	we	remember	that	the	function	of	technology	is	to	empower	people	to	do	things	that	were	previously	impossible!
Government statistics, economic modeling, and
regulations are too slow for the pace and scale of
the modern world
“Would you cross the street with
information that was five seconds old?”
-
Jeff Jonas,
IBM Fellow
The	greater	speed	and	scale	of	the	systems	we	use	today	make	a	compelling	argument	that	the	tools	government	relies	on	to	manage	the	economy	are	far,	far	too	slow.	As	former	IBM	fellow	Jeff	Jonas	noted,	“Would	you	cross	
the	street	with	information	that	was	five	seconds	old?”	Yet	government	statistics	for	managing	the	economy	are	usually	years	old,	while	hedge	funds	and	other	financial	players	are	no	longer	forecasting,	but,	as	Google	chief	
economist	Hal	Varian	calls	it,	“nowcasting.”
Our	problems	with	the	financial	industry	are	analogous	to	the	Facebook	“fake	news”	controversy.	We’ve	got	an	entire	industry	based	on	Fake	Finance.	If	there	were	one	piece	of	advice	I’d	give	you,	it	would	be	to	take	a	much	
harder	look	at	whether	our	current	financial	system	is	serving	the	real	economy.	I	think	you’ve	done	a	much	better	job	of	managing	that	here	in	Germany,	but	in	the	US	at	least,	shareholder	capitalism	has	run	amok.	Frankly,	I	
think	Facebook	and	Google	have	a	far	better	record	of	policing	themselves	in	the	public	interest	than	our	financial	system	does.
Users post 7 billion pieces of
content to Facebook a day.
Expecting human fact checkers to
catch fake news is like asking
workers to build a modern city
with only picks and shovels.
At internet scale, we now rely
increasingly on algorithms to
manage what we see and believe.
Fake	news	also	teaches	us	a	lot	about	how	regulatory	systems	need	to	change.	There	have	been	many	calls	for	Facebook	to	use	human	fact	checkers	to	eliminate	fake	news.	Users	post	7	billion	pieces	of	content	to	Facebook	a	day,	
and	most	stories	that	go	viral	do	so	in	a	matter	of	hours.	Expecting	human	fact	checkers	to	catch	fake	news	is	like	asking	workers	with	picks	and	shovels	to	build	a	modern	city.	At	internet	scale,	we	now	rely	increasingly	on	
algorithms	to	manage	what	we	see	and	believe.	Those	algorithms	are	the	tools	of	human	judgment,	not	a	replacement	for	it,	just	like	the	giant	machines	we	see	on	the	skyline	of	Berlin	are	the	tools	of	human	effort.
This is why Mark Zuckerberg tells his team
“Move fast and break things.”
-
Mark Zuckerberg
One	of	Mark	Zuckerberg’s	rules,	which	he	drummed	into	his	staff	from	the	earliest	days	of	Facebook,	is	to	“move	fast	and	break	things.”	This	is	completely	counterintuitive	to	those	who	live	in	the	careful	world	of	politics	(though	
as	Donald	Trump	has	shown	us,	that	is	changing.)	This	is	not	an	injunction	to	be	careless,	just	a	reminder	that	urgency	and	innovation	beat	over-careful	planning	in	a	fast	moving	world.	Facebook,	Google,	Amazon,	and	other	
Silicon	Valley	success	stories	are	machines	for	learning.
“Build, Measure, Learn.”
Eric Ries,
The Lean Startup
What	drives	Mark’s	injunction	is	an	approach	that	has	been	formalized	by	Eric	Ries	as	“the	lean	startup.”	Eric	tells	the	story	of	his	first	startup,	which	designed	and	built	a	complex	3D	avatar	system	for	instant	messaging.	It	failed	
utterly.	In	thinking	what	they	could	have	done	differently,	Eric	realized	that	they	could	have	saved	themselves	years	of	effort	and	millions	of	dollars	if	they	had	built	something	much	simpler.	He	defines	the	“minimum	viable	
product”	as	“that	version	of	a	new	product	a	team	uses	to	collect	the	maximum	amount	of	validated	learning	about	customers	with	the	least	effort.”	A	typical	Silicon	Valley	company	doesn’t	release	software	after	years	of	
specification	and	procurement,	followed	by	years	of	development,	only	to	fail	on	release,	like	the	US	healthcare.gov	website.	Instead,	features	are	rolled	out	and	tested	incrementally	in	what	Eric	calls	a	“Build,	Measure,	Learn”	
cycle.	Features	are	built	incrementally,	tested	on	users,	and	deployed	only	when	they	are	known	to	work.
Every day, they are inspecting the
performance of their workers and
giving them instruction (in the form of
code) about how to do a better job
In digital systems, the workers are programs,
and software engineers are their managers
Programmers are actually managers. Every day, they are inspecting the performance of their workers and giving them instruction about how to do a better job. The Build-Measure-Learn cycle is the equivalent of a
manager giving feedback to his employees. Except that the employees are now programs. Companies like Google and Amazon run thousands of experiments a day, constantly improving their algorithms and their
product.
“This isn’t just how we should be
developing software. It’s how we should be
developing policy.”
Cecilia Muñoz,
Director, White House
Domestic Policy Council
Working	with	the	new	United	States	Digital	Service,	the	White	House	developed	its	new	college	scorecard	program	using	these	techniques.	As	Haley	van	Dyke,	Deputy	Director	of	the	USDS	told	the	story,	the	USDS	team	that	built	
the	software	was	raked	over	the	coals	for	not	incorporating	features	requested	by	White	House	staff.	They	replied	that	they	had	tested	these	features	on	thousands	of	students,	and	none	of	them	used	them,	so	they	took	them	
out	of	the	product.	When	staffers	protested	that	they	wanted	their	features	in	the	product,	Cecilia	Muñoz,	the	Director	of	the	White	House	Domestic	Policy	Council,	backed	up	the	USDS	team,	saying	“	
“This	isn’t	just	how	we	should	be	developing	software.	It’s	how	we	should	be	developing	policy.”
One	of	the	things	that	it	is	essential	to	understand	is	that,	as	Tom	Steinberg,	the	founder	of	the	UK	non-profit	MySociety,	once	wrote,	“Good	governance	and	good	policy	are	now	inextricably	linked	to	the	digital.”	Digitalization	is	
no	longer	an	option.	We	have	to	get	it	right.
One	of	the	most	useful	documents	outlining	how	to	apply	the	best	practices	of	the	technology	industry	to	government	is	the	UK	Government	Digital	Service	design	principles.		It’s	unfortunate	that	after	the	change	in	government,	
the	UK	GDS	has	been	sidelined,	with	a	return	to	business	as	usual.	I	worry	that	the	same	thing	may	happen	in	the	US.
“Doing digital is not the same as being
digital.”
Josh Bersin
Deloitte
As	you	think	about	digitalization,	it’s	important	to	remember	that,	as	Deloitte’s	Josh	Bersin	put	it,	“Doing	digital	is	not	the	same	thing	as	being	digital.”
“We have to go from apps to ops.”
Jennifer Pahlka
Code for America
& USDS
My	wife,	Jennifer	Pahlka,	founder	and	executive	director	of	the	nonprofit	Code	for	America,	which	works	to	bring	government	services	into	the	digital	age,	and	who	was	the	co-founder	of	the	United	States	Digital	Service,	likes	to	
say	that	government	has	to	move	“from	apps	to	ops.”	In	moving	to	digital,	government	has	too	often	simply	recreated	its	old	paper-based	processes	rather	than	reinventing	them.	It’s	essential	to	rethink	services	in	light	of	what	is	
now	possible.
One	country	that	has	done	a	good	job	of	the	first	generation	of	digitalization	is	Estonia,	which	was	also	the	home	of	Skype,	one	of	technology’s	great	success	stories.	Estonia	didn’t	just	recreate	its	paper	based	processes,	it	
created	a	whole	new	digital	infrastructure	centered	on	what	its	people	really	need.
“The smartphone is becoming a remote
control for real life.”
Matt Cohler,
Benchmark Partners
I	said	that	what	Estonia	had	done	was	the	first	generation	of	digitalization.	It’s	critical	to	understand	that	digitalization	is	coming	to	the	real	world.	Matt	Cohler,	one	of	Facebook’s	earliest	employees	and	now	a	venture	capitalist,	
noted	one	key	point	about	his	investment	in	Uber.	He	said	“the	smartphone	is	becoming	a	remote	control	for	real	life.”	This	is	a	key	takeaway	from	on-demand	apps.	Don’t	get	all	caught	up	in	whether	or	not	being	an	Uber	driver	
is	better	or	worse	than	being	a	licensed	taxi	driver.		Think	about	how	technology	can	transform	real	world	processes.	We	have	to	reinvent	processes,	not	just	duplicate	them.
“Uber is a lesson in building for how the
world should work instead of optimizing for
how the world does work.”
Aaron Levie, Box.net
I	know	you	aren’t	big	fans	of	Uber	here	in	Germany.	But	it	is	an	application	that	teaches	us	something	very	important	about	the	future.	We	had	connected	taxicabs	before	Uber.	They	just	stuck	a	credit	card	reader	in	the	back	
along	with	a	television	screen	to	show	ads.	It	took	a	radical	rethinking	of	the	possibilities	lying	latent	in	digital	technology	to	realize	that	a	smartphone	in	the	hands	of	both	drivers	and	passengers	meant	that	it	would	be	possible	
to	completely	change	the	way	transportation	was	summoned,	who	provides	it,	and	how	payment	is	collected.	What	business	processes	are	you	simply	recreating	in	the	digital	era,	when	you	should	completely	reinvent	them?		
Aaron	Levie,	founder	of	another	internet	startup,	box.net,	made	this	admiring	comment	about	Uber	that	has	always	stuck	with	me.	“Uber	is	a	lesson	in	building	for	how	the	world	should	work	instead	of	optimizing	for	how	the	
world	does	work.”
Zipline,	a	California	startup	working	in	Rwanda,	is	a	great	example	of	reinvention.	It	shows	how	two	of	the	latest	technologies,	on-demand	and	drones,	can	utterly	transform	how	we	think	about	healthcare	delivery.	They	have	
been	doing	a	pilot	project,	delivering	blood	and	critical	medicines	to	isolated	local	clinics.	The	country	has	poor,	often	impassable	roads,	and	lacks	developed	hospital	infrastructure.	Postpartum	hemorrhage	is	a	major	cause	of	
death.	By	drone,	blood	can	reach	any	corner	of	the	country	in	15	minutes	or	less.		
We	should	be	thinking	about	how	technologies	like	on	demand	and	self-driving	cars	would	let	us	reinvent	public	transportation	and	the	shape	of	our	cities,	not	regulating	them	as	a	threat	to	incumbent	20th	century	industries!	
The	key	to	making	good	use	of	new	technology	is	to	keep	your	eyes	fixed	on	the	fitness	function	of	government,	which	is	the	greatest	good	for	all	of	society.	Embrace	the	future.	Don’t	fight	it.	
WTF	can	also	stand	for	“Welcome	the	future!”	
Thank	you	very	much.

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