ADVANCES IN SCIENCE AND TECHnology promise to solve some of the world's most vexing problems, create new markets, and fuel economic growth. At the same time, they often raise ethical questions, and their deployment may lead to unanticipated adverse consequences that many companies are ill-equipped to identify or address.
For example, technology that enables the editing of human DNA is leading to new medical treatments, but the practice is also rife with unintended consequences. In 2018, an ambitious researcher in China ignored both the norms of the field and the law and altered human embryos' genetic material in an effort to confer resistance to HIV. The changes he made to the embryos' genes may be passed down to future generations, and their effects on human development are unknown.¹
Failure to fully consider possible outcomes when deciding whether and how to develop any technology can lead to negative consequences for companies, customers, and other stakeholders. In a 2024 case involving an AI chatbot, Air Canada's enthusiasm for automated customer service ran ahead of its understanding of the significant limitations of generative AI when it comes to accuracy of output. It fielded a chatbot that misrepresented company policy on bereavement rates in response to a customer inquiry and then denied the customer reimbursement because they did not follow the policy, refusing to take responsibility for providing bad information. When the customer sued and won, the headlines did little to burnish Air Canada's reputation for customer service.
When considering new developments that are truly at the forefront of applied science and technology, innovators are usually well ahead of regulations that might provide guardrails around commercialization decisions. So how do they decide when to proceed and when to hold back on releasing a new technology into the world?
Denne historien er fra Fall 2024-utgaven av MIT Sloan Management Review.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent ? Logg på
Denne historien er fra Fall 2024-utgaven av MIT Sloan Management Review.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
Ask Sanyin: How Do You Build for an Unpredictable Future?
While the pandemic was a wild ride of uncertainty for me and many of my peers in leadership, it feels like we never regained our footing.
What You Still Can't Say at Work
Most people know what can’t be said in their organization. But leaders can apply these techniques to break through the unwritten rules that make people self-censor.
Make Character Count in Hiring and Promoting
Most managers focus on competencies when evaluating candidates but it’s character that will transform the DNA of the organization. Here’s how to assess it.
Why Influence Is a Two-Way Street
Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.
Know Your Data to Harness Federated Machine Learning
A collaborative approach to training AI models can yield better results, but it requires finding partners with data that complements your own.
How Integrating DEI Into Strategy Lifts Performance
Incorporating diversity, equity, and inclusion practices into core business planning can provide a competitive edge.
The Myth of the Sustainable Consumer
Companies that understand the different kinds of consumers for sustainable products can market to them more effectively.
A Practical Guide to Gaining Value From LLMs
Getting a return from generative AI investments requires a systematic approach to analyzing appropriate use cases.
Improve Workflows by Managing Bottlenecks
Understand whether process or resource constraints are stalling work.
Craft Schedules That Work for Everyone
Business leaders can improve retention and business performance with schedules that make sense for workers’ lives.
