Interviews - Page 3 of 12

AI has learned to handle letters, numbers, and words brilliantly — it constructs text, interprets commands, writes code, analyzes images. But all of this belongs to a world of symbols, where a mistake usually costs nothing: “rewrite,” “fix it,” “try again.” Physical reality operates differently. Cups fall, surfaces slip, light shifts, things wear out — and a “wrong answer” can mean broken equipment, human injury, and million-dollar losses.

Many promising companies fall apart not because of bad ideas, but because of growth. Once a team reaches a certain size, the informal agreements and goodwill that once kept things moving stop working. Decisions get lost, accountability blurs, and instead of results you get endless process reshuffling and work for the sake of work. The way out is clear, firm rules. Today we talk about the attempt to reconcile creativity and structure inside large companies. Not everyone likes it, but there’s no other way to build systems that last.

Artificial intelligence is beginning to outperform humans in narrow but economically consequential tasks, raising anxieties about job security and even agency. We are seriously discussing the possibility of losing control over AI. And one of the proposed ways of dealing with it is integration: linking the nervous system to digital tools through the brain-computer interfaces (BCIs).