PART ONE
Why Noble Automation Can Be a Life-or-Death Challenge
“Shut down all garbage mashers on the Detention Level.”Luke Skywalker to C-3PO inStar Wars Episode IV: A New Hope
TheStar Wars series is about good overcoming evil and humans transcending their limitations. Humans become heroes by learning, overcoming barriers, and facing their fears. The machines help people, not replace them. In my words, it is about Noble Automation.
In the first film in 1977, our heroes confront great evil while trying to escape from within the huge Death Star spaceship. After bluffing, running, and shooting their way through overwhelming odds, they find themselves in a huge trash compactor with the walls closing in.
Luke Skywalker, the emerging rebel leader, cannot blast his way out of impending doom and death. The princess, with all her royalty and bluster, is also helpless. Even the brawn of a seven-foot-tall Wookie is impotent. Only with help from Luke’s robot accomplices is disaster averted. The robots answer Luke’s call, search a vast database, identify the right compactor, and free the humans just in time.
Luke, Leia, and company return to the fight, where their human traits of intelligence, courage, and empathy prevail. At critical junctions, the robots are there to do the essential supporting machine tasks. In the end, humans and robots share the stage and accolades.
In the film series, humans and noble robots save the galaxy. This book suggests we can personally save ourselves and our colleagues from unnecessary drudgery and frustration. We can be heroes.
Back On Earth
Copenhagen, Denmark is often ranked among the world’s happiest places. Scandinavian business leaders are heralded for their commitment to employee well-being, gender equality, diversity, etc. Yet, the following happened while I worked there.
The CFO of a leading Nordic finance firm, seeking to improve performance and cut costs, had identified automation as an opportunity. He summoned his team to hear the plan.
He was a seasoned, smart, and successful leader who’d achieved improvements in several companies. This respected, analytical leader and likely CEO candidate backed his decisions with data.
Dutifully, his department of over one hundred people assembled and awaited their boss’s announcements.
The CFO confidently walked in, prepared, focused, and Scandinavian thin. With supporting data in hand, he stood before the microphone:
Thank you for coming today, though I admit the meeting was mandatory. Before reviewing the presentation and numbers, I want
