My thoughts on Kurzweil's predictions from 12 years ago: My own two cents thrown into the ring say that the class of future portrayed in the Singularity is Nea

My thoughts on Kurzweil's predictions from 12 years ago: My own two cents thrown into the ring say that the class of future portrayed in the Singularity is Near (TSiN) is something of a foregone conclusion. It's quite likely that we'll all be wildly, humorously wrong about the details of implementation, culture and usage, but - barring existential catastrophe or disaster - the technological capabilities discussed in TSiN will come to pass. The human brain will be reverse engineered, simulated and improved upon. The same goes for the human body; radical life extension is one desirable outcome of this engineering process. We will merge with our machines as nanotechnology and molecular manufacturing become mature technologies. Recursively self-improving general artificial intelligence will develop, and then life will really get interesting very quickly. And so forth ... the question is not whether these things will happen, but rather when they will happen - and more importantly, are we going to be alive and in good health to see this wondrous future? We humans are in the process of building tools that enable us to create or meaningfully interact with ever-greater complexity. There is one important area of complexity management in which we seem to be making little headway, however: the organization of humans in business and research. For all that we can now accomplish with faster computers and enormous leaps in telecommunications, we don't seem to have made significant inroads in getting large numbers of humans to cooperate efficiently. I am prepared to go out on a limb here, as I have done before, and say that business and research cycles that involve standard-issue humans are incompressible beneath a certain duration - they cannot be made to happen much faster than is possible today. This is not to say that they cannot be made cheaper. But cheaper doesn't equate to faster business and research cycles; rather, it means that any given problem will be tackled by many more parallel attempts. Expensive projects mean conservative funding organizations, which means organizational matters proceed at a slow pace. This is a defining characteristic of our time: we have blindingly fast rates of research and technological advances once the money is on the table, but the cycles of business, fundraising and research are still chained to the old human timetable. Kurzweil's Singularity is a Vingean slow burn across a decade, driven by recursively self-improving AI, enhanced human intelligence and the merger of the two. Interestingly, Kurzweil employs much the same arguments against a hard takeoff scenario - in which these processes of self-improvement in AI occur in a matter of hours or days - as I am employing against his proposed timescale: complexity must be managed and there are limits as to how fast this can happen. But artificial intelligence, or improved human intelligence, most likely through machine enhancement, is at the heart of the process. Intelligence can be thought of as the capacity for dealing with complexity; if we improve this capacity, then all the old limits we worked within can be pushed outwards. We don't need to search for keys to complexity if we can manage the complexity directly. Once the process of intelligence enhancement begins in earnest, then we can start to talk about compressing business cycles that existed due to the limits of present day human workers, individually and collectively. Until we start pushing these limits, we're still stuck with the slow human organizational friction, limits on complexity management, and a limit on exponential growth. Couple this with slow progress towards both organizational efficiency and the development of general artificial intelligence, and this is why I believe that Kurzweil is optimistic by at least a decade or two.