logo
One chilling forecast of our AI future is getting wide attention. How realistic is it?

One chilling forecast of our AI future is getting wide attention. How realistic is it?

Yahoo23-05-2025
Let's imagine for a second that the impressive pace of AI progress over the past few years continues for a few more.
In that time period, we've gone from AIs that could produce a few reasonable sentences to AIs that can produce full think tank reports of reasonable quality; from AIs that couldn't write code to AIs that can write mediocre code on a small code base; from AIs that could produce surreal, absurdist images to AIs that can produce convincing fake short video and audio clips on any topic.
Sign up here to explore the big, complicated problems the world faces and the most efficient ways to solve them. Sent twice a week.
Companies are pouring billions of dollars and tons of talent into making these models better at what they do. So where might that take us?
Imagine that later this year, some company decides to double down on one of the most economically valuable uses of AI: improving AI research. The company designs a bigger, better model, which is carefully tailored for the super-expensive yet super-valuable task of training other AI models.
With this AI trainer's help, the company pulls ahead of its competitors, releasing AIs in 2026 that work reasonably well on a wide range of tasks and that essentially function as an 'employee' you can 'hire.' Over the next year, the stock market soars as a near-infinite number of AI employees become suitable for a wider and wider range of jobs (including mine and, quite possibly, yours).
This is the opening of AI 2027, a thoughtful and detailed near-term forecast from a group of researchers that think AI's massive changes to our world are coming fast — and for which we're woefully unprepared. The authors notably include Daniel Kokotajlo, a former OpenAI researcher who became famous for risking millions of dollars of his equity in the company when he refused to sign a nondisclosure agreement.
'AI is coming fast' is something people have been saying for ages but often in a way that's hard to dispute and hard to falsify. AI 2027 is an effort to go in the exact opposite direction. Like all the best forecasts, it's built to be falsifiable — every prediction is specific and detailed enough that it will be easy to decide if it came true after the fact. (Assuming, of course, we're all still around.)
The authors describe how advances in AI will be perceived, how they'll affect the stock market, how they'll upset geopolitics — and they justify those predictions in hundreds of pages of appendices. AI 2027 might end up being completely wrong, but if so, it'll be really easy to see where it went wrong.
It also might be right.
While I'm skeptical of the group's exact timeline, which envisions most of the pivotal moments leading us to AI catastrophe or policy intervention as happening during this presidential administration, the series of events they lay out is quite convincing to me.
Any AI company would double down on an AI that improves its AI development. (And some of them may already be doing this internally.) If that happens, we'll see improvements even faster than the improvements from 2023 to now, and within a few years, there will be massive economic disruption as an 'AI employee' becomes a viable alternative to a human hire for most jobs that can be done remotely.
But in this scenario, the company uses most of its new 'AI employees' internally, to keep churning out new breakthroughs in AI. As a result, technological progress gets faster and faster, but our ability to apply any oversight gets weaker and weaker. We see glimpses of bizarre and troubling behavior from advanced AI systems and try to make adjustments to 'fix' them. But these end up being surface-level adjustments, which just conceal the degree to which these increasingly powerful AI systems have begun pursuing their own aims — aims which we can't fathom. This, too, has already started happening to some degree. It's common to see complaints about AIs doing 'annoying' things like faking passing code tests they don't pass.
Not only does this forecast seem plausible to me, but it also appears to be the default course for what will happen. Sure, you can debate the details of how fast it might unfold, and you can even commit to the stance that AI progress is sure to dead-end in the next year. But if AI progress does not dead-end, then it seems very hard to imagine how it won't eventually lead us down the broad path AI 2027 envisions, sooner or later. And the forecast makes a convincing case it will happen sooner than almost anyone expects.
Make no mistake: The path the authors of AI 2027 envision ends with plausible catastrophe.
By 2027, enormous amounts of compute power would be dedicated to AI systems doing AI research, all of it with dwindling human oversight — not because AI companies don't want to oversee it but because they no longer can, so advanced and so fast have their creations become. The US government would double down on winning the arms race with China, even as the decisions made by the AIs become increasingly impenetrable to humans.
The authors expect signs that the new, powerful AI systems being developed are pursuing their own dangerous aims — and they worry that those signs will be ignored by people in power because of geopolitical fears about the competition catching up, as an AI existential race that leaves no margin for safety heats up.
All of this, of course, sounds chillingly plausible. The question is this: Can people in power do better than the authors forecast they will?
Definitely. I'd argue it wouldn't even be that hard. But will they do better? After all, we've certainly failed at much easier tasks.
Vice President JD Vance has reportedly read AI 2027, and he has expressed his hope that the new pope — who has already named AI as a main challenge for humanity — will exercise international leadership to try to avoid the worst outcomes it hypothesizes. We'll see.
We live in interesting (and deeply alarming) times. I think it's highly worth giving AI 2027 a read to make the vague cloud of worry that permeates AI discourse specific and falsifiable, to understand what some senior people in the AI world and the government are paying attention to, and to decide what you'll want to do if you see this starting to come true.
A version of this story originally appeared in the Future Perfect newsletter. Sign up here!
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

5 things the AT&T CEO's sweeping memo says about where corporate America is headed
5 things the AT&T CEO's sweeping memo says about where corporate America is headed

Business Insider

time25 minutes ago

  • Business Insider

5 things the AT&T CEO's sweeping memo says about where corporate America is headed

CEOs are done mincing words. AT&T CEO John Stankey didn't hold back in a Friday message to managers at the 140,000-person company: "Commit to adjusting your own behaviors." Stankey's message comes about seven months after the company issued a strict return-to-office mandate and amid what the CEO described as a longer-term cultural shift underway. The 2,500-word memo is a rare and detailed window into a CEO's thinking during a period of transition. It offers valuable insight for workers beyond just AT&T employees and reveals how a large, legacy company is working to adapt and innovate. Business Insider published the full 2,500-word memo here. Here are our top five takeaways on how Stankey's message reflects broader shifts in corporate culture. CEOs are done sugarcoating change The tone of Stankey's memo is direct, reflecting a broader shift in how corporate executives are communicating to staff. "If a self-directed, virtual, or hybrid work schedule is essential for you to manage your career aspirations and life challenges, you will have a difficult time aligning your priorities with those of the company and the culture we aim to establish," Stankey wrote. This sort of candid communication has become increasingly common among executives as they work to make change, whether return-to-office mandates or efforts to adapt to AI. Amazon CEO Andy Jassy told his employees in 2023 that if they didn't embrace working in the office, they may not have a future at the company. "It's past the time to disagree and commit," he said at the time. "And if you can't disagree and commit, I also understand that, but it's probably not going to work out for you at Amazon because we are going back to the office at least three days a week, and it's not right for all of our teammates to be in three days a week and for people to refuse to do so." Jassy later expanded the mandate to five days a week. More recently, Jassy didn't hold back in a memo posted to the company's website in June. He said workers should expect AI to impact staffing levels. ​​"In the next few years, we expect that this will reduce our total corporate workforce as we get efficiency gains from using AI extensively across the company," he said. Company culture is no longer about loyalty, tenure, or family. It's about performance. AT&T is a nearly 150-year-old company that has long embodied a culture that celebrates loyalty and tenure. Focus on those values, however, is a thing of the past, Stankey said. He was upfront about this change in Friday's memo. "This shift can be characterized as moving away from an orientation on hierarchy and familial cultural norms and towards a more externally focused and competitive market-based culture," Stankey said. The shift reflects the performance vibe that has become so prominent in Silicon Valley in the last year. Amy Coleman, Microsoft's chief people officer, wrote in a message to managers in April that the company was introducing new tools to improve performance management. "Today, we're rolling out new and enhanced tools to help you accelerate high performance and swiftly address low performance," she wrote. "Our goal is to create a globally consistent and transparent experience for employees and managers (subject to local laws and consultation). These tools will also help foster a culture of accountability and growth by enabling you to address performance challenges with clarity and empathy." Stankey said performance would be employees' best metric for longevity at the company moving forward, and encouraged staff to get on board. "I know change like this is difficult and can be unsettling for some. However, as General Eric Shinseki so eloquently stated, 'If you dislike change, you're going to dislike irrelevance even more.'" Employees need to carry their own weight, and management is watching In this new era at AT&T, managers will have a new tool for evaluating whether employees are really meeting the demands of their job: data. "In addition to information garnered from performance reviews, peer feedback, assessments, work history, and certifications (to name a few), we analyze patterns of behaviors from broad cohorts (aggregated data)," Stankey wrote. "This allows leaders to identify behaviors that are obvious outliers, supplemented with the broadest set of information available, to determine if the behavior being evaluated is consistent with our stated priorities and employment expectations." Outliers in the data will be identified and dealt with, he said. "Addressing these exceptions is important to ensure we're fair to the vast majority of employees who support their colleagues and deliver for the organization every day," Stankey said. Amazon took a different approach to the same goal by cutting down on managers to "flatten" the organization and push individuals to pull their weight. "If we do this work well, it will increase our teammates' ability to move fast, clarify and invigorate their sense of ownership, drive decision-making closer to the front lines where it most impacts customers (and the business), decrease bureaucracy, and strengthen our organizations' ability to make customers' lives better and easier every day," Jassy said. Some companies see returning to the office as necessary to compete Stankey said AT&T's push for change is driven by "efforts that require inter-departmental collaboration and coordination." That's because "collaboration and predictable presence improve each team's ability to execute effectively on large, complex projects," he said. To achieve that, employees must "work in person, together, during common hours." The idea that working together in an office is ultimately better for the company's success is a growing belief among executives. Starbucks CEO Brian Niccol told staff in an email last month that returning to the office allows employees to "share ideas more effectively, creatively solve hard problems, and move much faster." "We understand not everyone will agree with this approach," Niccol wrote. "But as a company built on human connection, and given the scale of the turnaround ahead, we believe this is the right path for Starbucks." Returning to the office isn't always without its problems Some employees previously told Business Insider that AT&T's return-to-office push has caused some practical problems, including a lack of desks and parking spaces. One employee at the company's Atlanta office said the company's working environment had "deteriorated" as more employees returned. Two others said finding parking in a timely manner had been a challenge for themselves and for colleagues. Stankey addressed these complaints in his message in a section titled "Capabilities to do your job." He wrote, "You deserve tools, processes, and capabilities that help you serve our customers effectively, without being hindered by internal process friction or system constraints." Dell faced similar issues following its own return-to-office mandate, which CEO Michel Dell issued in January. When the mandate took effect in March, it caused "lots of in-office politics," one program manager at the company told Business Insider.

Delta Air Lines assures U.S. lawmakers it will not personalize fares using AI
Delta Air Lines assures U.S. lawmakers it will not personalize fares using AI

NBC News

time25 minutes ago

  • NBC News

Delta Air Lines assures U.S. lawmakers it will not personalize fares using AI

WASHINGTON - Delta Air Lines said on Friday it will not use artificial intelligence to set personalized ticket prices for passengers after facing sharp criticism from U.S. lawmakers and broad public concern. Last week, Democratic Senators Ruben Gallego, Mark Warner and Richard Blumenthal said they believed the Atlanta-based airline would use AI to set individual prices, which would 'likely mean fare price increases up to each individual consumer's personal 'pain point.'' Delta said it has not used AI to set personalized prices but previously said it plans to deploy AI-based revenue management technology across 20% of its domestic network by the end of 2025 in partnership with Fetcherr, an AI pricing company. 'There is no fare product Delta has ever used, is testing or plans to use that targets customers with individualized prices based on personal data,' Delta told the senators in a letter on Friday, seen by Reuters. 'Our ticket pricing never takes into account personal data.' Senators praised Delta's commitment not to use AI for personal pricing but expressed many questions and want more details about what data Delta is collecting to set prices. 'Delta is telling their investors one thing, and then turning around and telling the public another,' Gallego said. 'If Delta is in fact using aggregated instead of individualized data, that is welcome news.' Delta declined comment on Gallego's statement. The senators cited a comment in December by Delta President Glen Hauenstein that the carrier's AI price-setting technology is capable of setting fares based on a prediction of 'the amount people are willing to pay for the premium products related to the base fares.' Last week, American Airlines CEO Robert Isom said using AI to set ticket prices could hurt consumer trust. 'This is not about bait and switch. This is not about tricking,' Isom said on an earnings call, adding 'talk about using AI in that way, I don't think it's appropriate. And certainly from American, it's not something we will do.' Democratic lawmakers Greg Casar and Rashida Tlaib last week introduced legislation to bar companies from using AI to set prices or wages based on Americans' personal data and would specifically ban airlines raising individual prices after seeing a search for a family obituary. They cited a Federal Trade Commission staff report in January that found 'retailers frequently use people's personal information to set targeted, tailored prices for goods and services -- from a person's location and demographics, down to their mouse movements on a webpage.' The FTC cited a hypothetical example of a consumer profiled as a new parent who could intentionally be shown higher-priced baby thermometers and collect behavioral details to forecast a customer's state of mind. Delta said airlines have used dynamic pricing for more than three decades, in which pricing fluctuates based on a variety of factors like overall customer demand, fuel prices and competition, but not a specific consumer's personal information. 'Given the tens of millions of fares and hundreds of thousands of routes for sale at any given time, the use of new technology like AI promises to streamline the process by which we analyze existing data and the speed and scale at which we can respond to changing market dynamics,' Delta's letter said.

Tim Cook reportedly tells employees Apple ‘must' win in AI
Tim Cook reportedly tells employees Apple ‘must' win in AI

Yahoo

timean hour ago

  • Yahoo

Tim Cook reportedly tells employees Apple ‘must' win in AI

Apple CEO Tim Cook held an hourlong all-hands meeting in which he told employees that the company needs to win in AI, according to Bloomberg's Mark Gurman. The meeting came after an earnings call in which Cook told investors and analysts that Apple would 'significantly' increase its AI investments. It seems he had a similar message for Apple employees, reportedly telling them, 'Apple must do this. Apple will do this. This is sort of ours to grab.' Despite launching a variety of AI-powered features in the past year under the Apple Intelligence umbrella, the company's promised upgrades to its voice assistant Siri have been significantly delayed. And Cook seemed to acknowledge that the company has fallen behind its competitors. 'We've rarely been first,' he reportedly said. 'There was a PC before the Mac; there was a smartphone before the iPhone; there were many tablets before the iPad; there was an MP3 player before iPod.' But in his telling, that didn't stop Apple from inventing the 'modern' versions of those products. Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store