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AI E6: AI and the Future of Work
Change is one of the few constants we can count on in business. The question we all face is not, will change happen, but rather how can we adapt to the changes that are coming? Artificial Intelligence, as we all know, has accelerated the pace of change in many industries, and marketing is no exception. The capabilities marketers have at their disposal have increased tremendously as a result of the evolution of AI. However, staying relevant in this ever-changing business environment requires an understanding of the strengths and weaknesses of AI and an intentional approach to learning.
In this episode, Jake Moskowitz and his guests will break down what an AI-powered future will look like and how to ensure you are prepared for it.
In order to better understand the impact AI has on marketing, Ben Harrell, Chief Marketing Officer at Priceline.com, breaks down how AI will fit into our future landscape and where its limitations may leave room for subjectivity.
Rishad Tobaccowala, Senior Executive at Publicis, paints a picture of what the future of work will look like and discusses the necessary steps to maintaining relevancy in your career.
Listen in as Jake and his guests explore the FIVE steps to ensuring your place in an AI-driven world is successful and secure.
Jake’s FIVE List:
- Understand the strengths and weaknesses of AI
- Take an intentional approach to learning
- Ensure you are setting yourself up for success
- Foster forward thinking and innovative ways of working
- Recognize that algorithms are a reflection of your company
Rishad Tobaccowala, Senior Advisor to the Publicis Groupe and author of the best-selling book: “Restoring the Soul of Business: Staying Human in the Age of Data”
Ben Harrell, Chief Marketing Officer of Priceline.com
Jeremy Lockhorn, Global Head of Partner Solutions at Ericsson Emodo, speaker, mobile marketing expert
The Five podcast is presented by Ericsson Emodo and the Emodo Institute, and features original music by Dyaphonic and the Small Town Symphonette. Social media and promotional content was composed and conducted by Lyon Solntsev. This episode was edited by Justin Newton and produced by Robert Haskitt, Liz Wynnemer, and Jake Moskowitz.
Transcript of AI S6: AI and the Future of Work
Rishad:
If you are not spending one hour a day learning new skills, you’re going to become irrelevant faster than you know. You are responsible for your own career, you must operate like a company of one, you are responsible for optimizing your skill set.
Jake:
Let’s talk AI. Welcome to FIVE, the podcast that breaks down AI for marketers. This is Episode Six, AI and the future of work. I’m Jake Moskowitz.
We talk a lot about the opportunities and challenges of AI in the marketing world. And that’s what this podcast is about. But this time, we’re going to talk about you, your work, your career, your future in the AI powered marketing world. And this episode is unique for another reason. We’ve put it together in conjunction with the four A’s particularly to sync with the four A’s Decisions 2021 Conference taking place January 25th and 26th. If you’re not attending the conference, you’re probably wondering what that means. Well, mostly it means that you get a little something extra as you still get to tap into the conversation, and you get to hear from multiple headline speakers. If you are attending, you get to dive in a little early, or in a way that frees you up a little bit. Virtual conferences typically mean videos, screen, share. By expanding the conversation in a podcast, 4A’s attendees get a chance to get up, move around and step away from the screen while they stay connected. Walk the dog, go pick up the kids, get started on dinner.
The theme of this year’s conference is the power to change. So together with our friends at the 4A’s, we decided to tackle what change means as we face a future in which AI plays a very big role in marketing. What does change mean for in house marketing organizations and ad agencies, the organizations they build, how they run their companies? What does change mean for marketers, how we plan our careers, what skills we need to develop and how we go about developing them? If you plan to work in the future, you’re probably going to want to listen closely.
There’s a lot of change happening in business and we hear continuously about how AI is changing so many industries. One of the great things about being in marketing is that marketing will always exist. There will always be companies needing to drive awareness and purchase of products and services. There will always be an element of art in how we communicate a product, impact emotions and create memorability. So in the face of an AI driven future, the question for marketers isn’t whether our work has a future, but rather how our work, our careers will change.
It’s definitely not too early for this conversation. In this episode, I’ll talk with the Forward Thinking CMO of a major in house marketing organization about the wide range of roles and responsibilities within his team. So many of them are largely built around AI. And that’s already in place today. Will marketing functions be automated by machines? Yes, no question. A lot of them already are. But those automated tasks typically make marketing easier and actually make some marketing possible, things you couldn’t do at all otherwise. The more we automate with AI, the more the current roles will evolve, and the more AI knowledge and skill sets will be in demand. We’ll also see entirely new roles spring up as a result of AI. Understanding that evolution and grasping the possibilities will give you a serious competitive advantage among your marketing peers.
Once you understand the role you can and will need to play to maximize the value of AI, you can set up programs and organizations that take full advantage of the tools and data assets you have available. And as a marketer, you can put yourself in a position to thrive as a future leader. The fact that you’re listening to this podcast is a pretty clear sign that you already have the interest in an AI powered future. So let’s get into it.
What can you do now to move the ship forward? Well, brace for impact. My guests have brought a full cargo bay of suggestions. When you sort them all out and roll them all up, they fit into a few densely insightful containers. Let’s see, it looks like there are 1,2,3,4, 5!
First, understand what machines aren’t good at so you can focus on developing those strengths. There are a lot of things machines aren’t good at and fortunately, they tend to be the things we are good at. Second, view your career as a company of one, the same way a company needs to constantly evolve and refine its strategy to ensure long term success so must each of us in our careers. Third, find a company that gives you a chance to develop and thrive in an AI framework. Fourth, if you’re a business leader, provide a work environment that encourages critical thinking. And finally, understand that algorithms are a reflection of your company. We’re tempted to view AI as the next big horse race but we need to remember that the same algorithms won’t necessarily work for every company, we need to ensure our company is deeply reflected in our algorithms.
Ben Herros, the Chief Marketing Officer of Priceline.com. Ben, I’ve been looking forward to this. Thanks for joining the pod.
Ben:
Thank you. Glad to be here. Appreciate the invitation.
Jake:
Could you maybe give us a quick intro into who you are?
Ben:
Sure. So my background is really in analytics. I started working at Priceline, and really right out of my undergrad at Yale, and, you know, started doing financial analytics. So I did that for several years, had a lot of fun, worked on a lot of great projects at Priceline. And I had the opportunity to go do more financial analytics at Booking.com. Booking’s headquartered in Amsterdam. And ultimately, after about three and a half years, jumped to the marketing side. I think for a lot of people that sounds like a strange down from finance to marketing. But I wasn’t doing accounting, I was doing analytics. And a lot of performance marketing, in particular, is analytics. So maybe not quite as strange to jump as it sounds. So I guess I’m an A typical marketing leader, and that I have a marketing background, I’ve got an analytics background, but it’s worked okay for me, and people on my team, at least publicly, don’t complain about it. So I’ll take that.
Jake:
Tell me about where machine learning impacts marketing the most the way you run it today.
Ben:
There are a lot of places in marketing and Priceline where machine learning has a big role. And I think in some of these places, it’s going to have an even bigger role in the future. But you think about things like personalization of an experience. And that can be an ad experience, or it can be an experience on the website, and someone called our customer service line, machine learning can certainly help people have a better experience, more tailored experience. Machine learning is helpful in pricing, trying to understand what’s the optimal price, certainly from a marketing perspective, setting bids and setting targeting. And a lot of these auction based formats are a place where machine learning can be very helpful. Maybe the last thing I’ll call out is attribution. Marketers like to talk a lot about attribution, because that’s how we keep sore. But I think the reality is some amount of marketing spend is still a, you know, let’s hope this works. But that amount is a lot less than what it used to be, we can measure a lot better than we have in the past, with machine learning, that’s going to keep getting better.
Jake:
Where’s machine learning not impactful for marketers? Where’s it falling behind? Or where might it not be possible to support marketing?
Ben:
If you want to ask where machine learning doesn’t help, where AI doesn’t help, it’s really where you don’t have enough data. Brand marketing, in some ways, you don’t have that much data. But machine learning needs a lot of data to work with. And you just may not have it on brand marketing to the same extent as you do in many performance marketing channels.
Jake:
So you came up through the analyst function, is your career path a career path of the future? What’s the interplay between analytics and AI? In some ways, is AI a replacement for analytics? Or is it an enhancement to analytics? In some ways, it feels like, to me, AI is the new analytics.
Ben:
All depends on how you look at it. I guess the answer to all good questions is it depends. I don’t think though, that AI is the next level of analytics, there’s certainly a lot of overlap there. I would say AI is very basic analytics, a lot less intelligence, but with a lot faster iterations. Now it takes time to build up an AI system, you need a lot of data. Ultimately, good analytics, you need a lot of data as well. But a great analyst can look at a data set and come up with some great conclusions based on that data. And that’s really valuable. AI is going to look at some data and come up with a huge number of potential paths and conclusions. A lot of those tests will be stupid, right? You can look at them, you or I would look at that and say this is a terrible idea. We would never test that. But AI can’t necessarily tell but it’s a terrible idea. As long as it’s achieving the goals that it was programmed to achieve, it’s going to test them. It almost doesn’t matter if most of them are stupid ideas, it’s going to find some great ideas.
So AI’s benefit, it’s not that it’s so smart. It’s not that it’s so fast. It’s not the answer all of that, though, is that AI is going to optimize for whatever it’s programmed to optimize for. If you say I want an algorithm that’s going to maximize revenue, right, it will do that, and it will do it well. But you may find that by maximizing revenue, you’re giving a bad experience to customers, and they’re not happy, that may have longer term consequences to revenue, volume to a bunch of other things that you don’t want. But your algorithm is not feeling that. So you go, Okay, well, let’s create some customer satisfaction score. And we’ll give that some weighting within the algorithm. Okay, so your AI now says, customer satisfaction matters. But how much does it matter?
Well, at some point, someone’s making an arbitrary decision, saying, there’s this much. And frankly, a customer satisfaction score is also arbitrary. So you’ve got all these arbitrary decisions that determine different weightings, different impacts from different parts of the business, and AI will give you great optimizations based on those arbitrary decisions. But you do need analysts to step back and say, is this really what we’re trying to achieve? Is this really the value we want from this? Are we really on the right track? And I think if you don’t have both, you can end up optimizing into some things that really all that optimize. They’re just doing exactly what you asked.
Jake:
That’s really interesting. It sounds like there might be some good myth busting to do here. You just described a false impression about AI, which is that the machine will just give me the answer and all I have to do is do what the machine tells me to do. But it sounds like what you’re describing is that’s not really how AI works.
Ben:
I guess I would never say that AI will give you the answer. But it will give you lots of answers. And it does test them. And it will optimize to find the best answer, given what it’s trying to solve for. But I think as companies grow and progress, what you’re trying to solve for may change and shift and evolve over time. But if you don’t have anybody looking at that, saying, we’re still on the right track, you can get off track, you can be solving for something that maybe shouldn’t be your greatest focus.
Rishad:
What a machine can’t do are the following things: it right now cannot project into the future. It can just extrapolate from the past. So it’s very bad at innovation. That’s number one. Number two is it’s terrible at understanding people who are not logical, which means understanding people, because people are not logical.
Jake:
Rishad Tabaka Wala is a best selling author and longtime senior executive at Publicist. He’s also been a terrific friend to the FIVE podcast, and happens to be a keynote speaker at the 4A’s conference. Rishad has joined me yet again, in this episode to talk specifically about the future of work.
Rishad:
You know, my underlying basic theme is how you combine the story with the spreadsheet. So the spreadsheet’s going to be done by the machines. So how do you do empathy? How do you basically think about innovation and looking forward? How do you communicate, inspire and sell? All of those are going to be extremely, extremely important. And then part of innovation is how do you imagine and be creative? So the skills that I would basically think in the future are the skills that people look for and the one that I constantly tell people to prepare for the following: Cognition, which is how do you learn how to think? Creativity, broadly, not just about creative as an ad, but thinking creatively connecting dots in new ways. Communication, writing skills, presenting skills, and then Collaboration, which is how do you connect with other people? How do you connect the different things that the machines tell you?
Jake:
So when I think about those essential skills and learning how to both understand and leverage AI, it begs the question, how should today’s marketers think about career development?
Rishad:
The Big Society shift is how do we train people faster, because people say, you know, it’s very hard, which is one of the big reasons I am advising everybody and not just in the advertising and marketing business, and I do it myself. So I eat my own dog food, I guess, which is, if you are not spending one hour a day learning new skills, you’re going to become irrelevant faster than you know, right? And you are responsible for your own career. One of the big things I tell people, I wrote this entire thing, a company of one, you must operate like a company of one, you are responsible for optimizing your skill set. You are responsible for building your brand, even if you’re working like I did for years and years in a company of 80,000, right?
Do not expect somebody to solve the world for you. You have to solve it for yourself. And it’s one of the reasons why you know, recently I’ve been writing a lot about the future of work. And a company of one because I often operate as a company of one, I work with very large companies, and I’m worried about the future of work. And how do you think about that? And how do you plan for that? All that is happening. And that is going to require a lot of resources and a lot of help us.
Jake:
It’s more important than ever to proactively control your career, and invest in your own education and personal development. But the company you work for plays a key role in your success. Both of my guests, leaders for years in large, successful organizations, share similar perspectives on the future of workplaces.
Rishad:
You’re going to have people who are going to be career coaches, you’re going to have a massive increase in people who teach, there’s going to be lots of new jobs coming. Because one of the big things is how do you transition from today’s economy to tomorrow’s economy. And people who will guide you potentially can be paid by either the companies who want that guidance, or by the individuals themselves. So don’t talk to me about purpose and morals and values of your company if you’ve got to look after your employees. But here’s the big difference. Why this is going to be interesting is if you invest in your employees, and you look after your employees, you have three major benefits, which people are underestimating, even if your employee is a gig worker.
Number one is if you invest in the employee’s education, they become more valuable, and therefore they become more valuable to you. If you invest in their education, they have the opportunity to get other jobs, so you can then use them flexibly. So that’s number one. Number two, is if you have an environment where your employees feel meaningfully connected to you and your company, and its purpose and goals, guess what happens? Not only is it a question of when they stay longer, you may not want them to stay forever, but because they are happy, customer service is better, products are better had an effect. You know, when people say customers trust other customers, customers actually trust employees even more than other customers. So as I explained to people, what’s the difference between Southwest and United Airlines? They fly the same plane, same airports, FAA rules, it’s the employee stupid, right? Between Costco and the old Walmart, it’s the employees.
So in effect, if you want to grow your company, invest in your employees. And if you don’t know how to invest in your employees, then you’re in a very short period of time, right? It sort of doesn’t work. And so that’s the other reason you do it, because it’s better customer service. Why did you invest in employees because their skill sets will go up, and you’ll have flexibility, the other is you will get better customers. But the third reason you invest in employees is because it’s the right thing to do. And I truly believe that the next generation really does think about the purpose, values and morals of a company. And it’s very difficult for you to talk about how you’re saving the climate by saving water while you’re basically treating your employees badly. And these are realities that I think more and more very smart boards and very smart people are beginning to understand. I’m obviously learning from them.
Jake:
Here’s Ben.
Ben:
But if you stop learning, other people will pass you by, your career will stagnate because no one’s ever learned enough to then coast for the rest of their career.
Ben:
I do think that analytics, data, whether that’s in the form of AI, or other forms of analytics is going to become increasingly important. So if you are that AI marketer, that can be really a data scientist, that can build up these systems that can monitor them, that can help return value, great, that’s fantastic. There’s going to be great opportunities for you. But if you’re not the data scientists, the AI whiz, that’s fine, too. I do think you’ll have to understand what AI is, when it can be used and helpful to know who you can go to to leverage that skill set. Ideally, there’s people on your team or close to you that you can say, Hey, I was thinking about this. What do you think? So being able, again, to think critically to step back and say, am I okay with this, are we in the right direction? Where are things going?
Don’t be afraid to question things. And again, as much as that’s important for senior leaders at companies, it’s expected of senior leaders of companies, it’s even more important for junior people and companies. We have to take a step back and question it. Some companies don’t like that. Priceline is a company where we encourage people that are junior, really everybody, to question things, to raise issues. You know, if your company doesn’t encourage that, I don’t know. I’m sorry. Maybe look for companies that do. But ultimately, question what we’re doing and make sure it’s on the right path is something that will always be valuable to people as they define their proper career path really to what they want to do and how they can have the biggest impact.
And I would say, for me, the companies that do the best are the ones that encourage our critical thinkers at every level. I’ve been in the travel industry for quite a long time now. It doesn’t mean I know everything. And part of what I know is based on experiences that I had a dozen years ago. And the reality is, that may not always be right anymore. And so a lot of times, it’s, you know, some of the most junior employees, some of the newest people in the travel industry that go, hold on. Does that make sense? Is that where we should be going? And it caused me to kind of step back and say, maybe not, let’s explore, let’s have a look. So I think, you know, companies that empower people to be critical thinkers that empower people to question dogmas are companies that tend to be successful. So the thing I call out that marketing teams of the future, generally businesses of the future need is critical thinking.
Jake:
You know, Rishad we typically stick to topics related to AI in our conversations. But if we’re talking about the future of work, it’s difficult to ignore the changes that have happened over the last year as a result of COVID.
Rishad:
The more you require people to be in a physical space in the future, my belief is the more likely you’re going to diminish your ability to acquire talent. Because one thing I have learned in this particular world, post COVID, is the most talented people are more in demand now than they’ve ever been, because they have a worldwide audience for their business. So the other basically is why do people have to be together? How do you manage cultures? How do you study how other cultures manage cultures and cultures are not about singing songs together, cultures are about purpose and values and ways of doing things, right? And that can be taught in a boot camp in a week, it has to be lived, it’s not even can be basically taught. So all of that has to be rethought of, and the biggest mistake that companies can do is go back to 2019 December, because that won’t exist anywhere. Or try to replicate what they currently do today in distributed landscapes.
Because eventually, there are certain advantages, like one of the reasons why today, a lot of people have Zoom fatigue, is we’ve taken the existing model of physical spaces and just distributed it. Well, why do we need to have all these meetings? Right? Why don’t the meetings have to be synchronous? Why can’t they be asynchronous? Why can’t you have a time box? So it says, we’re trying to solve this problem. And now you know, you’re in a Slack channel or you’re something and we can solve it together? And at some particular stage, at the end of it for an hour we come together? Why do we have to have six meetings? Right? This has got nothing to do with older and younger because I’m one of the older people, but I would strongly encourage every board of every agency to think about another form of diversity that they’ve not thought about. They’ve obviously been thinking about diversity of gender and diversity of races, all of which are very very important. But they haven’t really thought about diversity of age. Do they have enough old people like really old people? And do they have a lot of young people on their board? And if you don’t have that, how are you going to craft the future? As I explained to people, you know all these people who say, Oh, you know, we have these special clubs, which you have to get into these elite little places. I said, Hey, are you building a wall around yourself? Are you building a wall to keep people out? I think you’re basically building a wall to keep yourself away from the future.
Jake:
Wow. It’s pretty forthright Rishad. Alright. I’d like to wrap up by swinging this back to AI. When we think about the future of work, we know that for marketers, AI is a big deal. But how should AI be viewed in the overall context of the business?
Ben:
There are things that AI systems will have learned over the last year, that may then stop being as valid. But AI can pick up on these small changes over time. It’s really the big cut offs, like what I think a lot of the travel industry saw last spring, that really kind of threw it for a loop. But that’s where again, you have to be willing and able to take a step back and say, look, here’s what we want to do is what’s running today still hoping to do that. And you may have to make some changes. You cannot have a company run entirely off of AI. But I do think you need that broader perspective of what’s going on in the world. And you just can’t feed enough data into a system to take all these things into account. You know, at Priceline, we use AI in several ways. And in the coming years, we’ll use it in a lot more. But ultimately, what we’re trying to do is be as efficient as possible from a marketing perspective, from an audit perspective. So that we can offer customers the chance to save a lot of money on a hotel. And that represents real opportunity for customers to go to places they might not be able to go to otherwise.
Jake:
So it’s not about the algorithm. It’s about the outcome. But more and more AI is a means to that end. Ben Harrell, CMO of Priceline.com, thank you so much for sharing your thoughts.
Ben:
I really appreciate it was great. It’s good conversation.
Jake:
Rishad, I’ve heard you say that it’s not really just about the data. It’s really about what you do with the data. Could you speak to that in the context of the marketing industry?
Rishad:
Absolutely. So here’s a key thing, what I basically said, is data is like electricity, you can’t operate without it. But very few companies differentiate themselves on the use of electricity, right? It’s how they use electricity. And when you go from a steam age to an electric age, the early companies talk about the fact that they’ve got lights and the other people have gas lamps, but eventually everybody has lights. Now there are some companies clearly like Google, like Facebook, like MasterCard, who have data that they can use as a competitive advantage. But for most other companies, it is not a competitive advantage. It is a cost of doing business, but you have to differentiate using other things.
So eventually, what makes the big difference is leadership. Therefore, as I explained to people, machines can get you someplace, but everybody is going to have the machines, mostly. The differentiation is going to be how we use the machines, how we work with the machines, that’s going to be all about the story. And the story is going to be about leadership. The story is going to be about culture, the story is going to be about empathy, the story is going to be about inspiration. But if you only have a story, you’ll end up with a hallucination called WeWork. You also need a spreadsheet, which is the machines of the data and the facts. But if you only focus on the data and the machines and the facts, you then have Wells Fargo and United Airlines, and Boeing, right? So you need to actually put them together. And that is what the future is, which is why I believe that the most amazing thing about the agency and marketing business is it’s a confluence of art and science.
Jake:
Well said, Rishad Tabaka Wallah. Thanks for joining me for another insightful discussion. Talk to you soon.
Rishad:
Absolutely. Thank you very much. Bye bye.
Jake:
Want to take a deeper dive? Check out Rishad’s best selling book Restoring The Soul of Business, Staying Human In The Age of Data. It’s the go to read on the future of work.
Before we go, I asked my colleague Jeremy Lockhorn to join us again, for our regular segment where we provide a little bit of a different angle on the theme of the show. Today’s theme, of course, is the future of work. So for this one, just the other day he and I were reminiscing about how exactly one year ago, we had a great dinner and a great conversation at CES 2020, we were talking about just how different things are now compared to how they were then in just such a short period of time.
Jeremy:
Yeah, it’s amazing how much has changed in a year or even 10 months. And you know, reflecting back on it, this is the first time in 15 years that I have not made the annual trek to Vegas for CES, the first couple of weeks in January. And there’s a lot that I miss, you know, I missed the energy of the show, I missed the serendipity of running into former colleagues on the monorail or wherever and CES did a great job with the virtual event. It was way better than a lot of virtual events that I’ve attended. And what I think was really interesting is that there’s a lot of themes that came out of this year’s show that are very relevant to this season of the podcast and this episode in particular, right?
So AI has been a theme for years at CES. And again, it was very prevalent this year, as well as the future of work particularly in sort of emerging from COVID World was a prevalent theme as well. So I thought what we do is talk about a few of our favorite examples that we saw at the show.
Jake:
That sounds fantastic. Why don’t you go first?
Jeremy:
Great. So first one is this thing called next mind which is a like brainwave interface for virtual reality. It’s a little hockey puck looking thing that you attach to the head strap of a VR headset. And they use machine learning to sense and interpret and then activate brainwaves. So that like if you’re looking at a virtual interface instead of a VR world, all you have to do is focus on the menu item that you want to select and then it will actually be triggered all kinds of implications for ergonomics and for making virtual meetings more immersive and intuitive. So I thought that one was really interesting.
Jake:
The one I thought was really cool was a disinfecting robot that was announced by LG. So it’s this little thing that rolls around the public space and uses UV lighting to disinfect areas. And what struck me is it’s the kind of thing that has the potential to break down many, if not all of the barriers between us and going back to live business meetings and live events, in the sense that it could go through airports and conference halls, and hotel lobbies, and even office spaces to make those places feel safer. And so I thought it had a lot of potential, especially given our conversation about CES last year versus this year.
Jeremy:
Yeah, one other that jumped out at me was this thing called nobi, which is a ceiling mounted lamp that was developed for and is marketed at senior care for things like fall detection, and so forth. I looked at that and I thought, well, that’s interesting. I wonder if there’s implications again for virtual meetings, you know, you’ve got a fixture in a room that is effectively monitoring the individual movements around a room, right? Being able to detect whether a person is sitting or standing or, potentially, unfortunately, laying on the floor. Could that be a different way to think about creating immersive virtual events, virtual meetings, such that you don’t have to wear complicated gear, in order for it to create your virtual avatar, rather, these sensors built into a fixture in the room take care of all of that processing.
Jake:
Another that got me excited was an announcement from Samsung about a lidar powered, automated vacuum. Now on the surface, you might think what is the vacuum out to do with the work and the reality is nothing. But that said, you know, this last year has just been a revelation for me personally, because, like, I’m sure some of our listeners, my wife works outside the house in the medical field. And so many days, I’m balancing homemaking and parenting and work by myself all day long. And it’s just mind blowing. And it just makes me realize, seeing an announcement like this makes me think about how much help we need in the home making category. The reality is we’re probably best off not turning over parenting or work to robots, else we have no income and awful children. But we could turn over homemaking to robots. And this sort of a tool has the power to make homemaking a lot easier. Lidar, by the way, of course, is the data aggregation methodology to gather input data for models about what’s around the room at any given time so that the vacuum doesn’t get stuck. Anyone that has one of these automated vacuum robots today, which I do, I have a basic one, is familiar with the concept that it just gets stuck on cords all the time, it’s super annoying. And this kind of technology could be a lot more hands off, where you could just set it and forget it and focus on work and parenting and not have to keep track of all three. So with that said, I thought this is really interesting. And Jeremy, I really appreciate you joining us again.
Jeremy:
Yeah, of course. Thanks for having me.
Jake:
I’d like to thank my guests, CMO of Priceline.com, Ben Harrell, and best selling author Rishad Tabaka Wallah, and of course, our own Jeremy Lockhorn.
On the next episode of FIVE, we’ll take a look at best practices in marketing and selling AI powered solutions and key takeaways for marketers who need to evaluate and purchase those solutions. I’d like to take just a second to thank our friends of the 4A’s. And to thank our listeners, if it’s the first time you’ve checked us out, we’re so glad you did. Our previous episodes feature some of the most influential thought leaders in our industry. And there’s a lot more to come. This season or second gets you started on the road to an AI future. Our first season does the same for 5G. Find out why AdExchanger named the FIVE podcast the best industry commentary and analysis in the entire industry in 2020. So why not subscribe. If you like the show, please write us a comment and give us a rating on your favorite podcast listening platform. We’d be super grateful. It definitely helps more people discover the show.
Finally, our episodes feature only segments of my discussions with my guests as we don’t have time in the show to include the full length interviews. So don’t forget, we’ve started posting some of the full length interview content on the Emodo website. You can find the bonus content at Emodoinc.com/podbonus. You’ll also find that link in the show notes for this episode, we’ll regularly add more interviews and other content. You might even find some free swag there too. That’s Emodoinc.com/pod bonus. And that’s the show. Thanks for joining us.
The FIVE podcast is presented by Ericsson Emodo and the Emodo Institute and features original music by Dyaphonic and the Small Town Symphonette, original episode art is by Chris Kosek. This episode was edited by Justin Newton and produced by Robert Haskitt, Liz Wynnemer and me. I’m Jake Moskowitz.
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