What this moment in time asks of us is not just technical adoption but cultural and social reinvention. That is a hard ask, as our governance, educational systems and civic norms were forged in a slower, more linear era. They moved with the gravity of precedent, not the velocity of code. 

Empowerment without inclusion

In a New Yorker essay, Dartmouth professor Dan Rockmore describes how a neuroscientist colleague on a long drive conversed with ChatGPT and, together, they brainstormed a possible solution to a problem in his research. ChatGPT suggested he investigate a technique called “disentanglement” to simplify his mathematical model. The bot then wrote some code that was waiting at the end of the drive. The researcher ran it, and it worked. He said of this experience: “I feel like I’m accelerating with less time, I’m accelerating my learning, and improving my creativity, and I’m enjoying my work in a way I haven’t in a while.” 

This is a compelling illustration of how powerful emerging AI technology can be in the hands of certain professionals. It is indeed an excellent thought partner and collaborator, ideal for a university professor or anyone tasked with developing innovative ideas. But what about the usefulness for and impact on others? Consider the logistics planners, procurement managers, and budget analysts whose roles risk displacement rather than enhancement. Without targeted retraining, robust social protections or institutional clarity, their futures could quickly move from uncertain to untenable.

The result is a yawning gap between what our technologies enable and what our social institutions can support. That is where true fragility lies: Not in the AI tools themselves, but in the expectation that our existing systems can absorb the impact from them without fracture. 

Change without infrastructure

Many have argued that some amount of societal disruption always occurs alongside a technological revolution, such as when wagon wheel manufacturers were displaced by the rise of the automobile. But these narratives quickly shift to the wonders of what came next.

The Industrial Revolution, now remembered for its long-term gains, began with decades of upheaval, exploitation and institutional lag. Public health systems, labor protections and universal education were not designed in advance. They emerged later, often painfully, as reactions to harms already done. Charles Dickens’ Oliver Twist, with its orphaned child laborers and brutal workhouses, captured the social dislocation of that era with haunting clarity. The book was not a critique of technology itself, but of a society unprepared for its consequences. 

If the AI revolution is, as Hassabis suggests, an order of magnitude greater in scope and speed of implementation than that earlier transformation, then our margin for error is commensurately narrower and the timeline for societal response more compressed. In that context, hope is at best an invitation to dialogue and, at worst, a soft response to hard and fast-arriving problems.

Vision without pathways

What are those responses? Despite the sweeping visions, there remains little consensus on how these ambitions will be integrated into the core functions of society. What does a “gentle singularity” look like in a hospital understaffed and underfunded? How do “machines of loving grace” support a public school system still struggling to provide basic literacy? How do these utopian aspirations square with predictions of 20% unemployment within five years? For all the talk of transformation, the mechanisms for wealth distribution, societal adaptation and business accountability remain vague at best.

In many cases, AI is haphazardly arriving through unfettered market momentum. Language models are being embedded into government services, customer support, financial platforms and legal assistance tools, often without transparent review or meaningful public discourse and almost certainly without regulation. Even when these tools are helpful, their rollout bypasses the democratic and institutional channels that would otherwise confer trust. They arrive not through deliberation but as fait accompli, products of unregulated market momentum. 

It is no wonder then, that the result is not a coordinated march toward abundance, but a patchwork of adoption defined more by technical possibility than social preparedness. In this environment, power accrues not to those with the most wisdom or care, but to those who move fastest and scale widest. And as history has shown, speed without accountability rarely yields equitable outcomes. 

Leadership without safeguards

For enterprise and technology leaders, the acceleration is not abstract; it is an operational crisis. As large-scale AI systems begin permeating workflows, customer touchpoints and internal decision-making, executives face a shrinking window in which to act. This is not only about preparing for AGI; it is about managing the systemic impact of powerful, ambient tools that already exceed the control structures of most organizations. 

In a 2025 Thomson Reuters C-Suite survey, more than 80% of respondents said their organizations are already utilizing AI solutions, yet only 31% provided training for gen AI. That mismatch reveals a deeper readiness gap. Retraining cannot be a one-time initiative. It must become a core capability.

In parallel, leaders must move beyond AI adoption to establishing internal governance, including model versioning, bias audits, human-in-the-loop safeguards and scenario planning. Without these, the risks are not only regulatory but reputational and strategic. Many leaders speak of AI as a force for human augmentation rather than replacement. In theory, systems that enhance human capacity should enable more resilient and adaptive institutions. In practice, however, the pressure to cut costs, increase throughput, and chase scale often pushes enterprises toward automation instead. This may become particularly acute during the next economic downturn. Whether augmentation becomes the dominant paradigm or merely a talking point will be one of the defining choices of this era.

Faith without foresight

In a Guardian interview speaking about AI, Hassabis said: “…if we’re given the time, I believe in human ingenuity. I think we’ll get this right.” Perhaps “if we’re given the time” is the phrase doing the heavy lifting here. Estimates are that even more powerful AI will emerge over the next 5 to 10 years. This short timeframe is likely the moment when society must get it right. “Of course,” he added, “we’ve got to make sure [the benefits and prosperity from powerful AI] gets distributed fairly, but that’s more of a political question.”

Indeed.

To get it right would require a historically unprecedented feat: To match exponential technological disruption with equally agile moral judgment, political clarity and institutional redesign. It is likely that no society, not even with hindsight, has ever achieved such a feat. We survived the Industrial Revolution, painfully, unevenly, and only with time.

However, as Hassabis and Amodei have made clear, we do not have much time. To adapt systems of law, education, labor and governance for a world of ambient, scalable intelligence would demand coordinated action across governments, corporations and civil society. It would require foresight in a culture trained to reward short-term gains, and humility in a sector built on winner-take-all dynamics. Optimism is not misplaced, it is conditional on decisions we have shown little collective capacity to make.

Delay without excuse

It is tempting to believe we can accurately forecast the arc of the AI era, but history suggests otherwise. On the one hand, it is entirely plausible that the AI revolution will substantially improve life as we know it, with advances such as clean fusion energy, cures for the worst of our diseases and solutions to the climate crisis. But it could also lead to large-scale unemployment or underemployment, social upheaval and even greater income inequality. Perhaps it will lead to all of this, or none of it. The truth is, we simply do not know. 

On a “Plain English” podcast, host Derek Thompson spoke with Cal Newport, a professor of computer science at Georgetown University and the author of several books including “Deep Work.” Addressing what we should be instructing our children to be prepared for the age of AI, Newport said: “We’re still in an era of benchmarks. It’s like early in the Industrial Revolution; we haven’t replaced any of the looms yet. … We will have much clearer answers in two years.”

In that ambiguity lies both peril and potential. If we are, as Newport suggests, only at the threshold, then now is the time to prepare. The future may not arrive all at once, but its contours are already forming. Whether AI becomes our greatest leap or deepest rupture depends not only on the models we build, but on the moral imagination and fortitude we bring to meet them.

If socially harmful impacts from AI are expected within the next five to 10 years, we cannot wait for them to fully materialize before responding. Waiting could equate to negligence. Even so, human nature tends to delay big decisions until crises become undeniable. But by then, it is often too late to prevent the worst effects. Avoiding that with AI requires imminent investment in flexible regulatory frameworks, comprehensive retraining programs, equitable distribution of benefits and a robust social safety net. 

If we want AI’s future to be one of abundance rather than disruption, we must design the structures now. The future will not wait. It will arrive with or without our guardrails. In a race to powerful AI, it is time to stop behaving as if we are still at the starting line.