Paul Allen

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Two thoughts about the intersection of human and artificial intelligence:

  1. If we survive other existential risks long enough, we’ll eventually face the one posed by superintelligence. Or perhaps not. That development isn’t happening today or tomorrow, and by the time it does machine learning might be embedded within us. Maybe a newly engineered version of ourselves is the next step. We won’t be the same, no, but we’re not meant to be. Once evolution stops, so do we.
  2. The problem of understanding the human brain will someday be solved. That will be a boon in many ways medically, but there’s some question as to whether this giant leap for humankind is necessary to create intelligent, conscious machines. The Wright brothers didn’t need to simulate the flapping wings of birds in creating the Flyer. Maybe we can put the “ghost” in the machine before we even fully understand it? I would think the brain work will be done first because of the earnest way it’s being pursued by governments and private entities, but I wonder if that’s necessary.

From Ariana Eunjung Cha’s Washington Post piece about Paul Allen’s dual brain projects:

Although today’s computers are great at storing knowledge, retrieving it and finding patterns, they are often still stumped by a simple question: “Why?”

So while Apple’s Siri, Amazon’s Alexa, Microsoft’s Cortana — despite their maddening quirks — do a pretty good job of reminding you what’s on your calendar, you’d probably fire them in short of a week if you put them up against a real person.

That will almost certainly change in the coming years as billions of dollars in Silicon Valley investments lead to the development of more sophisticated algorithms and upgrades in memory storage and processing power.

The most exciting — and disconcerting — developments in the field may be in predictive analytics, which aims to make an informed guess about the future. Although it’s currently mostly being used in retail to figure out who is more likely to buy, say, a certain sweater, there are also test programs that attempt to figure out who might be more likely to get a certain disease or even commit a crime.

Google, which acquired AI company DeepMind in 2014 for an estimated $400 million, has been secretive about its plans in the field, but the company has said its goal is to “solve intelligence.” One of its first real-world applications could be to help self-driving cars become better aware of their environments. Facebook chief executive Mark Zuckerberg says his social network, which has opened three different AI labs, plans to build machines “that are better than humans at our primary senses: vision, listening, etc.”

All of this may one day be possible. But is it a good idea?•

 

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The intersection of athletics and computers at the dawn of the World Wide Web was the crux of Donald Katz’s 1995 Sports Illustrated article about Paul Allen attempting to work his Microsoft mindset into the NBA. An excerpt:

Besides the thronelike easy chairs built into the wall along one side of the regulation basketball court and the Santa Fe-style high-desert oil paintings on the opposite wall, the distinguishing features of Allen’s arena are video monitors of the sort that can be seen everywhere on his estate. Each of the screens is electronically tethered to dozens of other monitors and computer systems inside the Allen compound. Simply touching a display on one of the screens can achieve high-speed access to satellites circling the globe and therefore to just about any sports event being broadcast anywhere in the world. Inside his plush 20-seat theater, equipped with a 10-by-14-foot screen,

Allen can view ultra-high-definition video images that less-privileged consumers won’t be able to see for several years. And if Paul Allen must miss a Blazer game because he’s out at sea on his 150-foot yacht, the team will tape the game at a cost of around $30,000 and beam it to him as a digital stream of private entertainment.

From any keyboard inside his home, Allen can also access computers strewn throughout the vast web of his futuristic business empire. He can send E-mail out to Blazer forward Buck Williams or to coach P.J. Carlesimo’s address in cyberspace. “I’m not using these —- computers, and I’m not readin’ no E-mail!” Carlesimo declared upon being presented with his laptop shortly after he was hired by the Blazers last summer. But since then P.J. has seen the light and joined his boss in what Allen has long called ‘the wired world.’ …

Allen, 42 and the 13th-richest American, has lately spent $1.2 billion of his $4.6 billion Microsoft-spawned fortune on a broad array of digital satellites, wireless communications outfits, multimedia software and communications hardware firms, futuristic research companies and high-profile entertainment ventures. Last March, Allen underscored the convergence of Hollywood and the digital media age through his investment of $500 million in DreamWorks SKG, the studio being assembled by Steven Spielberg, David Geffen and Jeffrey Katzenberg. And as Allen’s executives and research scientists work more subtly to merge economic power, advanced technologies and big-time sports, they are similarly defining a future in which the experience of sports will surely be changed.

Down in Portland, Allen’s Trail Blazer organization is managing the construction of a $262 million sports arena called the Rose Garden, which will be strewn with computers and wired with miles of fiber-optic cable. The 70 luxury suites inside the Rose Garden will be equipped with teleconferencing gear and be fed channels full of computer-generated sports statistics. The concourses of the Rose Garden will be draped with glowing video screens, and Allen eventually wants to feed stats and replays and stock quotes and weather reports and images of games being played in other places to a tiny screen located at every seat.

Not unlike other team owners who have invested in new stadiums and arenas over the past year, Allen is considering a virtual-reality entertainment center next door to the Rose Garden. An official Blazer “home page” already connects on-line fans to the team’s own Internet address. The Blazers’ staff includes a seasoned multimedia software developer assigned to create sports products that the Blazers can sell to other teams. “My mission,” team president Marshall Glickman proclaimed early in this past NBA season, “is to integrate Paul Allen’s world of computers and communications with my own world of sports.”

During the ‘information superhighway’ media frenzy that began toward the end of 1993, a Seattle Times reporter imagined a day in the not-too-distant future when a fan who got home late during a Seattle SuperSonic game could digitally fast-forward through the recorded action until he caught up with the real-time telecast. After a Shawn Kemp dunk, the reporter presumed, the viewer could click on the image of Kemp and call up his latest stats, read stories about Kemp from newspapers all over the world or connect with the Shawn Kemp Fan Club in Indiana. Another click would automatically order Shawn Kemp souvenirs or tickets to a coming Sonic game. The viewer could change the camera angle from which he or she was seeing the game, focusing on Kemp or watching the action from overhead.

And all of this, the newspaper article pointed out, could occur within the boundaries of Allen’s multimedia portfolio. “Once the high-speed digital channel is wired into people’s houses,” Allen says before finally nailing a three-point basket, “all of that– and more — becomes pretty easy to do.”

Early evidence indicates that many of the innovations now understood only by technologists like Allen will intensify our experience of spectator sports — just as audio CDs have enhanced the secondhand experience of a live symphony. The informational and visual options available to fans sitting at home or in the stands are already multiplying as sports become proving grounds for advanced digital technologies. But these technologies also raise a broad array of questions, from immediate concerns (Will computerized gambling soon be inextricably linked with big-time sports?) to new business issues (Will people pay for new services?). Then there are longer-term issues: Will computer-based technologies someday offer sportslike entertainment so enthralling and convenient and highly customized that games created from bits of the best of real sports and bits of the best sports fantasies render live games obsolete?•

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Steve Ditlea, who wrote the 1981 Inc report about Apple Computers banishing typewriters from its offices, published a piece in the same publication the following year about the birth of the software industry. One of the players he mentions was Gary Kildall, a star-crossed software pioneer who was elbowed aside by Microsoft and died young after some sort of mysterious injury suffered in a biker bar in Monterrey. An excerpt from Ditlea’s article, when Kildall and others were trying to code the future:

“In 1976, Bill Gates, then 20, and Paul Allen, 23, were running a company they had started the year before in Gates’s college dorm in Boston. That same year, Gary Kildall, 34 was starting a company in his backyard toolshed in California. Tony Gold, 30, was still a credit officer at a New York City bank. Dan Fylstra, 25, was starting at the Harvard Business School. Dan Bricklin, 25, was getting ready to apply to business schools in Massachusetts, and Bob Frankston, 27, was working as a computer programmer near Boston.

All seven of these people started and now run companies that produce and/or publish software for personal computers. All five of their companies — whose combined revenues just missed $50 million in 1981 — are doubling or tripling in size each year. All of these entrepreneurs are, or soon will be, millionaires. All are likely to be the leaders of the personal-computer software industry — quoted during economic crisis, looked up to by future business-school students.

The five companies they founded have created a new industry from scratch. And now they’ve been joined by as many as 1,000 more companies offering for sale some 5,000 software programs. The pressures to stay on top in the industry are intense. Some of the biggest companies in the country have turned their attention to micro software in recent months. Professional investors are scrambling to pour millions of dollars of venture capital into the leading companies. And the independents — only a dozen or so had sales of more than $1 million in 1981 — are straining to stay out in front.

‘It’s a tremendous business to be part of,’ says Mike Belling, 32, who bought the three-month-old Stoneware Inc. in June 1980 with his partner, Kenneth Klein, 42. ‘But it has its pitfalls, like cars used to. It’s all so brand new that there’s nothing to go by yet. There’s no history to tell you how many copies of a program to produce, for instance.’

Five years ago, the micro-software industry didn’t exist.”•

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Following up his authorized Steve Jobs bio, Walter Isaacson is writing a book about the icons of the Digital Era. Let’s hope he employs a large team of fact-checkers because such people tend to be fabulists. There’s an excerpt at Harvard Magazine from the forthcoming volume, about Bill Gates, who’s told a yarn or two in his day and is no stranger to the author. The opening:

“IT MAY HAVE BEEN the most momentous purchase of a magazine in the history of the Out of Town Newsstand in Harvard Square. Paul Allen, a college dropout from Seattle, wandered into the cluttered kiosk one snowy day in December 1974 and saw that the new issue of Popular Electronics featured a home computer for hobbyists, called the Altair, that was just coming on the market. He was both exhilarated and dismayed. Although thrilled that the era of the ‘personal’ computer seemed to have arrived, he was afraid that he was going to miss the party. Slapping down 75 cents, he grabbed the issue and trotted through the slush to the Currier House room of Bill Gates, a Harvard sophomore and fellow computer fanatic from Lakeside High School in Seattle, who had convinced Allen to drop out of college and move to Cambridge. ‘Hey, this thing is happening without us,’ Allen declared. Gates began to rock back and forth, as he often did during moments of intensity. When he finished the article, he realized that Allen was right. For the next eight weeks, the two of them embarked on a frenzy of code writing that would change the nature of the computer business.

What Gates and Allen set out to do, during the Christmas break of 1974 and the subsequent January reading period when Gates was supposed to be studying for exams, was to create the software for personal computers. ‘When Paul showed me that magazine, there was no such thing as a software industry,’ Gates recalled. ‘We had the insight that you could create one. And we did.’ Years later, reflecting on his innovations, he said, ‘That was the most important idea that I ever had.’

In high school, Gates had formed the Lakeside Programming Group, which made money writing computer code for companies in the Pacific Northwest. As a senior, he applied only to three colleges—Harvard, Yale, and Princeton—and he took different approaches to each. ‘I was born to apply for college,’ he said, fully aware of his ability to ace meritocratic processes. For Yale he cast himself as an aspiring political type and emphasized the month he had spent in Washington as a congressional page. For Princeton, he focused only on his desire to be a computer engineer. And for Harvard, he said his passion was math. He had also considered MIT, but at the last moment blew off the interview to play pinball. He was accepted to all three, and chose Harvard. ‘There are going to be some guys at Harvard who are smarter than you,’ Allen warned him. Gates replied, ‘No way! No way!'”

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I don’t think any of us will live to see a real understanding of human consciousness. The brain is too confusing, too confounding. We’ll get there eventually, but it’s going to be a long slog. Paul Allen is currently trying to reverse engineer the brain, fully aware of the mammoth challenge. From Matthew Herper in Forbes:

“Understanding the brain, Allen argues, is much like a being a medieval blacksmith trying to reverse engineer a jet plane. It’s not just that you don’t understand how the wing attaches to the fuselage or what makes the engine go. You don’t even know the basic theory of how air going over a wing creates lift. ‘Moore’s Law-based technology is so much easier than neuroscience,’ Allen says. ‘The brain works in such a different way from the way a computer does. The computer is a very regular structure. It’s very uniform. It’s got a bunch of memory, and it’s got a little element that computes bits of memory and combines them with each other and puts them back somewhere. It’s a very simple thing.

‘So for someone to learn how to program a computer, in most cases, a human being can do it. You can start programming. I did it in high school. Me and Bill Gates and our friends did that. Probably in a few months we were programming and probably understood what there was to understand about computing within a few years of diving into it.’

In the human brain, designed by evolution, every tiny part is very different from every other tiny part. ‘It’s hideously complex,’ Allen says. And it’s going to take ‘decades and decades’ of more research to understand.”

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Paul Allen is willing to invest $200 million of his Microsoft billions to create a mega-aircraft with wingspans wider than football fields, which are capable of launching truck-sized satellites into space. From today’s Wall Street Journal:

“The concept seems to border on science fiction. It envisions a behemoth mother ship with twin, narrow fuselages, featuring six Boeing Co. 747 engines attached to a record 385-foot wingspan, plus a smaller rocket pod nestled underneath. Expected to weigh roughly 1.2 million pounds, the combination would roughly match the maximum takeoff weight of the largest, fully loaded Airbus A380 superjumbo plane, but the wings would be more than 120 feet longer than those of the Airbus A380.

Flying at roughly 30,000 feet, the craft would climb sharply just as it released the rocket, which would use a cluster of four or five engines to boost itself into orbit.

The sheer size of the endeavor presents severe engineering and production challenges. While scientists have long studied the principles of air-launched rockets—Mr. Rutan recalls beginning preliminary work on such a project as long ago as 1991—Stratolaunch Systems Inc., as the new venture is called, still hasn’t firmed up critical design details.”

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A clip from Paul Allen’s 2011 talk with male impersonator Rosie Charles:

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"Hewlett-Packard introduced the first programmable desktop calculator."

In Paul Allen’s forthcoming memoir, Idea Man, which is excerpted in the new Vanity Fair, the Microsoft co-founder pinpoints ten months when the technology we know today first became possible:

“That year, 1968, would be a watershed in matters digital. In March, Hewlett-Packard introduced the first programmable desktop calculator. In June, Robert Dennard won a patent for a one-transistor cell of dynamic random-access memory, or DRAM, a new and cheaper method of temporary data storage. In July, Robert Noyce and Gordon Moore co-founded Intel Corporation. In December, at the legendary ‘mother of all demos’ in San Francisco, the Stanford Research Institute’s Douglas Engelbart showed off his original versions of a mouse, a word processor, e-mail, and hypertext. Of all the epochal changes in store over the next two decades, a remarkable number were seeded over those 10 months: cheap and reliable memory, a graphical user interface, a ‘killer’ application, and more.”

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Altair BASIC was an early programming language and the first product of Microsoft (then called Micro-Soft). Bill Gates (who was still at Harvard at the time) and Paul Allen apparently read about the Altair personal computer system in a science magazine and thought that making software for it could be a good business. You got that one right, boys.

This 1975 advertisement offers the Altair 8800 computer loaded with the MS guys’ basic language for the relatively inexpensive price of $995. In order to save records, you would hook up this computer to a cassette recorder and store the info on cassette tapes. The MITS (Micro Instruments and Telemetry Systems) company of Albuquerque, NM, distributed the computer and software. MITS was founded in 1971 as a calculator manufacturer and added computers to their inventory in 1975, so this was one of their first attempts at selling PCs. The Altair 8800 was the first commercially successful home computer and the Information Age was off and running. MITS co-founder Ed Roberts, who had earlier served in the Air Force for ten years, sold the company to Pertec Computer Corporation in 1976. He subsequently went to medical school and today practices medicine in a small town in Georgia.

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