“My hope is that when people think about issues like AI and organisation, they think about CAMO.”
— Professor Jin Li
When Professor Jin Li launched the Centre for AI, Management, and Organization (CAMO) earlier this year, his immediate goal was filling a gap in the scholarship on artificial intelligence and its impact on the future of work.
But Professor Li’s long-term vision is even more ambitious: Transforming the University of Hong Kong into a global leader in AI, Management, and Organisation research, positioning it at the forefront of a revolution that will shape the next half-century of work and corporate governance. In his own words, he hopes the centre will contribute the “grand ideas” and frameworks societies need to navigate the AI transition.
Drawing on the combined expertise of faculty from across the university – plus a board of advisers featuring members from the University of California, Berkeley, Columbia, the Massachusetts Institute of Technology, the University of Tokyo, and the London School of Economics – CAMO is well on its way to reaching that lofty goal. We asked Professor Li about what drew him to AI, how artificial intelligence is changing the future of work, and what’s next for CAMO.
The Pursuit of Happiness
When Professor Li was a young student growing up in Shanghai, his school emphasised that the “purpose of life is the search for excellence.” A top student at one of Shanghai’s best schools, Professor Li’s only weak subject was chemistry. The harder he worked and the more he struggled, the more he began to wonder whether there was more to life than excellence – that perhaps the real purpose of life was the search for happiness.
He found his answer in an introductory economics class at the California Institute of Technology (CalTech). As his professor explained that individuals maximise utility, he remembers thinking that this seemed an awful lot like maximising happiness.
“Now is the best time to study AI.”
— Professor Jin Li
Although not directly involved in AI research at the time, a number of his friends and classmates would go on to play pivotal roles in an earlier wave of the AI revolution, and their work sparked his own interest in the field. Now, as he enters what he calls the “second curve” of life, he sees AI research as both important and a way to pursue a topic that has always interested him.
Out of the ‘Stone Age’
Professor Li is fond of a famous line from Edward O. Wilson, in which the American biologist notes that we live in a world of “Palaeolithic emotions, medieval institutions… and god-like technology.” He envisions CAMO as contributing to the upgrading of those institutions to keep pace with technological change.
As an example, he points to the way many firms have struggled to update corporate governance and workplace norms for the AI age. Previously, the ideal firm was mid-sized: big enough to achieve economies of scale, but not so big that it becomes bogged down by bureaucracy – an example of what economists call the “U-shaped” relationship between size and efficiency.
“As economists, as management strategy scholars, we don’t have that much to do with technology. We cannot change human nature either. What we can do is to think about new organisations, new institutions.”
— Professor Jin Li
Now, however, the AI boom has helped fuel the rise of both unicorns and tech giants like FAANG (Facebook, Apple, Amazon, Netflix, and Google). That tectonic shift has caught many companies off-guard, with CEOs and even consultants unsure of how to adapt. “Firms need to have a playbook,” says Professor Li. “They need to have a framework for how to move forward.”
The Future of Work
To help write that playbook, CAMO has already surveyed more than 100 C-suite leaders and 500 HR reps as it works on a practical guide for companies navigating the AI transition.
One of the centre’s current points of emphasis is identifying the jobs humans don’t want to do, helping firms to decide on automation priorities without exacerbating popular fears of AI “replacing” workers. This approach is also what sets CAMO apart. “There are very few centres that focus on organisation,” Li says. “It may sound cocky, but I don’t think there are more than three to five institutions in the world with the same calibre of people as us.”
In addition to laying the “intellectual foundation” for the study of AI and the future of work through his research at the centre, Professor Li is also hard at work on a new book about “The Great Compression.”
“I like to call incentive and knowledge the ‘yin’ and ‘yang’ of AI.”
— Professor Jin Li
The access to knowledge promised by AI has spawned new incentives – to cheat, to game the system, to “shirk” – all of which managers must understand and learn to spot. Professor Li’s book will explore these two sides of AI, as well as their combination, which he identifies as “power.” In the process, he hopes to help managers better navigate both the opportunities and risks of the AI era.
If all that seems daunting, Professor Li would likely agree. When asked about the biggest challenges he’s facing, he replies quickly: “Time.” There are so many interesting and exciting potential projects, he explains, but the CAMO team must be selective and focused in its priorities. “It’s such an exciting time that I’m not getting enough sleep,” he says with a wry smile. “But now we’re being bombarded with so many interesting possibilities.”