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Forbes
4 days ago
- Automotive
- Forbes
The Cow, The Code And The Chaos: Why Logistics Needs Hybrid Intelligence
Shekar Natarajan is the founder and CEO of Some time ago, I was a passenger in a vehicle in rural India—a place where there is no rule of law regarding driving. Drivers didn't stay in neat lanes; some ended up on the side of the curb. Drivers could simply raise their right hand to signal a move to the left. They could raise both hands to signal they'd be driving straight. Somehow, in the cacophony and chaos, my driver was able to understand the intent of the other drivers and weave through them. But then appeared on the road a living creature whose intent my driver could not understand: a cow. Neither could the cow understand the intent of my driver. Yet in that moment, both had to coexist on that road. Coexistence, I believe, is necessary for success in all areas of our lives—rather than one or the other, we must find space for both. Technology is not an exception. In my view, for technology to truly help us succeed, we have to approach it through the lens of coexistence. In the supply chain world, AI can help future-proof the industry. In particular, I've observed that GenAI stands to create significant transformations. Yet, for optimal success, GenAI should be complemented by execution engines. The Limits Of GenAI Alone In The Supply Chain World Why is solely using GenAI not ideal in the supply chain world? GenAI behaves probabilistically; it is more predictive and speculative in nature. It exists to simulate, generate and explain. It can take data, uncover patterns and forecast possibilities accordingly. But the nature of the logistics industry is not probabilistic. Logistics isn't about what could happen—it's about what does happen. GenAI can only go so far in a non-probabilistic reality. For instance, a GenAI solution could analyze past data points and predict that if a retailer ships a package with a certain carrier in a certain city, there is a 90% chance the package will arrive on time. However, that prediction only holds weight in a digital world, which lacks the nuances and disruptions of the physical one. Severe weather, a port blockage, etc., can all cause shipping delays, regardless of the carrier. GenAI And Execution Engines: The Case For A Hybrid Approach By contrast, execution engines are deterministic software systems that choreograph and execute concrete actions. They exist to act, decide and choreograph. They revolve around intelligent action, which is the ability to take contextual actions in the physical world. However, acting alone, executive engines lack the flexibility to adapt in real time. Combined, GenAI and execution engines create a hybrid type of technology called execution engine optimizers. Execution engine optimizers fuse GenAI's reasoning with the capabilities of execution engines to take the most optimal actions in real time. So, GenAI essentially serves as an overlay engine that comprehends intent and simulates. The execution engine does the rest. Execution engine optimizers bind the two worlds together in an intelligent manner, transforming intent into outcomes. For example, a customer could enter a tracking number into a chatbox, and from there, GenAI in the backend could start its analysis to pinpoint who the consumer is, what their customer lifetime value is and where the package is. By overlaying different data points, such as the weather and traffic conditions, the technology could identify the root cause of the delivery failure (such as a delay or theft). GenAI could then determine the appropriate response to provide the consumer based on the situation. From there, the execution engine could automatically process both a carrier claim and check inventory availability, then offer the customer options such as reshipment or a refund. If the customer, say, opts for a reshipment, the execution engine could create a new shipping order in the system, generate a new tracking ID and send the customer an automated update with the new tracking ID. In short, these two technologies have different purposes. GenAI processes ambiguous, unstructured data. Execution engines analyze outputs and then execute accordingly. For the best results possible, both of these technologies need to coexist; they need to dance together. Power a supply chain system on GenAI alone, and you're banking on probabilities. Power one on just an execution engine, and you'll get actions without context. How Supply Chain Leaders Can Leverage The Hybrid Approach Supply chain leaders can leverage the hybrid technology, called execution engine optimizers, by taking several steps. First, supply chain leaders should identify their most significant friction points. Those are the problems that, if solved, will yield the most significant net positive results. Next, I recommend that supply chain leaders use GenAI for analysis and scenario planning. For instance, they could test to see which workflows will get impacted if certain variables change. This information will help them predict potential failures and categorize problems—from there, they should design specific, deterministic processes to address identified issues. At this point, they can take the outputs GenAI has provided them and start connecting them to execution logic (in other words, automated actions). As the generative AI engine and execution layer run, supply chain leaders should monitor how the systems are performing and create feedback loops that continuously optimize both the GenAI's and the execution engine's capabilities. On that road in India, at first, my driver honked and honked for the cow to move. The cow didn't budge. And then he, along with other people, started tapping the cow. The cow looked at everyone, then started walking away. Both parties—people and the cow—were able to create a more stable, streamlined environment. Supply chain leaders have the opportunity to stabilize and streamline supply chains if they put GenAI and execution engines in a symbiotic relationship and take action when needed to keep the duo running together harmoniously. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
08-07-2025
- Forbes
The Code Of Her Convictions: What My Mother Taught Me About Building Moral AI Architecture
Shekar Natarajan is the founder and CEO of When I think about the most advanced system I've ever seen, I don't think of an algorithm. I think of my parents. Growing up in the slums of India, I learned from my father's hand how systems work. I learned from my mother's heart that no system, no matter how entrenched, works without the engine of humanity. My mother only finished 10th grade before she married my father to help raise her orphaned sisters, my aunts, as her own. She never studied engineering or computer science and had no formal training in logistics or AI, yet she built systems with nothing but will, compassion and quiet resolve. These systems shaped who I am and how I lead. One of those systems began with a rule. The Rule, Refusal And The Ring Where I grew up, there was a policy: No more than two children from the same family could attend the city's top school. My two older brothers were already enrolled. I was the third. According to the system, I didn't qualify—not because I lacked the ability, but because I was born third. My mother didn't fight the rule with outrage. She wore it down with persistence. Every morning, for nearly a year, she waited outside the education minister's office. She timed her arrivals with the daily mass schedule so she wouldn't miss him. She never raised her voice. She simply outlasted the system. Eventually, the headmaster relented. But when admission came, the tuition—30 rupees, barely 50 cents—was still out of reach. So she quietly removed the silver toe ring that symbolized her marriage and pawned it. That was how I got my seat in that classroom. Not only did she bend a system to make way for her child, she reassembled it with grace and grit. She didn't just endure the system. She made it work. And then she helped it work better. She hand-bound textbooks so they would last far beyond our family's needs. She turned scarcity into continuity and continually reused, repaired and repurposed. She didn't just endure the system. She made it work for people it wasn't built to serve. When The System Breaks, Humans Step In My mother's determination taught me about supply chain resilience long before I knew what the words supply chain and logistics meant. When I studied industrial engineering at Georgia Tech, I focused on learning, understanding and improving the global supply chain. What I learned most is that, although logistics seems to be about manufacturing and warehouses and trucks, it's actually a people-centric business. When software crashes or delivery networks buckle, systems don't save us. People do. • A warehouse associate reroutes pallets when the screen goes dark. • A planner reshuffles shipments at 3 a.m. to meet demand that the forecast missed. • A driver completes a route by memory when the app freezes. • A seasonal employee works late, so your package arrives in time for Christmas. It's human will that ensures continuity, not technology. The Risk We Run With AI There's no doubt that AI is an important and powerful tool that will help reshape the global supply chain. We celebrate AI's ability to optimize, predict and adapt, but we rarely ask: Can it care? Can it sacrifice? Can it pause when something just doesn't feel right? AI doesn't yet understand what my mother understood instinctively: that fairness isn't always about equality, it's about equity, and that logic has its limits. But that compassion belongs in decision-making. If we aren't intentional, AI will reduce human will to a variable—something to eliminate, rather than elevate. The same spirit that saved my education, that ensures your holiday package arrives on time, could be written out of the equation altogether. That's why we need a new kind of architecture for the age of machines. Angelic Intelligence (AIx) A Moral Operating System For The AI Era At we're building what I call the Angelic Intelligence framework: a set of principles and tools designed to ensure technology preserves what makes us human. 1. Moral Cortex Layer (MCL): A programmable ethics engine that evaluates system decisions against principles like fairness and harm reduction. It introduces pause points when high-stakes outcomes arise. 2. CareNet – Empathy-as-a-Service: A real-time API capturing acts of care, peer-nominated compassion and frontline discretion. Think of it as a Fitbit for empathy. 3. Human Signal Intelligence (HSI): A learning model trained on the very edge cases traditional systems ignore—times when a human overrides the logic and gets it right. 4. Ethical Memory Vault: A secure story engine that records acts of moral courage—feeding these back into leadership training, AI models and onboarding systems. 5. Compassion As A KPI: A shift in performance metrics to reward care, context and human judgment—not just speed and scale. 6. Pause Protocol Interface: A frontline tool that lets workers flag questionable AI outputs—anonymously, without fear of reprisal—restoring agency to the edge of the system. 7. Human-Centered Governance: Executable layers of company values that act like guardrails around automation. Machines don't govern morality—people do. This is the future of software design. The way we train it is the way it's going to behave. We must bring humanity into the equation. It's the moral code behind our code. Building Systems That Mirror The Best Of Us My mother's legacy wasn't her education or her job title; it was the will she encoded into the people around her. That's the real 'legacy code.' In the supply chain, we say people are our greatest asset. But the moment metrics falter, we turn to cost cuts, not care. We call humans inefficient. But humans are the only reason systems move at all. Culture doesn't live in KPIs. It lives in the planner who covers a shift. The associate who works through the storm. The mother who trades a wedding ring for tuition. If AI is to play a central role in our future, then it must learn from the quiet strength of those like her—people who do not optimize, but endure. If we want AI to lead the future, it must be guided by the same code that moved my mother—not just logic, but love. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
27-06-2025
- Business
- Forbes
Earth's Logistics Crisis: We Can Put A Rover On Mars But Can't Deliver Insulin To Maya
Shekar Natarajan is the founder and CEO of My colleague's daughter Maya was a joyful eight-year-old living with diabetes in Brooklyn, New York. One Friday, she was supposed to receive a delivery of insulin. By Sunday night, it still hadn't arrived. The delivery app kept saying 'Out for delivery.' But the box never came. When it finally did, the cold pack had failed and the insulin was spoiled. Maya ended up in the ER, shaking and struggling to breathe. This wasn't a rare event in a remote village. This was a major city in a wealthy country and the daughter of a Fortune 100 supply chain executive. Even he couldn't prevent the system from failing his child. Maya's case may seem exceptional—but it's just one pixel in a much larger pattern. The world lost Maya to a failed logistics execution. We like to think of these moments as isolated. But they're not. They're happening everywhere, quietly, at scale, in ways we've normalized. Every year, '53% of e-commerce deliveries are late, damaged, or delivered to the wrong address.' Some 85 million items arrive broken. Calls asking 'Where is my order?' account for up to 50% of customer service calls. These aren't random glitches. They're signals of a much larger breakdown. We Built For Control, Not For Chaos Today's logistics systems were built for static, plan-driven processes, not volatility. But as the world has shifted, we've moved from push-based to pull-based logistics, where consumers, not companies, dictate demand. Now, everything operates on the customer's timeline. And that changes everything. The number of transactions has exploded. In 2023, '356 billion packages shipped worldwide'—a number projected to rise to 498 billion by 2028. Expectations have risen along with this demand. Consumers want fast, free shipping. But underneath the sleek interface is brittle architecture: outdated systems, duplicated routes and blind spots no AI can patch. Planning systems weren't designed to gracefully handle failure. And in logistics, failure isn't the exception; it's the norm. What people experience as a late or missing package is actually the endpoint of a systemic breakdown. From the first mile to the last, we're seeing chaos: duplicated routes, outdated software, disconnected carriers. But because the pain is distributed, one broken delivery at a time, it's easy to ignore. Until it hits you personally. We treat the last mile like it's the problem. But the truth is, every mile is broken. The last mile is just where it finally becomes visible. Instead of fixing the broken system, we just live with it and turn our focus to more exciting things. We Can Simulate Mars But Can't Coordinate Brooklyn The same day Maya landed in the ER, a billion-dollar rocket launched flawlessly from a pad in Florida. Cameras rolled, the livestream spiked and mission control erupted in applause. We can coordinate autonomous vehicles on Mars. We can simulate lunar supply chains. But we can't reliably deliver medicine across town? It's not that the problems are harder here. They're just more human. More layered, harder to fix. We avoid solving Earth's logistics because it's messy, controlled by zoning laws, legacy systems and fragmented networks. Mars is a clean slate. Earth is not. But that's no excuse. Getting to Mars requires staggering precision. Launch windows open once every 26 months, and even a few seconds of delay can throw off the entire mission. Trajectories are calculated to within meters per second, and landings must fall inside an ellipse of just a few meters after traveling millions of kilometers. We simulate descent in high definition, calibrate sensors to arcsecond accuracy and coordinate actions to the millisecond. It's not that we can't apply this level of precision to Earth. We simply don't. We choose not to. And yet, in investment circles, rockets feel more appealing than refrigerated trucks. As a society, we gravitate toward the unimaginable. That's where we pour our time, talent and money. Meanwhile, the infrastructure that connects people to food, medicine, education and opportunity remains underfunded and misunderstood. But logistics isn't a cost center. It's life infrastructure. It's the circulatory system of modern society. If you want to understand how competitive a country is, look at its logistics. Germany's logistics costs are under 8% of GDP. India has driven its logistics cost down from 14% of GDP to under 10% through infrastructure investment. That's what smart nations do: They reduce friction, increase access and grow inclusively. Fragmentation Is The Enemy Of Scale What we're facing isn't just inefficiency. It's entropy—the gradual breakdown of structure as more companies duplicate effort and chase control instead of collaboration.. Everyone is building their own networks. Every company wants control, so they duplicate infrastructure and chase density they'll never achieve on their own. But logistics isn't built on control. It's built on the law of large numbers. It thrives on shared systems, aggregated volume and need-based resources. We don't need more trucks. We need smarter use of the trucks we already have. Instead of having five carriers delivering to the same address, we need one network that can optimize across demand. It's the same logic utilities figured out years ago: multiple producers, one efficient pipe to the door. To fix this, we need interoperability, which means data sharing, whether anonymized or real-time, so carriers can collaborate rather than compete at cross-purposes. We need to rethink the last mile so it's not a scramble, but a system that truly delivers. The problem is, retailers and platforms keep forcing one-size-fits-all models. That makes everyone worse off. Let carriers do what they do best. If you specialize in high-density urban delivery, double down on it. If you're better at bulk freight, stay in that lane. The commercial model and the operational model don't need to be the same. But we keep forcing them to overlap, and in doing so, we undermine both. Logistics Is Not Optional During Covid, people joked about Santa Claus missing Christmas because of supply chain delays. But behind those jokes were real stakes: much-needed groceries, PPE, medicine. The system faltered. And we were reminded how thin the margin really is. Everything we depend on, including insulin, textbooks, groceries, replacement parts, tissue samples, surgical tools, moves through this invisible infrastructure. When it breaks, it breaks lives. We can't afford to treat logistics like an afterthought. It's not back-office anymore. It's frontline. It's economic, human and national security infrastructure rolled into one. Policymakers: Treat logistics like healthcare—it's a public good, not a private luxury. Executives: Make logistics a boardroom conversation, not a back-office line item. Technologists: Prioritize coordination over control. Investors: Ask yourself: What's the more scalable bet for humanity—a launchpad, or a logistics layer that works? Because Maya didn't need a miracle. She just needed her insulin to show up. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
30-05-2025
- Business
- Forbes
Quieting The Noise: The Surprising Leadership Power Of Daily Meditation
Shekar Natarajan is the founder and CEO of As a CEO, I spend most of my time making high-stakes decisions. I must balance a barrage of variables with a lot of unknowns. In high-pressure moments, the most valuable thing I can access is clarity. And the most reliable way I have found to create clarity is through meditation. This is not about wellness trends or personal transformation. It is about sharpening your ability to think, act and lead when it counts. Over the last decade, meditation has become one of the most important leadership tools I rely on. It has helped me make better decisions, inspire others in times of crisis and recover faster in moments of stress. My meditation journey began in 2015 when I attended a 10-day silent Vipassana retreat. Ten days with no speaking, no email, no phones. Just 10 hours of silent meditation every day. Your back aches, your knees hurt. On day three, you want to cry. On day four, you want to just pack up and leave. But by day seven, something shifts. The silence begins to reveal what's really going on beneath your waking consciousness. By day 10, you begin to understand how often your mind interrupts itself. You begin to understand yourself. Since then, I have returned to that practice several times. In 2017, after a period of personal and professional exhaustion, I spent 28 days at an Ayurvedic retreat in India. My mother had just emerged from a medical coma. I was still processing the loss of my father. I needed space to think and reset. I left behind everything, including my phone. By day four, I had energy again. And with that energy, I started painting. What began as a simple desire to learn how to draw eyes turned into hours of uninterrupted creative focus. I studied watercolor, acrylic and traditional Indian goldwork painting. The untapped creativity that was swirling in my busy brain now had an outlet and, as a result, my mind grew still, my attention exact. The combination of meditation and art gave me both discipline and expression. I have kept the practice ever since. Every nine months, I take time away to reset. Two weeks of uninterrupted mental clarity. No meetings. No noise. No decisions. And when I come back, I am sharper and ready for the uncertainties that are part of everyday life. During Covid, that clarity made a difference. While many companies paused, we moved quickly. Our team was being asked to shut down distribution centers. I took my five-day-old son and met with the governor of Kansas to make the case for staying open. I laid out a plan to protect our teams, support local businesses and serve the community. We stayed open. At the same time, I started writing daily notes to our associates. Honest, reflective and grounded in reality. Those notes spread through the company. People waited for them. That connection was only possible because I had created space to reflect each day. Courage is not about public displays or bold statements. It is about being willing to act when the path is not certain. Meditation gives me the ability to hear my own voice clearly enough to trust it. That kind of conviction is not noisy. It is quiet. But it is powerful. Most people say they do not have time to meditate. In my experience, you cannot afford not to. Meditation does not need to be sitting in silence for hours. It simply means creating intentional space for focus. I practice meditation in three ways. I start each morning with 20 minutes of meditation. I paint when I need a creative outlet. And I carve out time during the day to read, think and work on the problems that matter most. No multitasking. No distractions. Just clean, focused thought. These habits help me sort the signal from the noise. They help me see what matters. They help me act with less hesitation and more resolve. We talk a lot about physical health in leadership. Mental hygiene deserves the same attention. You cannot lead clearly if your mind is cluttered. You cannot make hard decisions if you are too exhausted to think. Meditation trains your mind to slow down. It teaches you to observe instead of react. Over time, that becomes your default. It also wakes up your intuition. As a leader, you are rarely working with perfect information. Often, you are making calls based on what feels right. Meditation helps you learn the difference between gut instinct and fear. It makes your decision-making more consistent and more courageous. This is not a soft skill. It is a performance skill. In a world full of pressure and speed, silence is a superpower. When everything demands your attention, the ability to be still is what sets you apart. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Entrepreneur
23-05-2025
- Business
- Entrepreneur
How AI is Powering the Next Generation of Investment Opportunities
This story originally appeared on Due Artificial intelligence has moved beyond flashy demos and viral chatbots to become something more fundamental: a clear signal to investors that companies are building for the long haul. While venture capital once chased social media unicorns and biotech breakthroughs, former Fortune 50 executive Shekar Natarajan sees a completely different opportunity ahead. Legacy industries like logistics are getting a complete AI systems makeover, and smart money is finally taking very serious notice. Photo of Shekar Natarajan Reimagining Logistics with AI For a long time, the investment approach remained quite the same: Invest in emerging markets as they grow, make big investments in new biotech findings, and look for the next social media site that might become a huge success. However, lately, something has changed in the investment world, and a new wave of money has started heading toward opportunities that many individuals might miss. The real excitement is not in fancy consumer apps or crypto projects. It is in the less appealing area of changing old industries. Think about logistics, for example. Many individuals may think of it as trucks, warehouses, and spreadsheets. This is not the type of industry that excites investors at social events. But Shekar Natarajan sees something completely different when he looks at this industry. The former Fortune 50 executive is betting his latest venture, can turn one of the world's most traditional sectors into an investor's dream. 'We're not just applying AI for efficiency,' Shekar explains. 'We're creating an entirely new operating system for how physical goods move, how decisions are made, and how companies adapt in real time.' That's a big promise for an industry where change usually comes slowly. But the numbers backing up this vision are hard to ignore. Targeting Overlooked Sectors The old way of thinking was easy: just stay away from businesses that don't make much money and cost a lot to keep running! Logistics companies were seen like that, so most investors didn't want to invest. But is more than just a company trying to make things better. It shows a big change in how investors think about new ideas. In the market, there's a lot of hype around quick AI systems and tools that promise easy wins. Investors are tired of this! Instead, they want AI systems that grow in value across whole businesses. The companies that manage to achieve this are the ones getting the big investments now. A 2024 McKinsey report says that AI could boost global productivity by $4.4 trillion each year. Most of this gain won't come from chatbots. It will come from AI systems quietly working in industries such as logistics. These 'hidden industries' are now the best places for long-term investment returns. Kate Lu, a partner at Frontline Ventures, sees this change. She mentioned that, 'AI is allowing investors to back companies that can rewire the backbone of global commerce'. She also added that, 'Orchestro is a perfect example of that.' The platform doesn't just speed up operations; it learns from all decisions and can also predict issues and fix them on its own. Breaking Down Logistics Potential The logistics field presents a compelling narrative to individuals who invest. Research indicates it will reach sixteen trillion dollars globally, and this could happen by the year 2030. But the challenge is that a lot of businesses depend on outdated systems. These systems comes from old technology! There's data in silos, work flows that react, and also enterprise software that hardly communicates. jumps into that problem in order to change it into an advantage. Sekhar explains, 'Consider is like Bloomberg Terminal made for operations.' The data that they need is present. He added that it is static, detached, and looks to the past. Orchestro transforms it, integrates everything, and can predict the future. The comparison with Bloomberg isn't just by chance. Experts in finance need live information, and also information that analyzes. Operations experts are now given a chance to see the details. The operations experts were just getting access to this level of information. The idea presented is doing well so far. has global logistics companies, retail companies, and manufacturing companies as clients. Many organizations now regard AI as a crucial piece of infrastructure! It's not seen as a side project to eventually consider for these organizations. Companies that are worth billions start to use your tech, and this causes investors to be curious and interested. Making Boring Industries Exciting What makes Shekar's way of doing things special is not only the tech his team made, but also how he talks about what needs to be fixed. Many AI companies like to show off fancy demos that look cool but do not really solve business problems. Orchestro decided to do something different. Shekar says, 'It's not about making AI sexy, it's about making it strategic. We're helping decision-makers turn operations from cost centers into competitive advantages.' That message resonates with industry leaders who are tired of technology that promises everything and delivers very little. They want operational visibility, speed, and agility more than they want flashy features. This shift in mindset is driving investor interest in companies like that combine deep industry knowledge with cutting-edge technology. The timing is great since the issues with the supply chain in the last few years has taught everyone that operations are more important than most thought. Companies that could quickly change with the times did well, while others are still trying to catch up. It is important to remember that businesses need to maintain data and context of this shift, while they need to adapt to our environment. Designing Durable AI Foundations Shekar knows that 'using AI alone will not create a lasting business advantage.' The companies that do well for a long time will build on strong bases, such as good data, real-world understanding, and systems that actually learn from experience. That is what makes Orchestro special, instead of just another AI systems company trying to benefit from the current excitement when investing. He mentions that in complicated systems, a bad choice can cause even more issues. 'In complex systems, the cost of a bad decision compounds,' he points out. 'We built Orchestro so companies can act with foresight instead of hindsight.' We all learned during the pandemic that being able to bounce back is more important than just trying to make things as efficient as possible for the short term. Investors are now supporting stability, flexibility, and being able to change when unexpected situations occur, rather than only focusing on growth. Orchestro was primarily created with this thought. The platform not only helps companies work better but also helps them build the kind of knowledge that turns unexpected problems into advantages, and it is something that truly makes a business stronger in the long run. Embedding Intelligence in Operations As the AI field grows, the companies that do well will not be the ones with the fanciest demos; instead, it will be the ones that include AI fully into how they do business, making it blend in. Shekar says that 'Software is no longer just a tool. In many ways, it's becoming the operating system of the physical world. At Orchestro, we're using AI to make sure that the system is adaptive, transparent, and intelligent.' This way, AI is not just a product but acts as a base. Rather than buying AI systems to fix specific issues, companies get a smart addition that makes all they do smarter, and that is the type of setup investors can form plans around for the long run with confidence. Closing The investor world is also changing who they support. People starting a company for the first time and following the newest trends are not getting as much support as before. More money is going to experienced people who know how the systems they are trying to change work. Shekar is a good example of this kind of person because he has many years of experience in making logistics systems for some of the biggest companies in the world; his past work makes investors trust him, and his ideas are getting a lot of support. Shekar said that 'AI isn't about replacing people. It's about amplifying the best decisions they can make.' He also adds that the businesses that accept this idea will do better than others. This idea attracts companies that want to improve, not just become more affordable. As the markets change up and down, money is looking for safer investments that can also make a lot of profit, and the upcoming AI investments will not just be about new ideas; they will be about what is really needed. Companies such as are in charge of this, not by being the loudest but by being very important to businesses. As Shekar puts it, 'The future of investment isn't just about backing breakthrough ideas. It's about identifying where intelligence needs to live and making sure it gets there first.' Many investors think that the future is already here, and these investors are supporting businesses that use AI to fix real problems in very big markets that most people do not consider, with multiple problems. Featured Image Credit: Photo by Arthur A; Unsplash; Thanks! The post How AI is Powering the Next Generation of Investment Opportunities appeared first on Due.
