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Friedman points to the need for workers to have a Curiosity Quotient or C.Q., and Passion Quotient or P.Q., in addition to Intelligence Quotient I.Q. to compete in a digital hyperconnected world. The ubiquitiousness of tech devices, instant access to information, learning and knowledge, for people in remote cities to smaller towns everywhere, reduces the span in which a particular knowledge subset is relevant. New developments take place faster creating continual obsolescence and need for constant learning and curiosity.

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Rina Bliss, a professor of sociology at Rutgers, says while AI can bring information to kids it cannot make them think. To truly learn children will have to do it themselves and in interaction with teachers, parents and other children. She took the approach of a scientist and let her two children try out AI tools and software and came to this conclusion. One reason she says is that AI is based on computational intelligence and the human mind and brain are not quantifiable. The brain is flowing like a river and always learning from its environments.  There is a social environmental piece says Marin, there is interaction, there is a drive to know and connect, curiosity and passion that are part of learning.  Basically AI is developed through taking vast amounts of information collecting it and ordering it in a certain way. How each originator of the AI orders it affects how it will work. And what is in the basket of information collected will affect how it will work. There is no thinking brain outside of the human originator who put a particular version together. Like every piece of software there are implicit or explicit instructions on how to use the basket of information collected that is put in by an originator who developed the AI software. For these reasons it will only do basic tasks and is not intended for complex tasks that involve thinking processes and social-emotional aspects of human behaviour. The risks of using it begin to grow as soon as it is used for tasks it was never intended to perform such as replacing the human thinking  processes and the socio-emotional aspects of these processes.  If it is used to do things it was never intended for, the larger the activities it performs, the larger the mistakes and risks it it is liable to make or create. If it is assigned the task of transportation for a country, it will at some point be asked to think and at that point it will fail to make the right decisions, making the risks grow exponentially, very, very fast, leading to disaster. ...

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Indian Foreign Minister Jaishankar visits Ahmedabad for the introduction of the new Gujarati language edition of his book, The India Way- Strategies for an Uncertain World. At the meeting to take questions on the Gujarati edition at IIM Ahmedabad,  Jaishankar said India is now the fifth largest economy in the world. During the Nehru period it was the 20th largest economy in the world. It now has the capacity to take a leading part in world affairs. In a few years by 2030 India is expected to become the third largest economy in the world. And with its economy integrated into that of the US economy in a way that no other economy has been it will make the US-India economy by far the largest of any economic combination in the world. Because both are English speaking and both are modern democracies, and the traditions of Lincoln and Mohandas Gandhi, of St Paul and the Vedanta with Buddhism deeply rooted in each country. This is the true meaning of the Indo-Pacific. As Jaishankar pointed out in Ahmedabad there is no point in the water that says here is where the Pacific starts- that is the reality. Once you are in the Indian Ocean east of Africa you can travel on the ocean all the way past India to Indonesia, the Japanese Islands and the Hawaiian Islands till you reach the western shores of the United States. For India, the US and Australia, and Japan this is the ocean pathways that they are committed to keep open and with the international rule of law for all nations. In renewable energy, in climate change action, in managing soil and water, in agricultural innovation, and in technologies of all kinds India can now lead the way. Scientific curiosity, learning curve, manufacturing and innovation, education that brings new skills for a large workforce, India can tap into the resources of the world and make its own contributions to this resource for all mankind.  ...

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David Gelles of the NYT column Corner Office, talks to the head of Accenture, Julie Sweet, about creating an inclusive workplace and levelling the playing field for women. In this interview Julie Sweet talks openly about her upbringing in the small Orange County, California town of Tustin. Her mother graduated from college when Julie was in her freshman year. After several jobs to help her family she went to law school and joined a New York law firm. She tells Gelles about her experience at this law firm Cravath where there were very few women partners and about breaking down sobbing at a unconscious-bias training session at the firm when asked about her own experience as a woman. After being elected partner she set up the first woman's program leading up to bringing more women upto the point where today women are 25% of the partners. Accidently she takes a call from a recruiter 17 years later about a position as general counsel at Accenture. She accepts the offer and five years later she is made the CEO North America of this consulting company with 469,000 employees. Asked about what tactics are effective in creating a level playing field for women Julie Sweet says it comes from making it a business priority. Making diversity and women a priority with measurable goals. Set goals, have accountable leaders and measure progress, says Sweet. Accenture did a study and found stats that were shocking. 40% of companies have no plan for advancing leadership, and less than 40% look at attrition between men and women. A big disappointment but also a large opportunity here to get results by putting in place some basic things. In 2015 She set Accenture goals for 40% women, and sees 2020 goal at gender parity 50-50%. For a firm with hundreds of thousands of consultants worldwide what are the qualities she sees as important in hiring? Sweet says lots of different interests and curiosity for learning. Next comes being able to do straight talk with clients, to deliver tough messages as companies are constantly telling her they want to hear what they need to hear not what they want to hear. ...