Source: The Economist
updated 13:01
Some people believed that innovation could originate from strategic collaboration. Occasionally, it does happen.
In this case, everyone (but the innovator) just copy, not ever innovate. Once an equilibrium of efficiency is achieved by the relevant competitors, innovation becomes a rare action.
Below is an an excerpt from The Economist on this very situation in an AI-driven football (soccer) arena. The original post may be read here.
# RoboCup
Humans 1, Machines 7
When will robots do to football what computers did to chess?
MESSI v the Machine was how some commentators touted the World Cup
final, inspired by the disciplined way the German team dismantled Brazil
in the semi-finals. But despite such caricatures of Teutonic precision,
German players are only human. So as the latest edition of RoboCup, a
competition for robot soccer players rather than flesh-and-blood ones,
kicks off on July 19th in João Pessoa, Brazil’s easternmost city, a
question that will be on many minds is: when will real machines conquer
the sport?
When the first RoboCup was held, in 1997, those who launched it set a target of 2050 for engineers to produce a humanoid robot team that would rival the champions of the older competition. Judged by the plodding clumsiness of some of the RoboCup players, that goal might seem far-fetched. But it is easy to underestimate how quickly robotics is improving. Self-driving cars and delivery drones, which seemed hopelessly futuristic just a decade ago, are now topics of serious business interest.
By comparison with the corporate investments of the likes of Google in electric cars, the teams competing in this year’s RoboCup—more than 150 of them—have shoestring budgets. But the tournament includes features that the organisers hope will accelerate innovation without the incentive of cash.
One is a clever combination of competition and co-operation. Leading up to the playoffs, teams prepare new strategies and fine-tune their hardware and software in secret. Immediately after the finals have been played, however, all must publish their methods, thus raising the bar for everyone the following year. Another feature is that there are limits to how far teams can push their hardware, to encourage them to develop smart routes to victory, rather than using mere brute force. ...
/// For whatever reasons, Veloso and her team could have unconsciously hit their level of "Peter's Principle" and realized continuous innovation was not possible. ... They "open sourced" their code, while hoping that there will be more innovation from the competition. ... Instead, they copied the code. Evidently they caught up with the current standard of strategic efficiency in five years, without ever providing any "true" innovation.
... Strategically, Veloso erred in her decision of creating innovation by collaboration with rival groups. . . . By patiently finding or establishing the "macro overview" that connects the framework of her venture to similar intellectual realms, the scope of her innovation's game could have amplified while allowing her to maintain some level of project control. ... Being mindful to the factors that drove the project, would have helped her. ... ///
“In the past couple of years,” Dr Veloso opines, “one of the big changes is that we are starting to analyse real football tactics and strategy, to devise our own.” A paper her group published earlier this year lays out how their CMDragons team observed and exploited the defence tactics of opponents, luring them away from positions where they could prevent goals. This approach, dubbed “coerce and attack”, has parallels in professional playbooks.
Other research groups are getting equally sophisticated, and teams from Australia, China, Iran and Thailand, among other countries, are regularly placed high in several leagues of the competition—in contrast to their national reputations on real pitches. In the early years of RoboCup, there were huge differences in quality between the teams. No longer. The best of the little league routinely finish their ten-minute-long games with the low scores characteristic of well-matched human teams. Indeed, Dr Veloso’s squad came in second last year, after a penalty shoot-out following a 2-2 game.
... So is 2050 an unrealistic deadline for robots to beat the best humans at football? Half a century is roughly the time that separates ENIAC, America’s first electronic computer, from Deep Blue, the IBM machine that beat chess grandmaster Garry Kasparov in 1997. Judged in that light, RoboCup’s goal does not seem absurd. Indeed, the question may be whether, come 2050, there are still any human football players around who have not been prosthetically enhanced in some way, making them cyborgs. RoboCup v RoboCop, anyone?
When the first RoboCup was held, in 1997, those who launched it set a target of 2050 for engineers to produce a humanoid robot team that would rival the champions of the older competition. Judged by the plodding clumsiness of some of the RoboCup players, that goal might seem far-fetched. But it is easy to underestimate how quickly robotics is improving. Self-driving cars and delivery drones, which seemed hopelessly futuristic just a decade ago, are now topics of serious business interest.
By comparison with the corporate investments of the likes of Google in electric cars, the teams competing in this year’s RoboCup—more than 150 of them—have shoestring budgets. But the tournament includes features that the organisers hope will accelerate innovation without the incentive of cash.
One is a clever combination of competition and co-operation. Leading up to the playoffs, teams prepare new strategies and fine-tune their hardware and software in secret. Immediately after the finals have been played, however, all must publish their methods, thus raising the bar for everyone the following year. Another feature is that there are limits to how far teams can push their hardware, to encourage them to develop smart routes to victory, rather than using mere brute force. ...
The state of play
Mr
Biswas, a graduate student, works for Manuela Veloso. She helped found
RoboCup and her group has won the most finals titles in the little
league. In 2009 Dr Veloso and her colleagues decided to share with their
competitors the vision software that had let their team win a streak of
RoboCups. This helped establish the now-mandatory open-source approach that has rapidly raised the quality of the competition./// For whatever reasons, Veloso and her team could have unconsciously hit their level of "Peter's Principle" and realized continuous innovation was not possible. ... They "open sourced" their code, while hoping that there will be more innovation from the competition. ... Instead, they copied the code. Evidently they caught up with the current standard of strategic efficiency in five years, without ever providing any "true" innovation.
... Strategically, Veloso erred in her decision of creating innovation by collaboration with rival groups. . . . By patiently finding or establishing the "macro overview" that connects the framework of her venture to similar intellectual realms, the scope of her innovation's game could have amplified while allowing her to maintain some level of project control. ... Being mindful to the factors that drove the project, would have helped her. ... ///
“In the past couple of years,” Dr Veloso opines, “one of the big changes is that we are starting to analyse real football tactics and strategy, to devise our own.” A paper her group published earlier this year lays out how their CMDragons team observed and exploited the defence tactics of opponents, luring them away from positions where they could prevent goals. This approach, dubbed “coerce and attack”, has parallels in professional playbooks.
Other research groups are getting equally sophisticated, and teams from Australia, China, Iran and Thailand, among other countries, are regularly placed high in several leagues of the competition—in contrast to their national reputations on real pitches. In the early years of RoboCup, there were huge differences in quality between the teams. No longer. The best of the little league routinely finish their ten-minute-long games with the low scores characteristic of well-matched human teams. Indeed, Dr Veloso’s squad came in second last year, after a penalty shoot-out following a 2-2 game.
... So is 2050 an unrealistic deadline for robots to beat the best humans at football? Half a century is roughly the time that separates ENIAC, America’s first electronic computer, from Deep Blue, the IBM machine that beat chess grandmaster Garry Kasparov in 1997. Judged in that light, RoboCup’s goal does not seem absurd. Indeed, the question may be whether, come 2050, there are still any human football players around who have not been prosthetically enhanced in some way, making them cyborgs. RoboCup v RoboCop, anyone?
- source: http://www.economist.com/news/science-and-technology/21607755-when-will-robots-do-football-what-computers-did-chess-humans-1-machines-7
Protecting the Advantage
Here is a reminder from Jiang Tai Gong's Six Secret Teachings.
King Wen asked Tai Gong:"How does one preserve the state's territory?"
Here is a reminder from Jiang Tai Gong's Six Secret Teachings.
King Wen asked Tai Gong:"How does one preserve the state's territory?"
Tai Gong said: "Do
not estrange your relatives. Do not neglect the masses. Be concillatory
and solicitous towards nearby states and control all that is under you.
Do not loan the authority of state to other men. If you loan the
authority of state to other men, then you will lose your authority. Do
not hurt those of lower position to benefit those of higher position. Do
not abandon the fundamental to save those that are inconsequential.
When the sun is at midday, you should dry things. If you grasp a knife, you must cut. If you hold an axe, you must attack."
"If at the height of the day, you do not dry things in the sun, this is termed losing the opportunity.
If
you grasp a knife but do not cut anything, you will lose the moment for
profits. If you hold an axe and do not attack, enemies will attack
instead."
"If
trickling streams are not blocked, they will become great rivers. If
you do not extinguish the smallest flames, there is nothing much you can
do when it turns into great flames.
If
you do not eliminate the two-leaf sapling, you might have to use the
axe to remove it in future." "For this reason, the ruler must focus on
developing wealth within his state. Without material wealth, he has
nothing with which to spread beneficence or to bring his relatives
together.
If he estranges his relatives it will be harmful. If he loses the common people, he will be defeated. "
"Do
not loan sharp weapons to other men. If you loan sharp weapons to other
men, you will be hurt by them and will not live out your allotted span
of years."
King Wen said:"What do you mean by benevolence and righteousness?"
Tai
Gong replied: "Respect the common people, unite your relatives. If you
respect the common people, they will be in harmony. And if you unite
your relatives, they will be happy. This is the way to implement the
essential cords of benevolence and righteousness."
"Do not allow other men to snatch away your awesomeness.Rely
on your wisdom, follow the norm. Those that submit and accord with you,
treat them generously and virtuously. Those that oppose you, break with
force. If you respect the people and trust, the state will be peaceful
and populace submissive." - T’ai Kung Liu-t’ao (Six Secret Teachings)
Side Note "Smart and competitive" strategists rarely ever "open source" their advantage without a valid reason. ...
Comments From the Compass Desk
An associate of our group who have known many techies from various realms, quietly told us that some of them quietly admitted to him that their daily practice was to identify similar algorithms that could connect to the criteria of their project before plugging it into their master program with some minor adjustments to the code. ... " ... It takes too much work and the criteria of their job does not outline the requirement of innovation. ..."
Innovation must be strategically embedded into a strategic project culture before it can ever be initiated.
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