『Rewiring the American Edge』のカバーアート

Rewiring the American Edge

Rewiring the American Edge

著者： Dr. Billy Riggs Vipul Vyas
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Global conversations on innovation, automation, and the future of competitive cities. Rewiring the American Edge is a podcast that explores building economies that are sustainable and inclusive in the era of automation and innovation. While rooted in the challenges and opportunities of the U.S. economy, the podcast invites voices from around the world—policymakers, technologists, labor leaders, and entrepreneurs—to share bold ideas and real-world strategies that transcend borders. Each episode explores trends such as: technologies reshaping work and urban life; global trends opportunities and challenges; specific investments, ideas, partnerships and policies to build a future-ready economy and workforce. This is a podcast for anyone committed to building smarter systems and stronger communities. Big ideas. Bold policies. Real impact. Rewired.2025 マネジメント・リーダーシップ リーダーシップ 政治・政府 経済学
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  • S2E5 | June 10, 2026 - Agents are Amoung Us

    S2E5 | June 10, 2026 - Agents are Amoung Us
    2026/06/10

    Artificial intelligence is no longer just a tool that answers questions—it is increasingly becoming a participant in the workplace. In this episode co-hosts Billy Riggs and Vipul Vyas explore the emergence of AI agents, the changing nature of work, and what happens when organizations can deploy digital workers capable of performing research, analysis, content creation, and operational tasks at scale. The conversation examines whether AI agents represent a fundamentally new technological revolution or simply the next step in a long continuum of automation. From farm equipment to factory robots, from websites to software automation, Billy and Vipul discuss how today’s agents are reducing cognitive drudgery and enabling organizations to focus on higher-value work.

    Drawing on examples from education, software development, autonomous vehicles, and organizational management, the hosts explore how AI is changing productivity, experimentation, and innovation. They also tackle the challenges that come with technological transformation, including workforce dislocation, organizational adaptation, and the need for critical thinking in an increasingly automated world. Ultimately, this episode argues that the future belongs not to organizations that resist these technologies, but to those that learn how to integrate them effectively and empower employees to experiment, adapt, and innovate.

    Takeaways and Key Themes

    • AI Agents Are Different From AI Assistants: rather than simply responding to prompts, agents pursue goals, execute tasks, coordinate workflows, and generate outcomes through a sequence of actions.
    • While previous technological revolutions focused primarily on physical labor, AI agents increasingly automate portions of cognitive work—including research, synthesis, organization, and analysis.
    • Rather than replacing expertise, agents may amplify expertise by reducing low-value work. Researchers spend less time searching. Developers spend less time coding. Managers spend less time organizing. Professionals spend more time interpreting, deciding, and creating.
    • As information becomes easier to access and process, the ability to evaluate, question, and synthesize becomes increasingly important.
    • Education must adapt to models that prioritize procedural knowledge over problem-solving.
    • AI dramatically lowers the cost of prototyping ideas, testing concepts, and launching products.
    • Organizations should empower employees to solve their own problems with AI tools.
    • While productivity gains are significant, the challenge for leaders is managing dislocation while enabling innovation and adaptation.

    Soundbites

    • “We’re moving from talking about AI as a tool to talking about AI as a worker... We’re not automating physical labor. We’re automating portions of cognitive labor.” — Billy Riggs
    • “I don’t think there’s a lack of problems to solve. The question is how quickly organizations can absorb these tools.” — Vipul Vyas
    • “A human bases decisions on one lived experience. An agent can draw on millions.” — Vipul Vyas
    • “In education, critical thinking is going to become even more important... The combination of philosophy and engineering may become more valuable than either one alone.” — Vipul Vyas
    • “You’ve never been able to fail faster. And you’ve never been able to move faster toward product-market fit.” — Billy Riggs
    • “If you can think it, you can probably build it.” — Vipul Vyas

    Chapters

    00:00 - The Evolution of Work and Technology

    04:07 - Understanding AI Agents in the Workplace

    06:47 - The Impact of Automation on Employment

    09:12 - The Role of Critical Thinking in the Age of AI

    11:56 - Transforming Education for Future Work

    14:27 - Experimentation and Agility in Organizations

    17:00 - The Future of Work: Embracing Digital Minions

    19:45 - Navigating Risks in Technological Advancements

    29:09 - The Innovator's Dilemma and Organizational Management

    34:36 - The Risk of Dislocation and the Reward of Experimentation
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    37 分
  • S2E4 | May 19, 2026 -The Great Platform Race

    S2E4 | May 19, 2026 -The Great Platform Race
    2026/05/19
    On this episode of Rewiring the American Edge, co-hosts Billy Riggs and Vipul Vyas unpack the emerging “platform race” reshaping mobility, automation, and the future of transportation systems. What begins as a conversation about autonomous vehicles quickly expands into a deeper discussion about platform economics, capital strategy, infrastructure dependency, and the growing era of “coopetition” — where companies simultaneously compete and collaborate. The discussion centers heavily on the strategic evolution of Uber Technologies and how the company has repositioned itself not as the definitive winner of the autonomous vehicle race, but as a platform layer sitting above the race itself. Rather than carrying the enormous burden of developing full self-driving systems internally, Uber has pursued partnerships across AV developers, OEMs, logistics providers, and delivery companies — effectively spreading risk while maintaining ownership of the customer relationship. Billy frames this as a textbook business strategy case: vertically integrated companies like Waymo, Tesla, and Zoox control the full stack — vehicle, software, operations, and data — but in doing so absorb massive capital costs, regulatory uncertainty, and technological risk. Uber, by contrast, is pursuing a diversified and capital-light strategy built around optionality, flexibility, and interoperability. Vipul expands the discussion by comparing Uber’s position to companies like Amazon and even the airline industry. The conversation explores how transportation may increasingly resemble a service marketplace rather than an ownership model, especially among younger generations who are less interested in owning private vehicles. Instead of owning the underlying assets, future mobility companies may focus on orchestrating access, logistics, and multimodal transportation experiences.The episode also tackles broader questions around latent transportation demand, congestion, environmental tradeoffs, and shared mobility economics. Billy argues that rideshare and autonomous mobility services are not necessarily “creating” transportation demand, but instead unlocking previously unmet mobility needs for seniors, younger users, and people with disabilities. In the final segment, the conversation pivots toward what Billy argues is the most overlooked factor in automation: infrastructure and governance. Autonomous systems do not operate in isolation. They depend on curb management, charging infrastructure, transit integration, pickup/dropoff logistics, communications systems, and city governance. The companies most likely to succeed may not simply be the ones with the best AI or vehicles, but the ones that learn to collaborate effectively with cities and navigate systems complexity. Ultimately, the episode argues that the future of mobility will not be defined solely by who builds the best self-driving car. It will be shaped by who best understands platforms, partnerships, infrastructure, governance, and the evolving relationship between technology and cities. Takeaways and Key ThemesAutonomous mobility is increasingly shifting from pure competition toward strategic ecosystem partnerships.Platform ownership and customer relationships may become more valuable than owning the physical vehicles themselves.Transportation systems are evolving toward flexible, multimodal access rather than private ownership.Infrastructure and governance remain the hidden bottlenecks of AV deployment.Cities are not passive regulators — they are active participants shaping the operational success of automation.The future winners in mobility may be the companies best able to manage uncertainty, partnerships, and systems integration simultaneously.Soundbites“Automation is uncertain… companies like Uber are saying: we’ll work with whoever wins.” — Billy Riggs“Most cars sit around… they’re trapped assets. They’re poorly utilized assets.” — Vipul Vyas“The companies that understand cities first are the ones that are going to win.” — Billy RiggsChapters00:00 - The Great Platform Race: Competition vs. Control03:00 - Co-opetition in the Mobility Space07:00 - The Shift from Competition to Collaboration10:11 - The Future of Transportation as a Service12:57 - Asset Ownership in the New Economy16:32 - Induced Demand vs. Latent Demand in Transportation18:15 - The Role of Specialized Fleets in Future Mobility20:06 - The Role of Infrastructure in Mobility21:52 - Co-opetition: Competing and Collaborating in Mobility
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    23 分
  • S2E3 | May 12, 2026 - Part 2: Wicked Opportunities

    S2E3 | May 12, 2026 - Part 2: Wicked Opportunities
    2026/05/13

    In the wide ranging conversation of S2E3, Billy Riggs and longtime colleague and friend Bruce Appleyard unpack the concept of “wicked opportunities” — a framework for understanding the messy, uncertain, and deeply interconnected challenges surrounding autonomous vehicles, AI, and emerging technologies.

    Drawing from decades of research in urban planning, transportation, and policy, the conversation explores why AVs are not simply a technology problem, but a systems problem rooted in governance, infrastructure, human behavior, public trust, and social complexity.The discussion spans everything from California AV regulation and the ambiguity of the dynamic driving task to the geopolitics of automation, public transit integration, induced demand, deadheading myths, and the tension between safety, sustainability, and innovation.

    Riggs and Appleyard argue that autonomous vehicles represent neither utopia nor apocalypse — but rather a “wicked opportunity” requiring ongoing adaptation, ethical judgment, and public engagement.


    Takeaways and Key Themes

    • AV adoption is fundamentally tied to governance, infrastructure, and social systems.
    • Autonomous vehicles may ultimately improve both safety and sustainability outcomes.
    • California’s AV regulatory framework is messy — but intentionally public and iterative.
    • Many fears about runaway VMT and “deadheading” misunderstand shared fleet economics.
    • The future of automation is likely to be multimodal and integrated with public transit.
    • Cities that fail to plan for automation risk losing influence over how systems evolve.
    • AI and AVs should be understood as adaptive societal transitions, not isolated technologies.

    Soundbites

    • “A wicked problem doesn’t mean evil. It means stubbornly resistant to being solved.” — Bruce Appleyard
    • “We now have the safest driver on the road — and yet we want to make it more human-like, even though humans are the worst drivers on the road.” — Billy Riggs
    • “Transit agencies need to stop complaining agency and take agency.” — Billy Riggs
    • “Complexity grows over time. Wicked opportunities tend to get more complex, not simpler.” — Bruce Appleyard
    • “Planning under uncertainty is not a weakness. It’s an opportunity.” — Billy Riggs

    Additional Resources

    • Livable Streets 2.0 — Bruce Appleyard, https://www.amazon.com/Livable-Streets-2-0-Bruce-Appleyard/dp/0128160284
    • “Street Livability in the Era of Driverless Cars” — Appleyard & Riggs, https://www.sciencedirect.com/science/article/pii/S259019822300115X
    • “Wicked Opportunities: The Trials of Innovation in the Age of Complexity” — Appleyard & Riggs, (forthcoming)
    • Autonomous Vehicles and the City, 10th Anniversary Symposium, April 17, 2026, https://www.youtube.com/watch?v=7aBKQgtt_wE

    Chapters

    00:00 - Introduction to Wicked Opportunities and Autonomous Vehicles

    04:54 - Defining Wicked Problems in Urban Planning

    08:20 - Policy Evolution and The Complexity of Regulations

    11:28 - Safety as a Major Opportunity in AVs

    14:10 - Market Dynamics, Pricing Systems and Fleet Economics

    18:20 - The Rules of Wicked Opportunities

    27:31 - The Meme Generation: Media Influence and Social Media Impact

    28:45 - Historical Context and Automobility

    31:00 - Infrastructure and Street-Level Design
    35:00 - AV Companies Pursing Safety Alongside Sustainability

    39:22 - Conclusion: Planning in Uncertainty and Future Directions
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    42 分
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