Smarter Machines, Slower Minds?

I woke up this morning to news of Nvidia’s latest impressive stock surge – yet again confounding its critics and the doom-mongers convinced the AI bubble is moments from bursting.

It doesn’t surprise me. AI’s galloping pace is unmistakable, and its technologies are now running wild through the day-to-day interactions and transactions of businesses and organisations. Supply chains, customer service, drug discovery, industrial design, logistics – AI is under the bonnet of so many things we rely on.

Perhaps more striking is the shift and uptake of AI not by organisations, but by individuals. An ever-growing majority of the world’s population now uses AI in some form. To keep things in perspective, here’s the rough scale (pulled up using ChatGPT, naturally): there are 5.5-6 billion people online; roughly the same number using smartphones; and close to a billion already interacting with AI tools – often without even knowing it.

Whatever definitions countries choose when reporting AI usage, it’s getting harder to maintain the fantasy that AI is niche or peripheral. It’s mainstream.

And, although we talk about AI as if it has “just arrived,” it’s been with us for far longer.

The field traces back to the 1940s, when Alan Turing first imagined machines that could think. I re-watched The Imitation Game (the movie about him) on a flight this summer, and was far more absorbed in the storyline than I remembered being when I first watched it ten years ago. Back then, AI felt like a curiosity, whereas now it feels like the backdrop of our lives.

From Turing’s wartime code-breaking machines, the formal study of AI began in 1956, then wandered along for decades before suddenly accelerating in the 2010s with deep learning and the rise of powerful computing. What looks like a “sudden revolution” today is really just the latest chapter in an 80-year experiment.

ChatGPT arrived only three years ago. Its exponential uptake (1 million users in five days, 100 million in two months) made it one of the fastest-adopted technologies in human history. Generative AI went mainstream so quickly that many formed opinions on it only after it was already shaping our routines.

I use AI a lot in my work, and try to treat it as something that expands my thinking rather than replaces it. It’s easy, though, to feel the seduction of outsourcing increasing amounts of the boring brain stuff we deal with to a machine.

When I heard friends first using it to write emails and text messages, I remember thinking: this surely won’t last. And yet here we are. AI now writes, translates, analyses, drafts, refines, designs, and increasingly does it frighteningly well.

If everything we have to do becomes effortless, what happens to the mental muscle we use when things are hard? What happens to reasoning and curiosity? What about our memories and about our accountability?

Earlier this month, the New York Times posted an article called How A.I. and Social Media Contribute to ‘Brain Rot’. The Harvard Gazette ran a similar piece last week, and The Guardian and MSN picked up coverage of Nataliya Kosmyna, an MIT Media Lab scientist whose recent study of Chat GPT made waves.

All raise similar worries – some calling it “brain rot,” others “cognitive atrophy.” Kosmyna and her fellow researchers found that users who leaned on AI for writing tasks remembered less of what they had written, and showed diminished activity in brain networks tied to attention and reasoning. One educator interviewed described AI as “a brilliant assistant, but a terrible replacement for struggle.”

This feels about right.

And yet, the same research argues that, used reflectively, AI can make us more creative, more productive, and even more curious. The key distinction is, perhaps, intention: it’s not the presence of AI that dulls us, it’s the absence of our own engagement.

I’d noticed my own habits shifting in that direction, and so took a step back. In doing so I felt myself pushed in the opposite direction: towards more reading, more handwriting, and more analogue time.

I wrote about this over on Substack earlier this year, Rewinding With a Bic Pen, because I felt that slowing down into the older rhythms of writing was helping me stretch my attention, rather than scatter it.

However, at the same time, I’d say that AI has made me much more efficient in my work – researching, planning, synthesising ideas, prepping workshops, threading insights into reports. Using AI has meant I can carve out more time, not less, for other things that matter. It’s a perfect conundrum if you ask me: not classically good or bad.

My daughter’s school is, understandably, trying to protect students from AI – or at least slow it down – and I don’t feel nervous about their classroom experiences being compromised. But the truth is unavoidable: their world will be steeped in AI whether we delay it or not. The question isn’t how long we can hold it back – it’s how well we can teach them to use it with care and curiosity.

I definitely crave simpler times, simpler tools, simpler choices. I find myself saying this more and more. Although nothing in the rulebook says we can’t keep hold of the simple things while still letting technology widen the possibilities around us. The analogue and the digital can coexist.

In the end, I’m personally on board with AI. I see its risks, and I also see the enormous potential for good (plus the way it has already nudged me back into more deliberate, thoughtful habits.)

It’s hard to sum things up. Particularly when I’m nowhere near understanding or predicting AI’s evolution, nor the financial ripples a company like Nvidia is casting across global markets. The numbers are too big for me to take seriously. When I see speculation about Elon Musk edging closer to “trillionaire” status, or Jensen Huang’s net worth doing somersaults, I tend to scroll past it and simply go off to make myself a strong cup of tea.

In the end, AI is a mirror that reflects our cravings as much as our creativity. It shows our hunger for ease, our impatience, and our distractibility – in those moments, we look like one vast Pavlov’s-dog experiment, staring up, waiting for the next treat. But it also reflects our imagination and our ability to build astonishing things.

It holds both truths at once.

And so, arguably, the real question isn’t whether AI will be good or bad, but who we choose to become while using it.

Private Sector Engagement in Southeast Asia: The Moment for Bold Action

For fourteen years, as long as I’ve lived in Saigon, I’ve been blogging about ‘Private Sector Engagement’ – its evolution, its setbacks, and its vast potential to drive social and economic change. Time and again, I’ve emphasized one thing: alliances with business are not just beneficial, they are essential.

Yet, at a time when global companies are facing political pressure to roll back Diversity, Equity, and Inclusion (DEI) programs, there’s a real risk that corporate commitments to broader social impact (including sustainability, worker rights, and responsible business practices) could be deprioritized or abandoned altogether.

With government funding for aid shrinking fast, the question is no longer whether the private sector should play a role in sustainable development – but how fast we can make that happen? Companies must resist the temptation to step away from ESG (Environmental, Social and Governance) commitments, or drop impact-driven business models. Instead, they must double down on sustainable, long-term strategies that create both profit and positive change.

Rather than dwelling on the alarming consequences of these funding cuts (which many commentators are documenting well), I want to underscore why this moment demands a shift.

From my work in sustainability consulting, business partnerships, and initiatives with CARE, I’ve identified the following key trends shaping this transformation.

The Rise of Impact-Driven Partnerships

Corporate Social Responsibility (CSR) in Southeast Asia has long been philanthropy-driven, with companies donating to social causes without embedding impact into their core business. That’s shifting.

While there’s still a place for sponsorships, more businesses now see the value in long-term, strategic partnerships with NGOs and social enterprises. CARE has always been my “go-to” on this, for examples of the innovations used to secure “win-win” partnerships with corporations – I’ve listed their collaborations over the years with the likes of Barclays, Allianz and GSK as just a few examples.

In Southeast Asia, many other organisations have worked collaboratively with companies. World Vision & Procter & Gamble in the Philippines, for example, ran a Hope in Garbage project, which collected 3.2 million plastic sachets and 870,000 plastic bottles, upcycling them into 1,040 chairs for schools – a great model for sustainability and education impact.

Here in Vietnam, The East Meets West Foundation, also known as ‘Thrive Networks’, partnered with GE Healthcare to enhance healthcare infrastructure leading to the development of medical institutions, and the provision of custom-designed equipment to hospitals, aimed at improving neonatal care and reducing infant mortality rates. ​

Even in industries like apparel, where brands once relied on short-term worker welfare programs, we now see the co-development of ethical supply chains with sustainability organizations. CARE and the ILO’s early 2000s work laid a lot of the foundations for this, and entities now, such as RISE, are pushing ethical supply chain development even further as result.

Where to from here? To me, the answer is clear. Organizations – NGOs, especially – engaging with the private sector need to move beyond sponsorship requests and, instead, position themselves as strategic partners that bring business value, through such things as innovation, market access, or risk mitigation.

The Shift from Compliance to ESG-Driven Business Models

ESG factors are becoming a competitive advantage, rather than a regulatory burden. Investors, consumers, and governments are increasingly pressuring businesses to embed sustainability into their operations. The result of which is that large corporations are developing ESG frameworks, not just to comply with regulations, but to attract investors and gain consumer trust.

And with this trend, we are seeing multinationals now pushing sustainability requirements down their supply chains, impacting SMEs and local businesses.

Governments in our region are also starting to integrate ESG into investment policies and corporate reporting frameworks. Both Vietnam and Indonesia, for example, highlight ESG in financial reporting, investment strategies, and regulatory frameworks.

Vietnam even has a “report or explain” framework and Corporate Governance Code which both promote transparency, while Indonesia’s OJK Regulation No. 51/2017 mandates ESG disclosure for listed companies.

As ESG gains traction, the non-profit world can play a more prominent role in ensuring businesses go beyond compliance to create real social and environmental impact. NGOs can add value by training smaller companies on ESG compliance, reporting, and sustainable business models, and also facilitating partnerships that ensure corporate ESG aligns with local needs. There is also room for NGOs to play a role in accountability, monitoring ESG commitments, preventing greenwashing, and pushing for stronger corporate governance.

The Growth of Market-Based Solutions & Inclusive Business Models

Lastly, one of the most exciting trends I think Southeast Asia is experiencing, is the rise of businesses integrating social impact into their core revenue models. Rather than treating sustainability as a cost center, companies are developing commercially viable solutions that also drive impact.

As such “circular economy” models are emerging, particularly in sectors like textiles, packaging, and agriculture. Whilst social enterprises are scaling through corporate partnerships, blending business growth with community impact.

I saw this firsthand as early as 2007, when I worked on CARE’s rural sales initiative in Bangladesh – a project that later spun off as JITA, itself a stand-alone social enterprise in 2012. Since then, the region has only expanded its approach, with more companies exploring inclusive business models that drive both profit and impact.

These ventures, requiring businesses to engage with underserved communities, need cross-sector expertise, opening up opportunities for collaboration between the private sector, NGOs, and impact investors. Organizations that can align their business goals with market-based impact solutions will, in my opinion, have a stronger case for funding and growth partnerships.

Where to Next?

Private sector engagement in Southeast Asia is no longer an option in my view – it’s a necessity. With aid funding brutally slashed, ESG becoming mainstream, and political pressure mounting against corporate social commitments, businesses and impact organizations must collaborate in smarter, more strategic ways.

In the face of backlash against DEI, we must recognize that ESG, sustainability, and inclusive business aren’t just about good optics – they are about long-term business resilience, risk management, and innovation.

Businesses should move beyond compliance and integrate ESG and impact into their core strategy, rather than retreating from it. Whilst NGOs must stop just chasing sponsorships and become strategic partners that offer value.

The opportunity is there for the taking. The question is: who’s ready to lead, and who will fall behind?

What next after CSR?

Subscribe to continue reading

Subscribe to get access to the rest of this post and other subscriber-only content.

Gender Equality and the role of business

For the past eighteen months, Coracle Consulting has taken on several client assignments, respectively seeking to tackle a common goal: how to best engage the Private Sector on the subject of Gender Equality?

Tackling outlandishly sized issues, such as the emancipation of women and girls, can be an equally daunting as well as inspiring proposition.

There have been notable public advocates for women’s empowerment, who have given traction to the surrounding causes, and possible solutions to redress, gender equality, and to bring more attention to the disparities that have always existed.

From the suffragette movement that influenced the British Government’s position on introducing womens’ right to vote, through to the more modern day, global ambassadors such as Malala Yousafzai, speaking out for young girls and their right to an education.

Very rarely, however, through the archives of campaigns and individual acts of sacrifice, in the fight for gender equality, has the private sector surfaced as a likely protagonist and champion for women’s rights.

If, by “private sector” we assume a definition that both includes profit-making entities, as well as the market systems within which they grow these profits, there has been a vacant chasm of inactivity and ignorance between how the private sector could impact positively on gender equality vs. what it has historically, and actually, done.

Although there are more women than men in the world, the trillions of dollars of revenue and capital flow connected to global markets are almost exclusively governed by men. Men monopolize high level political spaces, they monopolize multi-national corporation board rooms and, in the majority of countries still, the purchasing privileges of any one given household.

To turn this trend around, or at least to begin the process of re-calibrating the direction of this metaphorical ship, will take generations. However, that process, slowly but surely over the last decade, is underway.

This post won’t focus on the contrasting examples of progress seen from one country to the next. For every success story and anecdote of gains made and celebrated in one context, another more chilling chronicle of discrimination or vulnerability can be told from somewhere else.

Instead, we want to share Coracle’s recent experiences of how to best influence and engage an ever growing queue of companies, eager to take seriously their role in the pursuit of a new norm when it comes to treating men and women equally. To capture some of what we have learnt, the following lessons are shared, for those looking to invest in running their businesses in a more gender responsive way:

1. Don’t shy away from auditing how your existing business is performing in terms of addressing gender (and other diversity) issues. One of the most effective ways for the private sector to change, is through the influence that comes from within the sector itself. Just as companies react to how their peers innovate new products, or leverage technology, the same rule applies when one company actively publishes their progress to develop new policies and practice around issues of inclusion. It’s better to be a pioneer and fail a few times before making progress, than to aim for mediocrity at best, or at worst, remain enshrouded in antiquated operational past-times.

2. Work with others who can ensure you get the basics right. A myriad of recent research and tools have been published by institutions including the UN, USAID and international NGOs such as CARE International, that offer step-by-step guidance for companies when it comes to how to initiate and implement more gender responsive behaviours and outcomes. Becoming familiar with these is one minimum task for a company, but forging partnerships with NGOs and CSOs over a longer period of time, to collaborate more fittingly with experts is also going to significantly accelerate a company’s journey, both in defining standards and then designing long term plans for enacting these.

3. Create spaces and platforms for women to share their perspectives and suggestions on how to change the status quo. Female employees, women producers in a company’s supply chain, female customers and consumers of company products – where are their voices in your company’s strategy? If a company is dis-connected from its own eco-system of stakeholders, and their data and research excludes the perspectives of women writ large, then whatever changes are made will always be compromised.

4. Find the money and resources to make the changes to your business lasting and meaningful. Do not consign issues of diversity and gender equality to be the mainstay of a suitably titled “Corporate Social Responsibility” manager, or else farm them out to your human resources department. The CEO of your company, or equivalent, should be accountable for this, with no exception, and if your company tracks its operational progress using a catalogue of measurable indicators, these should feature gender-related criteria across all aspects of the company’s operations.

5. Don’t fall into the trap of making “socially responsible” decisions because you have been advised this will enhance your company’s reputation. The fact is, there is a way of balancing positive social and environmental impacts from your business, alongside growing your company’s revenue. The sacred “win-win” scenario does exist and an ever increasing number of companies – from the largest to the more discreet start-ups – are curating their strategies based on this very triple bottom line objective. An exciting legacy can be left by the private sector when it comes to environmental stewardship, social impact and financial profit making.

How your company chooses to embrace designing, and seeing through to fruition. a more blended set of outcomes such as these, is up to you.

Coracle’s commitment will always be to offer you our ideas and our experiences from collaborating with non-profits and the private sector for the past twenty years, and are aim will always be to inspire your business into action.

For more information about how Coracle can support you in this regard, feel free to connect with us at http://www.coracleconsulting.net or email timbishop@coracleconsulting.net