Many complex technologies can be broken up into specialties – the specialties for aircraft, such as engines, wings, control surfaces, avionics, or the specialties for banking, such as retail banking, investment banking, foreign currency trading.

Some problems don’t easily split into areas that can be worked on independently. Teaching a machine to read English is one such. All the techniques are strongly interwoven, and each new aspect has to be solved using the same bag of tricks, or a new trick found and integrated with the others. What this means is that there is no point having hundreds of people assaulting the problem at once – they would just trip over each other, as the history of AGI has shown repeatedly – people kept hoping for a shortcut.

When the problem nears solution, there is the problem of scale-up from the small group who have worked on solving it using methods like: an undirected network, simultaneous evaluation at multiple levels, a huge number of special cases (the evolution of English has been pretty chaotic).

We assume consultants would be the best way of introducing the Active Structure technology to large clients such as banks and governments.

Consultants already understand the English language well enough unconsciously, but it now needs to be better understood at a conscious level so that everyone, including the machine, is on the same page. It will be a somewhat disconcerting experience for them to have to think about things their unconscious mind has been protecting them from. And consciously dealing with the Four Pieces Limit, the cause of much grief in large scale projects and complex organisational redesign. This isn’t about a fancier spreadsheet, or a new method like Just In Time, but a much more powerful and sophisticated way of describing and solving complex problems, using a machine to carry an integrative load which is beyond any one person.

We are hoping to find a consulting firm which sees the challenge as an opportunity to leapfrog its peers, and is sufficiently large to cover banks, giant corporations, government, and Defence, or at most two consulting firms. We train a few people, the consulting company takes over the training of their people, clients, and other consulting companies if they choose – we see more than enough initial work in what has up to now been a closed area not to need to chase other work.

We would also expect the consulting company to act as a shield, so we are not lumbered with the security restrictions necessary in classified or highly sensitive environments. We are not sure this can be done for the first project, but would expect it for later projects.