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Below, coauthors Bruce Schneier and Nathan Sanders share five key insights from their new book, Rewiring Democracy: How AI Will Transform Our Politics, Government, and Citizenship. Bruce is a security technologist, teaching at the Harvard Kennedy School and the Munk School at the University of Toronto. He is also a board member of the Electronic Frontier Foundation and Chief of Security Architecture at Inrupt, Inc. Nathan is a data scientist affiliated with Harvards Berkman Klein Center. He is focused on making policymaking more participatory, with his research spanning machine learning, astrophysics, public health, environmental justice, and more. Whats the big idea? AI can be used both for and against the public interest within democracies. It is already being used in the governing of nations around the world, and there is no escaping its continued use in the future by leaders, policy makers, and legal enforcers. How we wire AI into democracy today will determine if it becomes a tool of oppression or empowerment. Listen to the audio version of this Book Biteread by Bruce and Nathanbelow, or in the Next Big Idea App. 1. AIs global democratic impact is already profound Its been just a few years since ChatGPT stormed into view and AIs influence has already permeated every democratic process in governments around the world: In 2022, an artist collective in Denmark founded the worlds first political party committed to an AI-generated policy platform. Also in 2022, South Korean politicians running for the presidency were the first to use AI avatars to communicate with voters en masse. In 2023, a Brazilian municipal legislator passed the first enacted law written by AI. In 2024, a U.S. federal court judge started using AI to interpret the plain meaning of words in U.S. law. Also in 2024, the Biden administration disclosed more than two thousand discrete use cases for AI across the agencies of the U.S. federal government. The examples illustrate the diverse uses of AI across citizenship, politics, legislation, the judiciary, and executive administration. Not all of these uses will create lasting change. Some of these will be one-offs. Some are inherently small in scale. Some were publicity stunts. But each use case speaks to a shifting balance of supply and demand that AI will increasingly mediate. Legislators need assistance drafting bills and have limited staff resources, especially at the local and state level. Historically, they have looked to lobbyists and interest groups for help. Increasingly, its just as easy for them to use an AI tool. 2. The first places AI will be used are where there is the least public oversight Many of the use cases for AI in governance and politics have vocal objectors. Some make us uncomfortable, especially in the hands of authoritarians or ideological extremists. In some cases, politics will be a regulating force to prevent dangerous uses of AI. Massachusetts has banned the use of AI face recognition in law enforcement because of real concerns voiced by the public about their tendency to encode systems of racial bias. Some of the uses we think might be most impactful are unlikely to be adopted fast because of legitimate concern about their potential to make mistakes, introduce bias, or subvert human agency. AIs could be assistive tools for citizens, acting as their voting proxies to help us weigh in on larger numbers of more complex ballot initiatives, but we know that many will object to anything that verges on AIs being given a vote. Its likely that even the thousands of disclosed AI uses in government are only the tip of the iceberg. But AI will continue to be rapidly adopted in some aspects of democracy, regardless of how the public feels. People within democracies, even those in government jobs, often have great independence. They dont have to ask anyone if its ok to use AI, and they will use it if they see that it benefits them. The Brazilian city councilor who used AI to draft a bill did not ask for anyones permission. The U.S. federal judge who used AI to help him interpret law did not have to check with anyone first. And the Trump administration seems to be using AI for everything from drafting tariff policies to writing public health reportswith some obvious drawbacks. Its likely that even the thousands of disclosed AI uses in government are only the tip of the iceberg. These are just the applications that governments have seen fit to share; the ones they think are the best vetted, most likely to persist, or maybe the least controversial to disclose. 3. Elites and authoritarians will use AI to concentrate power Many Westerners point to China as a cautionary tale of how AI could empower autocracy, but the reality is that AI provides structural advantages to entrenched power in democratic governments, too. The nature of automation is that it gives those at the top of a power structure more control over the actions taken at its lower levels. Its famously hard for newly elected leaders to exert their will over the many layers of human bureaucracies. The civil service is large, unwieldy, and messy. But its trivial for an executive to change the parameters and instructions of an AI model being used to automate the systems of government. The dynamic of AI effectuating the concentration of power extends beyond government agencies Over the past five years, Ohio has undertaken a project to do a wholesale revision of its administrative code using AI. The leaders of that project framed it in terms of efficiency and good governance: deleting millions of words of outdated, unnecessary, or redundant language. The same technology could be applied to advance more ideological ends, like purging all statutory language that places burdens on business, neglects to hold businesses accountable, protects some class of people, or fails to protect others. Whether you like or despise automating the enactment of those policies will depend on whether you stand with or are opposed to those in power, and thats the point. AI gives any faction with power the potential to exert more control over the levers of government. 4. Organizers will find ways to use AI to distribute power instead We dont have to resign ourselves to a world where AI makes the rich richer and the elite more powerful. This is a technology that can also be wielded by outsiders to help level the playing field. In politics, AI gives upstart and local candidates access to skills and the ability to do work on a scale thatused to only be available to well-funded campaigns. In the 2024 cycle, Congressional candidates running against incumbents like Glenn Cook in Georgia and Shamaine Daniels in Pennsylvania used AI to help themselves be everywhere all at once. They used AI to make personalized robocalls to voters, write frequent blog posts, and even generate podcasts in the candidates voice. In Japan, a candidate for Governor of Tokyo used an AI avatar to respond to more than eight thousand online questions from voters. We dont have to resign ourselves to a world where AI makes the rich richer and the elite more powerful. Outside of public politics, labor organizers are also leveraging AI to build power. The Workers Lab is a U.S. nonprofit developing assistive technologies for labor unions, like AI-enabled apps that help service workers report workplace safety violations. The 2023 Writers Guild of America strike serves as a blueprint for organizers. They won concessions from Hollywood studios that protect their members against being displaced by AI while also winning them guarantees for being able to use AI as assistive tools to their own benefit. 5. The ultimate democratic impact of AI depends on us If you are excited about AI and see the potential for it to make life, and maybe even democracy, better around the world, recognize that there are a lot of people who dont feel the same way. If you are disturbed about the ways you see AI being used and worried about the future that leads to, recognize that the trajectory were on now is not the only one available. The technology of AI itself does not pose an inherent threat to citizens, workers, and the public interest. Like other democratic technologiesvoting processes, legislative districts, judicial reviewits impacts will depend on how its developed, who controls it, and how its used. Constituents of democracies should do four things: Reform the technology ecosystem to be more trustworthy, so that AI is developed with more transparency, more guardrails around exploitative use of data, and public oversight. Resist inappropriate uses of AI in government and politics, like facial recognition technologies that automate surveillance and encode inequity. Responsibly use AI in government where it can help improve outcomes, like making government more accessible to people through translation and speeding up administrative decision processes. Renovate the systems of government vulnerable to the disruptive potential of AIs superhuman capabilities, like political advertising rules that never anticipated deepfakes. These four Rs are how we can rewire our democracy in a way that applies AI to truly benefit the public interest. Enjoy our full library of Book Bitesread by the authors!in the Next Big Idea App. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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Most people still measure performance in hours. They pack their calendars as full as possible, track time down to the minute, and take pride in squeezing more into each day. However, the best performance comes from harnessing rhythmthe alignment of energy, capacity, and focus. Its what turns effort into flow. In the industrial age, managing time made sense: productivity was tethered to factory shifts and desk schedules. But in todays BANIbrittle, anxious, nonlinear, incomprehensibleworld, hours spent no longer translate neatly into value created. The leaders who thrive now are those who sense and harness the rhythms of their team. Energy rises and falls across the day. Caregiving cycles alter capacity. Strategies unfold in waves of preparation, concentration, and delivery. When these rhythms reinforce one another, performance compounds; when they diverge, even the most talented teams struggle. The challenge is that most of these clashes remain invisible. We think theyre the result of individual personality traits or bad luck. The reality is that theyre systemic patterns that quietly drain performance. Here are the three invisible problems affecting your team, along with strategies for addressing them. 1. Biological misalignment Its 8:30 a.m. and the leadership team gathers for its weekly meeting. The Early Birds are full of energy and ready to make decisions. The Night Owls are still warming up and contribute less than they could. By midafternoon, the balance shifts, yet decisions have already been made. Every team includes a range of chronotypes. Some people do their clearest thinking before breakfast; others hit their creative peak late in the day. Standard nine-to-five routines privilege one end of that spectrum and leave the rest operating below their best. Chronobiology research highlights the effect. Social jetlag, the mismatch between biological and social clocks, impairs alertness and cognitive function. Teams experience more rework, slower problem-solving, and thinner creativity when the shared schedule maps poorly to peoples natural peaks. AbbVie Norway, part of the global biopharmaceutical company AbbVie, set out to improve low employee satisfaction with work-life balance and strengthen its ability to attract and retain top talent. Leaders restructured work design so employees could align their hours with their natural rhythms, holding meetings only between 10 a.m. and 4 p.m. and allowing full flexibility as long as results were delivered. The changes paid offturnover and sick leave dropped sharply, work-life balance satisfaction rose from 58% to 95%, and AbbVie Norway has been named one of Norways Best Workplaces multiple times by Great Place to Work. What to do when biology and schedule pull apart Rotate the clock: alternate early and later starts for recurring meetings. Separate information from decisions: share context asynchronously; save live sessions for debate and commitment. Map energy windows: ask people to mark their sharpest 90120 minute blocks and protect them. Design quiet blocks: build in predictable meeting-free hours each week. Publish your own rhythm: when leaders model their preferred windows, others feel safe to do the same. The payoff comes in the form of increased participation, high-quality ideas, and better decisions. Teams spend more time progressing the work and less time recovering from poorly timed interactions. 2. Life-stage and relationship cycles Its Wednesday afternoon, three weeks before the launch. A product lead is caring for an aging parent. A colleague is coparenting a toddler with alternate-week custody. Both are very committed and highly skilled. Both have a capacity that ebbs and flows in cycles that their work plan doesnt account for. As a result, theres a buildup of unnecessary stress, and cracks start to appear in their relationship. Capacity rarely follows a flat line. Parenting schedules, eldercare demands, study commitments, personal health, and community roles all create repeating patterns. Teams thrive when these patterns are visible and part of planning. Our own work carries this reality. Camilla alternates between weeks of intense caregiving and weeks with greater availability. David structures his day around defined windows of care for his disabled son. These rhythms shape when deep work and collaboration can happen, and they strengthen performance when leaders plan accordingly. In 2011, the Norwegian Association of Lawyers began a cultural transformation to align work hours with employees natural rhythms and personal responsibilities. Led by Secretary General Magne Skram Hegerberg and supported by the Life Navigation framework, the organization symbolically buried its wall-mounted clock-in machine, replacing rigid time-tracking with a focus on outcomes and skills. Employees were encouraged to align their working hours with their chronotypes and caregiving needs, with start times ranging from 6:30 a.m. to 2:30 p.m. Productivity doubled in some areas, and creativity and problem-solving flourished. To make peak energy hours visible, some employees even used a plush toy frog on their desk to signal do not disturb. What to do when life rhythms shape capacity Sequence the load: assign heavier tasks to higher-capacity weeks. Create coverage by design: pair people or build small pools for critical responsibilities. Signal the cycle: encourage sharing of simple, recurring capacity patterns. Match work mode to the week: plan collaboration-heavy activities for higher-capacity periods. Build recovery in public: name decompression phases so rest appears as part of the plan. The payoff comes in the form of higher loyalty, sustained delivery, and less firefighting. People stay, grow, and contribute at a high level across various life stages, rather than stepping away. 3. Strategic mistiming Its Friday morning at the quarters end. Finance is closing the books, sales is finishing a sprint, and HR is finalizing reviews. Then the C-Suite leadership unveils a flagship initiative and asks for all hands on deck. The purpose of the initiative is strong, but its launch comes at the lowest energy point of the teams cycle. Organizational habits often set the drumbeat: quarter-end pushes, annual summits, weekly status rituals. Strategy, meanwhile, moves in waves that benefit from different kinds of energyexploration and framing, concentrated build, high-tempo collaboration, delivery, and learning. Peak efforts flourish when the strategic wave and human energy crest together.At GuldBoSund, a nursing home and rehabilitation center in Denmark, staff redesigned daily routines around residents preferred rhythms rather than a fixed schedule. One resident enjoys coffee and breakfast at 5:30 a.m., while others sleep until 9:30. Staff also adjusted their own shifts to better match their personal energy cycles, coordinating care so that residents needs were always met. The outcome: residents experienced higher quality of life, and staff took fewer than two sick days a year on averageincluding night-shift workers. The example shows that when human rhythms are respected, well-being and performance strengthen eac other. What to do when timing blunts strategy Plot an energy calendar: map recurring highs and lows and overlay strategy waves. Concentrate the peaks: design a few shared surges instead of scattering intensity. Stage the build: use short rhythm sprints before high-stakes moments, then cooldowns to consolidate learning. Anchor the why for co-location: mark the specific moments when being in-person creates outsized value. Measure cadence as well as milestones: track rhythm health with metrics such as rework, decision latency, and recovery time. The payoff comes in the form of stronger execution at the moments that matter, with a team resilient enough to repeat success across cycles. Make the invisible visible: a mini-playbook Rhythm becomes central to team performance once it becomes visible. Leaders can set the tone with a few simple practices: Rhythm mapping. Run a short survey or whiteboard session that asks three questions: When does focus feel strongest? When does collaboration feel easiest? Where do we lose flow? Turn the answers into a one-page map for the team. Shared cadence charter. Agree the weekly and monthly rhythm: deep-work spans, meeting windows, response expectations, and decision rituals. Keep it light and visible; update as the work evolves. Quarterly rhythm review. Look back on the past cycle: Where did energy surge or dip? What clashed? What flowed? Adjust the next cycle accordingly. Leader rhythm transparency. Publish your own focus windows, collaboration preferences, and recovery practices. Model the behaviour you want the team to adopt. Recovery as a capability. Teach practical reset rituals, such as after-action reviews that end with gratitude, shorter meetings with clear outcomes, brief meeting-free blocks after launches, and flexible Fridays during lower-demand periods. These moves require little budget and deliver immediate benefits: clearer attention, fewer collisions, and more consistent progress. The leadership edge The three invisible problemsbiological misalignment, life-stage and relationship cycles, and strategic mistimingact as a significant drag on the performance of teams. Rhythm-aware leadership treats energy, capacity, and timing as strategic assets. It sets the conditions for wiser decisions, leaps of innovation, and a sustainable pace of working. Organizations that move in rhythm build trust faster, integrate new technology more smoothly, and retain the people they need for the long run. Managing time sharpens efficiency. Leading with rhythm creates a strategic advantage. The best leaders combine both.
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Most immersive experiences today may feel stale in retrospect. Brands have invested heavily in creating spaces meant to captivate, yet these experiences all replicate the same visual and audio cues, making it increasingly difficult for brands to differentiate. The underlying issue is a technological design constraint: You can either create something highly personalized or something that scales to hundreds of people simultaneously, but rarely both. A seismic change is afoot that will dwarf the previous chasm, like the shift from black and white film to color cinema. Multimodal AI is poised to eliminate the joint scaling and personalization limitation, enabling truly multidimensional, adaptive experiences where each person experiences something completely unique, all generated in real time. Multimodal AImachine learning models that can process and integrate information from multiple modalities, like text, images, audio, and videowill fundamentally reshape not just the types of experiences designers create, but how they work. Designers who can orchestrate these AI systems will create the future of multidimensional experiences, realizing true personalization at scale. HOW MULTIMODAL AI WILL REVOLUTIONIZE DESIGN Close your eyes and imagine two people walking through the same physical spacean immersive entertainment activationand they are each having a unique, hyper-personalized visit across every dimension. Through interfaces like smartphones, wearable devices, and embedded sensors throughout the space, the environment adapts in real time to each individual. That includes the visuals, sounds, narrative, and digital interactions. Multimodal AI can simultaneously “see” your facial expressions, “hear” your voice tone, “read” your text inputs, and “observe” your movement patterns. It weaves all this information together to make intelligent decisions about how to personalize your experience in real time. Las Vegas Sphere demonstrates early-stage capabilities with its 170,000-speaker Holoplot audio system that creates distinct sonic zones with surgical precision. Visitors standing just feet apart can experience completely different sounds, tones, intensities, or narrative perspectives of the same content. Multimodal AI will take this capability a step further by enabling even more distinct, individualized sonic experiences based on person, as opposed to a zone. The level of personalization sophistication will ultimately depend on the available interface capabilities. Achieve basic personalization through smartphone apps and existing displays, much like current museum audio guides that offer different language options. More immersive personalization may require wearable tech like alternative reality glasses or advanced earbuds that can overlay completely different visual and audio experiences for each user. The future promises even more seamless interfaces, with the rumored Jony Ive-Sam Altman device potentially enabling contextually aware, screenless interactions that respond to gesture, voice, and environmental cues with minimal technology barriers. THE RISE OF THE “UBER DESIGNER” Creating these AI-powered ultra-personalized immersive experiences requires designers to fundamentally change how they work. This evolution creates what I call the “uber designer, creative professionals who direct AI systems across multiple modalities to craft unified, adaptive experiences. The uber designer becomes the conductor enabling experiences that account for every element while AI, alongside specialized design teams, handles the execution of countless personalized versions. This technological shift will represent an elevation into higher-order creative leadership. AI manages routine execution and personalization at scale, while humans focus on strategic vision, storytelling, creative judgment, and orchestrating the overall experience architecture. STAYING AHEAD: A DESIGNER’S SURVIVAL GUIDE This isn’t some distant future. Designers need to adapt now. The designers who position themselves now as AI orchestrators for immersive experiences will define the next generation of physical spaces, from retail environments that adapt to each shopper to museums where exhibits personalize to visitor interests. Some industry leaders have begun integrating AI within elements of their brand concepts. Beauty brands like LOreal and Sephora have released versions of an AI assistant allowing customers to try on beauty products before they make a final purchase or to analyze their skin. Bloomberg Connects has leveraged AI to enhance museum accessibility for visually impaired visitors within an immersive audio guide accessible through a digital app. The Sphere Experience enables guests to converse at length with an AI humanoid robot. Leveraging multimodal AI, designers will be able to expand these experiences even further into multiple dimensions, impacting sound, sight, touch, and smell all at once. So how do you become an uber designer? Designers can strengthen their toolkit in various ways, but heres my advice: Start integrating AI into workflows now. Begin incorporating AI tools into daily practice. There are various administrative tasks that AI can handle with minimal oversight. Learn how to effectively prompt, direct, and refine AI-generated content. Develop fluency in multiple AI platforms to understand their strengths and limitations. Develop cross-disciplinary thinking. The most valuable designers will orchestrate experiences across every single dimension and not just specialize in one. Move from a “maker” mindset to that of an “experience conductor.” Emphasize the modernization of existing spaces. The biggest opportunities lie in reimagining stagnant industries like retail stores, museums, and entertainment venues, with AI-powered personalization that creates the ultimate multidimensional experiences. Multimodal AI will enable designers to envision even more impactful spaces and experiences that move, inspire, and connect with people. Those who start experimenting now and make an emphasis to revitalize stagnant industries will find themselves at the forefront of a creative renaissance. Humans will be directing machines to create immersive experiences we never thought possible. Andrew Zimmerman is CEO and cofounder of Journey.
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E-Commerce
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