Paul Hardy (Brighton, 52) spent the first two decades of the 2000s searching for everything that would make life easier for himself and his co-workers. Perhaps the drive to always find the simplest way to do things is what has made it the benchmark for digital transformation. ServiceNow, the company to which he has dedicated the past ten years, provides the tools to create digital environments for governments and large companies, such as Microsoft, Veolia or the Aston Martin Formula 1 team.
An avid surfer, he spends his days navigating the difficulties of a corporate world that has rapidly become obsessed with artificial intelligence (AI). Hardy says clients praise this technology without having any idea where it’s going, and that in his current job it’s often a lifeline to keep executives from continuing to blow millions without rhyme or reason. More recently, his company has become a leader in the development of business-applied AI agents, a tool that promises to change work as we know it. In an interview with El Pais newspaper, the executive said that artificial intelligence, like electricity or the internal combustion engine, will destroy jobs. But he believes that this revolution will usher in a new era with new horizons that humanity has not yet discovered.
I ask: What does innovation mean to you?
answer: Technology is changing dramatically and innovation is simply doing something different tomorrow. For a large organization, it may be improving one process and changing the way you do business.
Q: In the current context of technological advancement, what do you find particularly exciting or disturbing?
A: The idea of technology that works exactly when people need it seems crucial to me. One of the greatest achievements in the world is that people carry a phone with them and can install apps if they work for them or uninstall them if they don’t like them. In a business environment, technology needs to work in the same way. We’ve always had tools that work fairly well. But we are now certainly close to a situation where new technologies such as artificial intelligence and platforms will be able to do exactly what is needed. We modify it so that it does what it needs to do at the given moment, and generates value.
Q: You just mentioned artificial intelligence. Do you think companies should balance technology and human capital?
A: We must learn to use the tools properly and make employees explore the possibilities they offer. Humans are key to business, and we will continue to do so, but we have to think about how to do it. There are some basic tasks that none of us want to do. People make mistakes or get bored, and then want to avoid them. So why can’t we automate it? This would allow people to spend time developing ideas that can create real value. Part of what we do is simplify and simplify so people can see if they’re spending time on things they find meaningful or important. Some of the companies we work with are so large that they have lost touch with people.
Q: There is more and more talk about artificial intelligence agents. How do you think they will change the landscape in the coming years?
A: I think it will affect everything in our daily lives. As I said before, I think these technologies will help us with everything we don’t want to do. It will allow people to do things better, and devote ourselves to innovation and imagination. There are many aspects of the job that an AI agent should be able to perform better than a person. Will this affect jobs and roles? naturally. But just like when the train came and people drove the horses and carriages, over time, these people will be retrained for different roles and jobs. This is a revolution, but in the meantime, I think the roles that will be affected will be the ones that people don’t want to do anyway.
Humans are key to business, and we will continue to do so, but we have to think about how to do it
Q: What do you think humans will do when AI takes care of everything we don’t want to do?
A: We will be able to grow and do more. This is the vision. We will be able to think about the environment, the planet and the communities in which we work. Many of these things get pushed to the background because we focus on a product or result. I think this will free us up to think more about how we can make a bigger impact in the future.
Q: Currently, in Europe there is a debate about competitiveness.
A: Yes. I think there are many solutions. Innovation is a tool to be competitive, but you must have a strategic approach. There are many technologies, but in Europe we first have to understand the problems and solve them, not just automate them. If not, we give preference to the opponent. For example, in the case of the automobile industry, the manufacturer is no longer just a manufacturer, but has become a digital company. Now that we are transitioning to electricity, we need to understand how to enable these traditional businesses to continue to evolve. Obviously we won’t change them completely, but removing some of the noise can help them grow and achieve their goals.
Q: What barriers do you find to the adoption of these innovative technologies in the private sector?
A: I think the biggest challenge is for people to understand that each case has its own characteristics. It was all so fast. ChatGPT came out and people panicked. Bosses started asking people to look for anything so as not to fall behind. They wanted to emerge as leaders in the sector. Now people are relaxing. They are thinking about how to develop a real AI strategy.
Q: When many companies use the word AI superficially, how do you recognize the true value?
A: The simple answer is through your AI strategy. A true AI strategy does not focus on the AI itself. It’s about value to the business, that’s the key. Many organizations believe that AI is limited to the IT department, but this is not the case. It is a business tool that can radically change the way companies think, act and carry out their activities, and ultimately generate value in the future.
Q: With all the information currently being generated, how do you differentiate between what is important and what is useless?
A: Thanks to machine learning models and long language models, we are close to being able to do this on its own. Obviously, not all data will be perfect. We have to start with what we know works, and what we trust. It is important that we analyze the data we come into contact with, and understand what it is and where its value lies. However, in the very near future, our systems will understand bad data and learn how to ignore it.
Q: In a world governed by information, is it possible to find a balance between data and human intuition?
A: Risks have become an everyday issue. One must know how to evaluate it so as not to make random decisions. In this sense, when we see information, we control risks and seek balance. Platforms and data serve this purpose, to make informed decisions. In today’s world, with a competitive market and climate change, people and companies have to improvise or diversify, and do things differently. Risk is a part of life and business, but data appears as an opportunity for people to understand the situation and decide what risks they are willing to take.
Q: Do you expect quantum computing to change the current landscape?
A: We are doing a lot of research on this topic. In fact, in the Innovation Department, we’ve spent a lot of time over the past six to eight months looking at areas where quantum computing can add value. It probably comes down to safety, speed, pace, and how quickly you can work. And also in the exponential growth of data and its understanding, allowing for better informed decisions.
Inclinations It is the EL PAÍS project, through which the newspaper aspires to open a permanent dialogue about the great future challenges facing our society. The initiative is sponsored by Abertis, Enagás, EY, Iberdrola, Iberia, Mapfre, Novartis, the Organization of Ibero-American States (OEI), Redeia, Santander, WPP Media and strategic partner Oliver Wyman.
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