ARTIFICIAL INTELLIGENCE
An AI-native strategy firmGlobal Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.
A Different Kind of Partner in an AI World
AI-native strategy
consulting
Experienced hires
We are hiring experienced top-tier strategy consultants
Quantified Strategy
Decreased uncertainty, improved decisions
Global Advisors is a leader in defining quantified strategies, decreasing uncertainty, improving decisions and achieving measureable results.
We specialise in providing highly-analytical data-driven recommendations in the face of significant uncertainty.
We utilise advanced predictive analytics to build robust strategies and enable our clients to make calculated decisions.
We support implementation of adaptive capability and capacity.
Our latest
Thoughts
Global Advisors’ Thoughts: Is insecurity behind that dysfunction?
By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa
Download this article at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
We tend to characterise insecurity as what we see in overtly fragile, shy and awkward people. We think that their insecurity presents as lack of confidence. And often we associate it with under-achievement.
Sometimes we might be aware that insecurities can lie behind the -ias, -isms and the phobias. Body dysmorphia? Insecurity about attractiveness. Racism? Often the need to find security by claiming superiority, belonging to group with power, a group you understand and whose acceptance you want. Homophobia? Often insecurity about one’s own sexuality or masculinity / feminity.
So it is often counter-intuitive when we discover that often behind incredible success lies – insecurity! In fact, an article I once read described the successful elite of strategy consulting firms as typically “insecure over-achievers.”
Insecurity must be one of the most misunderstood drivers of dysfunction. Instead we see its related symptoms and react to those. “That woman is so overbearing. That guy is so aggressive! That girl is so self-absorbed. That guy is so competitive.” Even, “That guy is so arrogant.”
How is it that someone we might perceive as competitive, arrogant or overconfident might be insecure? Sometimes people overcompensate to hide a weakness or insecurity. Sometimes in an effort to avoid feeling defensive of a perceived shortcoming, they might go on the offensive – telling people they are the opposite or even faking security.
Do we even know what insecurity is? The very need to…
Read the rest of “Power, Control and Space” at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
Strategy Tools
Strategy tools: Effective transfer pricing
So much has been written about transfer pricing. Yet it remains a bone of contention in almost every organisation. Transfer pricing is not merely a rational challenge – it often raises the emotions of internal service users and providers who argue regarding scope, quality, price and value.
We have found that effective transfer pricing relies on some fairly simple best practices and critical success factors.
Many organisations recover costs as a regular ‘below-the-line’ deduction from operating division income statements. In our experience, charge out is almost always preferable. This results in internal value judgements and negotiation regarding delivery happening closer to time of use.
We have typically seen that the realisation that internal pricing plays this role and the consequences of poor implementation are not well understood.
Results of poor transfer pricing implementation
Sub-optimal economic use decisions
Where costs / prices are higher than they should be, buyers pass this on as an inflated cost to their customers, experience margin squeeze, or utilise less of the service than they might have.
Strategically this can lead to incorrect decisions regarding the provision of services to the market and loss of market share.
Where costs / prices are lower than they should be, this can lead to overuse of a product or service and poor cost recovery from external customers.
Strategically this can result in the over promotion and sales of products and services that are achieving lower margins than thought, or that might even be making losses.
Sub-optimal investment and resourcing decisions
Incorrect pricing can lead to over- or under-investment in capacity and product or service quality. Further, the resourcing decisions will be incorrect should the price signal to the supplier be incorrect.
Political and emotional argument
Where buyers are unable to obtain assurance that an internal price is correct, there is typically resentment regarding the cost of the internal product and service and the sheltered position employees of the internal service provider occupy – in the buyer’s eyes free from commercial pressures.
Buyers and suppliers typically also argue regarding the quality of the service or product relative to the price paid.
Suppliers may react to criticism claiming their product or service is strategic in nature and refute its availability in the external markets.
Poor product / service quality
Poor price signals will result in lack of comparable product and service quality benchmarks. This can result in ‘gold-plating’ or poor-quality product and service provision.
Read more at https://globaladvisors.biz/2021/01/06/strategy-tools-effective-transfer-pricing/
Fast Facts
Fast Fact: The rate of technology adoption exploded in the 1990s
The 1990s were an inflection point in the adoption of new technologies. While radio showed fast adoption in the 1920s, new technologies introduced post 2010 had reached penetrations of more than 30% of the United States population within 3 years from launch. PCs...
Selected News
Quote: Dr. Fei-Fei Li – Stanford Professor – world-renowned authority in artificial intelligence
“That ability that humans have, it’s the combination of creativity and abstraction. I do not see today’s AI or tomorrow’s AI being able to do that yet.” – Dr. Fei-Fei Li – Stanford Professor – world-renowned authority in artificial intelligence
Dr. Li’s statement came amid wide speculation about the near-term prospects for artificial general intelligence (AGI) and superintelligence. While current AI already exceeds human capacity in specific domains (such as language translation, memory recall, and vast-scale data analysis), Dr. Li draws a line at creative abstraction—the human ability to form new concepts and theories that radically change our understanding of the world. She underscores that, despite immense data and computational resources, AI does not demonstrate the generative leap that allowed Newton to discover classical mechanics or Einstein to reshape physics with relativity. Dr. Li insists that, absent fundamental conceptual breakthroughs, neither today’s nor tomorrow’s AI can replicate this synthesis of creativity and abstract reasoning.
About Dr. Fei-Fei Li
Dr. Fei-Fei Li holds the title of Sequoia Capital Professor of Computer Science at Stanford University and is a world-renowned authority in artificial intelligence, particularly in computer vision and human-centric AI. She is best known for creating ImageNet, the dataset that triggered the deep learning revolution in computer vision—a cornerstone of modern AI systems. As the founding co-director of Stanford’s Institute for Human-Centered Artificial Intelligence (HAI), Dr. Li has consistently championed the need for AI that advances, rather than diminishes, human dignity and agency. Her research, with over 400 scientific publications, has pioneered new frontiers in machine learning, neuroscience, and their intersection.
Her leadership extends beyond academia: she served as chief scientist of AI/ML at Google Cloud, sits on international boards, and is deeply engaged in policy, notably as a special adviser to the UN. Dr. Li is acclaimed for her advocacy in AI ethics and diversity, notably co-founding AI4ALL, a non-profit enabling broader participation in the AI field. Often described as the “godmother of AI,” she is an elected member of the US National Academy of Engineering and the National Academy of Medicine. Her personal journey—from emigrating from Chengdu, China, to supporting her parents’ small business in New Jersey, to her trailblazing career—is detailed in her acclaimed 2023 memoir, The Worlds I See.
Remarks on Creativity, Abstraction, and AI: Theoretical Roots
The distinction Li draws—between algorithmic pattern-matching and genuine creative abstraction—addresses a foundational question in AI: What constitutes intelligence, and is it replicable in machines? This theme resonates through the works of several canonical theorists:
- Alan Turing (1912–1954): Regarded as the father of computer science, Turing posed the question of machine intelligence in his pivotal 1950 paper, “Computing Machinery and Intelligence”. He proposed what we call the Turing Test: if a machine could converse indistinguishably from a human, could it be deemed intelligent? Turing hinted at the limits but also the theoretical possibility of machine abstraction.
- Herbert Simon and Allen Newell: Pioneers of early “symbolic AI”, Simon and Newell framed intelligence as symbol manipulation; their experiments (the Logic Theorist and General Problem Solver) made some progress in abstract reasoning but found creative leaps elusive.
- Marvin Minsky (1927–2016): Co-founder of the MIT AI Lab, Minsky believed creativity could in principle be mechanised, but anticipated it would require complex architectures that integrate many types of knowledge. His work, especially The Society of Mind, remained vital but speculative.
- John McCarthy (1927–2011): While he named the field “artificial intelligence” and developed the LISP programming language, McCarthy was cautious about claims of broad machine creativity, viewing abstraction as an open challenge.
- Geoffrey Hinton, Yann LeCun, Yoshua Bengio: Fathers of deep learning, these researchers demonstrated that neural networks can match or surpass humans in perception and narrow problem-solving but have themselves highlighted the gap between statistical learning and the ingenuity seen in human discovery.
- Nick Bostrom: In Superintelligence (2014), Bostrom analysed risks and trajectories for machine intelligence exceeding humans, but acknowledged that qualitative leaps in creativity—paradigm shifts, theory building—remain a core uncertainty.
- Gary Marcus: An outspoken critic of current AI, Marcus argues that without genuine causal reasoning and abstract knowledge, current models (including the most advanced deep learning systems) are far from truly creative intelligence.
Synthesis and Current Debates
Across these traditions, a consistent theme emerges: while AI has achieved superhuman accuracy, speed, and recall in structured domains, genuine creativity—the ability to abstract from prior knowledge to new paradigms—is still uniquely human. Dr. Fei-Fei Li, by foregrounding this distinction, not only situates herself within this lineage but also aligns her ongoing research on “large world models” with an explicit goal: to design AI tools that augment—but do not seek to supplant—human creative reasoning and abstract thought.
Her caution, rooted in both technical expertise and a broader philosophical perspective, stands as a rare check on techno-optimism. It articulates the stakes: as machine intelligence accelerates, the need to centre human capabilities, dignity, and judgement—especially in creativity and abstraction—becomes not just prudent but essential for responsibly shaping our shared future.

Polls
No Results Found
The page you requested could not be found. Try refining your search, or use the navigation above to locate the post.
Services
Global Advisors is different
We help clients to measurably improve strategic decision-making and the results they achieve through defining clearly prioritised choices, reducing uncertainty, winning hearts and minds and partnering to deliver.
Our difference is embodied in our team. Our values define us.
Corporate portfolio strategy
Define optimal business portfolios aligned with investor expectations
BUSINESS UNIT STRATEGY
Define how to win against competitors
Reach full potential
Understand your business’ core, reach full potential and grow into optimal adjacencies
Deal advisory
M&A, due diligence, deal structuring, balance sheet optimisation
Global Advisors Digital Data Analytics
14 years of quantitative and data science experience
An enabler to delivering quantified strategy and accelerated implementation
Digital enablement, acceleration and data science
Leading-edge data science and digital skills
Experts in large data processing, analytics and data visualisation
Developers of digital proof-of-concepts
An accelerator for Global Advisors and our clients
Join Global Advisors
We hire and grow amazing people
Consultants join our firm based on a fit with our values, culture and vision. They believe in and are excited by our differentiated approach. They realise that working on our clients’ most important projects is a privilege. While the problems we solve are strategic to clients, consultants recognise that solutions primarily require hard work – rigorous and thorough analysis, partnering with client team members to overcome political and emotional obstacles, and a large investment in knowledge development and self-growth.
Get In Touch
16th Floor, The Forum, 2 Maude Street, Sandton, Johannesburg, South Africa
+27114616371
