While the world marvels at data centers and NVIDIA chips consuming electricity equivalent to small cities, a two-year-old sits on the floor of an ordinary daycare. Using no more than a dim household bulb’s worth of energy—20 watts—this child performs feats Silicon Valley can only dream of: learning a language, understanding sarcasm, recognizing a banana, whether drawn, plastic or half-eaten.
Editorial
Editorial perspectives shaping how key developments in markets, technology, policy and society are interpreted.
The transition from 5G to 6G is no longer a technical discussion. It is reshaping governance, sovereignty, investment horizons and organizational trust.
In recent years, artificial intelligence has increasingly captured the attention of both media and science. Yet experts like Chiara Gallese warn that using AI does not automatically lead to understanding. Her critique of ChatGPT’s use on the Riemann Hypothesis is striking: AI can sound fluent, but it cannot guarantee deep insight. The illusion of knowledge, she argues, may be the greatest risk of generative AI.
As Artificial Intelligence accelerates, society moves faster — but not necessarily toward greater well-being. This essay explores the growing gap between technological innovation and human meaning, and asks whether a truly human-centered future is still within reach.
We live in a time where technological innovation never pauses. Artificial Intelligence is growing exponentially; algorithms predict our behavior and smart systems make decisions once reserved for humans. Yet… life feels faster but poorer. We have more resources than ever, yet less time, less rest and less meaning. Society seems increasingly individualistic; hidden poverty is on the rise—not only financially but socially and emotionally.
Markets are no longer content with comforting metaphors. In 2026, complexity has outgrown the simplicity of storytelling. Investors still crave clarity, but the source of trust has shifted from narrative to system. The recent formal ascension of Greg Abel to CEO of Berkshire Hathaway is not a disruption of strategy, nor a break with tradition. It is the logical evolution of a company built for the long term — a company where the message remains the same, but the language must adapt.
