{"id":118461,"date":"2025-12-02T08:34:52","date_gmt":"2025-12-02T07:34:52","guid":{"rendered":"https:\/\/premium-speakers.com\/?p=118461"},"modified":"2025-12-03T06:04:47","modified_gmt":"2025-12-03T05:04:47","slug":"benjamin-bargetzi-ai-is-not-a-question-of-technology-it-is-a-question-of-humanity","status":"publish","type":"post","link":"https:\/\/premium-speakers.com\/en\/magazin\/benjamin-bargetzi-ai-is-not-a-question-of-technology-it-is-a-question-of-humanity\/","title":{"rendered":"Benjamin Bargetzi – AI is not a question of technology. It is a question of humanity."},"content":{"rendered":"\n

This week, neuroscientist and tech visionary Benjamin Bargetzi<\/a><\/strong> is speaking in Brussels at NATO<\/strong> and the European Union<\/strong>. On the agenda: mental resilience in the age of artificial intelligence<\/strong>, MindGuard’s Ukrainian project<\/strong> \u2013 and the question of how technology and bioanalysis can empower people rather than replace them.<\/p>\n\n\n\n

What Benjamin Bargetzi repeatedly emphasises is not the next version of a model or the next efficiency gain. It is a more fundamental question:<\/p>\n\n\n\n

How do we design AI in such a way that it strengthens our society \u2013 rather than dehumanising it?<\/h2>\n\n\n\n

Because the future of AI is not just political, technological or economic. It is deeply human<\/strong>.<\/p>\n\n\n\n

This insight runs not only through Benjamin’s discussions in Brussels, but also through his current research on the future of social wealth, the role of banks and the stability of financial markets.<\/p>\n\n\n\n

Below are five key insights<\/strong> from this publication \u2013 and what they mean in concrete terms for financial institutions that want to not only introduce AI, but integrate it responsibly<\/strong>.<\/p>\n\n\n\n

1. AI is not frightening \u2013 ignorance is frightening<\/strong><\/p>\n\n\n\n

81% of financial professionals expect AI to replace jobs.
But only 11% believe that their own job will be affected.<\/p>\n\n\n\n

The less someone knows about AI, the more secure they feel \u2013 and the greater their vague fear.<\/p>\n\n\n\n

In practice, this means that:<\/strong>
Teams with little AI expertise block innovation, underestimate the risks of automation \u2013 and overreact when systems fail.<\/p>\n\n\n\n

Leadership here does not mean control, but education, transparency and structured decision-making frameworks.<\/strong><\/p>\n\n\n\n

2. Digital value creation \u2013 analogue leadership<\/strong><\/p>\n\n\n\n

95% of value creation in financial institutions today is digital.
But less than 5% have a CIO or CTO on their board.<\/p>\n\n\n\n

It’s like operating a nuclear power plant \u2013 and not letting the engineers have a say.<\/p>\n\n\n\n

The result:<\/strong><\/p>\n\n\n\n