In CONVERSATIONS, NEURAL NETWORKS on July 8, 2011 at 12:32 am
Interior of NatWest Castle Street, Liverpool

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” But to really thrive, the branch of tomorrow will need to develop predictive capabilities so that it can anticipate customer needs and meet them in all-new ways.” (Banking on the future, Brett King 2010). page 16.
When I read the ostensibly innocuous language employed by Brett King above,  I have to wonder about semantics.  The all-encompassing idea of the moment is “predictive capabilities.”    These so-called “predictive capabilities” must be developed such that it can meet customer needs, in anticipation of its content.  What does this platitudinal corporate un-language actually say?
In a nutshell, it is still quite a mouthful.  In effect “all” he’s saying, is that the bank branch of tomorrow,  must develop the ability to predict the future.  That’s all. It only has to develop the computational power to figure out what the client will need, and will want, but before the customer knows it himself.   In fact, the bank will know the client better than he will know himself.
“Banks should be smarter than their customers, not the other way around.” (Banking on the future, Brett King 2010) page 18.
So, after developing this predictive capabilities, the “branch” will be able to jump ahead,  and anticipate the customers needs by meeting it in “all new ways”.   This is, they will predict the future,  they will know what you want before you want it and before you know you want it, and they will satisfy this “need” of yours in novel ways that will satisfy you even though you would not have been able to articulate to them that indeed this thing they offer,  will be able to satisfy you. As he says, the Bank will be smarter than you are.
Take note of the dangerous arrogance implicit in this statement. The BANK will be smarter than the customer.  The bank will be able to anticipate what you want before you want it, before you ask for it;  and the bank will satisfy these needs in a way that you would not have been able to voice.  They will control all aspects of the banking your banking, both the supply and demand sides.
“The solution?  Banks should develop a single screen dashboard to provide their personnel with all the data they need to serve their customers.”  (Banking on the future, Brett King 2010) page 18.
   Where’d they teach you to talk
   like this — some Panama City
   “Sailor want to hump-hump bar”?
   Or was today getaway day and your
   last shot at his whiskey. Sell
   crazy some place else — we’re all
   stocked up here.
  (Script, As Good As It Gets)
When Brett king starts talking of a single screen dashboard to provide their personnel with all the data they need to serve their customers, indeed they are talking more control.  As in all totalitarian environments,  the official “ideology” penetrates into the deepest structures of the organisation and seeks to completely control the thoughts and actions of its participants, in this case, both the personnel and the customers. (http: // /
No room is left for individual participation.  The needs of the customer, indeed even the future needs of the customer, becomes the forte of the neural network that can predict your future, and the response of the bank to this predicated future of the now systematized customer,  is also systematized as a single dashboard response. All that remains for the humans in this story,  is to be the vessels of transfer for the demands and decisions of the neural networks, the cyber-robotics that slowly penetrate the very fibre of our existence.  All that the humans in this story end up as, is as second-rate messengers of the machine.  In the machine we trust. God Bless the network.

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