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When the machines take over

The struggle for humanity's future

November 3, 2025

8 min read

November 3, 2025

8 min read

Photo: Dreamstime.

AI and AI-controlled humanoid robots will, in all likelihood, transform our societies beyond recognition. Whether this technology will ultimately prove positive or negative for our civilisation remains an open—and existential—question.

Humanoid, AI-driven robots designed to help us in daily life are no longer science fiction but a technology already available. They will only become cheaper, more versatile, and more accessible in the years ahead. Before long, they will be visible everywhere in society. There are numerous estimates of how quickly, and in which sectors, this technology will first be adopted.

Conservative estimates predict that between 150,000 and 300,000 humanoid robots will be deployed by 2030, mainly for niche industrial uses, with numbers increasing steadily thereafter. The baseline scenario, supported by most analysts, projects annual shipments of between 180,000 and 250,000 units by 2030, leading to a total stock of several hundred thousand. The optimistic scenario, regarded by most observers as ambitious, foresees more than one million units by 2030.

Like all technologies, humanoid robots will rapidly improve and expand in purpose. From initially performing simple, repetitive tasks on factory floors and similar settings, they will gradually become more advanced and capable of executing increasingly complex operations. Virtually every profession will be affected: before long, domestic, repair, care, police, and military robots—among others—will become part of our everyday lives.

Since these are jobs currently done by humans, the consequences will be staggering—with profound economic and political implications—for our open democratic societies. In this context, one can roughly distinguish between three main scenarios—both economic and political—which at their extremes appear either utopian or dystopian.

Economic scenarios

In a perfect world, the rise of such robots would represent the ultimate economic good for our societies. By moving people out of relatively unproductive jobs into more productive ones, and by democratising access to professional expertise, everyone would benefit from the technology. Not only would it make people’s lives easier through higher economic growth and greater prosperity for all, but it would also reduce social and economic inequality. Most people would be able to realise themselves by pursuing meaningful occupations in the true Kantian spirit, and at the same time enjoy more leisure to live the good life.

There is also a less perfect scenario, though still acceptable to most, which would ultimately prove beneficial to society. In this case, humanoid robots and AI would take over almost all possible jobs, rendering the vast majority of humans redundant and pushing them out of the labour market, leading to mass unemployment. Such an outcome would be frightening, but not necessarily existential. If political and economic solutions such as wealth redistribution measures—for instance, universal basic income or similar schemes—are swiftly implemented, people could instead devote their lives to art, culture, and leisure.

However, there is also a scenario that is truly terrifying – one that poses an existential threat to social stability. Here, AI and humanoid robots would take over nearly all jobs, while economic policy fails to adapt and find solutions in time. In such a dystopian scenario, the vast majority of people would lose their livelihoods, with nothing to fall back on, leading to unknown and frightening consequences.

It is difficult to say which of these scenarios is most likely. In Norway and our neighbouring countries—wealthy, developed democracies whose political systems must respond to public preferences—scenarios one and two seem the most plausible. But scenario three—a dystopian techno-oligarchy where a microscopic elite controls nearly all wealth—is, unfortunately, not entirely unthinkable.

In the non-democratic parts of the world—where welfare systems are virtually non-existent and democratic accountability absent—scenario three, by contrast, appears far more likely. The absence of effective mechanisms for wealth redistribution, combined with an entrenched economic elite that has never had to consider the people, makes such an outcome entirely conceivable.

Political scenarios

While it is thought-provoking to imagine the economic scenarios that may result from the rise of AI-controlled robots in our societies—especially the worst possible outcome—these pale in comparison to the potential political consequences. Although the economic and political dimensions naturally overlap, and many scenarios go hand in hand, important differences remain.

Humanoid robots will undoubtedly be used for purposes involving the use of force and the state’s monopoly on it—not only for policing but also for military purposes. The real question will then be who—or what—ultimately controls them, and what that will mean for our societies. With the revelations about Norwegian electric buses from China that can be remotely controlled from Beijing still fresh in memory, the answer to this question could have unimaginable consequences—not only for our civilisation but for humanity itself.

In an ideal world, these humanoid robots would ultimately remain under the control of democratically elected governments, accountable to their own people. They could then play a positive role within the alliance of democratic states. Under proper democratic oversight, they could significantly strengthen law enforcement and defense forces by making them more precise and effective—allowing us to stand stronger against our rivals. Most importantly, they could be activated and deactivated whenever the authorities deem it necessary.

A more troubling scenario is that control over these robots ends up in the hands of a small group of individuals who use the immense power this entails to take control of our societies. It is not difficult to imagine this power being concentrated among a handful of private actors who would use it to dismantle democracy and establish a dystopian techno-oligarchy.

The final scenario—the most alarming and dystopian of all—is that these robots ultimately fall under the control of a self-aware artificial superintelligence (AGI) seeking to rule the world. Given that AGI is predicted to be up to a million times smarter than humans, it seems naïve to believe we could stop such an outcome if our coming silicon overlord were to desire world domination.

These robots could then become the foot soldiers of such a consciousness, enforcing its rule over the planet. And it is not inconceivable that, from the perspective of such an intelligence, humanity would need to be subdued—or even eradicated altogether—to protect the world from the destructive force we represent. This may sound absurd, but it would be madness to rule it out entirely.

Into uncharted waters

These economic and political scenarios are, of course, far from exhaustive, and this analysis merely scratches the surface of the challenges ahead. One can easily imagine a number of other outcomes—especially concerning how the emergence of autonomous humanoid robots might affect the dynamics of autocratic societies, since this discussion primarily considers democratic systems.

But regardless of how one evaluates the strength of the arguments above, one thing seems indisputable: the world is facing the most system-altering transformation in human history. And there is no turning back if our civilisation and our democratic systems are to remain competitive and relevant in the face of the Fourth Industrial Revolution.

In today’s global geopolitical landscape—where realpolitik zero-sum games have replaced win-win cooperation—all means are now employed to acquire power and control strategic pressure points, which in turn are used to gain influence over others. As the ultimate technology that governs all others, states that fail to embrace AI and AI-driven humanoid robots will be unable to keep up with development—and will thus be condemned to history’s scrapyard.

Who ultimately controls the technology, and how it is applied and deployed, will define the balance of power between democratic states and their authoritarian counterparts for generations to come. The outcome will likely determine the path humanity ultimately takes. Either it will tip the balance in favor of democracy—for freedom, human dignity, and prosperity, to the benefit of humankind and ordinary people—or it will serve as a tool of oppression to cement autocratic regimes across the globe. It could also lead to the creation of an entirely new form of governance—or, in essence, a real-life Matrix.

Stronger together

The stakes have never been higher for humanity. All political capital must therefore be mobilised to ensure that the rise of AI-controlled humanoid robots becomes a force for good—benefiting our open societies and, ultimately, humankind itself. We have no time to waste. Norway and Europe, which do not control the technology but have the most to lose, must stand at the forefront.

After outlining these far-reaching possible outcomes, the decisive question remains: How can we, in practice, steer this development in a direction that benefits humanity rather than undermines it? It is difficult to imagine the best path forward, but one thing is certain: the technology carries an unavoidable geostrategic dimension and will undoubtedly be used as a realpolitik weapon in the global struggle for power.

It is therefore in the collective interest of the democratic world that control over the most advanced AI technology ultimately remains in the hands of democratic states. They must stand together. The United States is clearly dominant and firmly in the driver’s seat, but it also has a vested interest in rallying as many allied nations as possible to support it in developing the most optimal solutions.

One possible path forward would be to establish a transnational commission composed of experts from industry, academia, and the public sector in like-minded democracies, where these challenges could be discussed in detail to best prepare us for what lies ahead. Thereafter, we must simply ‘cross the river by feeling the stones’, as a wise Chinese man once said. But we must take care not to fall.

Photo: Dreamstime.

Henrik S. Werenskiold

Henrik S. Werenskiold

Henrik S. Werenskiold is the editor-in-chief of Geopolitika.no.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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