In the long run, increasingly capable machines will transform the work of professionals, giving rise to new ways of sharing practical expertise in society. This is the central thesis of our book. We cannot commit to timeframes, in large part because the speed of change is not in our hands. But we are confident that the change will constitute an incremental transformation rather than an overnight revolution. In the language of the book, the shift itself can be characterized in many ways: as the industrialization and digitization of the professions; as the routinization and commoditization of professional work; as the disintermediation and demystification of professionals. Whatever terminology is preferred, we foresee that, in the end, the traditional professions will be dismantled, leaving most (but not all) professionals to be replaced by less expert people and high-performing systems. We expect new roles will arise, but we are unsure how long they will last, because these too, in due course, may be taken on by machines. In the post-professional society, we predict that practical expertise will be available online. Our strong inclination is to encourage the removal of current and future gatekeepers, and to provide people with as much access as is feasible to this collective knowledge and experience. The final step in our argument is to explain why we think that it is desirable to liberate practical expertise in this way. When we speak above and throughout about technology and its impact on the professions, we are conscious that it might sound as though we believe the future is already mapped out in detail and is somehow inevitable— that we are hardline ‘determinists’. Our analysis in Chapter 4, for example, makes it clear that we expect machines to become increasingly capable, that devices will be increasingly pervasive, and that human beings will be increasingly connected. And we certainly do anticipate an exponential growth in information technology. While we do not foresee these developments unfolding as a matter of necessity, we do regard them as extremely probable (barring asteroids, nuclear wars, pandemics, or the like). However—and this is where we part company with determinists—this does not mean that human beings have no control over future direction.
Information technology (IT) system users must be allowed to decide on the future direction of major national IT initiatives. But the task of redistributing power equally amongst stakeholders will not be an easy one