INFINITE UPSIDE

Technology, livelihood and the transition

What happens between the old job and the new economy?

A faster operation and a secure living are different outcomes. Chapter 16 asks who carries the interval between a changed job and the benefits people hope technology will bring.

A business can need fewer paid hours for a task while the person who supplied those hours still needs a living. The useful work may have become easier. The employee's next source of income has not necessarily appeared.

Chapter 16 of Infinite Upside keeps both questions in view. Vijay Sheth wants businesses to invest, compete and benefit from creating something useful. Writing in 2026, he expects the United States to need universal basic income within the next decade, while acknowledging that his timing may be wrong. He proposes it as a dependable base during the change. His case asks what happens to people before the hoped-for benefits of a new economy reach them.

Follow the person whose role changes

Consider an invented wholesaler introducing a new order-entry process. Assume it has been checked and can complete the same orders, including the exceptions, with less staff time.

If the team keeps the same hours and pay, the business has released capacity. It might assign that time to unresolved customer requests or paid learning for a different role. Whether either use works still needs a plan. The time-saving resource follows this distinction inside an operation.

Now change the employment decision. Suppose the wholesaler removes one paid role, held by Alex. The orders still go through. Alex's wage from that role ends. A statement that new kinds of work will emerge does not identify a job Alex has been offered or the income available while looking.

A course can be useful without being a job offer. An opening in another city can be real without being available to someone who cannot move. These are questions the next arrangement has to answer, rather than reasons to presume that Alex cannot adapt.

The company could retain the role while assigning useful new responsibilities, or agree shorter hours with unchanged pay. It would need to fund and commit to that arrangement. Faster order entry does not make one of these arrangements happen automatically, and the example supplies no company accounts that would establish what it can afford.

Sheth's argument moves beyond the employer at this point. Even if the technology eventually creates valuable new work, a particular person can face an interval in which the old pay has ended and the next livelihood has not begun.

What the income proposal is meant to do

The Stanford Basic Income Lab's definition describes UBI as a regular cash payment to individuals across a community, without a work requirement. It differs from support available only after someone establishes that they are unemployed or meets a particular income test.

In the book, the appeal is a dependable base that does not have to wait for the loss of a job. Someone could continue earning, learn a new skill, care for family or attempt a business while receiving it.

He does not treat enterprise as the enemy of that security. He wants people to have reasons to learn, take responsibility and build useful companies. The proposed income base is meant to give more people room to participate while the economy changes.

A reader can agree with that purpose and disagree with the proposed instrument. Would support be universal or directed toward people with particular needs? What would a person have to establish before receiving it? What happens during that process? Bring the proposed alternative back to Alex's position instead of deciding the whole question by the name of a program.

A payment still needs a workable system

Chapter 16 leaves substantial design work open. What is the payment? Who receives it? Which taxes fund it? What happens to existing support? A policy description that supplies the payment but leaves the other answers blank has not supplied a complete household position.

In particular, Sheth does not want a standard payment to erase support for people whose disability or care needs cost much more. Equal payments and adequate support are different questions. A proposed replacement needs to account for what someone would lose as well as what they would receive.

The World Bank's 2020 UBI overview identifies systemwide questions, including financing and connections with pensions, that small pilots cannot fully answer. That is a reason to examine a full proposal, not to treat a favorable small experiment as an enacted national system.

The book also asks what people will be able to buy. A cash payment does not itself build a home, provide energy or deliver medical care. Sheth connects the hopeful case to producing more of what people need as well as giving them a way to afford it. This is part of the work he wants businesses to do, not an assumption that a transfer settles the supply question.

Find the disagreement worth having

For a discussion, keep the wholesaler's operating improvement fixed and follow Alex through two proposals. One reader might favor a universal base; another might prefer targeted help and a route into new employment. Each needs to describe what Alex can rely on before the new job exists. Neither can put an unoffered job or an unfunded payment into the answer.

Then ask what would change your preference. It might be who is missed, what happens to existing help, the funding required or a credible account of the work people can move into. Those are different disagreements. A concern about one does not answer all the others.

Return to Chapter 16 with the transition still visible. Read the future the author hopes for alongside the person who needs to get from here to there. What must a proposal explain before that person can plan around it?

Read alongside the book

Chapter 16, A Company That Can Think.

Original commentary and discussion material. Read the full personal accounts in Infinite Upside: Building Wealth With Room to Live, by Vijay Sheth.

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Chapter 16: A Company That Can Think

ABOUT THE CONTRIBUTOR

Luna Lim

DIRECTOR OF FINANCIAL RESEARCH & EDITORIAL STRATEGY

SHETH CAPITAL, INC.

Luna Lim writes about business, investing, and the judgment behind financial decisions. She joined PCH Exotics Inc. as Director of Operations in 2022, working across La Jolla and Miami. Today, she reports directly to Vijay Sheth at Sheth Capital, Inc., bringing an operator’s perspective to the ideas she covers.

Based in Pacific Beach, California, Luna is curious about the people behind the numbers: what they’re building, how they weigh uncertainty, and what makes a risk worth taking. Her articles for Infinite Upside follow those questions through the details, with clear explanations and a feel for how decisions play out in everyday business.

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