JB Pritzker thinks AI could help us live to 100 — or threaten us like nukes

Today, I’m talking with Illinois Gov. JB Pritzker, who has a lot of thoughts about AI, tech, and privacy. If you’ve been listening to the show, you know that one of my running theories is that those issues are driving a big and maybe kind of unexpected political realignment — and with the midterms coming up next month, and early voting already underway in a lot of places, the stakes are pretty high right now. So I asked Gov. Pritzker about all that, and he was surprisingly willing to dive right into the absolute existential weeds of what government is even for. You’ll hear him say — and it’s hard to disagree — that some problems are just collective action problems that require the government to do a lot of work. We can’t solve all these problems one at a time, or even one state at a time. It’s a pretty deep conversation, and we really got into it on a lot of issues. And of course, I had to ask him: Are the Bears gonna stay in Illinois? Before we get going, do me a favor and subscribe to Decoder on YouTube, where we put out new episodes every Monday and Thursday. Okay: Illinois Gov. JB Pritzker. Here we go. Gov. JB Pritzker, you’re the governor of Illinois. Welcome to Decoder. Thanks, Nilay. Great to be with you. I am very excited to talk to you. We’re in the heart of midterm season. You are running for reelection. I have to tell you. I have to be very honest with you. I personally feel a lot of pressure in this interview, not only because I’m speaking to a governor, but because I went to school in Chicago. My sister still lives in Chicago. My wife grew up in Illinois. Her entire family is farmers in North Central Illinois. Boy, do I have a list of questions for you. I have to do a good job here. Well, we’re claiming you. Now that I know all that, we’re claiming you. You’re an Illinoisan. Verge subscribers, don’t forget you get exclusive access to ad-free Decoder wherever you get your podcasts. Head here. Not a subscriber? You can sign up here. I don’t know about that. I grew up in Wisconsin. Here’s my first question for you. I’m a die-hard Packers fan. Are you going to let the Bears move to Indiana? That is not our intention. We are, in fact, in discussions with the Bears and the NFL about keeping the Bears either in Chicago or in Arlington Heights, but in Illinois. I’m saying, as a Packers fan, nothing is funnier than the outcome of the Bears moving to Indiana. I just want to put that out there. Openly biased in this case — I own two shares of that stock — but I’m going to make the comparison here. And the reason I started there is not only because I think that’s a funny outcome, although I do, but it feels like we are in the middle of a generational political realignment. I’m sure you feel that, in this election campaign, the idea of big business and how that should interact with the government, and how the government should be able to push back on big business and not give in to big business. All of that feels up for grabs. And the comparison I will make in this specific case is your fellow governor, Gavin Newsom, in California. They sued the Ellison family, Paramount, over the Warner Brothers merger. Paramount threatened to leave. They made a lot of noise about Nashville, Texas, Miami, or wherever you make noise about these days, and it feels like Newsom caved. It feels like he pressured his Attorney General, Rob Bonta, to settle that lawsuit and keep them there. They settled the lawsuit. The next day, the Ellison family is like, “We never… We’re from California. We would never leave.” I see a parallel here with the Bears that is connected to that larger realignment, how government and business should interact. Do you see that parallel? Do you feel that realignment? Well, what I can tell you is we’re pretty tough negotiators in Chicago and Illinois, and that’s really what we’re in the midst of now with the Bears. But I understand your point about realignment. I mean, there is a generational change, and I think it’s also an attitudinal change about protecting taxpayers, protecting people who frankly are among the most vulnerable to all the technology that’s overtaking people’s lives and invading people’s homes. And so I do believe that the government has to be more active now and become a fighter for our people and not just a collaborator with business on everything. I’m a businessman, as you know, before I became governor. But I also know that, for the people of Illinois anyway, my job is to protect the working people of this state who often don’t have anybody protecting them except a government that will stand up for them. So that’s kind of the realignment that I see. And that generational shift, I agree with you. It’s partly a Democratic Party generational shift. Generationally, we’re a little more aggressive. And I’m probably older than the next generation that’s already possibly taking office this November. I’m 61 years old, but I think of myself as having come out of the tech world and as somebody who has been a fighter for progressive values that, yeah, we’ve got to become more aggressive and make sure we’re standing up for our people. There are two places where I see the realignment in particular. One is data centers, one is privacy, and you just see that as a bipartisan backlash to those things. I would actually add a third, which is antitrust broadly. It’s weird if you go into Silicon Valley. David Sacks is retweeting Lina Khan from the Biden administration talking about whether the AI industry needs an antitrust exemption to manage safety. They both agree that these companies don’t need antitrust exemptions. They actually should be more competitive. Again, putting that in the context of regulating these companies, thinking about the dynamic between the government and the biggest companies in the world. I’ll just ask the question, I guess, more directly. Do you think Newsom was right to give in to Paramount, or do you think he should have forced them to make good on that threat to leave? I can’t speak to the Paramount situation well enough to give you an answer, so it would be unfair for me to do so. I can say once again that our orientation today — and I think about the big AI companies and the big social media companies as well — has to be like, wait a minute, too much power in too few hands. Particularly when we talk about AI, where it’s potentially existential, but certainly transformative, which is probably a kind way to say it about the economy, that we’re going to have to get very engaged. Guardrails, of course, on both parts, but also addressing what I think on the AI front is potentially a significant change in employment in the United States. I’m not somebody who is necessarily convinced that we have to see a whole bunch of job loss, but that does feel like that’s the direction this is going. What I’m suggesting is we better be prepared, and we better be protecting people who are going to lose their jobs, or at least it appears they’re going to lose their jobs. And I’ll just give you this thought. If these days 4 percent unemployment is kind of the acceptable near full employment number, I think the problem we’re going to see is — if that’s sort of the level that we’re going to hopefully aim for and stay at — that in very short order, we could end up at 7 percent and have that be the baseline, or maybe 10 percent. And if you think about what’s happened, the upheavals of economies and of governments when you get to 10 percent unemployment in any country. We better be focused on how we’re going to give people the dignity of work and enough income so that they can make a life for themselves when you’re going to put people out of work by virtue of this technology. By the way, much of the benefit of that is going to go to a very, very few people. So we’ve got to wrestle with that and come to a conclusion. I wanted to start with some of the brinksmanship we have seen in the negotiations between, particularly, states and the big companies, because that brinksmanship is real. The threat is we will leave. We just covered, I don’t know, Kevin O’Leary in Utah talking about data centers, and the people of Utah really pushed back against Kevin O’Leary building that data center. But his argument was, “Well, I’m just going to shop around.” This is what states do. They compete with tax incentives and benefits, maybe for data centers, which will put everyone out of a job. They compete for land use rights. You’ve got a rural state with a lot of farms in it. How are you thinking about that dynamic? Do you feel like you’re in competition with the other states, or is this bipartisan realignment creating more of a level playing field where these companies are going to have to actually give something? We are in competition. We just are because it isn’t bipartisan, at least if you ask me. Unless there is a change in the government. I’ll pick on Texas for a second, and there is a chance that you’ll see a new governor in Texas as of November 3rd. In fact, a good chance. But if you look at Texas as it’s run today by a three-term, hoping to be a four-term, Republican governor and a Republican legislature, they have no intention of changing their alignment about incentives. In the state of Illinois, we don’t want to have to do that. I mean, we obviously want to protect the revenue that we’ve got for the state to pay for the things we think are valuable to our people, but we also want to make sure that we’re attracting jobs and not losing jobs. And in a world where South Carolina, Michigan, Texas, Florida — pick your poison. Michigan may be slightly different just because it’s got democratic control, but these are our competitors. When I’m competing to have a company move to Illinois, I’ve got to make sure, first of all, that I’m somewhere in the ballpark when it comes to the incentives, because otherwise we don’t even get considered. And then when I say somewhere in the ballpark, I mean, I want to give away less than more, and then I want to provide whatever other advantages I can that aren’t financial so that I can protect the resources that we have. An example of that is, we like to talk about a kind of white-glove service that we offer to companies. If you’re going to bring a factory here, let’s say, just to give an example, we want to make sure that we’ve got somebody who’s kind of a concierge for your company that’s walking you through each of our departments where you need a permit. It doesn’t mean we’re lowering the standards. It just means, a lot of times, the bureaucracy eats up so much time that it makes it impossible for a company to actually do what they want to do in your state. We try to make sure that if we’re going to attract a large company, with 1,000, 2,000, 3,000 jobs, that we’re at least making it a little easier for them to go through without having to give them massive tax incentives. So that’s the way I think about it. We are in competition. There’s just no doubt about it. Should we be? There’s a lot of discussion about whether we shouldn’t, and maybe at the federal level we should do something about leveling the playing field, but this is the world we’re living in right now. I wanted to ask those questions just to set the baseline. I really do think something is happening. A lot of young people are dissatisfied with the status quo. A lot of people in general are dissatisfied with what big tech companies are trying to do with AI, with the potential for job loss. And the relationship between the people, the government, and those companies seems more fraught than ever, especially as they’re trying to expand their physical infrastructure with data centers, as they all become defense contractors, literally taking our tax dollars to sell weapon systems and collect data for the government. That’s a big swirl. I wanted to start there, but I just want to take one second here and ask you the Decoder questions because I personally think the operation of government is so opaque. It’s very easy to figure out how big companies are run. The CEOs won’t shut up. They’re on podcasts all day long. I think most people have no idea how your job works. So you were elected governor. How is your office set up, and how have you structured the state government of Illinois? Just starting from where I sit, and then, of course, we look at it from a customer service perspective. But starting just at the top, I actually did something that no governor of Illinois has ever done — which is that I created not just one deputy governor. We obviously have a lieutenant governor who’s elected also, but a deputy governor is somebody getting appointed by me to serve under me, to help manage the government with me. What I did was put four deputy governors in place, a general counsel, and my chief of staff. Why is that important? Because what I’ve tried to do is to break down the silos of government. I took all of the health and human services-related departments — that’s the Department of Public Health, the Department of Human Services, the Department of Healthcare and Family Services, everything from health insurance, Medicaid, and public health during the pandemic — and put it all under one deputy governor working directly for me. The idea is that instead of my having, let’s say, 26 direct reports, I’ve got four or five direct reports plus my chief of staff, who each have, let’s say, six or seven departments underneath them. From my perspective, what I wanted to do was make sure that I’m breaking down the silos of government, making these departments that are often building walls, and they don’t want to talk to one another because they’re afraid they might lose jobs in one department to another department, or lose control of a program if they’re talking to one another. That’s the way it used to be. Now we’re like the deputy governor is there to either beat the heads together or at least bring them together so that they will be operating the government more efficiently. Okay, so that’s from the top. From the bottom, which is: how do people who live in Illinois interact with the state government? And obviously, technology is one of the upgrades that’s occurred and made it easier. Illinois, frankly, had not significantly invested in those processes before I became governor, or in the technology that was necessary. And I’ll just give you one example of this: We created something called BEACON, which is designed to address the problem that parents and families have with mental health for children. It turns out that there were seven different ways in which people approached the government to get help, and we weren’t coordinating those, and we weren’t helping to provide all of the resources. I’m talking about outside resources. How do you find a therapist? How do you find a psychiatrist? And how do you pay for those things? Medicaid, if you can’t afford it on your own. But the point is, there’s one door to enter through BEACON that allows