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Here’s a little thought experiment: Let’s take three radically disruptive technologies and mash them together. Bitcoin. Uber. Self-driving cars. What happens when you mash the three together? The self-owning car. A car that pays for its Toyota lease, its insurance, and its gas, by giving people rides. A car that is not owned by a corporation. A car that is a corporation. A car that is a shareholder and owner of its own corporation. A car that exists as an autonomous financial entity with no human ownership. This has never happened before, and that’s just the beginning. Audience member gasps: "Oh shit!" I can guarantee you that one of the first distributed autonomous corporations is going to be a fully autonomous, artificial-intelligence-based ransomware virus that will go out and rob people online of their bitcoin, and use that money to evolve itself to pay for better programming, to buy hosting, and to spread. That’s one vision of the future. Another vision of the future is a digital autonomous charity. Imagine a system that takes donations from people, and using those donations it monitors social media like Twitter and Facebook. When a certain threshold is reached and it sees 100,000 people talking about a natural disaster, like a typhoon in the Philippines, it can marshal the donations and automatically fund aid in that area, without a board of directors, without shareholders. One hundred percent of donations goes directly to charitable causes. Anyone can see the rules by which that autonomous altruistic charity works. We are beginning to approach things we have never seen before. This is not just a currency. Now, let’s look at how the bitcoin community is addressing this incredible potential with their design choices and metaphors. Oh boy, it’s a mess.

An automobile ties up capital with the purchase and entails significant additional annual costs in terms of fuel, parking, insurance, and repairs. Young people with college debts or “gig” jobs may not want the added burden of ownership. Compare the economics. Let’s say the average number of miles driven in a year in the United States is twelve thousand. Owning a car for that year would cost around $7,000, including the proportionate cost of car ownership, fuel, and other operating expenses. Given the average ride-hailing trip, $7,000 would equate to around six hundred separate trips per year, or twelve per week—almost two per day. Of course, on the other side of the ledger, there’s no residual value from Uber or Lyft rides, as there is when selling a used car. And no pride of ownership.

Jobs that used to come with some guarantees, even union membership, have been transformed into gigs. Temp workers are not just found driving Ubers; they are in hospitals and universities and insurance companies. The manufacturing sector—still widely mistaken as the fount of good, sturdy, hard-hat jobs—now employs more than a million temp workers. Long-term employment has declined steadily in the private sector, particularly for men, and temp jobs are expected to grow faster than all others over the next several years. Income volatility, the extent to which paychecks grow or shrink over short periods of time, has doubled since 1970. For scores of American workers, wages are now wobbly, fluctuating wildly not only year to year but month to month, even week to week.

But the world is changing at warp speed, and cities have to evolve to stay ahead of the curve. Which brings us to the third generation of cities, Cities 3.0, where the city is a hub of innovation, entrepreneurship and technology. Cities 3.0 is paperless, wireless and cashless. In Cities 3.0, we have more cell phones than telephone landlines, more tablets than desktop computers, more smart devices than toothbrushes. We know that in order to keep up in the modern era, we have to be innovative. If cities are going to drive the nation's economic revitalization, then we need to become laboratories and incubators of change. Yet the pending state legislation, which seeks to require the same insurance for ride-sharing companies as for old-style taxi companies, would discourage innovation and force out-of-date thinking on Next Economy companies such as Uber and Lyft.

A San Francisco couple who said their family was destroyed when an Uber driver struck and killed their daughter urged lawmakers Wednesday to increase auto insurance requirements for ride-sharing companies. Ang Jiang Liu and Huan Hua Kuang of San Francisco spoke at a legislative hearing for AB2293 by Assemblywoman Susan Bonilla, D-Concord, which would require ride-sharing companies to cover drivers with commercial insurance policies from the time they turn on the app to the time it's turned off.

The bill, AB2293, addresses the insurance coverage during the period when drivers log in to a smartphone app but have not yet been matched with riders. In a well-publicized incident, an UberX driver struck and killed a young girl in San Francisco on New Year's Eve, reportedly while waiting for a ride request. Bill author Assemblywoman Susan Bonilla, D-Concord, initially wanted the companies to provide $1 million of commercial coverage during this period. In its final form, the bill requires them to provide $200,000 of coverage, on top of insurance either from the companies or drivers providing $50,000 per person, $100,000 per accident, and $30,000 for property damage. An earlier version required $300,000 per accident.

Uber insisted its app-based taxi service would continue in Germany, despite a court in Frankfurt imposing the first countrywide ban on the firm for contravening transport laws. Although it operates in 170 cities around the world, Uber has been targeted by regulators in Europe and America over passenger safety and insurance issues in cases that are often lodged by more conventional taxi operators.

The rise of gig jobs is not a break from the norm as much as an extension of it, a continuation of corporations finding new ways to limit their obligations to workers. Platforms such as Uber, DoorDash, and TaskRabbit force their employees (sorry, their “independent contractors”) to assume more responsibility on the job—they must supply their own car, buy their own gas, cover their own insurance—while simultaneously subjecting those workers to heightened supervision.

The logistics of getting them around were just completely insurmountable,” said Hanson-Press. “I was really stressed every single day about getting them around.” Cue HopSkipDrive, a Los Angeles start-up that has been described as ride-hailing for children. Founded by three Angelenos who are also moms, the service chauffeurs only children ages 7 to 17. In many ways, it's similar to transport network companies such as Uber, Lyft and SideCar (Uber requires customers to be over 18). Drivers are contractors who use their own vehicles to transport passengers. All drivers undergo third-party background checks and vehicle inspections. Parents can book rides for their kids through a mobile app and pay through a cashless transaction. But there are also significant differences. Unlike Uber, whose drivers simply need to have experience behind the wheel, HopSkipDrive drivers are required to have at least five years of experience caring for children (this can mean people who are themselves parents, nannies, teachers, camp counselors, etc.). And like Shuddle, a similar service that operates in the San Francisco Bay Area, all drivers are vetted in person. HopSkipDrive checks drivers' references and will even go for a ride with each driver it signs up. All rides are covered by insurance specific to transporting minors.

Metromile, which offers per-mile insurance. The company gives drivers a device that plugs into their cars to track how far they drive. The more they drive, the more they pay. Even better, Metromile can track the driving and match up trips with Uber rides, so the insurance company can see which of miles are personal miles and which are commercial. Metromile charges users only for the personal miles, since Uber covers the car when drivers are with or en route to passengers. “The existing model for insurance hasn’t been able to adapt [to Uber],” Metromile CEO Dan Preston said.3 “We have a technology that drives the insurance product.” More mainstream insurance companies, such as Geico and Progressive, have followed Metromile’s lead by offering ride-share insurance that caters to Uber and Lyft drivers.

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