Since the beginning of the nuclear age, the international community consistently made efforts toward disarmament. However, the world saw both vertical and horizontal nuclear proliferation. Nuclear-armed states are modernizing their nuclear forces.

Although there are notable breakthroughs in efforts to reach agreements on arms control and disarmament, the world remains far from achieving disarmament goals and is still on a long quest to eliminate nuclear weapons. Nuclear weapons hold a key place in security policy.

The latest report by the Stockholm International Peace Research Institute (SIPRI) says nearly all nuclear-armed states, including the United States, the United Kingdom, France, Russia, China, India, Pakistan, Israel, and North Korea, are modernizing and upgrading their nuclear capabilities. Consequently, a perilous new nuclear arms race is emerging, and reliance on nuclear weapons is increasing. This inevitably raises the question, is nuclear disarmament still logical and relevant?

Signed in July 1968, the Nuclear Non-Proliferation Treaty (NPT), is considered the first major step aimed at preventing nuclear proliferation and ensuring disarmament, including the recognized nuclear powers under the treaty. Article VI of the NPT emphasizes the pursuit of negotiations in good faith to bring an end to the nuclear arms race, achieve nuclear disarmament, and promote general disarmament by nuclear-armed states. Article VI serves as the foundation for global efforts such as the Comprehensive Nuclear Test Ban Treaty (CTBT) and the Treaty on the Prohibition of Nuclear Weapons (TPNW).

However, nuclear weapon states under the NPT are not adequately fulfilling their obligations and commitments under Article VI and instead continue to modernize their nuclear capabilities. They even provide support to their allies on nuclear matters in clear violation of the treaty. The Australia-UK-US (AUKUS) deal and the Nuclear Supplier Group’s waiver to India are cases in point. It is important to note that nuclear weapon states are primarily responsible for progressing disarmament. Under the NPT, the division between nuclear weapons states and non–nuclear weapon states is not supposed to be permanent as all NPT parties will move to non–nuclear weapon states.

The current geopolitical landscape regarding nuclear proliferation, nonproliferation, counter-proliferation, and disarmament indicates a deadlock in the pursuit of a global zero (GZ). Two key terms, conceptualized in this article, may help explain the shortcomings in nuclear disarmament efforts under the grand bargain. The first is the security betrayal trap (SBT), which refers to a situation where security guarantees are betrayed, leaving a country exposed and vulnerable. The second is disarmament deception syndrome (DDS), a pattern of negative consequences resulting from false promises made during the disarmament process.

This situation is exacerbated by the fear of cheating among the nuclear-armed countries, “If we disarm, others might not.” Hence any proactive action would leave some at some disadvantage vis-à-vis adversaries.

The latest SIPRI report suggests that countries are modernizing their nuclear arsenals with a greater reliance on nuclear weapons, which undermines the efforts of arms control and disarmament. The abandonment of bilateral arms control treaties between the United States and Russia, alongside the failure to develop multilateral treaties on the subject, led to a lack of faith in arms control and disarmament.

In South Asia, India’s prestige-driven global ambitions and expansion of its nuclear arsenal beyond a credible minimum deterrent is complicating security dynamics in the region and beyond. This is further worsened by a purported strategic chain with cascading-downward influence on arms control, nuclear risk reduction, crisis management, confidence-building, and strategic stability in South Asia—induced by extra-regional powers. While offering no cascading upward stimuli for bringing regional stability, there are biases and discriminatory norms governing nonproliferation regimes and arms control and disarmament negotiations at the conference on disarmament (CD).

This suggests not only why nuclear disarmament is not happening, but it also explains skepticism over the future of disarmament. For instance, Ukraine presents a novel case of SBT and questions the negative and positive security assurances/guarantees in conventional as well as nuclear terms. The Ukraine paradox cautions other countries, in a DDS, that their survival rests with nuclear weapons of their own. Even confidence in the nuclear umbrella and assurance by treaty allies is eroding. NPT-member states are yearning for nuclear weapons and pose the greatest danger of proliferation.

Ukraine regrets abandoning its inherited nukes in the wake of its ongoing war with Russia. The withdrawal of North Korea from the NPT and the lesson it learned are that nukes are key to national survival. Similarly, Iran’s pursuit of nuclear capability is considered inevitable for the country’s national security. In this geopolitical context, it is hard to make countries believe in any negative as well as positive security in return for disarmament and de-nuclearization.

Disarmament is also unlikely in today’s world due to the changing technological landscape. Countries with advanced technologies and space-based capabilities can still threaten the survival of their enemies.

Emerging technologies are leading to increased conventional imbalances between rivals, which heightens reliance on nuclear weapons for crucial security interests and could, therefore, serve as the ultimate deterrent. Moving toward disarmament requires five actions. First, there is a need for legally binding agreements to address the threats posed by emerging technologies. Second, nuclear powers should not support their allies’ nuclear pursuits. Third, effective multilateral arms control agreements are required. Fourth, it is important to address biases within global frameworks. Finally, confidence-building measures (CBMs) between rivals are needed to resolve long-standing disputes, help prevent arms races, reduce nuclear risks, and build hope for disarmament in the future.

Sher Ali Kakar is an Associate Director of Research with a focus on Nuclear and Strategic Affairs at Balochistan Think Tank Network (BTTN), at BUITEMS Quetta. Atta Ullah is a Research Fellow with a focus on Nuclear and Strategic Affairs at Balochistan Think Tank Network (BTTN), at BUITEMS Quetta. Views expressed in this article are the authors’ own.

Illogic of Nuclear Disarmament in the Contemporary Era was originally published on Global Security Review.

Agentic AI quickly became a buzzword in the technology industry, drawing the attention of innovators, corporations, and policymakers alike. By combining machine learning, natural language processing, and real-time analytics, agentic AI systems can interpret nuanced data and execute multi-step tasks previously thought to require human intervention. This capability unlocks immense potential across industries, from healthcare and finance to manufacturing and customer service.

However, the rise of this transformative technology is accompanied by profound challenges. The potential for significant job displacement is actual and imminent. Roles that involve repetitive or analytical tasks could be rendered obsolete, leaving swathes of the workforce vulnerable. This shift is sparking resistance from employees and unions concerned about job security and the ethical implications of AI in the workplace.

In the workplace, agentic AI is already making waves. Businesses leverage these systems to automate complex workflows, enhance productivity, and reduce operational costs. For instance, AI agents are being deployed to streamline supply chains, personalize customer interactions, and even assist in groundbreaking research, such as drug discovery and financial forecasting. As organizations increasingly adopt this technology, the workplace transforms, promising greater efficiency and innovation.

However, the rise of agentic AI is not without challenges. Concerns about job displacement, ethical considerations, and security risks have fueled resistance from employees, unions, and policymakers. Trust in AI decision-making and transparency in its operations remain critical issues that must be addressed for widespread acceptance. Moreover, questions about accountability and regulatory oversight are at the forefront of discussions as the line between human and machine decision-making becomes increasingly blurred.

As this trend continues to gain momentum, agentic AI promises to become a cornerstone of the future economy. Its ability to think, learn, and act autonomously offers unprecedented opportunities to reshape industries and redefine the relationship between humans and technology. With careful implementation and robust ethical guidelines, agentic AI could usher in a new era of collaboration between intelligent systems and human ingenuity, setting the stage for innovations yet to be imagined. 

Basics of Agentic AI

Agentic AI represents a significant advancement in artificial intelligence, characterized by its autonomy in decision-making and action execution without direct human intervention. Unlike traditional AI systems that rely on predefined rules, agentic AI adapts to dynamic environments, processes vast data, and formulates strategies to achieve specific objectives. This autonomy enables agentic AI to handle complex, multi-step problems across various industries.

Integrating agentic AI into the workplace transforms business operations by automating intricate tasks and enhancing efficiency. Companies like ServiceNow are embedding agentic AI into their enterprise software to act as control towers for AI-driven business transformations, facilitating seamless system cooperation. Additionally, organizations such as Johnson & Johnson and Moody’s are deploying AI agents for tasks ranging from drug discovery to financial analysis, demonstrating the versatility and impact of Agentic AI in various sectors.

Potential Benefits

Autonomy and adaptability are critical as agentic AI systems operate independently, making decisions and adapting to changing inputs to achieve specific goals without human oversight. Enhanced productivity is vital because agentic AI automates complex tasks, allowing employees to focus on strategic initiatives, thereby increasing overall productivity.

Agentic AI aids industry applications when it is utilized across various industries, including healthcare, manufacturing, and retail, to optimize processes and improve efficiency.

Emerging Concerns

 While promising enhanced productivity and operational efficiency, the integration of agentic AI in the workplace faces significant resistance from various groups due to various concerns. These objections stem from ethical, economic, and cultural implications. Worker advocacy organizations and unions express concern about the potential for large-scale job displacement.

Agentic AI, with its capacity to perform complex, multi-step tasks autonomously, threatens roles that rely on repetitive or analytical tasks, such as data analysis, customer service, and logistics coordination. These groups argue that businesses may prioritize short-term cost savings over employee welfare, exacerbating unemployment and wage stagnation.

Employees in affected industries, such as manufacturing, finance, and retail, fear job insecurity and skill redundancy. Their resistance stems from the perception that companies are deploying AI solutions without clear plans for retraining or upskilling displaced workers. Furthermore, employees often express discomfort working alongside autonomous systems due to a lack of trust and transparency in AI decision-making.

Civil rights groups and ethics committees raise alarm bells over the potential misuse of Agentic AI in surveillance, decision-making, and predictive analytics. Concerns center on the lack of accountability for autonomous decisions, biases in AI algorithms, and the possibility of violating individual privacy rights. These groups argue that deploying AI without clear ethical guidelines undermines trust and could harm marginalized communities disproportionately.

Many managers view agentic AI as threatening their authority and decision-making roles. With AI systems taking on responsibilities like resource allocation and strategic planning, resistance arises from concerns about diminished relevance and influence in organizational hierarchies.

C-Suite Leadership and Industry Best Practices

 Executives, particularly C-suite leadership, often resist large-scale AI adoption due to high implementation costs, cybersecurity risks, and the challenges of integrating AI into legacy systems. They also face pressure to ensure ethical compliance, which slows decision-making processes and creates resistance to adopting agentic AI systems.

As agentic AI reshapes the corporate landscape, C-suite leaders face a dual imperative: embracing this transformative technology, driving innovation, and remaining attractive to top talent while supporting existing employees. Forward-thinking executives recognize that successfully navigating this shift requires technical adoption and a strategic focus on building a resilient and inclusive workplace culture.

C-suite leaders emphasize reskilling and upskilling programs to keep talent coming. By investing in continuous learning initiatives, leaders can empower employees to thrive alongside agentic AI, positioning their companies as industry leaders prioritizing professional growth. Additionally, fostering partnerships with academic institutions and specialized training providers enables businesses to cultivate a pipeline of skilled professionals eager to work with cutting-edge technologies.

Equally important is addressing employee concerns about job security and ethical AI deployment. Transparent communication about how agentic AI is integrated and its benefits to the organization and workforce helps build trust.

C-suite leaders should also protect their organizations by establishing best practices for ethical AI use, including governance frameworks, data privacy safeguards, and inclusive decision-making processes. These measures mitigate risks and position companies as responsible innovators, enhancing their reputation among employees, customers, and investors.

 Ethics and Governance

 In the broader policy perspective, regulatory authorities resist rapid adoption due to insufficient legislation governing AI ethics, accountability, and security. Policymakers advocate for stricter oversight and clearer governance frameworks to mitigate autonomy and data security risks.

While this innovation has much to be praised, consumer resistance stems from a lack of understanding and trust in agentic AI systems. Concerns about transparency in AI-driven decisions—such as pricing models, recommendations, or dispute resolutions—lead to skepticism about businesses that fully rely on such systems.

 Tech Companies Eye Financial Windfall from Agentic AI

 Tech giants are racing to position themselves at the forefront of the agentic AI revolution, recognizing its immense potential to drive financial growth. Companies like Google, Microsoft, and Amazon invest heavily in research and development to create advanced AI agents capable of autonomous decision-making. These firms view agentic AI as a transformative technology that can enhance their existing platforms, open new revenue streams, and cement their dominance in the AI landscape. For instance, enterprise solutions powered by agentic AI are being marketed as tools to revolutionize industries by automating complex tasks, optimizing workflows, and delivering unprecedented efficiency.

Start-ups and established firms compete to attract venture capital funding, focusing on niche applications such as healthcare diagnostics, financial analytics, and personalized customer experiences. These targeted deployments promise significant cost savings for businesses, making them attractive investments. Additionally, tech companies are integrating agentic AI into cloud computing services, offering businesses scalable, AI-powered solutions that can be tailored to diverse needs.

In short, Agentic AI is coming. It will shape industry, government, and the military, and preparing for that future is critical.

Mr. Greg Sharpe is a Fellow and the director of Communications and Marketing for the National Institute for Deterrence Studies and the Managing Design Editor for the Global Security Review. He has 25+ years in marketing and communications with a focus on digital communications, organizational and institutional change, and analysis.  Greg has over 35 years of military, federal civilian, and defense contractor experience in the fields of database development, digital marketing & analytics, and organizational outreach and engagement, technology use case exploration and assessment.

Navigating the New Frontier: Agentic AI’s Promise and Challenges was originally published on Global Security Review.