Keynote: AI Transformation – Competing in the Age of AI #KMWorld

kmworld-social

Speaker: Marco Iansiti, Professor of Business Administration & Coauthor, Competing in the Age of AI , Harvard Business School

Session Description: Join Marco Iansiti as he shares insights on the revolutionary impact AI has on operations, strategy, and competition beginning with a look at the core of the new firm, a decision factory he calls the AI factory. All the more relevant in the age of COVID where we have seen digital transformation move at an accelerated pace, the AI factory is where analytics systematically convert internal and external data into predictions, insights, and choices, which in turn guide and automate operational workflows. As digital networks and algorithms are woven into the fabric of firms, industries begin to function differently and the lines between them blur. The changes extend well beyond born-digital firms, as more-traditional organizations, confronted by new rivals, move toward AI-based models too,” says our speaker. With insights from the co-author’s revised preface, gather ideas to meet the challenges of a new reset world and find the correct strategies to harness AI for your organization.

[These are my notes from the KMWorld Connect 2020 Conference. Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

Rembrandt and a developer walk into a bar…

AI creates the next Rembrandt

The developers on this project created a 3D-printed canvas that looked a lot like a Rembrandt original. The response was mixed: some people were delighted by the potential of AI to enrich the arts but others thought it was a travesty. Jonathan Jones, one of the leading experts on Rembrandt’s art, described the digital Rembrandt as “a new way to mock art, made by fools.”

Regardless of what you think about this particular work, Iansiti points out that with the help of AI, you no longer have to be a genius to produce something that could possibly pass as a Rembrandt painting.

That is the power of AI.

AI Basics

  • Definitions:
    • Weak AI: “Any activity computers are able to perform that humans once performed”
    • Strong AI: “Machines that can think or act in a way that matches or surpasses human intelligence”
  • Relatively simple AI, coupled with effective algorithms and good data, can do remarkable things.
  • You don’t always need strong AI to make a meaningful difference.
  • Weak AI can improve a wide range of operations across your organization and across the economy. Some examples:
    • Customer intelligence and recommendations
    • Market intelligence and forecasting
    • Diagnosis and treatment systems
    • Fraud analysis and investigation
    • Business process automation and internal bots
    • Predictive maintenance and resource optimization
    • IT automation
    • Adaptive learning
    • Research and discovery
    • Intelligent search
  • As you move labor and management off the critical path of these key operations you change the basic nature of the firm. AI transforms the firm.

Rethinking the firm

  • To take advantage of the real possibilities of AI, we have to think about the firm differently.
  • It no longer makes sense to have a traditional, siloed structure. Rather, it makes more sense to build firms with a “softer core” based on a platform of data analytics, coupled with people creating algorithms and enabling smarter automated processes as quickly as possible.
  • To rethink the firm, you have to look at both its business model (i.e., value creation and value capture) and its operating model (i.e., how they deliver value via scale, scope, and learning).
  • AI-savvy firms are able to offer a broader and richer array of products and services than traditional organizations, and they do it with far fewer people.

Ant Financial Case Study

  • Iansiti says that Ant Financial has about one-tenth the number of employees of Bank of America.
  • The core of Ant Financial is a data lake exploited by a huge range of algorithms. They use their vast data to identify consumer preferences and then create products and services to meet those needs. Then they can scale and personalize these very quickly.
  • At Ant Financial, traditional human-centered “processes are digitized to connect with market opportunities at near zero marginal cost. Operational bottlenecks are digitized.”
  • Firms like Ant Financial use AI to drive digital scale, scope, and learning.
    • As the data accumulate, they drive even faster experimentation, improvement, innovation, and personalization.
    • This enables an even greater number of profitable products and services.

The AI Factory

  • The core of a company like Ant Financial is an AI Factory.
  • The AI Factory feeds data and models systematically into the software-enabled operating layer of the firm.
  • This requires more than a collection of Excel spreadsheets supporting traditional human analytics.
  • You have to “industrialize” the process of data gathering, cleaning, normalizing, integrating, and use.
  • This then feeds the Operating Model Core: data, software components, APIs, and applications.
  • There are humans involved with designing, monitoring, and managing operations but they are not on the critical path. They do their work from the perimeter of the operating core.

The Economics of the AI-Enabled Firms

  • AI-enabled firm create relatively little value until they reach scale. They create more value as they get bigger.
  • By contrast, traditional siloed firms tend to create less value as they get bigger because it is hard to manage large human organizations. They become bogged down by silos, red-tape, complexity, administrative overhead, and other operating inefficiencies of size.
  • This means that AI-enabled firms have the potential for unlimited value creation while traditional firms face diminishing returns.

From Disruption to Collision

  • As more AI-enabled firms emerge, they are colliding with traditional players in their industries. They are fighting for the same customers but their operating models are completely different:
    • Ant Financial vs HSBC, AirBnB vs Hilton, Waymo or Uber vs Ford, Moderna vs Merck.
  • As these collisions occur, they fundamentally change their industry and force traditional firms into digital transformation.

Digital Transformation Creates New Responsibilities

  • With the expanded use of AI comes new ethical concerns
    • Increased data collection triggers
      • cyber security issues
      • Privacy issues
    • New focus on algorithms — how they are created and their unintended consequences:
      • Increased issues of inclusiveness and inequality
      • Algorithmic bias

Thanks to Covid-19, this Change is Accelerating

  • Digital Transformation is no longer an option — the coronavirus pandemic has forced even the most hidebound organization to become digital and distributed.
  • After the pandemic, some companies will see the benefits of the digital virtuous cycle and will build on their learnings and technological gains. Others will jump at the opportunity to “return” to their pre-pandemic status quo.

AI-Enabled Responses to the Pandemic

  • We are the midst of a period of huge uncertainty in science, logistics, and policy. This requires enormous agility.
  • In a period of uncertainty, anyone with a successful model is celebrated.
  • Moderna
    • It was built on a powerful software and data platform. It has one system of record, an enormous data lake that combines all their data ranging from research, to clinical tests, to company financials.
    • It uses a very innovative approach in a very traditional industry
    • Their vaccine was created in 25 days — this is extraordinarily fast
  • Massachusetts General Hospital
    • It is on the other end of the spectrum from Moderna.
    • They had an old-fashioned ERP. [NOTE: members of the audience disputed this point. They say that MGH spent $1.2B (by public admission) on Epic. They don’t believe Epic should be considered a legacy ERP.]
    • They went through years of effort to achieve any digital transformation — and then they stood up telemedicine in a matter of weeks.
  • IKEA.
    • Ikea has an innovative but fairly traditional approach to retail
    • When the pandemic began, they shut down all their stores for three days so they could implement a whole host of planned digital transformation projects.
    • They transformed their web presence and made real progress on digitizing their supply chain.
    • The key to their success was that they were far along their planning process so they primarily faced an implementation challenge. They did not have a standing start.

Amazon Case Study

  • Amazon started a process of digital transformation in the early 2000s after they realized they were almost dying under the weight of complexity.
  • Prior to 2002, Amazon was built like a traditional company. By 2002, they were essentially coming apart at the seams.
  • So Jeff Bezos issued an API mandate that fundamentally changed their course.
  • In response, they re-architected their operating model using service-oriented architecture (SOA), which is a way to make software components reusable via service interfaces. This enabled Amazon to become a Platform.
  • The rest is history.

Microsoft Case Study

  • They are transforming from a traditional approach, where the organization is siloed and then develops its IT within those silos, to an AI-first approach — where the entire organization operates from a shared foundation of a single AI factory.
    • Microsoft now operates from a single data lake.
  • Once the data is consolidated, they then deploy agile teams to build processes across the organization in response to needs.
  • Satya Nadella: There is too much promise in AI to trap it in the IT department. The entire organizational now must be involved.

Call to Action

  • Understand and actively anticipate the transformation of our economic and social environment.
  • Drive business and operating model transformation consistently and from the top down.
  • Invest heavily in data pipeline and architecture: encourage strategies grounded on experimentation, analytics, and digitization
    • Don’t do it on spreadsheets — invest in the technology
  • Use pilots to build internal capabilities. Make sure you have a plan and process to implement and scale.
  • Build inclusion, privacy, transparency, and security from the ground up. Focus on the ethical implications — digital transformation is creating new ethical obligations for organizations and their leaders.
  • Help the growing part of the population facing greater need.

Advice for those beginning the digital transformation journey

Congratulations! The good news is that you have the advantage of the latest technology. From a technology perspective, there is no longer any excuse for not being in the cloud. The bad news is that you will have a LOT of work to do to transform your organizational culture and processes.

Your organization MUST change.

The last few months have been mainly about reacting to changes in the environment. Now, we can take a step back and re-imagine a better, more thoughtful, planned approach for our organizations.

The research has shown that the deployment of AI and KM tools will affect the full-range of jobs. Everyone becomes a knowledge worker to the extent they embrace the new technology and approaches. This makes it more critical, as a policy matter, to make sure the workforce is up to the task. The workforce needs to be able to respond quickly to changes. What does the workforce look like when everyone is able to use these new tools?

We are at an inflection point. The pandemic is accelerating enormous changes. Within 5-10 years, every organization will be run differently. Those who invest in it will do just fine. Those who do not will be left behind. It’s time to really do this!

Share

Keynote: Responsible AI – Ethics and Inclusive Design #KMWorld

kmworld-social

Speakers: Jean-Claude Monney, Board of Directors Member, Keeeb; Phaedra Boinodiris, IBM Academy of Technology, Executive Consultant, Trustworthy and Responsible Systems; and Steve Sweetman, Customer & Strategy Lead, Ethics & Society Engineering, Microsoft

Session Description: Join our exploration into the future of AI and other emerging tech as it transforms the knowledge sharing, collaboration and innovation in our organizations. Responsible AI, ethics and knowledge management definitely intersect and are routed in culture change and business transformation. Our experts share a lively discussion with the audience and will leave you thinking about what’s next for AI, KM, and our world in 2021 and beyond!

[These are my notes from the KMWorld Connect 2020 Conference. Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

Intro

  • Why are these speakers here today?
    • Phaedra has been interested for a long time in both technology and social justice. Her new role at IBM is to work in the trust and AI practice. She is focused on how to reduce bias and increase trust in tech systems.
    • Steve had an aha moment on March 23, 2016 when Microsoft’s friendly chat bot had been poisoned by hackers and turned into a racist and vicious bot. This taught him that ethics were no longer academic. They needed to make ethics real in their tools so that they can build responsible AI.
    • JCM taught students in the Columbia M.S. in Information & Knowledge Strategy about ethics in connection with digital transformation. The students quickly realized how critical this issue is.

Technology

  • KM’s basic concept is to provide relevant information for reuse. When this is enabled by AI, where is the bias in the system? (See below!)
  • For the last 20 years, we’ve been teaching people how to enter data into computers and then work with that data. With the advent of AI, we are teaching computers how to consume data and work with it. But the great dilemma of AI is that we don’t understand how the system reaches a specific conclusion. So how do we trust it?
  • 4 questions to ask before purchasing an AI system
    • What are the intended uses of the system that you’ve built it for and trained it for?
    • What are the unintended uses that you haven’t built it for and trained it for?
    • What makes it perform? What makes perform well?
    • What are its limitations?
  • Other questions you should also be asking:
    • Is it fair? Is it biased?
    • Is it easy to understand and explain to non-technical stakeholders, users or administrators?
    • Is it tamper-proof?
    • Is it accountable? Does it have acceptable governance standards?
  • How can organizations mitigate bias?
    • There are a lot of tools. For example, IBM has donated Fairness 360 to the Linux Foundation.
    • Culture is a big issue. How are teams made up? Consider employing red team vs green team tactics (borrowed from the cybersecurity world).
    • Governance: make sure you have published standards that explain your company standards to the market and your employees. Do you have a diverse, inclusive AI ethics board? Do employees have a way to submit anonymously their ethics concerns?
  • Education is a big challenge
    • Why are we not teaching AI and ethics in high school and even middle school?
    • Current leaders in organizations and government do not seem to understand AI. So they cannot understand the true impact of this technology. All leaders should be at least fluent in AI because it will affect every part of their organizations.

Ethics

  • Recommended reading: Brad Smith, Tools and Weapons
  • If is not a question of IF we have bias in our systems. It is a fact that we DO have bias in our systems.
    • bias comes from the lack of diversity among developers and executives
  • Do NOT attempt to determine AI ethics this alone. It is not something for data scientists to do by themselves. You must involve different stakeholders who bring different points of view to the discussion.
  • The diversity prediction theorem = the more diverse and inclusive the crowd, the closer you get to ground truth.
  • Warning signal: major lack of diversity leads to diminished fairness in AI systems
  • Forensic technology = the tools you can use to create responsible systems. They help address fairness, explainability, transparency
  • How to find bias in your AI systems?
    • Ask if your models would keep you from offering the same service to people? Do you discriminate on a false basis?
    • Do you have fair representations of the services you are recommending? Do different people get the same outcomes?
    • Are we stereotyping? Are we using labels, for example, that reflect inherent bias?
  • How to mitigate?
    • Correct the existing data
    • Collect more representative data
    • Look at all the models across your systems — work to improve all of them and track your progress
  • How to address bias in AI used for hiring and promoting?
    • It is rare to find a bias-free system. Be hyper aware of hidden bias. There are many types of bias beyond race and gender.
    • Pay attention to the training data set. There may be bias in that set — for example, if successful people in a specific job were historically white and male, then the historic data used to train the AI will be biased in favor of white males.
  • Microsoft has a sensitive use protocol. Not all AI systems have the same impact. When AI systems could have a disproportionate impact on peoples lives, then you need to slow down development to ensure they are fair, safe, and trustworthy. Examples of high impact systems:
    • hiring, lending, admission to school
    • system misfires could result in injury to someone
    • system could diminish a person’s human rights)

Culture

  • Microsoft
    • You need to create internal standards that you will live by: put ethics and fairness at the same level as security and innovation.
    • Ensure diversity of teams at every level from ideation to design to development to market delivery sysems
  • At IBM
    • Culture — big focus on diversity and inclusivity; advocacy for ethics in technology
    • Forensic Technology — donating tools to the open source community to tackle fairness, explainability, transparency
    • Governance — shaping global standards on technology governance

Resources

  • https://www.ibm.com/thought-leadership/institute-business-value/report/ai-ethics
  • https://www.ibm.com/artificial-intelligence/ethics
  • https://hbr.org/2020/11/how-ibm-is-working-toward-a-fairer-ai
  • https://www.ibm.com/watson/assets/duo/pdf/everydayethics.pdf
  • https://aka.ms/RAIresources
  • https://azure.microsoft.com/en-us/services/machine-learning/
  • https://docs.microsoft.com/en-us/azure/machine-learning/concept-responsible-ml
  • https://docs.microsoft.com/azure/architecture/guide/responsible-innovation
  • https://github.com/fairlearn
  • https://aka.ms/FairLearnWhitepaper
  • https://docs.microsoft.com/azure/machine-learning/concept-fairness-ml
  • https://github.com/interpretml
  • https://aka.ms/InterpretMLWhitepaper
  • https://docs.microsoft.com/azure/machine-learning/how-to-machine-learning-interpretability
Share

Christian Finn Keynote: Microsoft’s 7 Essential E2.0 Truths

Christian Finn, Director of Product Management, SharePoint, Microsoft Corporation

Title: On Becoming a Connected Enterprise: The Seven Essential Truths Microsoft Has Discovered So Far

Background:

[These are my quick notes, complete with  (what I hope is no more than) the occasional typo and grammatical error.  Please excuse those. Thanks!

From time to time, I’ll insert my own editorial comments – exercising the prerogatives of the blogger.  I’ll show those in brackets. ]

Notes:

  • This is billed as a discussion of Microsoft’s culture rather than their products
  • The focus is on responding to their “e-mail addicted” culture
  • Their challenge was how to connect their people across geographies and timezones.
  • What is are the key needs of their employees?
  • Keep up with productsm markets and technology
  • Share real world knowledge
  • Help people connect with colleagues and friends within the enterprise.
  • Their solution is an enterprise podcast collection called “AcademyMobile”
  • It is completely community governed.  With a couple of clicks, everyone within Microsoft can post their podcast. There are no workflow or corporate approvals required. This is completely open.
  • Content is unproduced, unrehearsed – very authentic. In the process, participants share something about themselves.
  • The podcasts are posted directly on their internal SharePoint system. You can find these quickly, see them and rate them.  You can also connect with the podcaster via IM or other quick connection tools.
  • Make it easy to participate – they eliminate barriers to entry by giving free tools to podcasters in exchange to a certain number of podcasts per month on any topic you want.
  • They raised awareness of the solution. It they an evolving internal marketing campaign to recruit participants. Once it got big enough, they moved from guerilla, ad hoc marketing to formal marketing campaigns.
  • They give rewards – podcasters get points for the number of podcasts contributed and the number viewed. Originally, they focused on their technical content and offered rewards that appealed to geeks. Now they offer a wider range of rewards (e.g., complete dining room furniture) and are even now letting podcasters translate their awards into charitable gifts.
  • Once executives saw the impact of this program, senior executives realized that this is where employees were spending their time and these executives started making their own podcasts. [Employees can rate Steve Ballmer’s podcasts.  Do you think he ever gets a poor rating???]
  • How do they measure value?
    • How many podcasts are uploaded to the system?
    • How many views are there?
    • Size of audience (over 50% of the employee population, over 95% of the sales force)
  • Benefit: Spreading a wealth of knowledge in a way that goes well beyond what the internal formal training department cannot match – even with the resources of Microsoft behind
  • Seven Truths:
    • Focus on the need, not the technology
    • Be a silo buster
    • The solution belongs to the users – it doesn’t work in a command-and-control way. If it is done top-down, you have to compel participation. If it’s bottom up, people self-select and much more effective
    • What’s in a name? The platform/program should have a distinct name, look and personality. (If it had been just another SharePoint site, it would not have achieved the same level of visibility and interest.)
    • Start small, grow fast. They just wanted to help a few communicate and connect. They didn’t intend to create a video backbone.
    • Bring in everybody. Make sure you give ways for various types of participants  – contributors, commenters, raters, etc.
    • Value? They actually didn’t make a hard ROI business case before launching the program.  However, they have since be able to establish lots of business value.  It speaks for itself.
    • Mileage will vary – not every E2.0 effort will have the same impact.  You need to really calibrate your methods and branding to your goals.
Share