Smart homes
Speech recognition
Translation
Unmanned aerial vehicles (drones, cars, ambulance, trains, ships, submarines, planes, etc.)
Virtual assistants
Evaluating how well a model learned can follow a five-point rubric.
Phenomenal: It's not possible to do any better.
Crazy good: Outcomes are better than what any individual could achieve.
Super-human: Outcomes are better than what most people could achieve.
Par-human: Outcomes are comparable to what most people could achieve.
Sub-human: Outcomes are less than what most people could achieve.
Toward the AI-Centric Organization
As with the industrial age and then the information age, the age of AI is an advancement in tooling to help solve or address business problems. Driven by necessity, organizations are going to use AI to aid with automation and optimization. To support data-driven cultures, AI must also be used to predict and to diagnose. AI-centric organizations must revisit all aspects of their being, from strategy to structure and from technology to egos.
Before becoming AI-centric, organizations must first identify their problems, examine their priorities, and decide where to begin. While AI is best for detecting outcomes against a pattern, traditional business rules are not going to disappear. To be AI-centric is to understand what aspects of the business can best be addressed through patterns. Knowing how much tax to pay is never going to be a pattern; a tax calculation is always going to be rule-based.
There are always going to be situations where a decision or action requires a combination of pattern-based and rule-based outcomes. In much the same way, a person may leverage AI algorithms in conjunction with other analytical techniques.
Organizations that avoid or delay AI adoption will, in a worst-case scenario, become obsolete. The changing needs of an organization coupled with the use of AI are going to necessitate an evolution in jobs and skillsets needed. As previously stated, every single job is likely to be impacted in one way or another. Structural changes across industries will lead to new-collar workers spending more of their time on activities regarded as driving higher value.
Employees are likely to demand continuous skill development to remain competitive and relevant. As with any technological shift, AI may, for many years, be subject to scrutiny and debate. Concerns about widening economic divides, personal privacy, and ethical use are not always unfounded, but the potential for consistently providing a positive experience cannot be dismissed. Using a suitable information architecture for AI is likely to be regarded as a high-order imperative for consistently producing superior outcomes.
SCALE
On occasion, we are likely to have experienced a gut feeling about a situation. We have this sensation in the pit of our stomach that we know what we must do next or that something is right or that something is about to go awry. Inevitably, this feeling is not backed by data.
Gene Kranz was the flight director in NASA's Mission Control room during the Apollo 13 mission in 1970. As flight director, he made a number of gut feel decisions that allowed the lunar module to return safely to Earth after a significant malfunction. This is why we regard AI as augmenting the knowledge worker and not an outright replacement for the knowledge worker. Some decisions require a broader context for decision-making; even if that decision is a gut feel, the decision is still likely to manifest from years of practical experience.
For many businesses, the sheer scale of their operations already means that each decision can't be debated between man and machine to reach a final outcome. Scale, and not the need to find a replacement for repetitive tasks, is the primary driving factor toward needing to build the AI-centric organization.
Summary
Through climbing the ladder, organizations will develop practices for data science and be able to harness machine learning and deep learning as part of their enhanced analytical toolkit.
Data science is a discipline, in that the data scientist must be able to leverage and coordinate multiple skills to achieve an outcome, such as domain expertise, a deep understanding of data management, math skills, and programming. Machine learning and deep learning, on the other hand, are techniques that can be applied via the discipline. They are techniques insofar as they are optional tools within the data science toolkit.
AI puts machine learning and deep learning into practice, and the resulting models can help organizations reason about AI's hypotheses and apply AI's findings. To embed AI in an organization, a formal data and analytics foundation must be recognized as a prerequisite.
By climbing the ladder (from one rung to the next: collect, organize, analyze, and infuse), organizations are afforded with the ability to address questions that were either previously unknown (When will a repeat buyer buy again?) or previously unanswerable (What were the influencing factors as to why a given product was purchased?).
When users can ask new questions, users can benefit from new insights. Insights are therefore a direct means to empowerment. Empowered users are likely to let specific queries execute for multiple minutes, and, in some cases, even hours, when immediate near-zero-second response is not fully required. The allure of the ladder and to achieve AI through a programmatic stepwise progression is the ability to ask more profound and higher-value questions.
The reward for the climb is to firmly establish a formal organizational discipline in the use of AI that is serving to help the modern organization remain relevant and competitive.
In the next chapter, we will build on the AI Ladder by examining considerations that impact the organization as a whole.
CHAPTER 2 Framing Part I: Considerations for Organizations Using AI
“We don't just pass along our DNA, we pass along our ideas.”
—Lisa Seacat DeLuca
TEDBlog
The use of artificial intelligence (AI) is not exclusively about technology, though AI cannot exist without it. Organizational motivation to adopt digital transformation is, in large part, being driven by AI. Arguably, the rate of successful AI initiatives is far less than the number of AI initiatives that are started. The gap is not centered on the choice of which AI algorithm to use. This is why AI is not just about the tech.
AI does not force its own organizational agenda. AI augments how an organization works, driving how people think and participate in the organization. Through tying together organizational goals with AI tools, organizations can align strategies that guide business models in the right direction. An organization augmented as a coherent unit is likely to achieve its digital goals and experience a positive impact from using AI.
As organizations realize value from the use of AI, business processes will see further remediation to operate efficiently with data as a direct result of AI-generated predictions, solutions, and augmented human decision-making.
From pressures that emanate from within the organization as well as those from the outside, the need to develop a balanced tactical and strategic approach to AI is required for addressing options and trade-offs. AI is a revolutionary capability, and during its incorporation, organizational action must not be seen as remaining conventional.
As a data scientist, you'll determine what types of inputs, or features, will be of