What’s new in 2022, and what made Benaich and Hogarth dedicate an entire section to AI safety, is the other end of AI safety. This is what Hogarth referred to as AI alignment: ensuring that an extremely powerful and superintelligent AI system doesn’t ever go rogue and start treating humanity badly in aggregate. The 2022 State of AI report is very much biased toward that end of safety because, according to Hogarth, the topic is not receiving enough attention. “We’re seeing exponential gain in capabilities, exponential use of compute, exponential data being fed into these [AI] models,” Hogarth said. “And yet we have no idea how to solve the alignment problem yet.” It’s still an unsolved technical problem where there are no clear solutions, he added: “That’s what alarms me — and I think that the thing that is probably the most alarming about all of it is that the feedback loops now are so violent. You have huge wealth creation happening in AI. So there’s more and more money flowing into making these models more powerful.”
We see ourselves as an important catalyst in the National Cybersecurity initiatives, especially in terms of the technology geopolitics that is now hitting up; take the US–China tech war, for example. Cyber security in today’s age and day has become pivotal because the coming decade is going to be driven by technology, and cyber security is one fundamental area which will be driving all of these transitions. As per NASSCOM’s TECHADE 2020: Digital Tech Opportunities report, AI/ML, cloud, and cybersecurity will be crucial and critical for this decade. But, how will that happen? There are many different parts to this. Firstly, security should enable the growth of the industry. We aim to prepare the industry, the society, the individuals and, most importantly, the economy against possible issues and challenges regarding privacy. This is the second part. With technologies such as AI/ML, Data Analytics, and VR/AR gaining prominence, we will work towards solving the security problem in relation to these emerging technologies.
DataOps is a fast-expanding area of expertise. Data analytics and operations specialists eager to learn how to develop and oversee DataOps procedures will have a successful future. They have the opportunity to guide the following group of data teams and set the bar for data practices for at least the ensuing ten years. Additionally, a creative, quickly expanding organization that reduces laborious and repetitive business activities will have happier and more motivated employees. The time it takes to develop a concept into something valuable is crucial to businesses. Through the use of agile development methodologies, DataOps shortens lead times. Additionally, the interval between rounds is shortened. Additionally, producing and dispersing solutions in tiny pieces enables solutions to be applied gradually. Shadow IT may form in businesses that use a sluggish development strategy for data solutions. Other departments create their concepts without the IT department’s approval or involvement.
There is one thing that caught my attention and fascination simultaneously. The central theme of a real-time enterprise integration is message routing. Almost all messaging systems employ an intelligent, interest-based subscription mechanism that ensures the routing of messages to interested parties. The intelligent part of routing is built with rules around the Event type (name) and the content. Routing decisions based on an Event type name are straightforward because they are easily accessible and available without unpacking the payload. However, a routing based on filtering rules on the content would require unpacking and evaluating the rules to determine a match. This directly impacts message throughput and performance. Content-based message routing (CBR) is performance-penalizing and not the best choice for real-time messaging scenarios where latency costs good decisions. In the early days of integration, content-based routing was considered essential.
Quantum entanglement is a critical element of quantum information processing, and photonic entanglement of the type pioneered by the Nobel laureates is crucial for transmitting quantum information. Quantum entanglement can be used to build large-scale quantum communications networks. On a path toward long-distance quantum networks, Jian-Wei Pan, one of Zeilinger’s former students, and colleagues demonstrated entanglement distribution to two locations separated by 1,203 km on Earth via satellite transmission. However, direct transmission rates of quantum information are limited due to loss, meaning too many photons get absorbed by matter in transit so not enough reach the destination. Entanglement is critical for solving this roadblock, through the nascent technology of quantum repeaters. An important milestone for early quantum repeaters, called entanglement swapping, was demonstrated by Zeilinger and colleagues in 1998. Entanglement swapping links one each of two pairs of entangled photons, thereby entangling the two initially independent photons, which can be far apart from each other.
Given the Court of Justice of the European Union's (CJEU) stance regarding US surveillance law, it is not clear how GDPR can be made compatible with transatlantic data transmission. Thus it is likely that any new privacy frameworks will be challenged in courts. Yet, the newly proposed Trans-Atlantic Data Privacy Framework brings an attempt to solve the underlying issues and may include an independent Data Protection Review Court as a mechanism to solve disputes that could provide an effective solution. If the new framework did not pass European Courts' scrutiny, it is possible that a completely different approach to data privacy will be required in future to ensure data transmission and collaboration while granting privacy rights, such as treating user data as a currency or similarly to copyright. In this virtual panel, three knowledgeable experts in the field of data privacy discuss where the existing agreements fall short, whether a new privacy agreement could improve transatlantic data sharing while granting privacy rights for EU citizens and stronger oversight of US intelligence, and more.
DLT has more going for it than blockchain technology alone. Alternatives are available across the DLT spectrum that already solve the so-called blockchain trilemma: guaranteeing high security, scalability, and decentralization. While a blockchain works with a linked list of blocks, IOTA, for example, uses the ‘Tangle,’ an acyclic fabric of mutually linked transactions that maintain the global shared state of the ledger while boosting speed. In addition, IOTA also avoids classic transaction fees, which would be prohibitive for applications in the IoT area, through an alternative consensus algorithm based on the reputation of the nodes. ... What makes DLT so exciting and relevant is that it was conceived and developed for this decentralized digital world where trust is at a premium. It’s not simply a case of storing the information safely that creates trust. It’s also how it’s created and continuously ensured between all the different partners of a business process. DLT determine the conditions under which nodes of the decentralized infrastructure capture and record new transactions and when they do not.
The growth of Web3 technologies also offers new opportunities, as the internet evolves from read-only pages to more interactive and immersive experiences. “Web1 is traditional data. Web2 added social [interaction] as data. And in Web3, everything is data,” said Dr Booth. In Web3, that data has real value to its users, and underlying blockchain technology allows it to be transferred and monetised easily. The most recognisable example may be buying digital ‘land’ in the metaverse. Transactions that take weeks in the real world can be completed in seconds and recorded on a secure, immutable blockchain. “How we connect the metaverse to the real-verse is going to be where banks will play a role,” said Mr Williamson. The digitalisation of financial services will create virtual mountains of new and complex data, generated from disparate sources and stored in different locations. Yet when everything's digital, that kind of volume and complexity becomes manageable. From Dr Booth’s point of view, AI is the connective digital tissue holding everything together.
The ROI of EA can be felt at the highest levels of the organization, but it can also have an impact at the individual department level. Cultivating this impact involves both research into specific challenges different departments face and educating department heads on what EA can do. For example, legal teams may not know that enterprise architecture has a critical role to play when it comes to navigating compliance standards and regulations. Similarly, marketing and sales teams may not realize how EA can support data management to drive analytics and personalization efforts. Every corporate function today depends on technology to be effective. EA is all about better, more strategic uses of technology. It thus falls to EAs to evangelize their capabilities across the enterprise, seeking out often unexpected opportunities to improve operations and outcomes, department by department. Getting users from across your organization on your EAM tool is no small undertaking.
Handled in the right way, collaborations will align and connect potential co-innovators to a shared purpose—internally as well as externally. Importantly, value creation is no longer just a numbers game. Echoing the motto of former PepsiCo CEO Indra Nooyi, “performance with purpose,” impactful innovation in an ecosystem is likewise driven by social values as much as by numbers. These are reflected in the challenges and specific problems the collaborators seek to address; in reframing the purpose, if necessary, so that it fits everyone’s objectives; and in the way the collaboration defines success. Much as in a team sport, egos and titles are swept aside in pursuit of a greater goal. ... Disruption, the digital revolution, covid-19—in aggregate, these factors have blurred and, in some cases, dissolved the boundaries between organizations, segments, and entire industries. As a result, innovation ecosystems are emerging as the dominant paradigm for corporate innovation. Yet, because of the fundamental disparities embedded in their structures, ecosystems are difficult to form and initiate, let alone sustain.
Quote for the day:
"Be a Strong Leader, Even If You Follow a Weak Leader" -- Miles Anthony Smith