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Eliciting Informative Feedback: the Peer$Prediction Method
Eliciting Informative Feedback: The Peer-Prediction Method Nolan Miller, Paul Resnick, and Richard Zeckhauser January 26, 2005y Abstract Many recommendation and decision processes depend on eliciting evaluations of opportu- nities, products, and vendors. A scoring system is devised that induces honest reporting of feedback. Each rater merely reports a signal, and the system applies proper scoring rules to the implied posterior beliefs about another rater’s report. Honest reporting proves to be a Nash Equilibrium. The scoring schemes can be scaled to induce appropriate e¤ort by raters and can be extended to handle sequential interaction and continuous signals. We also address a number of practical implementation issues that arise in settings such as academic reviewing and on-line recommender and reputation systems. 1 Introduction Decision makers frequently draw on the experiences of multiple other individuals when making decisions. The process of eliciting others’information is sometimes informal, as when an executive consults underlings about a new business opportunity. In other contexts, the process is institution- alized, as when journal editors secure independent reviews of papers, or an admissions committee has multiple faculty readers for each …le. The internet has greatly enhanced the role of institu- tionalized feedback methods, since it can gather and disseminate information from vast numbers of individuals at minimal cost. To name just a few examples, eBay invites buyers and sellers to rate Miller and Zeckhauser, Kennedy School of Government, Harvard University; Resnick, School of Information, University of Michigan. yWe thank Alberto Abadie, Chris Avery, Miriam Avins, Chris Dellarocas, Je¤ Ely, John Pratt, Bill Sandholm, Lones Smith, Ennio Stachetti, Steve Tadelis, Hal Varian, two referees and two editors for helpful comments. -
Intro to Google for the Hill
Introduction to A company built on search Our mission Google’s mission is to organize the world’s information and make it universally accessible and useful. As a first step to fulfilling this mission, Google’s founders Larry Page and Sergey Brin developed a new approach to online search that took root in a Stanford University dorm room and quickly spread to information seekers around the globe. The Google search engine is an easy-to-use, free service that consistently returns relevant results in a fraction of a second. What we do Google is more than a search engine. We also offer Gmail, maps, personal blogging, and web-based word processing products to name just a few. YouTube, the popular online video service, is part of Google as well. Most of Google’s services are free, so how do we make money? Much of Google’s revenue comes through our AdWords advertising program, which allows businesses to place small “sponsored links” alongside our search results. Prices for these ads are set by competitive auctions for every search term where advertisers want their ads to appear. We don’t sell placement in the search results themselves, or allow people to pay for a higher ranking there. In addition, website managers and publishers take advantage of our AdSense advertising program to deliver ads on their sites. This program generates billions of dollars in revenue each year for hundreds of thousands of websites, and is a major source of funding for the free content available across the web. Google also offers enterprise versions of our consumer products for businesses, organizations, and government entities. -
Dr. Eric Schmidt Eric Schmidt Is Founder of Schmidt Futures
Biography of Dr. Eric Schmidt Eric Schmidt is Founder of Schmidt Futures. Eric is also Technical Advisor to Alphabet Inc., holding company of Google Inc, where he advises its leaders on technology, business and policy issues. Eric was Executive Chairman of Alphabet from 2015-2018, and of Google from 2011-2015. From 2001-2011, Eric served as Google’s Chief Executive Officer, overseeing the company’s technical and business strategy alongside founders Sergey Brin and Larry Page. Under his leadership, Google dramatically scaled its infrastructure and diversified its product offerings while maintaining a strong culture of innovation, growing from a Silicon Valley startup to a global leader in technology. Prior to joining Google, Eric was the chairman and CEO of Novell and chief technology officer at Sun Microsystems, Inc. Previously, he served on the research staff at Xerox Palo Alto Research Center (PARC), Bell Laboratories and Zilog. He holds a bachelor’s degree in electrical engineering from Princeton University as well as a master’s degree and Ph.D. in computer science from the University of California, Berkeley. Eric was elected to the National Academy of Engineering in 2006 and inducted into the American Academy of Arts and Sciences as a fellow in 2007. Since 2008, he has been a trustee of the Institute for Advanced Study in Princeton, New Jersey. Since 2012, Eric has been on the board of the Broad Institute and the Mayo Clinic. Eric was a member of the President’s Council of Advisors on Science 2009-2017. In 2013, Eric and Jared Cohen co-authored The New York Times bestselling book, The New Digital Age: Transforming Nations, Businesses, and Our Lives. -
Annual Report 2018
2018Annual Report Annual Report July 1, 2017–June 30, 2018 Council on Foreign Relations 58 East 68th Street, New York, NY 10065 tel 212.434.9400 1777 F Street, NW, Washington, DC 20006 tel 202.509.8400 www.cfr.org [email protected] OFFICERS DIRECTORS David M. Rubenstein Term Expiring 2019 Term Expiring 2022 Chairman David G. Bradley Sylvia Mathews Burwell Blair Effron Blair Effron Ash Carter Vice Chairman Susan Hockfield James P. Gorman Jami Miscik Donna J. Hrinak Laurene Powell Jobs Vice Chairman James G. Stavridis David M. Rubenstein Richard N. Haass Vin Weber Margaret G. Warner President Daniel H. Yergin Fareed Zakaria Keith Olson Term Expiring 2020 Term Expiring 2023 Executive Vice President, John P. Abizaid Kenneth I. Chenault Chief Financial Officer, and Treasurer Mary McInnis Boies Laurence D. Fink James M. Lindsay Timothy F. Geithner Stephen C. Freidheim Senior Vice President, Director of Studies, Stephen J. Hadley Margaret (Peggy) Hamburg and Maurice R. Greenberg Chair James Manyika Charles Phillips Jami Miscik Cecilia Elena Rouse Nancy D. Bodurtha Richard L. Plepler Frances Fragos Townsend Vice President, Meetings and Membership Term Expiring 2021 Irina A. Faskianos Vice President, National Program Tony Coles Richard N. Haass, ex officio and Outreach David M. Cote Steven A. Denning Suzanne E. Helm William H. McRaven Vice President, Philanthropy and Janet A. Napolitano Corporate Relations Eduardo J. Padrón Jan Mowder Hughes John Paulson Vice President, Human Resources and Administration Caroline Netchvolodoff OFFICERS AND DIRECTORS, Vice President, Education EMERITUS & HONORARY Shannon K. O’Neil Madeleine K. Albright Maurice R. Greenberg Vice President and Deputy Director of Studies Director Emerita Honorary Vice Chairman Lisa Shields Martin S. -
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1 TABLE OF CONTENTS 2 I. INTRODUCTION ...................................................................................................... 2 3 II. JURISDICTION AND VENUE ................................................................................. 8 4 III. PARTIES .................................................................................................................... 9 5 A. Plaintiffs .......................................................................................................... 9 6 B. Defendants ....................................................................................................... 9 7 IV. FACTUAL ALLEGATIONS ................................................................................... 17 8 A. Alphabet’s Reputation as a “Good” Company is Key to Recruiting Valuable Employees and Collecting the User Data that Powers Its 9 Products ......................................................................................................... 17 10 B. Defendants Breached their Fiduciary Duties by Protecting and Rewarding Male Harassers ............................................................................ 19 11 1. The Board Has Allowed a Culture Hostile to Women to Fester 12 for Years ............................................................................................. 19 13 a) Sex Discrimination in Pay and Promotions: ........................... 20 14 b) Sex Stereotyping and Sexual Harassment: .............................. 23 15 2. The New York Times Reveals the Board’s Pattern -
The Information Revolution Reaches Pharmaceuticals: Balancing Innovation Incentives, Cost, and Access in the Post-Genomics Era
RAI.DOC 4/13/2001 3:27 PM THE INFORMATION REVOLUTION REACHES PHARMACEUTICALS: BALANCING INNOVATION INCENTIVES, COST, AND ACCESS IN THE POST-GENOMICS ERA Arti K. Rai* Recent development in genomics—the science that lies at the in- tersection of information technology and biotechnology—have ush- ered in a new era of pharmaceutical innovation. Professor Rai ad- vances a theory of pharmaceutical development and allocation that takes account of these recent developments from the perspective of both patent law and health law—that is, from both the production side and the consumption side. She argues that genomics has the po- tential to make reforms that increase access to prescription drugs not only more necessary as a matter of equity but also more feasible as a matter of innovation policy. On the production end, so long as patent rights in upstream genomics research do not create transaction cost bottlenecks, genomics should, in the not-too-distant future, yield some reduction in drug research and development costs. If these cost re- ductions are realized, it may be possible to scale back certain features of the pharmaceutical patent regime that cause patent protection for pharmaceuticals to be significantly stronger than patent protection for other innovation. On the consumption side, genomics should make drug therapy even more important in treating illness. This reality, coupled with empirical data revealing that cost and access problems are particularly severe for those individuals who are not able to secure favorable price discrimination through insurance, militates in favor of government subsidies for such insurance. As contrasted with patent buyouts, the approach favored by many patent scholars, subsidies * Associate Professor of Law, University of San Diego Law School; Visiting Associate Profes- sor, Washington University, St. -
Google Gives Glimpse of Internet Glasses 4 April 2012
Google gives glimpse of Internet glasses 4 April 2012 technology could look like and created a video to demonstrate what it might enable you to do," Google said, stressing that the glasses were a concept far from being brought to market. "We're sharing this information now because we want to start a conversation and learn from your valuable input." The project team invited people to express ideas for the glasses at the Google+ page. The Google France offices pictured in 2011. Google Google co-founder Sergey Brin is deeply involved gave the world a glimpse of its vision for letting people with the California company's X Labs, best known look at life through Internet-tinted glasses. for its work on a self-driving car. A YouTube video of legally blind Steve Mahan "driving" an autonomous Google car in his Google on Wednesday gave the world a glimpse of California neighborhood has been viewed more its vision for letting people look at life through than 1.2 million times since it was uploaded on Internet-tinted glasses. March 27. A video posted at a Project Glass page at Google+ (c) 2012 AFP social network confirmed the rumor that the technology titan is working on eyewear that meshes the online world with the real world. "We think technology should work for you -- be there when you need it and get out of your way when you don't," members of the project team said in a Google+ post. "A group of us from Google X (Labs) started Project Glass to build this kind of technology; one that helps you explore and share your world." Images showed people wearing eyeglasses with stylish silver frames that featured tiny cameras and on-lens displays to discretely show information such as walking directions, weather forecasts or messages from friends. -
You Get the Leadership You Inspire: Humor at Google with Eric Schmidt
CASE: M-378 DATE: 05/07/19 YOU GET THE LEADERSHIP YOU INSPIRE: HUMOR AT GOOGLE WITH ERIC SCHMIDT “You get the leadership that you inspire. If the leadership of the company is relaxed and humorous and having fun, the other people will have permission, within the appropriate boundaries, to do the same thing.” —Eric Schmidt Once upon a time, in the town of Mountain View, California, a sleepy suburban locale most notable for its abundance of moderately-priced Chinese restaurants, there arose a plucky search engine startup by the name of Google. In Google’s early years, founders Sergey Brin and Larry Page and CEO Eric Schmidt worked hard to run their company in a way that avoided the cagey business practices of predecessor technology firms. They hoped to establish a culture built on authenticity and transparency, and they made it a priority to share as much information with their employees as they sensibly could. There were numerous personal and business risks that came with communicating openly and directly with their employees, and humor was one tool they used to mitigate these risks. Schmidt, Page and Brin held an hour-long ‘all-hands’ meeting at the end of each week called TGIF (Thank Goodness It’s Friday), in which every single employee at the company was invited. For the first 30 minutes, the team reviewed news and product launches from the past week, provided demos for unreleased products, and celebrated recent wins. The second 30 minutes was comprised of a question and answer session where any Google employee could query the leadership team.1 1 Subtle search engine pun. -
Ali Aydar Anita Borg Alfred Aho Bjarne Stroustrup Bill Gates
Ali Aydar Ali Aydar is a computer scientist and Internet entrepreneur. He is the chief executive officer at Sporcle. He is best known as an early employee and key technical contributor at the original Napster. Aydar bought Fanning his first book on programming in C++, the language he would use two years later to build the Napster file-sharing software. Anita Borg Anita Borg (January 17, 1949 – April 6, 2003) was an American computer scientist. She founded the Institute for Women and Technology (now the Anita Borg Institute for Women and Technology). While at Digital Equipment, she developed and patented a method for generating complete address traces for analyzing and designing high-speed memory systems. Alfred Aho Alfred Aho (born August 9, 1941) is a Canadian computer scientist best known for his work on programming languages, compilers, and related algorithms, and his textbooks on the art and science of computer programming. Aho received a B.A.Sc. in Engineering Physics from the University of Toronto. Bjarne Stroustrup Bjarne Stroustrup (born 30 December 1950) is a Danish computer scientist, most notable for the creation and development of the widely used C++ programming language. He is a Distinguished Research Professor and holds the College of Engineering Chair in Computer Science. Bill Gates 2 of 10 Bill Gates (born October 28, 1955) is an American business magnate, philanthropist, investor, computer programmer, and inventor. Gates is the former chief executive and chairman of Microsoft, the world’s largest personal-computer software company, which he co-founded with Paul Allen. Bruce Arden Bruce Arden (born in 1927 in Minneapolis, Minnesota) is an American computer scientist. -
Ei-Report-2013.Pdf
Economic Impact United States 2013 Stavroulla Kokkinis, Athina Kohilas, Stella Koukides, Andrea Ploutis, Co-owners The Lucky Knot Alexandria,1 Virginia The web is working for American businesses. And Google is helping. Google’s mission is to organize the world’s information and make it universally accessible and useful. Making it easy for businesses to find potential customers and for those customers to find what they’re looking for is an important part of that mission. Our tools help to connect business owners and customers, whether they’re around the corner or across the world from each other. Through our search and advertising programs, businesses find customers, publishers earn money from their online content and non-profits get donations and volunteers. These tools are how we make money, and they’re how millions of businesses do, too. This report details Google’s economic impact in the U.S., including state-by-state numbers of advertisers, publishers, and non-profits who use Google every day. It also includes stories of the real business owners behind those numbers. They are examples of businesses across the country that are using the web, and Google, to succeed online. Google was a small business when our mission was created. We are proud to share the tools that led to our success with other businesses that want to grow and thrive in this digital age. Sincerely, Jim Lecinski Vice President, Customer Solutions 2 Economic Impact | United States 2013 Nationwide Report Randy Gayner, Founder & Owner Glacier Guides West Glacier, Montana The web is working for American The Internet is where business is done businesses. -
The Next Frontier for Innovation, Competition, and Productivity
McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential; debt and deleveraging and the end of cheap capital; the impact of multinational companies on the US economy; technology-enabled business trends; urbanization in India and China; and the competitiveness of sectors and industrial policy. MGI is led by three McKinsey & Company directors: Richard Dobbs, James Manyika, and Charles Roxburgh. -
Big Data: New Tricks for Econometrics†
Journal of Economic Perspectives—Volume 28, Number 2—Spring 2014—Pages 3–28 Big Data: New Tricks for Econometrics† Hal R. Varian oomputersmputers aarere nnowow iinvolvednvolved iinn mmanyany eeconomicconomic ttransactionsransactions aandnd ccanan ccaptureapture ddataata aassociatedssociated wwithith tthesehese ttransactions,ransactions, whichwhich ccanan thenthen bbee manipulatedmanipulated C aandnd aanalyzed.nalyzed. CConventionalonventional sstatisticaltatistical aandnd econometriceconometric techniquestechniques suchsuch aass rregressionegression ooftenften wworkork well,well, bbutut ttherehere aarere iissuesssues uuniquenique ttoo bbigig datasetsdatasets thatthat maymay rrequireequire ddifferentifferent ttools.ools. FFirst,irst, tthehe ssheerheer ssizeize ooff tthehe ddataata iinvolvednvolved mmayay rrequireequire mmoreore ppowerfulowerful ddataata mmanipulationanipulation ttools.ools. SSecond,econd, wewe maymay hhaveave mmoreore ppotentialotential ppredictorsredictors tthanhan aappro-ppro- ppriateriate fforor eestimation,stimation, ssoo wwee needneed toto dodo somesome kindkind ofof variablevariable selection.selection. Third,Third, llargearge ddatasetsatasets mmayay aallowllow fforor mmoreore fl eexiblexible relationshipsrelationships tthanhan simplesimple linearlinear models.models. MMachineachine llearningearning ttechniquesechniques ssuchuch aass ddecisionecision ttrees,rees, ssupportupport vvectorector machines,machines, nneuraleural nnets,ets, ddeepeep llearning,earning, aandnd soso onon maymay allowallow forfor moremore effectiveeffective