Responsible Use of Technology: the Microsoft Case Study
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The Dangers of Human-Like Bias in Machine-Learning Algorithms
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Missouri University of Science and Technology (Missouri S&T): Scholars' Mine Missouri S&T’s Peer to Peer Volume 2 Issue 1 Article 1 May 2018 The Dangers of Human-Like Bias in Machine-Learning Algorithms Daniel James Fuchs Missouri University of Science and Technology Follow this and additional works at: https://scholarsmine.mst.edu/peer2peer Part of the Computer Sciences Commons Recommended Citation Fuchs, Daniel J.. 2018. "The Dangers of Human-Like Bias in Machine-Learning Algorithms." Missouri S&T’s Peer to Peer 2, (1). https://scholarsmine.mst.edu/peer2peer/vol2/iss1/1 This Article - Journal is brought to you for free and open access by Scholars' Mine. It has been accepted for inclusion in Missouri S&T’s Peer to Peer by an authorized administrator of Scholars' Mine. This work is protected by U. S. Copyright Law. Unauthorized use including reproduction for redistribution requires the permission of the copyright holder. For more information, please contact [email protected]. Fuchs: Dangers of Human-Like Bias in MLAGs Machine learning (ML), frequently used in constructing artificial intelligence, relies on observing trends in data and forming relationships through pattern recognition. Machine learning algorithms, or MLAGs, use these relationships to solve various complex problems. Applications can range from Google's "Cleverbot" to résumé evaluation, to predicting the risk of a convicted criminal reoffending (Temming 2017). Naturally, by learning through data observation rather than being explicitly programmed to perform a certain way, MLAGs will develop biases towards certain types of input. -
Satya Nadella Takes the Reins: Now the Real Work Starts February 04, 2014 - IDC Link
Satya Nadella Takes the Reins: Now the Real Work Starts February 04, 2014 - IDC Link By: Al Gillen; Al Hilwa; Crawford Del Prete; Tom Mainelli Microsoft finally put an arduous executive recruitment process to rest by naming one of its current executives, Satya Nadella to the CEO post, replacing Steve Ballmer. When Steve Ballmer announced his plans to step down in August 2013, the immediate speculation centered on whether the company would recruit from outside, or from within the company. There were clear benefits associated with either approach, as an outsider could bring fresh new ideas to the company, and would have the benefit of not carrying a lot of political and cultural baggage from having worked at Microsoft for years prior. Any outsider coming to a culturally-strong company, and one as internally focused as Microsoft, would have had to establish clear credibility with a large and influential group of technically elite employees – something that probably was a deal-breaker for some candidates. The alternative of hiring from inside would not face any cultural challenges, but would put a new CEO in the uncomfortable role of having to make difficult decisions that positively – and negatively – affect different parts of the business. Long-standing business practices need to be questioned, re-evaluated, and in some cases changed. Would an insider be willing to take on such challenges, or could an insider even fully recognize the different areas where Microsoft's business needs to evolve and respond to industry changes? The selection of Nadella is an acknowledgement that internal morale is one key lynchpin for future success with any initiative the company takes. -
Beyond Dyadic Interactions: Considering Chatbots As Community Members
CHI 2019 Paper CHI 2019, May 4–9, 2019, Glasgow, Scotland, UK Beyond Dyadic Interactions: Considering Chatbots as Community Members Joseph Seering Michal Luria Carnegie Mellon University Carnegie Mellon University Pittsburgh, Pennsylvania, USA Pittsburgh, Pennsylvania, USA [email protected] [email protected] Geoff Kaufman Jessica Hammer Carnegie Mellon University Carnegie Mellon University Pittsburgh, Pennsylvania, USA Pittsburgh, Pennsylvania, USA [email protected] [email protected] ABSTRACT KEYWORDS Chatbots have grown as a space for research and develop- Chatbots; social identity; online communities; dyadic com- ment in recent years due both to the realization of their munication commercial potential and to advancements in language pro- ACM Reference Format: cessing that have facilitated more natural conversations. Joseph Seering, Michal Luria, Geoff Kaufman, and Jessica Hammer. However, nearly all chatbots to date have been designed 2019. Beyond Dyadic Interactions: Considering Chatbots as Com- for dyadic, one-on-one communication with users. In this munity Members. In CHI Conference on Human Factors in Computing paper we present a comprehensive review of research on Systems Proceedings (CHI 2019), May 4–9, 2019, Glasgow, Scotland chatbots supplemented by a review of commercial and in- UK. ACM, New York, NY, USA, 13 pages. https://doi.org/10.1145/ dependent chatbots. We argue that chatbots’ social roles 3290605.3300680 and conversational capabilities beyond dyadic interactions have been underexplored, and that expansion into this de- 1 INTRODUCTION sign space could support richer social interactions in online From ELIZA to Tay, for half a century chatbots have mixed communities and help address the longstanding challenges provision of services with an attempt to emulate human con- of maintaining, moderating, and growing these communities. -
A Feminist Critique of Algorithmic Fairness
Redistribution and Rekognition: A Feminist Critique of Algorithmic Fairness Sarah Myers West AI Now Institute at New York University [email protected] Abstract Computer scientists, and artificial intelligence researchers in particular, have a predisposition for adopting precise, fixed definitions to serve as classifiers (Agre, 1997; Broussard, 2018). But classification is an enactment of power; it orders human interaction in ways that produce advantage and suffering (Bowker & Star, 1999). In so doing, it attempts to create order out of the messiness of human life, masking the work of the people involved in training machine learning systems, and hiding the uneven distribution of its impacts on communities (A. Taylor, 2018; Gray, 2019; Roberts, 2019). Feminist scholars, and particularly feminist scholars of color, have made powerful critiques of the ways in which artificial intelligence systems formalize, classify, and amplify historical forms of discrimination and act to reify and amplify existing forms of social inequality (Eubanks, 2017; Benjamin, 2019; Noble, 2018). In response, the machine learning community has begun to address claims of algorithmic bias under the rubric of fairness, accountability, and transparency. But it has dealt with these claims largely using computational approaches that obscure difference. Inequality is reflected and amplified in algorithmic systems in ways that exceed the capacity of statistical methods alone. This article examines how patterns of exclusion and erasure in algorithmic systems recapitulate and magnify a history of discrimination and erasure in the field of artificial intelligence, and in society more broadly. Shifting from individualized notions of fairness to more situated modeling of algorithmic remediation might create spaces of possibility for new forms of solidarity and West, Sarah Myers (2020). -
Microsoft CEO Satya Nadella Discusses His New Book, “Hit Refresh,” and His Vision for the Future of Microsoft
Microsoft CEO Satya Nadella Discusses his New Book, “Hit Refresh,” and his Vision for the Future of Microsoft Satya Nadella Chief Executive Officer Microsoft Corporation Wednesday, October 4, 2017 1 DAVID M. RUBENSTEIN: Welcome, everybody, to what is our third event of our 31st season. And we’re very pleased today to have Satya Nadella, the chief executive of Microsoft, as our special guest. We’ll have an interview with him shortly. Everybody should have a copy of his new book, “Hit Refresh.” I’ve read the book, and we’ll go through the book a little bit later. It’s really a terrific book, extraordinary description of how to change a bit the culture of a company and also an extraordinary personal story, so I think all of you will enjoy reading it. We’ll go through some parts of it in the conversation with Satya a little bit later. [Video presentation.] [Applause.] MR. RUBENSTEIN: OK. So how many people here are familiar with Microsoft products? [Laughter.] OK, everybody? OK. So on February 4th, 2014, you became the new CEO of Microsoft, the third person to have that job. Since that time, the market capitalization of Microsoft is up by $250 billion. Has Bill Gates1 or Steve Ballmer2 ever called you to thank you for – [laughter] – increasing their net worth by a great deal, or they don’t call you to thank you? SATYA NADELLA: [Laughs.] Let’s just say that as long as they call and ask me to do more on the products, that’s a good sign. -
Microsoft FY20 Second Quarter Earnings Conference Call Michael
Microsoft FY20 Second Quarter Earnings Conference Call Michael Spencer, Satya Nadella, Amy Hood Wednesday, January 29, 2020 Michael Spencer: Good afternoon and thank you for joining us today. On the call with me are Satya Nadella, chief executive officer, Amy Hood, chief financial officer, Frank Brod, chief accounting officer, and Keith Dolliver, deputy general counsel. On the Microsoft Investor Relations website, you can find our earnings press release and financial summary slide deck, which is intended to supplement our prepared remarks during today’s call and provides the reconciliation of differences between GAAP and non-GAAP financial measures. Unless otherwise specified, we will refer to non-GAAP metrics on the call. The non-GAAP financial measures provided should not be considered as a substitute for or superior to the measures of financial performance prepared in accordance with GAAP. They are included as additional clarifying items to aid investors in further understanding the company's second quarter performance in addition to the impact these items and events have on the financial results. All growth comparisons we make on the call today relate to the corresponding period of last year unless otherwise noted. We will also provide growth rates in constant currency, when available, as a framework for assessing how our underlying businesses performed, excluding the effect of foreign currency rate fluctuations. Where growth rates are the same in constant currency, we will refer to the growth rate only. We will post our prepared remarks to our website immediately following the call until the complete transcript is available. Today's call is being webcast live and recorded. -
Satya Nadella: Inspire 2019 July 17, 2019
07172019 Inspire Ready Satya Nadella Satya Nadella: Inspire 2019 July 17, 2019 Satya Nadella, chief executive officer, Microsoft, speaks at Inspire 2019 in Las Vegas, Nevada, on July 17, 2019. Microsoft Inspire & Ready 2019 Satya Nadella July 17, 2019 ANNOUNCER: Please welcome Satya Nadella. (Cheers, applause.) SATYA NADELLA: Good morning. Thank you so much. Good morning. (Cheers, applause.) Thank you so much. Thank you. Thank you. (Cheers, applause.) It's so great to be back here at Inspire/Ready amongst all of you this week. We're going to celebrate the year we've had. We're going to look forward to the opportunity ahead. You know, the momentum, whichever way you look at it, is palpable all around us. And it's really thanks to the hard work, the commitment, the persistence of this community. And so, I want to really, really start by saying a big, heartfelt, sincere thank you for all that you do and who you are. You make all this possible. So, thank you so very much. (Cheers, applause.) It is about these three numbers: 100, 17, and 7. It's us coming together, that is the 100 and 17, to have the impact on the 7 billion people on the planet. But doing that with every community that we serve, the small businesses that we make productive, the large multinationals that we make competitive, public sector that we make more efficient, the health outcome, the educational outcomes. That depth and breadth of opportunity is what we celebrate. That's what gives us meaning in our work, and that's what's captured in our mission, to empower every person and every organization on the planet to achieve more. -
Introducing Microsoft's New Chief Executive Officer UWM Alum Satya
SPRING 2014 CREATING A CULTURE OF INNOVATION TOUGHER, STRONGER, SMARTER CONCRETE Introducing Microsoft’s UWM WRENCH New Chief Executive Officer PUTS SAFETY FIRST UWM Alum Satya Nadella, BIOMEDICAL College of Engineering & Applied Science BREAKTHROUGH ALLOWS SAFER TRANSPLANTS VIA OPTICAL BIOPSY NSF CAREER GRANTS FUND BREAKTHROUGH RESEARCH Satya Nadella to lead tech industry giant, Microsoft UWM alum is seen as visionary he new CEO of Satya had slept there several nights, after Microsoft Corporation working late hours on his research. Such was T– and only the third his dedication to his goals.” chief executive officer in the famed company’s history Master’s Degree in 1990 – has strong Milwaukee A native of Hyderabad, in south-central India, ties. Satya Nadella, an Nadella earned a master’s degree in computer alumnus of UWM’s College science from UWM in 1990, after completing of Engineering and Applied his bachelor’s degree in electrical engineering Science, is remembered from Mangalore University in India. as an extremely talented “I think Satya being named CEO of Microsoft graduate student who helps our students know the kind of education was one of scores of students from India they get on our campus will take them anywhere attracted to UWM’s strong computer science they want to go,” says Dean Brett Peters. “ I have always used program. In his first interview after the appointment, [Nadella] as a good Nadella, who was once described by Business Nadella says he had always wanted to Week as a member of Bill Gates’s “kitchen example of student “build things” and had developed a passion cabinet of techno-whizzes,” was about 20 for computer science as a means to success: how to years old when he began the master’s degree achieve that. -
Essentializing Femininity in AI Linguistics
Student Publications Student Scholarship Fall 2019 Designing Women: Essentializing Femininity in AI Linguistics Ellianie S. Vega Gettysburg College Follow this and additional works at: https://cupola.gettysburg.edu/student_scholarship Part of the Artificial Intelligence and Robotics Commons, Feminist, Gender, and Sexuality Studies Commons, and the Linguistics Commons Share feedback about the accessibility of this item. Recommended Citation Vega, Ellianie S., "Designing Women: Essentializing Femininity in AI Linguistics" (2019). Student Publications. 797. https://cupola.gettysburg.edu/student_scholarship/797 This open access student research paper is brought to you by The Cupola: Scholarship at Gettysburg College. It has been accepted for inclusion by an authorized administrator of The Cupola. For more information, please contact [email protected]. Designing Women: Essentializing Femininity in AI Linguistics Abstract Since the eighties, feminists have considered technology a force capable of subverting sexism because of technology’s ability to produce unbiased logic. Most famously, Donna Haraway’s “A Cyborg Manifesto” posits that the cyborg has the inherent capability to transcend gender because of its removal from social construct and lack of loyalty to the natural world. But while humanoids and artificial intelligence have been imagined as inherently subversive to gender, current artificial intelligence perpetuates gender divides in labor and language as their programmers imbue them with traits considered “feminine.” A majority of 21st century AI and humanoids are programmed to fit emalef stereotypes as they fulfill emotional labor and perform pink-collar tasks, whether through roles as therapists, query-fillers, or companions. This paper examines four specific chat-based AI --ELIZA, XiaoIce, Sophia, and Erica-- and examines how their feminine linguistic patterns are used to maintain the illusion of emotional understanding in regards to the tasks that they perform. -
Microsoft Inspire 2021 Satya Nadella
Microsoft Inspire 2021 Satya Nadella SATYA NADELLA: Good morning and welcome to Inspire. I’m so excited to be here with you today. I want to start by saying a big thank you. You are the core to who we are and what we do as a company. When it comes to our partners, we believe in two truths. First, we are only successful if you are successful. That means creating new opportunity for you across every sector and every country. And second, we collectively are successful when the world around us is successful. That means every community and country you are helping small businesses become more productive, multinationals more competitive, nonprofits more impactful, governments more efficient, improving health care and educational outcomes, creating new employment opportunities and much, much more. That’s what makes our ecosystem so unique. Over the course of this pandemic, you’ve done the hard work to help the world use digital technology get through one of the most challenging moments in modern history. The past year, while heartbreaking in many ways, was a catalyst and the beginning of an era of rapid change. We are going through the greatest structural transformation in our economy in a generation. And while we aren’t going to be able to predict every tailwind or challenge ahead, we know that digital technology will be key to resilience and transformation through whatever may come our way. There is no going back to digital adoption levels of two years ago, there’s only going forward, and this will require a step function change in the level of tech intensity in the years ahead. -
Satya Nadella Metrics User Satisfaction
Satya Nadella Metrics User Satisfaction Declaratory Tadeas dissociate very the while Zeus remains liveried and advocatory. If unsaintly or contrarilywhitenedportentous isbut CatMurphy? criticised usually Demented herwesternise polysyllogism Russel his jinker still audaciously. wile:arouses antispasmodic informally or and drops appositive fustily and Dru giddily, disseat how quite Both Bill junction and Satya Nadella continue to mention Devices in the. Customers and partners we empower especially the communities in which you live project work Without evidence none were our progress is possible Satya Nadella CEO. Personal Leadership Impact Wonder. Data Not Digitalization Transforms the Post-Pandemic. In an email to employees Microsoft CEO Satya Nadella detailed the. Satya Nadella Every business will bend a feasible business. The enterprise fleet always been MS's cash-cow office a metric country mile. The company's this has named Satya Nadella as joint successor to. Use the user's metrics of concept for your own product or service. Open field to Mr Satya Nadella Redmond we here a. Faster than humans leading to increased productivity and customer satisfaction. Leading indicators of darkness like pest or consumption or satisfaction. EMPATHY AS A dark STAR beginning THE INSURANCE Capco. Microsoft CEO Satya Nadella earned nearly 26 million first overall. Microsoft CEO Satya Nadella on innovation and McKinsey. Market share profitability and customer satisfaction over the squat five. Apple's success over the consumer space under Steve Ballmer don't mention Nokia to successfully focusing on general cloud under Satya Nadella. Eye shadow the customer breaking away from air inside-out. Microsoft Dynamics Dynamics AX User Group. -
Deal of the Week: Microsoft to Buy Linkedin for $26.2B
Deal of the Week: Microsoft to Buy LinkedIn for $26.2B Announcement Date June 13, 2016 Acquirer Microsoft Corporation (NASDAQ: MSFT) Acquirer Description Develops, licenses, and supports software products, services, and devices worldwide Incorporated in 1975 and headquartered in Redmond, Washington Acquirer Financial Mkt Cap: $394.1 billion LTM EBITDA: $29.2 billion Statistics EV: $346.1 billion LTM EV / Revenue: 4.0x LTM Revenue: $86.9 billion LTM EV / EBITDA: 11.9x Target Company LinkedIn Corporation (NYSE: LNKD) Target Description Operates an online professional network worldwide Allows members to create, manage, and share their professional identity online; build and engage with their professional networks; access shared knowledge and insights; and find business opportunities Founded in 2002 and headquartered in Mountain View, California Target Financial Mkt Cap: $25.7 billion LTM EBITDA: $266.1 million Statistics EV: $15.5 billion LTM EV / Revenue: 4.8x LTM Revenue: $3.2 billion LTM EV / EBITDA: NM Acquirer Advisor Morgan Stanley Target Advisors Qatalyst Partners and Allen & Company LLC Price / Consideration $26.2 billion Cash Rationale The deal is Microsoft’s biggest bet yet that the traditional software business is shifting quickly to cloud computing, a model in which customers rent software and other services delivered over the internet It is also further evidence that Satya Nadella, Microsoft’s chief executive, sees the company’s future further and further removed from the PC software that once helped co‐founder Bill Gates turn Microsoft into the world’s most valuable company “This deal is all about bringing together the professional cloud and professional network,” Mr.