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5 Chap Ai PDF
5 Chap Ai PDF
--~Mo d u l e
.Artificial Intelligence
- - - =========~~-----j
Ov erv iew
I] Intr odu ctio n
Algorithms x':
cen tra l to Ar tifi cia l Int e lli ge nee. .-\n algn ri thm i.5 s p ::\:\."C~ ..: -:
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mo n typ es of art ifi cia l int ell ige
M h. 1 .
ac ine ear nin g is on e of the mo st com . . . .
deve1opm en t ior ~ bu sin ess pu rpo ses to d ay · Ma ch ine lea rni n g is pri ma rily u llce l.l\
. Th ese t yp es of art ific. . .
proces s lar ge am ou nts of da ta ial int ell ige n Sed to
qu ick l~- . be tte r at wh at the y do ce !u-e
alg ori thm s tha t app ear to "le arn
" ov er tim e, ge tti ng
oft en the y do it. Fe ed a ma ch d t d . the tn.ore
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ng va st tro ve s of d
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dig est ibl e con tex t for hu ma ns. ..... o a
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ali es. If a ma ch ine in the
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more significant. Another field is fraud detection. AI can help in detecting frauds and
help organizations and people in avoiding scams. Credit card scam is one of the most
common cyber crimes.
Marketing
VI) Ar tif ici al In tel lig en ce in
ily hel i . .
AI ena ble d pla tfo rm s can eas P n manag ing ma rke tm g operations across
ne ls lik e Googl Ad W
nu-iou s ch an e ord s, Facebook and Bing.
Transport
VII) Ar tif ici al In tel lig en ce in
. pages of
Ar tifi cia l Int ell. ige nce -gu ide d tr ans po rt will no longer be confined to the
. . in the air since
atu re. ~~ pla ne s hav e bee n usi ng autopilot to ste er the m
sci-fi Ii~ th Google, Uber,
th ou t dri ver s,. car s hav e alr ead y pop ula ted the ma rke t. Wi
1912. Wi t, the day
tor s ~y mg to est abl ish the ms elv es at the top in thi s marke
~d Ge ner al Mo t this will
en dri ver les s veh icle s becom e a rea lity as we all know tha
IS not so far wh
t these Automated
pen wit h the hel p of Ma chi ne Le arn ing which ens ure s tha
only hap
efficiently.
Vehicles op era te sm oo thl y and
ulture
VIII) Ar tif ici al lnt eil ige nc e in Agric
dat e to sow
can use Ar tifi cia l Int ell ige nce to det erm ine the optimal
Fa rm ers p of
oca te res ou rce s suc h as wa ter and fertilizer. With the hel
crops, pre cis ely all atm ent and
ell ige nce , far me rs can ide nti fy crop diseases for swifter tre
Artificial Int using
we eds . It can als o hel p far me rs to forecast the yea r by
detect an d des tro y modified seed
pro du cti on da ta, lon g-t erm we ath er forecasts , genetically
historical nd
mo dit y pri cin g pre dic tio ns, among oth er inp uts , to recomme
inf orm ati on, an d com
how mu ch see d to sow.
Healthcare
IX) Ar tif ici al In tel lig en ce in ping
tor is als o usi ng thi s tec hno logy for its advantages. AI is hel
Th ~ me dic al sec le, the Knight
ear ch ers an d pro fes sio nal s in num ero us ways. Fo r examp
medical res es
Int el hav e ma de a col lab ora tive can cer cloud. This cloud tak
Ca ree r Ins titu te an d help doctors in
the me dic al his tor y of can cer (an d similar) pat ien ts to
data from st
sis . Pre ven tin g can cer from moving to hig her sta ges is its mo
making a be tte r dia gno
effective tre atm en t at thi s tim e.
The various cat egor ies of AI being employed and provide a framewo rk for how
companie s should begin to build up their cognitive capabiliti es in t he n e>.."t several
years to achieve their business objectives . It is useful for companie s to look at
artificial intelligen ce through the lens of business capabiliti es rather than
technologies. Broadly speaking, AI can support three importan t business n eeds:
(a) Automati ng business processes (typically back-office administ rative and financial
activities)
(b) Gaining insight through data a nalysis
(c) Engaging with customer s and employees.
To get the most out of AI, fir ms must understa nd which technolog ies perform
what types· of tasks, create a prioritize d portfolio of projects based on business needs.
and develop plans to scale up across the company .
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The most common type is the automati on of digital and physical tasks -
typically back-offic e administ rative and financial activities , u sing robotic process
automatio n technolog ies. Tasks include:
(i) Transfer ring data from e-mail and call center systems into systems of record-f or
example, updating customer files with address changes or service additions ;
(ii) Replacing lost credit or ATM cards, reaching into multiple systems to update
records and handle customer communi cations;
(iii) Reconcili ng failures to charge for services across billing systems by extractin g
informati on from multiple documen t types; and
(iv) ''Reading " legal and contractu al documen ts to extract provision s using natural
language processin g.
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Cognitiv~ ·Insight
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Cognitive insights provided by machine learning differ from those available from
traditiona l analytics in three ways: They are usually much more data-inte nsive and
. . . t . od on so me P
~
art of the. dat a set. a nd the
detailed, the models typ1cally mo ram make pred1ct10ns or put things
. ·1· t
models get better i.e., thell' ab1 1ty o us e new data to
into categories improves over time. f
. d to improve per ormance on Jobs
Cognitive insight applications are typica1ly ~se d b ving that involve such high.
. ·aromatic a Ur
only machines can do tasks sue11 as progi , been beyond human ability
. tl t they ve 1ong
speed data crunching and automat10n 18
so they·re not generally a threat to human jobs.
Cognitive Engagement . t al 1
d tomers using na ur anguage
Projects that engage employees an c~s . This category include .
. . agen t s, an d machine learrung. s.
processing chatbots, mtelbgent
· ddressing a broad and growing
a) Intelligent agents that offer 24/7 customer service a t· all .
support ques ions m the
array of issues from password requests t o t echnical
customer's natural language.
b) Internal sites for answermg• employee ques t·ions on topics including IT, employee
benefits and HR policy.
c) Product and service recommendatio n systems for retailers that increase
personalization , engagement, and sales typically including rich language or
images.
d) Health treatment recommendatio n systems that help providers create customized
care plans that take into · account individual patients' health status and previous
treatments.
/..I :,,rui r,-J;,v-<J v;1.hrJJ1 J<Ji~1':h WJ'I'~ h;'jd :'j r><,;,1t1v~ impact (Jn the way the IT sector
·m,rb , 1 ,, fl1Jt it ~•mpJy, 3rt,1fir:1aJ inwJJi.g~nc~ in a hranch of computer SCienc~ that
J1/JY.11t tr, t-,rrm,~ <:JJ mr,1;t.1:r :, inf..,J int,~Jhgc;nt m~,ehin~s that would, othervn.se , not be
v,:~~1hJ,; 111th<Jt1t <J1r<:1:t r,urn;,n in¼rv~nti on. By making use of computer-based
tn,,mn~ ~t,d ~dv;,,r,c..:,t-,,d :,J.g,1nthm;,, Al :Jnd rn.achinca learning can be used to create
:jj':>t.t:m , r,::,y;,bJc: ,,r rr1 imidd n,g
hurn.an br-;haviors , provide solutions to difficult and
'.1Jfflf'11r.;.:sv:-d r,r,,hJ,;ot6, t1nd furth~r (fov<;Jop r,-imulatio ns, aiming to become human.
J,:-,,;J/;f
l~t/hrd1ng t.1J th<: ~3t,1ztw,-,, t,h,~ AI market is ~xpected to reach $190 billion by
2<,2r, f~y 2/J~J , gJrJ-,~J ~p~ndin.g on r;ognitive and Al systems will reach $57.6 billion,
wh,Jt; 75% <1f <;ntr:rpri.v ; 8f>Pn wiJJ UF.k AI technolog ies. In terms of national GDPs, AI
1~ ~po/.:tt;rJ tr; brJ<.r6t Chi,w hy 26.1% and the United StateB by 14.5%
by 2030.
{)fJ ~ mr.rr1; Jc/;~1 }e,,,J11 ?,/JmP, 83% of businesse s say that AI represent s a strategic
{lrfonty , wh1J~ 31% of <:ri:;atlvi;, marketing , and IT profession als look to invest in AI
t.1;,r;i,n1JJ1,,gfoi <r✓';r th<;: fo]fowing 12 months. Similarly, some 61 % of business
r1rfJf~~~lfmijJz f;<JJnt v, Al and machine learning as their most significan t data
ir,iJ,,J~ti·,e; rnBr th<: (,:<Jming y<..:ar. In addition, some 95% of business executive s who are
akiJJh'J in ubing hJ~ dat;.; alw; use AJ ~hnologi es.
Th<~ fot1Jn,: wHJ h~rn~BB th,~ hidd~n capabiliti es of Al and encourag e the creation
(ff PhJf,fofJrnJn~ rohofa. f¼jnforcP,m,;m t learnin g and training algorithm s based on
Or::nf:t;;tiw: Advf;tH~rfaJ N,.:tworkH will he <Jxp)ored. Al will also prove a flag bearer for
ff1JHf'Aj1 mtbfo t,!.,;.chnrJJ()gj~H ;,nd wrn
bcj used against fighting climate change by
r1;dor;ing f>'JlJutfon J,:w;J~ and ,:ncouragi ng green Al research.
ArtifidJJl intdJig,.:nr;r~ iH highly criticiZ(!d for its bias and privacy infringement
,;1m1;,;rm~. Mr;ny r;.<Jmp:;inj,~ H ~ml r~Heareh firms arc thu s trying to develop ethical Al
ffi!IUIJMwrrnRfll">t,..:,iiM½! .- a: .•:1,• 't{;" '\iUtm \i.a;lf
ii
~
algo ·th ms .
th a t are un b iase d . W e can exp ect that this will beco me
appr oac h es an d n
possible in the com ing year s.
n of hum an righ ts by imp acti ng
Ano ther thre at pose d by AI is the viol atio
Alex a and tech nolo gies like faci al
privacy. For exam ple, voice assi stan ts like
the priv acy of hum ans and prob ably
recognition hav e been blam ed for inva ding
gies are fear ed to be used by the
eave sdro ppin g into thei r live s. The se tech nolo
specific min orit ies and will curt ail the
powerful stat e and fede ral auth orit ies aga inst
s to evol ve muc h to mov e ahe ad of
free dom of spee ch and expr essi on. Thu s, AI need
two r thy syst em in the futu re.
thes e criti cism s a n d ena ble an ethical and trus
goin g to ca use an apo caly pse as
Apa rt from t h ese criti cal issu es, AI is not
are usin g toda y is kno wn as narr ow
Hollywood Scie nce- Fict ion port rays . The AI we
e _n eeds to be a hu ge evo lutio n. Thi s
AI and for it to be able to crea te on its own, ther
nce (AG n. We are still very far from
evolved AI is nam ed artif icia l gen eral inte llige
l. To reac h this adv anc ed pha se, AI
achi evin g AGI and its futu re is still hyp othe tica
ld be able to fully com preh end and aug men t the com plex hum an brai n, whi ch is
shou
a far-f etch ed thou ght righ t now.
at to hum an exis tenc e. H owe ver,
Hen ce, AI as such mig ht not beco me a .thre
the capa bilit ies of the tech nolo gy for
ther e are chan ces that hum ans mig ht mis use
bein g used to feed harm ful mot ives
caus ing harm . The scen ario of war robo ts
The refo re, in the yea rs ahe ad, it is
thro ugh thei r algo rith ms can be an exam ple.
ssar y to deve lop an ethi cal AI ecos yste m with out hum an bias es and this mig ht
nece
alle viat e the pote ntia l risk s of AI in the futu re.
a revo lutio nary field of com put er
Und oub tedl y, Arti ficia l Inte llige nce (AI) is
n com pon ent of vari ous eme rgin g
scie nce, whi ch is read y to beco me the mai
nolo gies like big data , robo tics, and IoT. It will con tinu e to act as a tech nolo gica l
tech
year s, AI has beco me a r eali ty from
inno vato r in the com ing year s. In just a few
llige nce are not just in sci-fi mov ies but
fant asy. Mac hine s that help hum ans with inte
in a wor ld of Arti ficia l Inte llig ence tha t
also in the real wor ld. At this time , we live
was just a stor y thou gh for som e year s.
s eith er unk now ingl y or kno win gly,
We are usin g AI tech nolo gy in our dail y live
Ran ging from Alex a/Si ri to Cha tbot s '
and som ewh ere it has beco me a par t of our life.
The dev elop men t and evo luti on of this
ever yon e is carr ying AI in thei r dail y rout ine.
ever , it was not a s smo oth and easy
tech nolo gy are hap pen ing at a rapi d pace. How
and lots of hard wor k & con trib utio ns
as it seem ed to us . It has take n seve ral yea rs
g so r evo luti ona ry tech nolo gy, AI also
of vari ous peop le to take AI at this stage. Bein
re and imp act on Hum an bein gs. It may
deal s with man y con trov ersi es abo ut its futu
. AI will be dep loye d to enh anc e bot h
be dan gero us, but also a grea t opp ortu nity
~
. ew mea ns of cyber-attack
•
defensive and offensive cyber opera t wns. Additional IY, n
b.lit ies of Al technology.
will be invented to take adva ntag e of parti·cu lar vuln era i
Data abu se: Data use and surve1•11ance in . com plex syst ems is desi gne d for
prof it or for exer cisin g pow er
Most AI tools are and will be m · th hand s of com pani es striv ing for profits or
e .
· I
governments striv ing for power. Va ues an d e th·1cs are ofte n not bake d mto the
digital systems mak ing people's decisions for them
. Thes e syS t ems are globally
networked and not easy to regu late or rein in.
Job loss: The AI take ove r of jobs will wid en econ omi
c divi des, lead ing to soci al
uph eava l
The efficiencies and othe r economic adva ntag es
of code -bas ed machine
intelligence ·will cont inue to disru pt all aspe cts of hum
an work . Whi le som e expect
new jobs will emerge, othe rs worr y abou t mass ive
job losse s, wide ning economic
divides and social uphe aval s, inclu ding popu list upri sing
s.
Dep ende nce lock-in: Reduction of indi vidu als' cogn
itive , soci al and surv ival skills
Man y see AI as augm entin g hum an capa citie s but
som e pred ict the opposite -
that people's deep enin g depe nden ce on mac hine -driv
en netw orks will erod e their
abili ties to thin k for them selve s, take actio n inde pend
ent of auto mat ed syst ems and
inter act effectively with othe rs.
May hem : Aut ono mou s wea pon s, cybe rcri me and
wea pon ized info rma tion
Som e pred ict furth er erosion of trad ition al socio
-poli tical stru ctur es and the
poss ibili ty of grea t loss of lives due to acce lerat ed
grow th of auto nom ous military
appl icati ons and the use of weap oniz ed info rmat
ion, lies and prop agan da to
dang erou sly dest abili ze hum an grou ps. Som e also
fear cybe rcrim inals ' reac h into
economic syste ms.
, EXPERT SUGGESTION~ Rl:GARDING ARTIFICIAL INTELLIGENCE AND FUTURE Of HUMANS ,
Prioritize people: Alter economic and political systems to better help humans
'race with the robots'
Reorganize' economic and political systems toward the goal of expanding humans'
capacities and capabilities in order to heighten human/AI collaboration and staunch
trends that would compromise human relevance in the face of programmed
intelligence.
It's largely for the same reason every "IT' technology manages to clear the hump
between hype and maturity: More powerful technology, building on now-established
applications last year's "IT' technology is making it a possibility instead of a pipe
dream. Three core issues are driving AI maturity:
a) Low-cost computing power: Moore's Law continues unabated, with
exponentially more computing power for a fraction of the cost available for the
foreseeable future. It's not simply the MIPs (millions of instructions processed per
second) that matter; smaller and smaller packaging with ever-lower current draws
are making it possible to provide denser computing infrastructure, even in a
mobile device footprint.
b) Data: Thanks to the Big Data revolution, we've got more and more data to work
with, in structured and unstructured formats, and the means to store it for
~ acan : == em solved. organizations ar~
immediate retrie\·al. \Y1th the data storage probl . -
. •hich dramatically increases
mo\,ng from onlme data to in-memory data. w
processing speed.
c) Deeper understanding of algorithms and Al: The skill
set5
de,elopment are maturing. with a better theoretical underataD
~1:t
g
s~p:rt Al
O
ow Al
wol"ks and doesn't work m practice.
. I r analysis from research
d) All about a u tom ation: A recentlv published "hype eye e
. · . · of the AI puzzle) at the
firm Gartner Inc. placed machine lea.rrung (a key piece
1 ~~ b that curve· the fir
• st
Peak of Inflated R~ectations. It's taken some tune to ellUJ '
notions of machine learning date back to 1959 and comp uting pi~~eer Arthur
Samuels·s definition: "A field of study that gives computers the ability to learn
without being fil.-plicitly programmed:·
e) The premise is simple: Without being taught by a programmer , machines USe
their own experience to solve a problem. Computers comb the limitless supply of
data available. to determine not only what is relevant but what is significant and
what's noise. They select data and use the most-suitable algorithms to create
models that are constantly improved and refined. We see this automation as a key
part of the equation.
We're still far from all knowing, self-aware robots and machine-dominated worlds
of science fiction and futurist journals. But today's ''weak AI'' holds promise. It can
automate known tasks and make humans more efficient, but the technology is not
magical. To ensure organizations apply AI in a practical and meaningful way. we
need to ensure we don't get carried away in the hype , and evaluate important
considerations.
a) Training is paramount - like any learner, AI systems can't provide insight
without training. The system will learn and adapt, but ultimately, it needs to be
trained with examples of what success and failure looks like.
b) Knowledge of the problem - To expect a machine to magically solve a problem
with no rules and no problem definition is optimistic. This is not to say we need to
spoon feed the AI system, but we do need to provide the system with some form of
rules or boundaries to ensure it's automating the right insight.
c) Skills - The AI system will not build itself, at least not today. International Data
Corporation (IDC) predicts a need by 2018 for 181,000 people with deep analytical
skills. These deep skills are the basis of AI systems. Don't under estimate the
skills need to create AI systems and the scarcity of skilled practitioners.
d) Jnterpretability - Having a fully automated and machine-driven decision engine
is certainly a great goal. However, organizations, especially in regulated
-J§d\lt!fflffii@§1Ni .. =:
industries, need to ensure they have can understa nd and explain the output of
•1
these AI models.
The role of artifici al intellig ence in develop ing enterpf' ises a,.e:
1. Efficien cy and product ivi'ty gains: Efficiency and productivity gains a~e two of
the most-often cited benefits of implementing AI within the enterprise. The
technology handles tasks at a pace and scale that humans ca~1 •~ ~atch. At the
·
same time, by removm · g sueh t as ks from human workers' respons1b11ities, AI allows
logy can't do. This allows
thosl~ worke.rs to move to highc r-va lue ta s ks that tee h no
. 'th perfo rming mund ane,
org:tnizntions to minimize the costs assoc iated Wl bile maxi
mizin g the talen t
repea table tasks that can be perfo rmed by technology w
of their huma n capita l. . .
Impro ved speed of busin ess As fast as busin . oves m this digi·tal age, AI will
ess m les and cuts the time
help it mo,·e even faster . AI enabl es short er devel opme nt eye
. . .
it takes to move from design to comm ercial izatio nd that short ene d t·1D1eline 1n
.
n, a d
turn deliYers bette r, and more imme diate, ROI on devel opme nt O11
_ars.
Impr ot,ed moni torin a: Al's capac ity to take man· d roces s mass ive amou nts of
P .
b
dat.a in real time mean s organ izatio • •
1 ment near- insta ntane ous
ns can imp e
·
moni toring capab ilities that have the capac ity al t them to issue s, recom mend
to er
action and. in some cases, to even initia te a respo nse,
4. Bette r qual ity and redu ction of hum an error : Orga nizat ions can expec t a
reduc tion of error s as well as stron ger adher ence to estab lishe
d stand ards when
they add AI techn ologi es to proce sses, When Al and mach
ine learn ing are
integ rated with a techn ology like RPA, which autom ates repet
itive, rules -base d
tasks . the comb inatio n not only speed s up proce sses and reduc
es error s but can
also be traine d to impro ve upon itself and take on broad er tasks
.
5. Bette r talen t mana geme nt: Comp anies are using AI to impr ove many
aspec ts of
talen t mana geme nt, from strea mlini ng the hirin g proce ss to
rooti ng out bias in
corpo rate comm unica tions . As natur al langu age proce ssing tools
have impro ved,
comp anies are also using chat bots to provi de job cand idate s
with a perso naliz ed
exper ience and ment or emplo yees. Addi tiona lly, AI tools are
being used to gauge
employee sentim ent, identify and retain high- perfo rmers , and deter
mine equit able pay.
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