Measures of Central Tendency: Mean, Median and Mode
Leading in a digital world for MIT Research School Comfer
1. Leading in a digital world
Presentation for MIT Research School - Uppsala
Professor Robin Teigland
Chalmers University of Technology
October 2019
www.robinteigland.com | www.slideshare.net/eteigland | robin.teigland@chalmers.se | @RobinTeigland
8. People
• “Net generation”
• 24x7 “mobile” workforce
• Gig economy
• Online learning
• Sharing not owning
• Sustainability
Technology
• Broadband/wifi
• Cloud, fog
• Internet of Things
• AI/ML/DL/NN
• Autonomous vehicles
• Smart robotics
• VR/AR/Holography
• 3D/4D printing/ALM
• Blockchains
• Nanotechnology
• Quantum computing
Open Source
• Software
• Hardware
• Physibles
Convergence of…..
Finance
• Microlending/microfinance
• Crowdfunding/equity/P2P lending
• Cryptocurrencies, tokens
• Blockchains, smart contracts
• Mobile money and payments
• M2M/R2R payments
9. Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016
10. FIRM FOUNDED EMPLOYEES MKT CAP
BMW 1916 135,000 $39B
UBER 2009 25,000 $58B
MARRIOTT 1927 176,000 $42B
AIRBNB 2008 3,100 $35B
WALT DISNEY 1923 201,000 $245B
FACEBOOK 2004 40,000 $519B
WALMART 1962 2,200,000 $319B
ALIBABA 1999 102,000 $446B
Adapted from Parker & Van Alstyne, with Choudary, 2016, updated August 2019
Something fundamental is changing
11. AI/ML/NN and data scale & scope are
foundation for solving customer needs
J. Zhang 2017
12. • Supplier credit checks & loans
• Fake merchandise recognition
• Product recommendations pushed to
shoppers, and communicated to
retailers to increase inventory
• Dynamic pricing
• Supply chain optimization
• Robot packing and drone delivery
• “Store concierge” chatbots that
understand emotion to engage human
when necessary
• Sensors to improve customer flows
Continuous innovation
Over 1 mln Mom & Pop
stores digitalized
13. Hema stores
•Online and offline linked
•Inventory and payments via app
•On-demand delivery
•Physical, automated restaurant
26. “We always overestimate the change
that will occur in the next two years and
underestimate the change that will
occur in the next ten.”
- Bill Gates, The Road Ahead, 1996
27. All our knowledge is about the past,
but all our strategic decisions are about the future
Conway 2003
What we don’t know
we don’t know
about the future
What we know
What we know
we don’t know
29. Companies progressing but leadership falling behind
4Boards.aiResearch; Understanding Digital Maturity – MIT/CapGemini 2018
30. Boards tend to overestimate their ”Digital Savviness”
62% of
boards report
they are digitally
savvy
Source: MIT CISR 2014 Board Survey, 81 companies.
24% of boards
are digitally savvy
based on public
data
Source: MIT CISR 2018 Board Study, 1122 companies, based on
coding of public proxy data.
4Boards.ai
32. “XXXX has a diverse Board and a strong corporate culture.
We are well positioned to achieve our strategic goal of
driving profitable growth and building shareholder value."
DigoshenOkt2019
Increasing pressure on corporate boards
34. Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016
Yet..Digital disruption
has only just begun.
35. While 63% of CEOs
believe AI will have a
larger impact on the
world than the
internet,….
https://www.pwc.com/gx/en/ceo-survey/2019/report/pwc-22nd-annual-global-ceo-survey.pdf
…only 3% have
AI as fundamental to
the organization’s
operations.
36. • Social media
– Fake news
• Data
– Cyberhacking and security breaches
– Ownership, integrity, and ethical use of personal data
• Artificial intelligence
– ML blackbox
– Algorithm & training data bias
• Regulation & compliance
– Upstream and downstream
– National & international
• Payment systems
– Functionality & fraud
• IoT devices & systems
– Security
– Operational, health, & safety
– Third party competence
Increasing
complexity
of trust
37. 4Boards.aiResearch; AI in Europe & Sweden by EY and Microsoft 2018 (n=267)
Boards and Top Management not aligned on AI
38. Objective
To identify, codify and disseminate a set of best practices to enable
corporate boards to more successfully govern and leverage AI and other
exponential technologies in their innovation and sustainability efforts
Prof Robin Teigland
Chair NED Liselotte Engstam
Fernanda Torre
Institute for Research
4Boards.ai
4Boards.ai Research Project
42. AI-enabled research of AI innovation
• Development of AI Maturity Barometer
– AI-enabled analysis of annual reports,
websites, company databases, etc
• MappingAI competence at board level
– AI-enabled analysis of interlocking
directorates
• MappingAI competence in firms
– AI-enabled analysis of Swedish competence
on LinkedIn and Arbetsförmedling
• Other
– Open source vs closed source
– Networking vs hierarchy
• Organizational performance
– Financial
– Innovation
– Other?
• Regional performance
– Employment
– Digital divide
– Other?
AI/ML/NN
Sept 2019 to Aug 2022
43. An Ocean of Opportunity
Ocean Data Factory Sweden
Professor Robin Teigland, Chalmers University of Technology (ODF Director)
Dr. Torsten Linders, Gothenburg University (ODF Coordinator)
Robert Rylander, RISE (Research Coordinator)
Peter Karlsson, Combine (AI Coordinator)
44. Ocean Data Factory Sweden
To enable Sweden to be a global leader in
sustainability and innovation in the digital blue economy
July 2019 to July 2021
with financing from
VINNOVA – Sweden’s
Innovation Agency.
46. Output
- New results based on
historical data, new data or
combinations of these
- New knowledge about
NN/ML/AI for project
partners and community
- Interaction with different
external actors and
individuals
Input
- Open external data
- Project partners’ own data
- Live generated data
(Hackathon, online data from
sensors, citizen science)
Characteristics
Meta data
Structure
Object recognition
Annotation
Training / Resilience /…
Integrity
Different Neural Nets
Artificial Inteligence
Machine
Learning
FAIR
Open API
Live data
Monitoring
Data filtering
Searchability
Ocean
Data
Factory
Sweden
Organizing principles
64. POW Partnerships with Government, University & Industry
• Peniche Municipality, Portugal
• IPMA, Portugal
• Institute Politécnico de Leiria (IPL), Portugal
• University of Aveiro, Portugal
• smartOcean, Portugal
• Docapesca, Portugal
• ADEPE, Portugal
• Ocean Tech Hub, Portugal
• Afrodite, Portugal
• Inocean, Norway and Sweden
• Birdview, Norway
• OsloMet, Norway
• Empower, Norway
• Chalmers University of Technology, Sweden
• University of Gothenburg, Sweden
• Ocean Data Factory, Sweden
• Eurocean, EU
67. Centro de Valorização
Tecnológica
Infra-estrutura Científica e
Tecnológica
Centro de Ciência Viva para o
Mar
s m a r t O C E A N
S c i e n c e & T e c h n o l o g y P a r k
Escola Superior de Turismo e
Tecnologia do Mar
MAREAR 39ºNBlue business
center
68. Collective competence
We live in different worlds... And it’s difficult to
achieve real cooperation even if you understand
one another. There are always culture crashes …
it takes time to build bridges between the
different worlds.
Ruuska & Teigland 2008
70. Mapping Ocean Litter
with AI and Drones
Recycling Ocean Waste with
Carbon, Graphene, & 3D Printing
Recovering Ocean Litter with
Repurposed Fishing Vessels
Manufacturing combined
with Blockchain
PENICHE OCEAN WATCH
A Blue Circular Economy Based on Ocean Litter
Sustainable Ocean
Entrepreneurship
71. To enable small-scale fishing fleets to become competitive
and sustainable through a subscription data service
The Peladrone Project
72. From catching
fish to searching
for ocean litter
Extending the Peladrone service range
74. The EMLO Project
Empowering Marine Litter
Opportunities
To reduce ocean plastics
by incentivizing marine litter collection
and recycling through a blockchain-
enabled circular economy approach
77. Boundary spanning enables scenario thinking
1. Build relationships across diverse networks, avoid echo chambers
2. Practice scenario thinking and look for signals from the periphery
3. Ask “What if?”, challenge basic assumptions, and experiment
4. Ensure access to resources, not ownership, through your networks
Boundary
spanner
79. Situations characterized by
• Rapid change
• Multiple interests
• Limited resources
• High complexity
Systems
Perspective
Whole is more than
the sum of the parts