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Fromcompliancetoconfidence

EmbracinganewmindsettoadvanceresponsibleAImaturity

Contents

Page03

Executivesummary:

rethinkingresponsibleAI

Page12

Becomingreinventionready:themilestonesofresponsibleAImaturity

Page05

Riskybusiness:

thethreechallengesofthecurrentrisklandscape

Page15

Responsibilityrealitycheck:howreadyarecompaniesforresponsibleAI?

Page10

Fromcomplianceto

value:companiesare

acknowledgingtheimpactofresponsibleAI

Page22

Ready,set,grow:

fiveprioritiesforresponsibleAI

>ResponsibleAI:Fromcompliancetoconfidence2

Executivesummary:

rethinkingresponsibleAI

AsgenerativeAIbecomespervasive

inbusinessandsociety,sotoodothe

risksthatcomewithusingit.Consider

thechatbotthatgaveincorrectadvice

toacustomer,creatingliabilityforthe

companythatlaunchedthechatbot.Or

theemployeewhoaccidentallyexposed

proprietarycompanydataafterusing

ChatGPT.Orthealgorithmthatwrongly

flaggedthousandsofindividualsforfraud.

Inthisnewenvironment,theresponsible

developmentanduseofdataandAI

becomesacriticalenablerfororganizationstobothminimizetherisksthatcomewith

usingthesetechnologiesandtounlockitsmanybenefits—fromhelpingindividuals

performtasksbetterandfastertoallowingcompaniestoreinventthemselvesto

createmorevalueandgainacompetitiveedgethroughinnovation.

Thisis,ofcourse,easiersaidthandone,

forthechallengesofscalingresponsible

AIacrossanorganizationaredaunting.

AI-relatedriskscontinuetoaccumulateasgenerativeAIcreatesandacceleratesbothdataandAIrisks.NewAI-focusedlawsandregulationsaregerminatingeverywhere.

AndAIvaluechains1aregrowingin

complexity,especiallyasmorecompaniesbecomebothdevelopersandbuyersof

AImodels.

ResponsibleAI101

WhatisresponsibleAI?

ResponsibleAIimpliestakingintentionalactionstodesign,deployanduseAItocreatevalueandbuildtrustbyprotectingagainstthepotentialrisksofAI.

WhatismatureresponsibleAI?

HavingfullyoperationalizedresponsibleAIeffortsasaplatform

totakeamoresystemic,future-orientatedapproachthatunlocksthetruevalueofAI.TheNorthStarforresponsibleAImaturityistobecomeapioneer.Nocompaniesareyetatthisstage.

HowdoyoubuildaresponsibleAIprogram?

Ourresearchandworkadvisingclientshasshownthatall

companiescanbenefitfromfocusingonthesefiveprioritiestoimprovetheirmaturityandbegintoreapthebenefitsofAI.

01

EstablishAI

governance

andprinciples

04

Ongoing

monitoringandcompliance

02

ConductAIriskassessments

05

Workforceimpact,sustainability,

privacy,security

03

SystemicenablementforresponsibleAI

testing

3

ResponsibleAI:Fromcompliancetoconfidence

OursurveyrespondentsestimatethatwhenacompanybecomesapioneerinresponsibleAI,itsAI-relatedrevenuewillincreaseby

18%onaverage.

Today’seraofgenerativeAIcreatesnew

requirementswhenitcomestoresponsibleAI.TobealeaderinresponsibleAI,

companiesmustpursueananticipatory

mindset,committocontinuous

improvementandextendtheirfocus

beyondtheirorganizationtotheirentire

valuechainandwiderAIecosystem.We

callthisnewlevelofmaturity“becomingaresponsibleAIpioneer”,andnocompaniesareyetatthisstage.

Tobetterunderstandcompanies’

attitudestowardAI-relatedrisks,aswellastheirapproachtoresponsibleAI,wecollaboratedwithStanfordUniversityto

surveyC-suiteexecutivesacross1,000

companies,spanning19industriesand22countries.2

Weassessedcompanies’maturityin

responsibleAIbydevelopingafour-stageframework—thehigherthestage,the

greatertheprogress.Wethenappliedthatframeworktoanalyzetheorganizational

andoperationalmaturityofthe1,000companieswesurveyed.

Totheircredit,mostbusinessleaders

recognizetheimportanceofresponsibleAIinunlockingbusinessvalue.

ResponsibledataisanintegralpartoftheresponsibleAIjourney

It’simportanttonotethatwhenwetalkaboutresponsibleAI,theresponsibleuseofdataisacriticalpartoftheequation.Theimportanceofdatainthe

ageofgenerativeAIcannotbeunderestimated.Mostlargeorganizations

arestillgrapplingwithlongstandingissuesarounddataquality,availability

andgovernance.InaseparateglobalsurveybyAccentureof2,000businessleadersin2024,48%saidtheirorganizationslackedenoughhigh-qualitydatatooperationalizetheirgenerativeAIinitiatives.3Companieswithhighdata

readinesshavetherightdata,withtherightqualityandquantity.Theyhaveascaleddatamanagementandgovernancepracticeinplacewhichallowsuseofdataseamlesslyacrosstheirprocesses,ensuringresponsibleadoptionandenablingtheeconomicvalueofdata.

ClickheretolearnmoreaboutkeyactionscompaniescantaketoimprovetheirdatareadinessintheeraofgenerativeAI.

Theyestimatethatwhenacompany

becomesapioneerinresponsibleAI,

itsAI-relatedrevenuewillincreaseby

18%onaverage.However,ourresearchfoundthatagreatmajorityofcompanieswesurveyedarenotaspreparedfor

responsibleAIastheywouldlike.

Yearsofclientexperienceshowusthat

companiescantakeactiontosystemicallyoperationalizeresponsibleAI.Inthis

report,wewillexploretheactionsthatwillprovidetheorganizationalinfrastructure

tobecomearesponsibleAIpioneerandunlockthetruevalueofAI.

4

ResponsibleAI:Fromcompliancetoconfidence

Riskybusiness:thethreechallengesofthecurrentrisklandscape

AI-relatedrisksareevolvingquickly,especiallyasgenerativeAIspreadsfarandwide.Inthelast12monthsalone,wehaveseenanewwaveofrisksemerge(suchasthoseconnected

tohallucinations,intellectualproperty(IP),cybersecurityandenvironmentalimpact)whilemoreestablishedriskslikedataprivacy,reliabilityandtransparencytakeonrenewed

prominence.Thiscreatesanincreasinglycomplexrisklandscape.

Wefoundthattherisklandscapewillcontinuetoexpandandevolveacross

threemainareas.

01

Anincreasing

rangeand

frequencyofrisk

02

Acontinuouslyevolving

regulatorylandscape

03

Anexpanding

scopeofrisk

management

acrossthevalue

chain

5

ResponsibleAI:Fromcompliancetoconfidence

>ResponsibleAI:Fromcompliancetoconfidence6

01Anincreasingrangeandfrequencyofrisk

Themost-citedrisk,asFigure1shows,involvedconcernsaboutprivacyanddata

governance(51%ofrespondentscitedthisasariskfortheircompany).Security(citedby47%ofrespondents)andreliabilityrisks,suchasoutputerrors,hallucinationsandmodelfailure(aconcernfor45%ofrespondents)weresecondandthird,respectively.

Figure1:TopAI-relatedrisksforcompanies

Privacy&datagovernance Security ReliabilityTransparency

Humaninteraction

Client/customer

Societal

Environmental

Diversity&non-discriminationComplianceandlawfulness Brand/reputational AccountabilityOrganizational/business

51%

47%

45%

44%

35%

34%

33%

30%

29%

29%

26%

24%

12%

GenerativeAI’simpactontheevolvingAIrisklandscapeisalsovisibleinmanyofthe

risksthatworrycompaniesmost.Thesetouchoneverythingfromtransparencyandthe

challengeof“blackbox”models(citedby44%ofrespondents),totheenvironmentand

theenergydemandsofdatacenters(aconcernfor30%ofrespondents),toaccountabilityandconcernsaboutinfringingoncopyrightandotherintellectualproperty(citedby24%ofrespondents).Tolearnmoreabouttheriskdimensionsweassessed,clickheretoreadthepaperweproducedincollaborationwithStanfordUniversity.

AsthenumberandtypeofAIriskshaveincreasedsharplyinrecentyears,AI-driven

incidents(bias,deepfakes,hallucinations,privacybreachesetc.)havebecomemuch

morecommon,increasing32.3%in2023,accordingtotheAIIncidentDatabase,

awebsitethatmonitorssuchoccurrences4.Thistrendshouldraiseredflagsfor

companies.ThecomplexityofAIriskcontinuestoexpandintermsofrangeand

frequency,acceleratedbygenerativeAIadvances.Asaresult,responsibleAImitigationstrategiesmustalsoevolveandchange,sothatcompaniescancontinuetoadoptAIatspeed.Inthisdynamicenvironment,companiescannolongerreacttorisks,theymustlearntoanticipatethem.

Source:AccentureStanfordExecutiveSurvey,N=1,000.See“Abouttheresearch”fordetails.

>ResponsibleAI:Fromcompliancetoconfidence7

02Acontinuouslyevolvingregulatorylandscape

It’salsotruethatcompaniesthatfallbehindonresponsibleAIwillexposethemselves

toagrowingriskofnon-compliance,asmoregovernmentsbegintoregulate

artificialintelligence.

TheEuropeanUnion’sAIActstartedthe

engines,withotherAIregulationcurrentlyunderconsiderationacrossmorethan

37countries.Asgovernmentsinevitably

choosetoregulateAIindifferentways,

compliancewillgrowincreasinglydifficultformultinationalfirms.Thisrealityis

alreadyimpactingmostofthecompanies

wesurveyed,with77%eitherfacingAI

regulationalreadyorexpectingtobe

subjecttoitoverthenextfiveyears.

AsgovernmentstendtoregulateAIin

differentways,complexityandconfusion

willlikelygrowformultinationalcompanies.

What’smore,it’snotsimplyAIregulationorganizationshavetocontendwith.TheemergenceofnewgenerativeAIrisksisforcinggovernmentstotakeactionby

passingandamendingexistinglaws,

whichonlyaddstothecomplexity.

Infact,nearlyall(90%)ofthecompaniessurveyedexpecttobesubjecttoAI-

adjacentlegalobligationssuchas

cybersecurity,AI-relatedlaws,dataandconsumerprotectionoverthenextfiveyears.Thefactthatsuchlegislationis

happeningatnationalandsub-nationallevelsiscreatingfurthercompliance

challengesforcompanies.

Forexample,newIPorcopyrightlawshavebeenproposedorintroducedinChina,

Singapore,BrazilandSaudiArabia.In2023,SouthKoreaintroducedanAIliabilitylaw,

whichprecedesasimilarlawplannedintheEU,whilethestateofCaliforniaamended

theCaliforniaPrivacyRightAct(CPRA),

givingconsumerstherighttooptoutofpracticessuchasthesellingandsharingofpersonaldata.Deepfakelawshave

beenproposedorintroducedinFrance,UK,AustraliaandSouthKorea,witha

numberofcountriesinvestigatingnewAIcybersecuritylaws.

77%

90%

ofcompaniessurveyedexpecttobesubject

toAI-adjacentlegal

obligationssuchas

cybersecurity,AI-relatedlaws,dataandconsumerprotectionoverthenextfiveyears.

ofcompanieswe

surveyedeither

alreadyfaceAI

regulationorexpecttobesubjecttoitoverthenextfiveyears.

GlobalAIregulatoryinitiatives(asofpublication)

~Listedinitiativesarenon-exhaustive~

China

?PersonalInformationProtectionLaw2022

?InternetInformationServiceAlgorithm2022

RecommendationManagementRegulations2022

?China’sDeepSynthesisProvisions2023

?DraftMeasuresfortheManagementofGenerativeAIServices2024

Japan

?Socialprinciplesofhuman-centricAI2019

?AIutilisationguidelines2019

?AIgovernanceguidelines2022

?AIstrategy2022

?AIStrategyCouncil2023

?HiroshimaProcess2023

?JapanAISafetyInstitute2024

?LegislationtoregulategenerativeAI(proposed)

?internationalframeworkforregulatingandusinggenerativeAI2024

Singapore

?AIgovernanceapproach+implementationself-assessmentguide2020

?AIgovernancetestingframeworkminimumviableproduct(mvp)2021

?A.I.Verify2022

?SingaporeNationalAIStrategy2.0(NAIS2.0)2023

?AIsafetylabels(proposed)2024

?AIfundinginitiativetopowerSingapore’seconomicgrowth(2024)

?ModelAIGovernanceFrameworkforGenerativeAI(2024)

?SafetyGuidelinesforModelDevelopersandAppDevelopers(2024)

?MASprinciplestopromoteFEATintheuseofAI

EU

?Artificialintelligenceliabilitydirective2022

?DataGovernanceAct2022

?DigitalMarketsAct2023

?EUAIAct2024

?DigitalServicesAct2024

Germany

?FundamentalsonsecurityofAIsystems2022

?AIActionPlan2023

?TestingandCertificationCenterforAI-basedRobots2024

?GuidelinesfortheuseofAIinadministrativeandprofessionaltasks2024

UK

?ArtificialIntelligenceRegulationWhitePaper2023

?GenerativeArtificialIntelligenceinEducation2023

?FrontierAITaskforce2023

?UKAISafetyInstitute2023

?UKAISafetySummitandBletchleyDeclaration2023

?US-UKPartnershiponScienceofAISafety2024

?UK-CanadaPartnershiponScienceofAISafety2024

?RegulatingAI:theICO’sStrategicApproach2024

Canada

q

?BillC-27:digitalcharterimplementationacttoincludeartificialintelligenceanddataact(AIDApartC)2022

?ArtificialIntelligenceandDataAct(AIDA)2023

?$2.4BFederalinvestment2024

?CanadaAISafetyInstitute2024

France

?Conseild’etatapproachonAIgovernance2022

?FranceAICommissionReport2024

Brazil

?Brazilianaistrategy2021

?AIbillproposal2021

?AIBillNo.22382023(proposed)

?NationalDigitalGovernmentStrategy2024

Australia

SaudiArabia

?FrancegenAIplan2024

?SaudiData&AIAuthorityAIEthicsPrinciples(proposed)2023

?SaudiData&AIAuthority-Generative

ArtificialIntelligenceGuidelinesforGovernmentJanuary10,2024

?SaudiData&AIAuthorityGenerativeArtificial

IntelligenceGuidelinesforthePublicJanuary11,2024

UnitedStates

?WhiteHousevoluntarycommitmentsfrom15leadingtechcompaniesoncertainsecurityandtransparencyrequirements2023

?FederalElectionCommission-proposedregulationsontheuseofdeceptiveAIincampaignads2023

India

?SafeandResponsibleAI(interimresponse)(2024)

?NationalFrameworkfortheAssuranceofArtificialIntelligenceinGovernment(2024)

?PolicyfortheresponsibleuseofAIingovernment(2024)

?MandatoryguardrailsforAIinhigh-risksettings(proposed)(2024)

?NationalTelecommunicationsandInformation

Administration(NTIA)RFIonAIaccountability2023

?OperationalizingprinciplesforresponsibleAI2021

?DigitalPersonalDataProtectionAct2023

?ApprovalofAItoolsbeforepublicrelease2024

?IndiaAIreport2023

?IndiaAIMissionFramework2024

?ExecutiveOrderontheSafe,SecureandTrustworthyDevelopmentandUseofArtificialIntelligence2023

?NISTDraftGenAICompaniontoRMF2024

?AISafetyInstitute2024

?NationalAIResearchResource(NAIRR)2024

ResponsibleAI:Fromcompliancetoconfidence

?RecommendationsonEncouragingInnovative

TechnologiesThroughRegulatorySandbox.2024

8

>ResponsibleAI:Fromcompliancetoconfidence9

03Anexpandingscopeofrisk

managementacrossthevaluechain

It’snotjustthetypesofrisksand

regulationsthatarechanging.Asfirms

beginbuyinganddevelopingAImodels,

theyalsoneedtopreparefortherisksthatcomefromdoingboth.Adeveloper,

forinstance,maybeespeciallyworried

aboutbeingsuedwhentrainingamodelinawaythatviolatesIPlaws.Abuyer,ontheotherhand,maybemoreworriedabout

whetheranewlyacquiredAImodelwill

performasadvertized.Whenacompanybecomesbothabuyeranddeveloperof

models,thetypesofrisksthatitfacescangetexponentiallycomplex.

Thisdouble-sidedriskrepresentsanother

bigshiftintheAIlandscape.Untilrecently,fewcompaniesbothboughtanddevelopedAImodels.

Today,however,almostone-third(28%)ofthecompanieswesurveyedtakeonthe

roleofbothbuyeranddeveloper(33%offirmsjustdevelopand38%justbuy).

Ourresearchalsosuggeststhatmany

companiesareinsufficientlyprepared

fortheevolvingcomplexityoftheirAIvaluechains.Forexample,just43%ofsurveyedfirmsthatareacquiringAImodelshave

robustprocurementmeasuresinplace,

suchasregulatorychecksandthird-party

audits.Organizationsmustworknowto

assesswhetherthird-partyAIproducts

orservicesmeettheorganization’sAI

standardsandaremonitoredtoenable

ongoingcomplianceandriskmanagement.

Asthird-partyriskscontinuetoevolve,

companiesmustthinkbeyondtheirown

responsibleAIstrategy.Therealityisthat

companiesmustdotheirduediligence

andmakesurealllegalandregulatory

responsibilitiesareagreedonandmet

byallpartiesalongthevaluechain.

Forhigh-riskAIusecases,itwillnotbe

sufficienttorationalizeoutcomesbasedonan“unintendedconsequence”.Companiesshouldexpecttobeheldaccountableby

theircustomersandregulatorsintheiroversightofhigh-riskusecases.

Only

43%

ofcompanies

acquiringAImodelshaveprocurementmeasuresinplace,suchasregulatorychecksandthird-

partyaudits.

Fromcompliancetovalue:companiesare

acknowledgingtheimpactofresponsibleAI

Inthepast,businessesoftenmadethemistakeoftreatingresponsibleAIasamere

complianceissue,ratherthanasanessentialcontributortovaluecreation.Fortunately,nearlyhalfofthesurveyedfirmsdonotholdthispointofviewtoday.

Forinstance,abouthalf(49%)ofthecompanieswesurveyedsaidtheyview

responsibleAIasakeycontributortoAI-relatedrevenuegrowthfortheirfirm,whileonly29%ofcompaniessaidthatresponsibleAIismainlyaregulatoryandcomplianceissue(Figure2).Likewise,43%ofsurveyedcompaniessaidthatresponsibleAIisan

importantcontributortoprotectingtheirbrand’svalue,whilejust24%offirmsviewresponsibleAIassimplya“costofdoingbusiness”.

49%

ofthecompanieswesurveyedsaidtheyviewresponsibleAIasakeycontributortoAI-relatedrevenuegrowthfortheirfirm.

Figure2:C-suiteperceptionsofresponsibleAI

GrowsAI-relatedrevenue

IndustrializesAIprocesses

ImprovesbrandreputationandAItrustworthiness

EnsuressafetyandsecurityGainscompetitiveadvantage

ShapesthecoreAIstrategyAvoidsfinancialloss/branddamageHelpsmeetregulatorycomplianceDemonstratessocialresponsibility IsacostofdoingbusinessAttracts/retainstalent

Slowsdowninnovation

IsnotcriticaltousingAI

49%

46%

43%

43%

37%

36%

36%

29%

25%

24%

23%

13%

13%

Source:AccentureStanfordExecutiveSurvey,N=1,000.See“Abouttheresearch”fordetails.

10

ResponsibleAI:Fromcompliancetoconfidence

>ResponsibleAI:Fromcompliancetoconfidence11

Togetabettersenseofjusthowmuch

financialvalueresponsibleAIcanunlock,

weaskedexecutivestoprovidetheirown

estimates.TheiranswerssuggestthatmostcompaniestodayviewresponsibleAIas

hugelyimportant.Forinstance,oursurveyrespondentspredictedthatwhen

acompanybecomesapioneerin

responsibleAI,itsAI-relatedrevenuewillincreaseby18%,onaverage.(AI-related

revenueisthetotalrevenuegeneratedbyAI-enabledproductsandservices.)

Theoppositeisalsotrue.When

responsibleAIisnotwell-establishedin

acompany,brandvaluecanbequickly

destroyedwithitsmisuse.Oursurvey

respondents,fortheirpart,estimatedthat

asinglemajor,AI-relatedincidentwould,onaverage,erase24%ofthevalueof

theirfirm’smarketcapitalization.Thesesentimentsfurtherprovewhycompaniesarerevvinguptheirinvestmentsin

responsibleAI.Ofthecompanieswe

surveyed,42%alreadydevotemore

than10%oftheiroverallAIbudgetto

responsibleAIinitiatives;overthenexttwoyears,79%ofcompaniesplantohitthisrobustspendingtarget.

Agrowingnumberofcompaniesare,

inshort,prioritizingresponsibleAIandarespendingaccordingly.So,howclosearetheytoachievingtheirresponsible

AIgoals?

Becomingreinventionready:themilestonesofresponsibleAImaturity

Intoday’sbusinesslandscape,continuouschangeisthenewreality.Beingsetupfor

continuouschangemeansyouneedreinvention-readinessineveryfunctionandevery

componentofyourbusiness.ResponsibleAIisnodifferent.Reinvention-readycompanieshavetheabilitytobeagile,theyabsorbtheshiftsthatareconstantlyhappeningin-marketandcanproactivelyrespondtothoseshiftsatspeed,exploitingnewopportunitiesand

mitigatingunintendedconsequences.OurresearchhasshownthattherearefourgroupsofcompaniesthatareatadistinctmilestoneoftheirresponsibleAIevolution,wherethegoalistobereinventionready.

WhatdowemeanbybeingreinventionreadywhenitcomestoresponsibleAI?

Interestingly,nocompanyhasyetreachedthatmilestone,butthosewhogettherefirstwillberesponsibleAIpioneers.TheywillhavefullyoperationalizedresponsibleAIeffortsasaplatformtotakeamoresystemic,future-orientedapproachthatunlocksthetrue

valueofAI.

We’vedefinedfourmilestonesofresponsibleAImaturity,whichultimatelyleadtobeing

reinventionready.Here,maturityissomethingthatwillcontinuetoevolve,notafinitestateordestination.Whatismaturetodaywilllikelybedifferentinthemonthstocome.

Redefiningmaturity

Tomeasurecompanies’responsibleAImaturity,wedevelopedafour-stageframework

incollaborationwithStanfordUniversity.Thehigherthestage,thegreatertheprogress.

Basedonouranalysisoftheresponsesofthe1,000executiveswesurveyed,wethen

placedorganizationsattheirrespectivestage,awardingascorefororganizationalmaturityandaseparatescoreforoperationalmaturity.

Note:companieswithnoresponsibleAIinitiativeswereexcludedfromouranalysis.

12

ResponsibleAI:Fromcompliancetoconfidence

>ResponsibleAI:Fromcompliancetoconfidence13

ResponsibleAImaturitymilestones

Stage1

Stage2

Stage3

Stage4

SettingresponsibleAIprinciples

EstablishingaresponsibleAIprogram

PuttingresponsibleAIintopractice

BecomingaresponsibleAIpioneer

Thecompanyhassomefoundational

capabilitiestodevelopAIsystems,butitsresponsibleAIeffortsareadhoc:

?HasdefinedasetofethicalAIprinciplesand

guidelines,includingpoliciesandrulesfor

responsibleandsecuredataaccessandusage

?Hasnoestablishedprocessesforgoverning

dataquality,dataprivacy,datasecurityandAImodelriskmanagement

?OccasionallyconductsriskassessmentreviewsofdataandAIprojects

?HasdeployedAIprojectworkflowswithout

systemicintegrationofresponsibleAI

assessmentsacrossthedatapipeline,modelpipelineandAIapplications

FollowingaresponsibleAIassessment,the

organizationhasputinplacethefollowingsteps:

?EstablishedaresponsibleAIstrategyforthe

organizationwithawell-definedoperating

modelanddataandAIgovernancemeasuresfortranslatingvisionintoaction

?DefinedarobustapproachandprocessforAI

riskassessmentacrossthedatapipeline,modelpipelineandAIapplications

?Establishedprocessesforcreatingtransparencyandauditabilityoftrainingdata,modelinputs

andoutputs—withappropriatedecision-making

?Designedaframeworkformonitoringand

controlsacrossthedataandAIpipelinethatcanbeexecutedduringprojectworkflows

?Implementedprocessesthatarestillatanearlystageandwithoutamoresystemicenablementwithtoolsandtechnology

Thecompanyhassystematicallyimplementedthefollowingmeasuresacrosstheorganizationtohelpmeettherelevantregulatoryandlegalobligations:

?OperationalizedresponsibleAIstrategywithimplementationofprinciples,guidelinesandprocessesthroughtoenablementacrossthebusiness

?Implementedriskassessmentacrossthedata

pipeline,AImodelandAIapplicationstoenabletraceabilityandtransparencyacrosstheentiremodellifecycleandadherenceandcompliancethroughregularaudits

?Implementedcontrolsfordatasourcingwithprivacyfiltering,anonymizationandvalidationtoremovesensitiveinformationandmitigatedatabiasrisksembeddedintoself-service

tooling

?EnabledsystemicAItestingwithmodel

interpretabilitytoolstoensureexplainability,AImodelperformancetestingforbias,accuracy,etc.andhelpguardthatmodelsoperatewithintherequiredlegal,ethicalandoperational

boundaries

?EstablishedaresponsibleAIcontrolplanewithhumancontrolsforcontinuousmonitoring

acrossthedataandAIvaluechaintoalertandremediateanyunintendedrisksorbreaches

?RolledoutaresponsibleAIacademyfor

employeetrainingandenablementtodriveresponsibleAIadoption

Thecompanyhasfullyoperationalized

responsibleAIeffortsasaplatformtotakeamoresystemic,future-orientatedapproachthatunlocksthetruevalueofAI:

?Fullyoperationalizedend-to-endsystemic

responsibleAIeffortpoweredbytechplatforms,redesignedprocesseswiththerighttalentandcultureestablished

?Adoptedananticipatoryapproachtotheir

responsibleAIefforts,deployingdedicated

resources,processes,etc.t

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