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Filings buzz: tracking artificial intelligence mentions in the automotive industry – just-auto.com

Credit: Michael Traitov/ Shutterstock

Mentions of artificial intelligence within the filings of companies in the automotive industry were 141% increase between July 2020 and June 2021 than in 2016, according to the latest analysis of data from GlobalData.

When companies in the automotive industry publish annual and quarterly reports, ESG reports and other filings, GlobalData analyses the text and identifies individual sentences that relate to disruptive forces facing companies in the coming years. Artificial intelligence is one of these topics - companies that excel and invest in these areas are thought to be better prepared for the future business landscape and better equipped to survive unforeseen challenges.

To assess whether artificial intelligence is featuring more in the summaries and strategies of companies in the automotive industry, two measures were calculated. Firstly, we looked at the percentage of companies which have mentioned artificial intelligence at least once in filings during the past twelve months - this was 86% compared to 57% in 2016. Secondly, we calculated the percentage of total analysed sentences that referred to artificial intelligence.

Of the 50 biggest employers in the automotive industry, Yamaha Motor Co Ltd was the company which referred to artificial intelligence the most between July 2020 and June 2021. GlobalData identified 151 artificial intelligence-related sentences in the Japan-based company's filings - 2.2% of all sentences. Aisin Seiki Co Ltd mentioned artificial intelligence the second most - the issue was referred to in 1.9% of sentences in the company's filings. Other top employers with high artificial intelligence mentions included Denso Corp, Ford Motor Co and Toyota Boshoku Corp.

Across all companies in the automotive industry the filing published in the second quarter of 2021 which exhibited the greatest focus on artificial intelligence came from Ford Motor Co. Of the document's 1,720 sentences, 22 (1.3%) referred to artificial intelligence.

This analysis provides an approximate indication of which companies are focusing on artificial intelligence and how important the issue is considered within the automotive industry, but it also has limitations and should be interpreted carefully. For example, a company mentioning artificial intelligence more regularly is not necessarily proof that they are utilising new techniques or prioritising the issue, nor does it indicate whether the company's ventures into artificial intelligence have been successes or failures.

In the last quarter, companies in the automotive industry based in Asia were most likely to mention artificial intelligence with 0.32% of sentences in company filings referring to the issue. In contrast, companies with their headquarters in the United States mentioned artificial intelligence in just 0.17% of sentences.

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The artificial intelligence in healthcare market is projected to grow from USD 6.9 billion in 2021 to USD 67.4 billion by 2027; it is expected to grow…

Many companies are developing software solutions for various healthcare applications; this is the key factor complementing the growth of the software segment. Strong demand among software developers (especially in medical centers and universities) and widening applications of AI in the healthcare sector are among the prime factors complementing the growth of the AI platform within the software segment.

New York, Nov. 05, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Artificial Intelligence in Healthcare Market by Offering, Technology, Application, End User and Geography - Global Forecast to 2027" - https://www.reportlinker.com/p04897122/?utm_source=GNW

Google AI Platform, TensorFlow, Microsoft Azure, Premonition, Watson Studio, Lumiata, and Infrrd are some of the top AI platforms.

The market for machine learning segment is expected to grow at the highest CAGR during the forecast periodThe increasing adoption of machine learning technology (especially deep learning) in various healthcare applications such as inpatient monitoring & hospital management, drug discovery, medical imaging & diagnostics, and cybersecurity is driving the adoption of machine learning technology in the AI in healthcare market.

The medical imaging & diagnostics segment is expected to grow at the highest CAGR of the artificial intelligence in healthcare market during the forecast period.The high growth of the medical imaging and diagnostics segment can be attributed to factors such as the presence of a large volume of imaging data, advantages offered by AI systems to radiologists in diagnosis and treatment management, and the influx of a large number of startups in this segment.

North America region is expected to hold the largest share of the artificial intelligence in healthcare market during the forecast period.Increasing adoption of AI technology across the continuum of care, especially in the US, and high healthcare spending combined with the onset of COVID-19 pandemic accelerating the adoption of AI in hospital and clinics across the region are the major factors driving the growth of the North American market.

Break-up of the profiles of primary participants: By Company Type Tier 1 40%, Tier 2 25%, and Tier 3 35% By Designation C-level 40%, Director-level 35%, and, Other 25% By Region North America - 30%, Europe 20%, APAC 45%, and RoW 5%

The key players operating in the artificial intelligence in healthcare market include Intel (US), Koninklijke Philips (Netherlands), Microsoft (US), IBM (US), and Siemens Healthineers (US)

The artificial intelligence in healthcare market has been segmented into offering, technology, application, end user, and region.

Based on offering the market has been segmented into hardware, software, and services.Based on technology the market has been segmented machine learning, natural language processing, context-aware computing, and computer vision.

Based on application the market has been segmented into patient data & risk analysis, inpatient care & hospital management, medical imaging & diagnostics, lifestyle management & monitoring, virtual assistants, drug discovery, research, healthcare assistance robots, precision medicine, emergency room & surgery, wearables, mental health, and cybersecurity.Based on end user, the market has been segmented into hospitals & healthcare providers, patients, pharmaceutical & biotechnology companies, healthcare payers, and others.

The artificial intelligence in healthcare market has been studied for North America, Europe, Asia Pacific (APAC), and the Rest of the World (RoW).

Reasons to buy the report: Illustrative segmentation, analysis, and forecast of the market based on offering, technology, application, end user, and region have been conducted to give an overall view of the artificial intelligence in healthcare market. A value chain analysis has been performed to provide in-depth insights into the artificial intelligence in healthcare market. The key drivers, restraints, opportunities, and challenges pertaining to the artificial intelligence in healthcare market have been detailed in this report. Detailed information regarding the COVID-19 impact on the artificial intelligence in healthcare market has been provided in the report. The report includes a detailed competitive landscape of the market, along with key players, as well as in-depth analysis of their revenuesRead the full report: https://www.reportlinker.com/p04897122/?utm_source=GNW

About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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Bad Robot? Employing Artificial Intelligence in the Rush to Replace LIBOR – JD Supra

Federal regulators have recommended that banks cease entering into new contracts using the London Interbank Offered Rate (LIBOR) as a reference rate by December 31, 2021. Additionally, the administrator of LIBOR will cease publishing one-week and two-month LIBOR on December 31, 2021 and the remaining tenors (overnight, one-month, three-month, six-month and 12-month) on June 30, 2023. To ensure a smooth transition from LIBOR to an alternate benchmark rate (the Secured Overnight Financing Rate (SOFR) being the leading contender), commercial banks and investment banks are in the process of identifying their outstanding LIBOR-based financial obligations and, if necessary, preparing amendments to the underlying contracts. To further this endeavor, most banks have produced standardized forms of benchmark replacement language for use in amending existing contracts. Even with this form language, however, the process of identifying LIBOR-based financial obligations, reviewing the underlying contracts, preparing amendments and negotiating the terms with the counterparties can be complicated and time-consuming for banks and their attorneys. Given the sheer volume of LIBOR-based financial obligations that are outstanding, as well as the approaching deadlines for the phasing out of LIBOR, some banks are looking for ways to streamline the legal work associated with this document review. Enter the robots!

As part of the solution to scaling the mountain of legal work involved in the LIBOR transition, some banks are employing forms of artificial intelligence (AI), computer algorithms and LIBOR-analyzing software to identify the affected financial obligations and the underlying contracts. In one example, an algorithm sifts through the contracts for LIBOR provisions, outlines the process (if any) by which the financial obligation will transition to a replacement rate and determines whether amendments are necessary. Human lawyers are still needed to check the work of these robots (ensuring that nothing was missed), advise bank clients on legal issues and negotiate specific terms with the counterparties. Nevertheless, for monumental undertakings like the LIBOR transition, AI has the potential to expedite at least part of the process, serving as a time-saving tool to compliment, but not wholly replace, the work of lawyers.

Beyond the LIBOR transition, AI software systems capable of updating and thinking by themselves are also being used to facilitate legal services more broadly. For example, DoNotPay, a subscription-based online platform, describes itself as the worlds first robot lawyer. It uses AI-driven software to assist users not only with preparing legal documents, but also providing step-by-step guidance for pursuing a vast array of legal processes, including appealing parking tickets, instituting breach of contract claims, cancelling services or subscriptions, creating powers of attorney, submitting demand letters, obtaining refunds on flight tickets and hotel bookings and filing claims in small claims court. DoNotPay remains a self-help platform, however, with express disclaimers to the effect that it is not a lawyer and the offered services do not constitute legal advice. In any event, the DoNotPay anecdote should serve as a reminder for attorneys using AI technology, with respect to the LIBOR transition or otherwise, to review the Rules of Professional Conduct in their jurisdictions as to the impact of AI on the obligations of competent representation, diligence, and the like.

The LIBOR transition presents an interesting test case for using AI to expedite the more rote aspects of large-scale document review and similar administrative tasks associated with legal representation generally. Nevertheless, AI can only go so far, with lawyers needed to provide the legal analysis and advice necessary to complete the process.

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NATO ups the ante on disruptive tech, artificial intelligence – DefenseNews.com

STUTTGART, Germany NATO has officially kicked off two new efforts meant to help the alliance invest in critical next-generation technologies and avoid capability gaps between its member nations.

For months, officials have set the ground stage to launch a new Defense Innovator Accelerator nicknamed DIANA and establish an innovation fund to support private companies developing dual-use technologies. Both of those measures were formally agreed upon during NATOs meeting of defense ministers last month in Brussels, said Secretary-General Jens Stoltenberg.

Allies signed the agreement to establish the NATO Innovation Fund and launch DIANA on Oct. 22, the final day of the two-day conference, Stoltenberg said in a media briefing that day.

He expects the fund to invest 1 billion (U.S. $1.16 billion) into companies and academic partners working on emerging and disruptive technologies.

New technologies are reshaping our world and our security, Stoltenberg said. NATOs new innovation fund will ensure allies do not miss out on the latest technology and capabilities that will be critical to our security.

We need to ensure that allies are able to operate the different technologies seamlessly, between their forces, and with each other, he added.

Seventeen allied countries agreed to help launch the innovation fund. They include: Belgium, the Czech Republic, Estonia, Germany, Greece, Hungary, Italy, Latvia, Lithuania, Luxembourg, the Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia, and the United Kingdom.

NATO will develop a minimum level of funding that will be required by every participating nation, and that level is being decided by those initial 17 allies, said David van Weel, assistant secretary-general for emerging security challenges.

Soldiers from NATO member France attend the cyber defense exercise DEFNET 2021 on March 18, 2021, in Rennes, western France. Alliance members collectively have pledged to boost their focus on new and disruptive technologies, including the areas of cyber and artificial intelligence. (Damien Meyer/AFP via Getty Images)

He noted that there are a variety of reasons as to why the initial supporters stepped up, while the remaining 13 member nations did not. But he expects that more countries will sign up to participate in the fund before the alliances 2022 summit, he said during an Oct. 27 media roundtable.

The bus hasnt left the station to join the fund, and we expect more to join up, he said.

Recommendations for NATO to launch such a venture capital fund, and a technology accelerator outfit reminiscent of the U.S. Defense Advanced Research Projects Agency (DARPA), were included in a 2020 report by NATOs advisory group on emerging and disruptive technologies.

The alliance agreed to launch the DIANA accelerator at NATOs annual summit, held last June in Brussels. Both the accelerator outfit and the innovation fund will have headquarters based in both North America and Europe, and several nations have already offered to host the facilities.

The plan is for a separate company to run the day-to-day operations of the innovation fund, but that partner has yet to be selected, van Weel said. It is going to be professional venture capitalists that are going to run this fund that could either be an existing company, or we would recruit an experienced general partner to run this, he added.

The offices are expected to be in place next year, and both DIANA and the fund are scheduled to be fully in effect by NATOs next summit, June 29-30 in Madrid, per the alliance.

Meanwhile, the allies also agreed on NATOs first-ever artificial intelligence strategy, which has been in the works since early 2021. It will set standards for responsible use of artificial intelligence, in accordance with international law, outline how we will accelerate the adoption of artificial intelligence in what we do, set out how we will protect this technology, and address the threats posed by the use of artificial intelligence by adversaries, Stoltenberg said.

NATO released a summary of the strategy on Oct. 22, and it includes four sections: Principles of responsible use of artificial intelligence in defense; ensuring the safe and responsible use of allied AI; minimizing interference in allied AI; and standards.

It also lays out the six principles of AI use that member-nations should follow. They include: lawfulness; responsibility and accountability; explainability and traceability; reliability; governability; and bias mitigation.

The nascent DIANA outfit will host specialized AI test centers that will help NATO ensure standards are being kept as member-nations develop new platforms and systems and encourage interoperability, van Weel noted. That way, NATO creates a common ecosystem where all allies have access to the same levels of AI, he said.

NATO will also form a data and artificial intelligence review board with representatives from all member-nations, to ensure the operationalization of the AI strategy, he added. The principles are all great, but they only mean something if were able to actually translate that into how the technology is being developed, and then used.

NATO eventually plans to develop strategies for tackling each of the seven key emerging and disruptive technology (EDT) categories, van Weel told Defense News earlier this year. Having that strategy in place would allow the partnership to begin implementing AI capabilities into military requirements, and ensure interoperability for NATO-based and allied systems, he said at the time.

Member-nations also agreed to a new policy that treats data as a strategic asset, and sets a framework for both NATO headquarter-generated data and national data to be exploited across the alliance in a responsible fashion, van Weel said. The data and AI review board will serve as a quasi Chief Data Officer that ensures the alliances data, wherever it originates from, is stored securely and adheres to the principles agreed to by NATOs members.

This is step one to create a trust basis for allies to make them actually want them to share data, knowing that it is stored in a secure place, [and] that we have principles of responsible use, van Weel said.

It remains to be seen how each country will contribute to the innovation fund or the tech accelerator, but at least one ally already has some ideas.

Estonia has built up experience working with startups, and has invested heavily in cybersecurity technologies since the Baltic nation faced a wave of cyber attacks. That instance led to the creation of the NATO Cooperative Cyber Defence Centre of Excellence in Tallinn.

That center could play a key role in the alliances EDT efforts, particularly related to technologies like AI that will require a basis in cyber, said Tuuli Vors, counsellor to the Estonian delegation to NATO.

With cyber, we build so many different technological areas or sectors, she said in an interview with Defense News in Brussels. Having the cyber defense center in Tallinn can be used for the benefit of this initiative, or for the allies in a general way.

We have this right mindset, we are flexible, she said. I think its one of the key competencies, to bring together the private sector with the government and the civil sector.

We all know that these technological developments and the real breaks, these are in the private sector, she noted. So therefore, we need to bring them on board [in a] more effective way.

At last months ministerial allies also agreed on a specific set of capability targets to achieve jointly, Stoltenberg told reporters in Brussels. That set includes thousands of targets, heavier forces and more high-end capabilities.

Very few of us can have the whole spectrum of capabilities and defense systems, he said. One of the really important tasks of NATO ... is our ability to coordinate and agree to capability targets, so we can support and help each other as allies.

Each of the allies spend varying amounts of money on their defense budgets, but each also has expertise that can be shared, Vors said. The innovation fund and DIANA can help provide more effective collaboration among these nations, she added.

We have expertise in autonomous systems or cyber defense, we can share it to somewhere where its lacking, and we can have from them CBRN [chemical, biological, radioactive and nuclear] defense technology, she said. So its making this network.

Joe Gould in Brussels contributed to this report.

Vivienne Machi is a reporter based in Stuttgart, Germany, contributing to Defense News' European coverage. She previously reported for National Defense Magazine, Defense Daily, Via Satellite, Foreign Policy and the Dayton Daily News. She was named the Defence Media Awards' best young defense journalist in 2020.

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Night vision and artificial intelligence reveal secrets of spider webs – BBC Science Focus Magazine

Even people who arent fans of spiders can appreciate the intricate beauty of their webs. Its even more fascinating when you consider the fact that the arachnids have tiny brains, yet somehow can build these geometrically precise creations.

Now, scientists at Johns Hopkins University have used artificial intelligence and night vision to establish how exactly spiders build their webs.

I first got interested in this topic while I was out birding with my son, said senior author Dr Andrew Gordus, a Johns Hopkins behavioural biologist.

After seeing a spectacular web I thought, if you went to a zoo and saw a chimpanzee building this youd think thats one amazing and impressive chimpanzee. Well, this is even more amazing because a spiders brain is so tiny and I was frustrated that we didnt know more about how this remarkable behaviour occurs. Now weve defined the entire choreography for web-building, which has never been done for any animal architecture at this fine of a resolution.

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First, the scientists had to systematically document and analyse the behaviours and motor skills involved.

They took six hackled orb weaver spiders, which are small, nocturnal spiders native to the western United States. They selected this spider species as they do not need humid conditions, and can happily co-exist with each other.

In the lab, each spider was placed on a plexiglass box, under an infrared light. Each night, the spiders were recorded using a camera that operated at a fast frame rate, to capture all of their tiny movements as they built their webs.

The researchers then tracked the millions of individual leg actions with an algorithm designed specifically to detect limb movement.

Even if you video record it, thats a lot of legs to track, over a long time, across many individuals, said lead author Abel Corver, a graduate student studying web-making and neurophysiology. Its just too much to go through every frame and annotate the leg points by hand, so we trained machine vision software to detect the posture of the spider, frame by frame, so we could document everything the legs do to build an entire web.

Researchers found that web-making behaviours are quite similar across individual spiders, so much so that the researchers were able to predict the part of a web a spider was working on just from seeing the position of a leg. They think that the algorithm would work for other species of spiders, and would like to explore this in the future.

The researchers think that the findings could offer hints on how to understand larger brain systems in other animals, including humans. Other future experiments will involve using mind-altering drugs to establish which circuits in a spiders brain are responsible for web-building.

Spider webs are one of the most amazing of natures constructions, unless youre a fly of course, said Prof Adam Hart, an entomologist who was not involved in the research. By being able to follow every tiny movement this research is finally unlocking the complex dance spiders do to make their webs. We can learn so much from nature, and research like this can give us all sorts of insights into how we can make new materials and structures.

Asked by: Jack Roberts, Cheshire

Putting conkers around the house to deter spiders is an old wives tale and theres no evidence to suggest it really works. Spiders dont eat conkers or lay eggs in them, so there is no reason why horse chestnut trees would bother to produce spider-repelling chemicals. There is no hard research on the subject, but pupils of Roselyon Primary School in Cornwall won a prize from the Royal Society of Chemistry in 2010 for their informal study showing that spiders were unphased by conkers.

Spiders are most common indoors in the autumn months. At this time of year, male house spiders leave their webs and start wandering in search of females. If you hoover up all the spiders in your house, it will probably take a couple of weeks for the spiders to recolonise regardless of whether or not you scatter conkers around the place.

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The Cultural Benefits of Artificial Intelligence in the Enterprise – MIT Sloan

Organization-Level Cultural Benefits

The Culture-Use-Effectiveness dynamic is different at the organizational level than it is at the team level. Figure 5 shows the C-U-E dynamic at the organizational level: Organizational culture can improve AI adoption, which in turn improves organizational effectiveness, which in turn improves organizational culture.

Improving each component can lead to a virtuous cycle of cultural improvement throughout the enterprise.

At PepsiCo, executives view AI as a strategic capability. They also acknowledge that making full use of that capability goes hand in hand with strengthening the companys culture, says Colin Lenaghan, global senior vice president, net revenue management, for the food and beverage multinational. PepsiCo is very much an organization and a culture that learns by doing, he explains. We view AI as a very strategic capability that helps us solve strategic problems. We are making quite an investment in bringing literacy of advanced analytics across the broader community. We are starting to elevate that literacy among senior management. This is clearly something that has to be driven from the top. It needs cultural change. Over time, we intend to strengthen our AI capability and hopefully the culture at the same time. Pervasive AI literacy enables communication through a shared language.

A shared language improves communication about (and the identification of) new opportunities. At Levi Strauss & Co., Paul Pallath, the clothing companys global technology head of data, analytics, and AI, agrees that broad-based adoption of AI demands culture change across the organization. We need to change the overall culture of the organization, and that depends on getting our people to think in terms of AI, he says. If you dont start thinking in that direction, youre not going to ask the right questions that can eventually be solved with AI. Thinking in terms of AI such as asking what solutions might be possible with AI or whether AI could be applied in a particular situation unveils new opportunities. Collective thinking in terms of AI depends on a shared language.

We need to change the overall culture of the organization, and that depends on getting our people to think in terms of AI.

Changing the culture to make full use of AI across the enterprise is both necessary and difficult, says Chris Couch, senior vice president and CTO at Cooper Standard, which provides components and systems for diverse transportation and industrial markets. Good companies are going to develop people in all functions, whether its finance, purchasing, manufacturing you name it that have some sense about where AI tools can be applied. Bad ones wont, he explains. While AI will continue to be something special that only certain experts use, theres going to be a democratization in the next 10 years. Its one of those things that is not easy to prepare for, but we have to prepare for it. Otherwise, were going to get displaced. When the organization depends on AI literacy, those who lack literacy add discord.

Using AI doesnt merely help with effectiveness at the team level (such as by improving efficiency and decision quality); managers can also use AI to improve an organizations competitiveness. For instance, innovating new processes with AI appears to enhance a companys ability to compete with both existing and new rivals. We compared respondents who said they are using AI primarily to innovate existing processes with those who agreed that their company is using AI primarily to explore new ways of creating value. (See Figure 6.) Respondents who agreed that they are using AI primarily to explore new ways of creating value were 2.5 times more likely to agree that AI is helping their company defend against competitors and 2.7 times more likely to agree that AI is helping their company capture opportunities in adjacent industries. Exploration with AI is correlated to a greater extent with improved competitiveness than exploitation with AI.

Organizations that report greater competitiveness from AI are focused on creating new value with AI.

Organizations can use AI to accelerate these innovation processes for existing processes. Moderna rapidly developed a widely used COVID-19 vaccine with the help of AI. Johnson says Moderna focuses on having a smaller company thats very agile and can move fast. And we see AI as a key enabler for that. The hope is that it helps us to compete in ways that other companies cant. That is certainly the intention here.

Moderna began automating work that had previously been done by humans, including testing the design sequence of messenger RNA (mRNA) used in vaccines that protect against infectious diseases. One of the big bottlenecks was having this mRNA for the scientist to run testing, Johnson says. So we put in place a ton of robotic automation, and a lot of digital systems and process automation and AI algorithms as well. And we went from maybe about 30 mRNAs manually produced in a given month to a capacity of about a thousand in a monthlong period, without using significantly more resources and with much better consistency in quality. As a result, employees at Moderna can evaluate many more options for innovation than before; the companys rapid development of the COVID-19 vaccine was due, in part, to using AI to rapidly test mRNA design sequences. Using AI accelerated innovation, increasing the companys ability to compete with much larger companies.

But speed is far from the only potential benefit of AI. Amit Shah, president of floral and gift retailer 1-800-Flowers, observes, If you think about what differentiates modern organizations, it is not just the ability to adopt technologies thats become a table stake but the ability to out-solve competitors in facing deep problems.

When I think about AI, Shah continues, I think about our competitiveness on that frontier. Five years down the road, I think every new employee that starts out in any company of consequence will have an AI toolkit, like we used to get the Excel toolkit, to both solve problems better and communicate that better to clients, to colleagues, or to any stakeholder. Being a company of consequence in the future may require all employees to work with AI to out-solve competitors with new ways of creating value.

Improving organizational effectiveness is not itself an end goal. After all, organizations can become more effective at the wrong activities: They can achieve misguided objectives, reinforce outdated values, or compete against irrelevant organizations. When CBSs Subramanyam asked her AI team to assess whether executives had the right assumptions about what factors lead to a successful TV show, she was using AI to reassess what being effective means in her organization. Using AI can help a company not only achieve effective outcomes, but also change assumptions about what counts as an effective outcome.

Many executives revealed that their AI implementations were helping them develop or refine strategic assumptions and improve how they measure performance. These changes often lead to shifts in their KPIs. Indeed, our survey found that 64% of the organizations that use AI extensively or in some parts of their processes and offerings adjust their KPIs after using AI. As Pernod Ricards Calloch says, We are planning to monitor new KPIs because AI is helping us measure performance more precisely. For example, one algorithm helps us measure the performance of each marketing campaign in isolation, whereas before, campaigns were running on various media at the same time, and it was impossible to isolate the contribution of each media component. Our ability to isolate and better measure a campaigns performance allows our marketers to be more performance-focused and to make better decisions.

KLM, for example, used AI to develop a new measure to help make complex financial and operational trade-offs involving crew scheduling and passenger delays. Rather than optimizing for on-time performance, Stomph says, we quantified what it takes not to deliver as promised across different departments. That required us to quantify things that you cannot find in your P&L. The measure looks at the cost of various situations, such as a two-hour delay to a crew members schedule if that person is switched from a flight landing at 2 p.m. to one landing at 4 p.m. Whats the price of this? he asks. If you want to run an optimization across different departments, you need to create a single currency to unify all of these players. And the single currency we created was nonperformance cost. The single currency enabled everyone to make decisions based on the same criteria instead of relying on individual judgments with uncoordinated decision-making criteria.

KLMs nonperformance measurement led to changes in a cascade of decisions, including when to swap out crew members. What I find most intriguing about the solutions we have, Stomph says, is even if you will never use the tool, that process of bringing these teams together has been very valuable from a financial and a morale point of view.

Another way that AI implementations can help organizations revise assumptions about effective outcomes is to enable workers to outperform existing KPIs so consistently and so thoroughly that new KPIs are called for. People see that they are outpacing the KPIs that they agreed upon because of AI/ML, Levi Strausss Pallath says. Based on how AI/ML is delivering value to the enterprise, the goalpost keeps shifting.

New success measures become necessary when AI-based solutions make possible new performance benchmarks, obsolesce legacy KPIs, and/or reveal new drivers of performance. Changes in KPIs often accompany shifts in organizational behavior. Indeed, organizations that revise their KPIs because of how they use AI are more likely to see improvements in collaboration than organizations that dont make AI-driven adjustments to their KPIs. Sixty-six percent of respondents who agreed that their KPIs have changed because of AI also saw improvements in team-level collaboration.

Achieving these cultural benefits, particularly at the organizational level, can require considerable change. As Pernod Ricards Calloch describes it, Some processes get changed in a significant way because the data and the processing of the data through AI give us more certainty about some of the elements. You can make quicker decisions live, during a meeting. You can iterate more frequently. And you dont have to wait six months for the return on investment of a campaign to adapt the new wave or to scale it. In fact, you can have more elements. So yes, its significantly changing processes of decision-making. Using AI can accelerate the quality and pace of organizational life extensively, requiring considerable change.

But our research suggests that even when organizations make substantial changes associated with AI, culture does not suffer quite the opposite, in fact. For example, implementing AI is associated with better morale in general. But when combined with business process change, the effects are even more pronounced: The greater (in both number and extent) the change, the greater the improvements in morale. To wit, 57% of organizations that made few changes in business processes reported an increase in morale, while 66% of organizations that made many changes reported an increase in morale. (See Figure 7.) The more that an organization uses AI, the more opportunities there are for cultural benefit.

Morale improves the more processes change.

A strong culture helps encourage AI adoption, and adopting AI can strengthen organizational culture. This cyclical relationship can build through numerous individual process improvements to enhance the overall organizational culture. Zeighami says that when he introduced AI at H&M, he wanted to avoid the common practice of making one part of your organization become very good at that, and then the rest are still lagging behind.

Its almost like putting a tire on a car, he explains. You dont screw one bolt really hard and then do the next one. You just do every bolt a little bit and then tighten everything up. And I think that has been a really good approach for us. Zeighami deployed AI for many company processes, including fashion forecasting, demand forecasting, and price management, along with more personalized customer-facing initiatives. Its been a very vast approach, he observes. Not going too deep, but a little bit in every area to enhance and elevate and change the mindset for everybody so we can become data-led, AI-led, going forward. And we have seen a lot of interesting results. In some areas we even see that working with the AI product has changed peoples way of working with other stuff, because theres a proximity impact on the business. Once an organization introduces AI widely, it can come back and improve not only individual processes but the interfaces between those processes, strengthening the organization as a whole.

Through repeated application and managerial attention, the virtuous cycle between organizational culture and AI use can result in a more cohesive organization, consistently reflecting its desired strategic values. As a result, responsible AI adoption transcends legitimate issues around minimizing bias (in product design, promotion, and customer service) and manipulation (of customers, pricing, and other business practices). Instead, AI becomes a managerial tool to align microbehavior with broader goals, including societal purpose, equity, and inclusivity.

For example, JoAnn Stonier, chief data officer at Mastercard, reports that the financial services corporation launched a data responsibility initiative in 2018 that involved privacy and security issues and included working hard on our ethical AI process. Many of her workplace conversations about AI, she adds, center on minimization of bias as well as how we build an inclusive future. But the conversations dont stop there, she says. The events of this past year have taught us that we need to pay attention to how we are designing products for society and that our data sets are really important. What are we feeding into the machines, and how do we design our algorithmic processes, and what is it going to learn from us?

We understand that data sets are going to have all sorts of bias in them, she continues. I think we can begin to design a better future, but it means being very mindful of whats inherent in the data set. Whats there and whats missing? These discussions help articulate values around which the organization can align, she says. The whole firm is really getting behind this idea of developing a broad-based playbook so that everybody in the organization understands how to think about inclusive concepts.

Pervasive change is complex. As founding director of the Notre Dame-IBM Technology Ethics Lab, Elizabeth Renieris is acutely aware of the complexities of these conversations and how they continue to evolve. The ethics conversation in the past couple of years started out with the lens very much on the technology, she says. Its been turned around and focused on whos building it and whos at the table those are the really important questions.

The value of ethics, she adds, is, rather than looking at the narrow particulars and tweaking around the edges of the specific technology or implementation, to step back and have that conversation about values to ask, What are our values, and how do those values align with what it is that were working on from a technology standpoint? Stepping back may cause discomfort. But through these conversations, AI can have a profound effect on organizational culture.

Excerpt from:
The Cultural Benefits of Artificial Intelligence in the Enterprise - MIT Sloan

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Artificial intelligence is getting better at writing, and universities should worry about plagiarism – The Conversation CA

The dramatic rise of online learning during the COVID-19 pandemic has spotlit concerns about the role of technology in exam surveillance and also in student cheating.

Some universities have reported more cheating during the pandemic, and such concerns are unfolding in a climate where technologies that allow for the automation of writing continue to improve.

Over the past two years, the ability of artificial intelligence to generate writing has leapt forward significantly, particularly with the development of whats known as the language generator GPT-3. With this, companies such as Google, Microsoft and NVIDIA can now produce human-like text.

AI-generated writing has raised the stakes of how universities and schools will gauge what constitutes academic misconduct, such as plagiarism. As scholars with an interest in academic integrity and the intersections of work, society and educators labour, we believe that educators and parents should be, at the very least, paying close attention to these significant developments.

The use of technology in academic writing is already widespread. For example, many universities already use text-based plagiarism detectors like Turnitin, while students might use Grammarly, a cloud-based writing assistant. Examples of writing support include automatic text generation, extraction, prediction, mining, form-filling, paraphrasing, translation and transcription.

Read more: In an AI world we need to teach students how to work with robot writers

Advancements in AI technology have led to new tools, products and services being offered to writers to improve content and efficiency. As these improve, soon entire articles or essays might be generated and written entirely by artificial intelligence. In schools, the implications of such developments will undoubtedly shape the future of learning, writing and teaching.

Research has revealed that concerns over academic misconduct are already widespread across institutions higher education in Canada and internationally.

In Canada, there is little data regarding the rates of misconduct. Research published in 2006 based on data from mostly undergraduate students at 11 higher education institutions found 53 per cent reported having engaged in one or more instances of serious cheating on written work, which was defined as copying material without footnoting, copying material almost word for word, submitting work done by someone else, fabricating or falsifying a bibliography, submitting a paper they either bought or got from someone else for free.

Academic misconduct is in all likelihood under-reported across Canadian higher education institutions.

There are different types of violations of academic integrity, including plagiarism, contract cheating (where students hire other people to write their papers) and exam cheating, among others.

Unfortunately, with technology, students can use their ingenuity and entrepreneurialism to cheat. These concerns are also applicable to faculty members, academics and writers in other fields, bringing new concerns surrounding academic integrity and AI such as:

We are asking these questions in our own research, and we know that in the face of all this, educators will be required to consider how writing can be effectively assessed or evaluated as these technologies improve.

At the moment, little guidance, policy or oversight is available regarding technology, AI and academic integrity for teachers and educational leaders.

Over the past year, COVID-19 has pushed more students towards online learning a sphere where teachers may become less familiar with their own students and thus, potentially, their writing.

While it remains impossible to predict the future of these technologies and their implications in education, we can attempt to discern some of the larger trends and trajectories that will impact teaching, learning and research.

A key concern moving forward is the apparent movement towards the increased automation of education where educational technology companies offer commodities such as writing tools as proposed solutions for the various problems within education.

An example of this is automated assessment of student work, such as automated grading of student writing. Numerous commercial products already exist for automated grading, though the ethics of these technologies are yet to be fully explored by scholars and educators.

Read more: Online exam monitoring can invade privacy and erode trust at universities

Overall, the traditional landscape surrounding academic integrity and authorship is being rapidly reshaped by technological developments. Such technological developments also spark concerns about a shift of professional control away from educators and ever-increasing new expectations of digital literacy in precarious working environments.

Read more: Precarious employment in education impacts workers, families and students

These complexities, concerns and questions will require further thought and discussion. Educational stakeholders at all levels will be required to respond and rethink definitions as well as values surrounding plagiarism, originality, academic ethics and academic labour in the very near future.

The authors would like to sincerely thank Ryan Morrison, from George Brown College, who provided significant expertise, advice and assistance with the development of this article.

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Artificial intelligence is getting better at writing, and universities should worry about plagiarism - The Conversation CA

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Google-parent Alphabet has set up a new lab that will use A.I. to try to discover new drugs – CNBC

British artificial intelligence scientist and entrepreneur Demis Hassabis.

OLI SCARFF | AFP | Getty Images

Google parent company Alphabet has launched a new drug discovery company in the U.K. called Isomorphic Labs.

The company will build on research carried out by London artificial intelligence lab DeepMind, which Google acquired in 2014. While the firm was only officially announced on Thursday, it was incorporated in February, according to a filing with Companies House, the U.K. company registry.

Demis Hassabis, the CEO and co-founder of DeepMind, is also the founder and CEO of Isomorphic Labs. He will remain CEO of DeepMind.

In a blog post, Hassabis described Isomorphic Labs as a commercial venture with a mission to "reimagine the entire drug discovery process from the ground up."

A spokesperson for Isomorphic Labs stressed that the company is separate from DeepMind and that it has its own dedicated resources. They stopped short, however, of saying how many staff or how much capital it has at its disposal.

"Where relevant, teams from both companies may collaborate, especially in the early days as Isomorphic Labs is hiring its team," the spokesperson said.

Isomorphic Labs plans to use artificial intelligence software to create new drugs and medicines.

Identifying new drugs is a long, complex trial-and-error process that involves combining lots of different compounds in different ways. Several companies including London's BenevolentAI and San Francisco's Atomwise believe that AI can speed up the process.

"We believe that the foundational use of cutting edge computational and AI methods can help scientists take their work to the next level, and massively accelerate the drug discovery process," wrote Hassabis, a former child chess prodigy with degrees in computer science and cognitive neuroscience from Cambridge and University College London, respectively.

"AI methods will increasingly be used not just for analyzing data, but to also build powerful predictive and generative models of complex biological phenomena," he added.

Alphabet has several other companies working on health care including Verily, which is developing software for the health care sector, and Calico, which is working on ageing and extending the human life.

DeepMind has also worked on health care, and it used to have its own dedicated DeepMind Health division. However, this was absorbed by Google in 2018 after a controversial deal with Britain's National Health Service.

Since then, DeepMind has pursued research in other areas of life science and it has made breakthroughs in a field known as protein folding. Last year, the company announced that it had developed an AI system that can accurately predict the structure that proteins will fold into in a matter of days, solving a 50-year-old "grand challenge."

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Google-parent Alphabet has set up a new lab that will use A.I. to try to discover new drugs - CNBC

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Artificial intelligence hiring levels in the tech industry dropped in September 2021 – Verdict

The proportion of technology and communications companies hiring for artificial intelligence related positions dropped in September 2021, with 55.5% of the companies included in our analysis recruiting for at least one such position.

This latest figure was lower than the 56.9% of companies who were hiring for artificial intelligence related jobs in August 2021 and an increase compared to the figure of 49.4% for the equivalent month last year.

When it came to the proportion of all job openings that were linked to artificial intelligence, related job postings rose in September 2021, with 6.2% of newly posted job advertisements being linked to the topic.

This latest figure was an increase compared to the 5.9% of newly advertised jobs that were linked to artificial intelligence in the equivlent month a year ago.

Artificial intelligence is one of the topics that GlobalData, from whom our data for this article is taken, have identified as being a key disruptive force facing companies in the coming years. Companies that excel and invest in these areas now are thought to be better prepared for the future business landscape and better equipped to survive unforseen challenges.

Our analysis of the data shows that technology and communications companies are currently hiring for artificial intelligence jobs at a rate higher than the average for all companies within GlobalData's job analytics database. The average among all companies stood at 1.8% in September 2021.

GlobalData's job analytics database tracks the daily hiring patterns of thousands of companies across the world, drawing in jobs as they're posted and tagging them with additional layers of data on everything from the seniority of each position to whether a job is linked to wider industry trends.

You can keep track of the latest data from this database as it emerges by visiting our live dashboard here.

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Artificial intelligence hiring levels in the tech industry dropped in September 2021 - Verdict

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A Tale Of Two Jurisdictions: Sufficiency Of Disclosure For Artificial Intelligence (AI) Patents In The US And The EPO – Intellectual Property – United…

PatentNext Summary: In order to prepareapplications for filing in multiple jurisdictions, practitionersshould be cognizant of claiming styles in the various jurisdictionsthat they expect to file AI-related patent applications in, anddraft claims accordingly. For example, different jurisdictions,such as the U.S. and EPO, have different legal tests that canresult in different styles for claiming artificialintelligence(AI)-related inventions.

In this article, we will compare two applications, one in theU.S. and the other in the EPO, that have the same or similarclaims. Both applications claim priority to the same PCTApplication (PCT/AT2006/000457) (the "'427 PCTApplication"), which is published as PCT Pub. No.WO/2007/053868.

As we shall see, despite the application having the same orsimilar claims, prosecution of the applications in the twojurisdictions nonetheless resulted in different outcomes, with theU.S. application prosecuted to allowance and the EPO applicationending in rejection.

****

Pertinent to our discussion is an overview of AI. A briefdescription of AI follows before analysis of the AI-related claimsat issue.

Artificial Intelligence (AI) is fundamentally a data-driventechnology that takes unique datasets as input to train AI computermodels. Once trained, an AI computer model may take new data asinput to predict, classify, or otherwise output results for use ina variety of applications.

Machine learning, arguably the most widely used AI technique,may be described as a process that uses data and algorithms totrain (or teach) computer models, which usually involves thetraining of weights of the model. Training typically involvescalculating and updating mathematical weights (i.e., numeralvalues) of a model based on input that can comprise hundreds,thousands, millions, etc. sets of data. The trained model allowsthe computer to make decisions without the need for explicit orrule-based programming.

In particular, machine learning algorithms build a model ontraining data to identify and extract patterns from the data andtherefore acquire (or learn) unique knowledge that can be appliedto new data sets.

For more information, see Artificial Intelligence & the IntellectualProperty Landscape

AI inventions are fundamentally software-related inventions. Inthe U.S., as a practical rule, software-related patents shoulddisclose an algorithm by which the software-related invention isachieved. An algorithm provides support for a software-relatedpatent pursuant to 35 U.S.C. 112(a) including (1) byproviding sufficiency of disclosure for the patent's"written description" and (2) by "enabling" oneof ordinary skill in the art (e.g., a computer engineer or computerprogrammer) to make or use the related software-related inventionwithout "undue experimentation." Without such support, apatent claim can be held invalid. For more information regardinggeneral aspects of the sufficiency of disclosure in the U.S. forsoftware-related inventions, see Why including an "Algorithm" isImportant for Software Patents (Part 2)

U.S. Patent 8,920,327 (the "'327 Patent") issuedfrom the '457 PCT Application. The ''327 Patent is anexample of an AI patent that did not experiencesufficiency issues in the U.S. The below provides an overview ofthe '327 Patent.

The '327 Patent is titled "Method for DeterminingCardiac Output" and includes a single independent claimregarding a method for cardiac output from an arterial bloodpressure curve. The method is implemented via a cardiac device, asillustrated in Figure 1 (copied below):

Fig. 1 illustrates device 1 for implementing the invention ofthe '327 patent, where measuring device 2 measures theperipheral blood pressure curve, and where related measurement datais fed into device 1 via line 3, and stored and evaluated there.The device further comprises optical display device 4, input panel5, and keys 6 for inputting and displaying information.

The claimed method includes an AI aspect, i.e., namely the useof "an artificial neural network having weightingvalues that are determined by learning."

Claim 1 is copied below (with the AI aspectbolded):

1. A method for determiningcardiac output from an arterial blood pressure curve measured at aperipheral region, comprising the steps of:

measuring the arterial bloodpressure curve at the peripheral region; arithmeticallytransforming the measured arterial blood pressure curve to anequivalent aortic pressure; and

calculating the cardiac outputfrom the equivalent aortic pressure,

wherein the arithmetictransformation of the arterial blood pressure curve measured at theperipheral region into the equivalent aortic pressure is performedby the aid of an artificial neural networkhaving weighting values that are determined bylearning.

Figure 3 of the '327 patent (copied below) is a schematicillustration of the artificial neural network, as recited in claim1.

The specification of the '327 patent describes that"FIG. 3 illustrates the structure of the neural network...,and it is apparent that the neural network ... is comprised ofthree layers 14, 15, 16." The specification discloses that asupervised learning algorithm is used to train the weights of themodel, e.g., "[t]he weights and the bias for the latter twolayers 15 and 16 are determined by supervised learning."

The input data fed to the supervised learning algorithm to trainthe AI model includes "associated blood pressure curve pairsactually determined by measurements in the periphery or in theaorta, respectively, are used." The measurements used for theinput data may come "from patients of different ages, sexes,constitutional types, health conditions and the like."

No issues with respect to sufficiency were raised during theprosecution of the application in the U.S. that was issued as the'327 patent.

More generally, issues of sufficiency in the U.S. typicallyarise in litigation, and result in expert testimony, i.e., "abattle of the experts," where expert witnesses (e.g.,typically university professors or industry consultants) fromopposing sides opine on the knowledge of a person of ordinary skillin the art and sufficiency of disclosure in view of thatperson.

The EPO has developed its own, yet similar, stance on AI-relatedinvention when compared with the U.S. Nonetheless, outcomes ofprosecution can be different. The below provides a cursory overviewof developments in the EPO with respect to AI-related inventionsand analyzes the treatment of an EPO application as filed based onthe PCT Application '457 (which is the same PCT Application asfor the '327 patent discussed above).

Generally, artificial intelligence inventions may be patented inthe European Patent Office (EPO). For example, in its Guidelinesfor Examination, the EPO defines AI and machine learning as"based on computational models and algorithms forclassification, clustering, regression and dimensionalityreduction, such as neural networks, genetic algorithms, supportvector machines, k-means, kernel regression and discriminantanalysis." Section 3.3.1 (Artificial intelligence and machinelearning).

As such, the EPO dubs AI and machine learning as "per se ofan abstract mathematical nature," irrespective of whether suchmodels may be trained with training data. Id. Thus, simplyclaiming a machine learning model (e.g., such as a "neuralnetwork") does not, alone, necessarily imply the use of a"technical means" in accordance with EPO law.

Nonetheless, the Guidelines for Examination at the EPO recognizethat the use of an AI model, when claimed as a whole with theadditional subject matter, may demonstrate a sufficient technicalcharacter. Id. As an example, the Guidelines forExamination at the EPO states that "the use of a neuralnetwork in a heart-monitoring apparatus for the purpose ofidentifying irregular heartbeats makes a technicalcontribution." Id. As a further example, the EPOGuidelines for Examination further states that "[t]heclassification of digital images, videos, audio or speech signalsbased on low-level features (e.g. edges or pixel attributes forimages) are further typical technical applications ofclassification algorithms." Id.

In a decision in 2020, the EPO Board of Appeals rejected amachine learning-based patent application that claimed an"artificial neural network" because the patentspecification failed to sufficiently disclose how the artificialneural network was trained. See T0161/18 (Equivalent aortic pressure / ARCSEIBERSDORF). The application in question claimed priority to thePCT Application '457, which is the same parent application asthe '327 patent, as discussed above.

The claims were the same or similar as to those in the U.S.,where the claims-at-issue directed to determining cardiac outputfrom an arterial blood pressure curve measured at a periphery, andrecited, in part (with respect to AI), that the "bloodpressure curve measured on the periphery is converted into theequivalent aortic pressure with the help of anartificial neural network, the weighting values ??ofwhich are determined bylearning."

Claim 1 is reproduced below (in English based on a machinetranslation of the original opinion German):

1. A method for determining thecardiac output from an arterial blood pressure curve measured atthe periphery, in which the blood pressure curve measured at theperiphery is mathematically transformed to the equivalent aorticpressure and the cardiac output is calculated from the equivalentaortic pressure, characterized in that the transformation of theblood pressure curve measured on the periphery is converted intothe equivalent aortic pressure with the help of anartificial neural network, the weighting values ??ofwhich are determined by learning.

The Board analyzed the claim in view of the specificationpursuant to Article 83 EP (Sufficient disclosure). As described bythe Board, Article 83 EPC requires that the invention be disclosedin the European patent application so clearly and completely that aperson skilled in the art can carry it out. For this, thedisclosure of the invention in the application must enable theperson skilled in the art to reproduce the technical teachinginherent in the claimed invention on the basis of his generalspecialist knowledge.

The Board then turned to the specification to determine whetherit disclosed enough support to meet these requirements in view ofthe claimed "artificial neural network." However, thespecification was found lacking because it failed to"disclose which input data aresuitable for training the artificial neural network according tothe invention, or at least one data set suitable for solving thetechnical problem at hand."

Instead, the Board found that the specification "merelyreveals that the input data should cover a broad spectrum ofpatients of different ages, genders, constitution types, healthstatus and the like."

Therefore, the Board found that the training of the artificialneural network could therefore not be reworked by the personskilled in the art, and the person skilled in the art can thereforenot carry out the invention.

Because of these deficiencies, the Board found that thespecification failed to provide sufficient disclosure pursuant toArticle 83 EPC.

For similar reasons, the Board further found that the claimedsubject matter lacked an "inventive step" pursuant toArticle 56 EPC. Specifically, the Board found that the claimed"artificial neural network" was not adapted for thespecific, claimed application because the specification failed todisclose how the artificial neural network was trained, andspecifically failed to disclose weight values that resulted fromsuch training. For this reason, the claimed "artificial neuralnetwork" could not be distinguished from the cited prior art,which resulted in failure to demonstrate the requisite inventivestep.

As the Board described:

In the present case, the claimedneural network is therefore not adapted for the specific, claimedapplication. In the opinion of the Chamber, there is therefore onlyan unspecified adaptation of the weight values, which is in thenature of every artificial neural network. The board is thereforenot convinced that the claimed effect will be achieved in theclaimed method over the entire range claimed. This effect cannot,therefore, be taken into account in the assessment of inventivestep in the sense of an improvement over the prior art.

Accordingly, at least with respect to patent applications filedin the EPO, and where an AI or machine learning model is to bedistinguished from the prior art, then a patent applicant may wantto include an example training data set, example trained weights,or at least sufficiently describe the input used to train the modelon a specific, claimed application or end-use. For example, atleast one example of data can be provided (or claimed) to show theinputs used to train specific weights, which may allow for theclaim to have sufficient disclosure, and, at the same time allowthe claim to cover a spectrum of AI models trained with aparticular set of data.

For the time being, such disclosure for an EPO case could beconsidered as additional when compared with the sufficiency ofdisclosure in the U.S. However, it is to be understood that theU.S. Patent office has also indicated the importance of includingtraining data or specific species of data used to train a model inits example guidance. See How to Patent an Artificial Intelligence (AI)Invention: Guidance from the U.S. Patent Office (USPTO). In anyevent, while there have been few court cases on AI-relatedinventions in the U.S. (see How the Courts treat Artificial Intelligence (AI)Patent Inventions: Through the Years since Alice), future casesmay indicate whether the U.S. will trend towards the EPO'sdecision in T0161/18 with respect to the sufficiency ofdisclosure.

The content of this article is intended to provide a generalguide to the subject matter. Specialist advice should be soughtabout your specific circumstances.

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