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LOT-916 IBM Forms 4 - figure Design and Development

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Everyday Ethics for synthetic Intelligence | killexams.com true questions and Pass4sure dumps

a Practical pilot for Designers and Developers

By: Adam Cutler, IBM Distinguished Designer, synthetic Intelligence Design; Milena Pribić, IBM Designer, synthetic Intelligence Design; and Lawrence Humphrey, IBM Designer, synthetic Intelligence Design

Artificial intelligence already touches their lives both directly and indirectly; it works in the open and it works behind filters, apps, APIs, and other processes. AI promises immense change but this evolution is furthermore a antecedent for concern. When decisions are driven by black box algorithms, the ripples of AI’s influence are often difficult to measure.

AI’s unusual technologies and novel effects are spurring unusual methods of design and development. This marks the beginning of the age of relationship design. Software design and progress can no longer focus on interactions alone. For AI to truly augment their intelligence, they must evolve their relationships with machines.

Fostering and protecting a relationship with AI is a brand-new concept. This type of design requires an incredible amount of trust. Trust between developer and user, between user and machine, between society and AI in general.

To address these unusual challenges and welcome in this era of design, they collaborated on this domain pilot for designers and developers working with AI. It is meant to befriend teams align with each other at every step of the design process.

Everyday Ethics for synthetic Intelligence is a framework for AI ethics that you and your team can immediately attach into practice. They partnered with Francesca Rossi, IBM’s global leader for AI ethics, to distill a variety of information and perspectives into a digestible and actionable pilot for designers and developers.

We organized this pilot around five main focus areas that align with IBM’s Principles for Trust and Transparency:

1. Accountability: AI designers and developers are liable for considering AI design, development, decision processes, and outcomes.

2. Value Alignment: AI should be designed with consideration of the norms and values of your user group.

3. Explainability: AI should be designed for humans to easily perceive, detect, and understand its decision process.

4. User Data Rights: AI should be designed to protect user data and preserve the user’s power over access and uses.

5. Fairness: AI should be designed to minimize warp and promote inclusive representation.

Each focus area includes recommended actions, necessary considerations, and questions to spark conversations.

Everyday Ethics for synthetic Intelligence is an ongoing, interdisciplinary effort. They hope it builds on public contributions concerning AI Ethics in a meaningful way and they spy forward to expanding on it. Embracing a framework of ethical communication and decision-making will marry generous intentions with generous outcomes.

Ethical decision-making is not just another figure of technical problem solving. synthetic intelligence has the potential to dramatically enrich their lives, their relationships, and ourselves. They can only obtain there through transparency and intentionality.

Rather than strive for perfection first, they are releasing the first iteration of the Everyday Ethics pilot to allow everything who read and exercise it to comment, critique and participate in everything future iterations. So gratify experiment, play, use, and shatter what you find here and ship us your feedback. You can reach us at edethics@us.ibm.com.

Download the guide: ibm.biz/everydayethics

Say hello on Twitter: Adam Cutler: @adam_cutler Milena Pribić: @milenapribic Lawrence Humphrey: @hi_lawrence


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How IBM, Intuit, and affluent Products Became More Customer-Centric | killexams.com true questions and Pass4sure dumps

How well attain you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. They possess shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer centric. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flood of market power downstream from suppliers to customers. Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely.

Yet wanting to be closer with customers, and knowing what actual, operational pathways to bewitch in order to achieve this are two very different things. In this article they spy at three very different organizations – IBM, affluent Products, and Intuit – and the three different paths they possess taken in reconfiguring their operations for more customer intimacy by changing methods, reengineering processes, and transforming culture.

IBM: Applying a Hybrid Design-Thinking Approach

Consider the battle waged by IBM’s software progress teams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s commerce model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers. Its product progress teams followed a traditional software progress system – called “Waterfall” — in which they spent months defining customer requirements and functional specifications, coding the software, and testing it for trait and reliability. They followed a sequence that resulted in unusual products or major updates to products every year or two.

The climb of cloud computing changed everything this. Technology companies using the cloud model provide their clients software or other computer technologies in the figure of services delivered over the internet. The clients don’t possess to own or maintain the technology. That makes it possible for the producers of the software to ameliorate it much more frequently, with no trouble required by customers.

In response to the rapid promote of cloud computing, IBM’s software engineering groups embraced the Agile progress system — with teams focused on incremental delivery of unusual capabilities every few weeks or months. Over time, teams adopted an even more aggressive approach to software progress called “continuous delivery,” a highly automated system that enables them to develop many small changes per day. This way, they can respond very quickly to unusual or changing customer needs, incrementally.

Insight Center

At about the same time, however, IBM’s design group, which was created to ameliorate the user experience, was adopting a unusual “design thinking” approach to application development. This method’s primary train is to attain abysmal understanding of customer needs using ethnography, anthropology, and other user-research techniques — putting users, rather than features, first in the planning process. Designers engage directly with individual users, developing empathy, observing how they work, and uncovering surprising ideas to befriend develop their lives better. With this approach, cross-functional teams quickly develop prototypes to bounce off of customers.

Charlie Hill, distinguished engineer and CTO, IBM Design, told us, “To deliver fundamentally different and better user experiences, designers want to bewitch a step back and celebrate users actually doing their jobs. They want to understand what the user is trying to attain at work, not simply how they interact with an existing application. Without this kind of understanding and exploration, a product team’s backlog of coding requirements is unlikely to deliver a compelling user experience. They want to bring their design thinking muscles to explore and play with how the user’s sustain could be better in the future.”

As design expertise became more captious to the success of IBM products and services, increasingly designers worked more frequently in collaboration with software engineers on product development. They faced a culture clash, however. The designers were focused on creating better user experiences, while the engineers were focused on speed, quality, and efficiency. To the engineers, the design thinking process seemed fancy a recur to the Waterfall method.

Phil Gilbert, common manager of IBM Design, told us: “In design thinking, you requisite to listen to the people doing the job, while in continuous delivery you don’t requisite to talk to users; you just monitor what they attain on the web.”

In the end, through many discussions and much gathering of data, the company came up with a hybrid system for product progress that combined elements of both approaches, which it calls IBM Design Thinking. It assembled teams for each product or service that combined designers with engineers and created a unusual progress process. The key steps:

1) Clarify three key objectives (called “hills”) framed as target outcomes for users for each software release.

2) Engage people who are going to exercise the software or service (called “sponsor users”) from start to finish through the progress process.

3) Demonstrate the state of the proposed solution from the standpoint of the user in sporadic reviews (called “playbacks”).

This trouble began two years ago, and more than 100 product teams possess embraced IBM Design Thinking. These teams are delivering updates continually. Many of the updates are incremental improvements based on the data collected every time someone uses the application, and some are bigger changes to the sustain resulting from insights gained during direct observation of users doing their jobs.

The unusual approach is working. The parts of the commerce where the approach is used most intensively grew revenue by double digits in 2014.

Rich Products: Achieving Customer Intimacy through Reengineering

Rich Products, a $3.3 billion food products company, has made a startling transition in its process for developing and introducing unusual products in response to customer requests. In Rich’s old, functional “silo-based” process, a marketing person with a unusual customer occasion would contact his or her favorite R&D associate, the regulatory and trait assurance departments, packaging, and the plant. This ad hoc, sequential approach was replaced by a cross-functional team, which simultaneously accelerated its time to market and created a much more “intimate” relationship between Rich’s associates and its customers.

This transition was triggered both by struggles to meet the needs of customers with urgent turnaround requirements (such as a restaurant with a seasonal offer or a school system that needed to scheme its menu) and by executives frustrated with losing the potential commerce from these custom orders. The pressure created by these inside and outside perspectives resulted in a strategic reengineering trouble that targeted their unusual product progress process, refocusing it to expand customer intimacy.

The first step for the process redesign team: alive with the customer in order to map customer journeys. They looked at the halt exercise of unusual products and asked how they could build it faster and stay nigh to the customer. They expanded the scope of the process to retract from generating the unusual product thought to following up with the customer after the product launched, delivering not just a product, but a service. They mapped the process for their teams, then attach the teams together to attain it. And they are continuing to refine the process and remove bottlenecks, as they seek to ameliorate unusual metrics for speed.

The unusual process design was reengineered with the customer as its main focus and the cross-functional team as its primary vehicle. Functions on the team include: process managers, dedicated coordinators, research and development, sales and marketing, operations, trait assurance, traffic, and regulatory. Rather than simply taking customers’ orders, these teams now propel harder into exploring how the customer wants to exercise products and precisely how Rich’s can befriend the customer succeed. Bringing everything of its functional capabilities together into one team, Rich’s can bolt far faster and with more agility than in its functional, sequential past. Decisions that once took weeks can now be made in moments as the team works together. These teams focus on more than just product formulation, now constantly probing customer usage, storage, and pricing plans to develop sure that both Rich’s and the customer develop profitable returns.

“This has been a game-changer for us,” said Maureen Lynch, the unusual product progress process owner.  “We’ve moved from ad hoc day-to-day product planning to the deployment of a long-term disciplined approach supported by purposeful metrics.” The main measure is the number of days from when a customer request comes in to when it goes out. The schedule is visible and there is limpid communication about what they’re working on. They focus on fewer customer requests at a time, allowing for a more responsive turnaround.

Results possess included improvements in customer satisfaction and an overall positive “Rich experience.” On-time-delivery has improved by 10%. Resource utilization accuracy has increased. Obstacles have been removed in getting resources from functional groups. And visibility has improved.

This unusual approach was recently on array in Rich’s participation with the “Pizza 4 Patriots” program. Using their unusual process design, Rich’s was able to ship 5,000 specially designed pizzas to military personnel in Afghanistan within a month to meet a Super Bowl deadline. They had a forum for a triage discussion already in place, and the group understood the requirements. They were ready to execute with a unusual process, limpid roles, and the required tools.

Intuit:  Reviving a Culture Built Around Customers

From its founding 31 years ago, Intuit has been an entrepreneurial company, creating personal finance and tax preparation products such as Quicken, TurboTax, and QuickBooks.

Intuit has always had a reputation as a customer-focused company, which is fairly unique among software companies. Hugh Molotsi, vice president, Intuit Labs Incubator, told us that in the early days (the 1990s), founder Scott Cook taught employees about observing customers and finding true problems in their lives and solving them. There were “usability labs” where customers would try products and employees would celebrate them and contemplate where they had problems, and “Follow Me Homes” where employees would celebrate customers at work and at home. And they had an annual imposing survey to gather customer insights.

But as Intuit grew, informality and entrepreneurship began to morph into procedure and bureaucracy. The focus on customers slowly turned into a hunt for “bugs” and problems rather than acutely listening for and responding to customer needs. In other words, the traditional visits to customers were more focused on problem-solving than discovery. They were “fixing” rather than learning.

As Suzanne Pellican, vice president and design fellow at QuickBooks, told us, “The vast majority of their growth comes from word of mouth. When you fix bugs, it doesn’t generate enthusiasm from their customers. Fixing a bug isn’t compelling to obtain them to recommend us. They weren’t surpassing customers’ expectations. And it showed in their Net Promoter Scores. They were flat.”

These issues came to a head with “Merlin,” a major initiative intended to simplify pile component-based products. After three years of work, the project was abandoned after missing several milestones. However, recognizing that they had drifted away from the customer-centricity that characterized their entrepreneurial past, Intuit embarked on a major unusual cultural and operating initiative called “Design for Delight,” in recognition of the fact that “Intuit needed to retract past meeting customer requirements to delighting them.” There are three core principles to Design for Delight:

  • Deep Customer Empathy – Immerse yourself with customers to know them better than they know themselves. To understand what really matters to customers, you should watch them, talk with them, and attach yourself in their shoes.
  • Go Broad to retract Narrow – Create options before making choices. There are lots of possible answers, so to obtain one mighty idea, you requisite to create lots. The first thought is rarely the best.
  • Rapid Experiments with Customers – obtain customer feedback early and often to understand the pros and cons of options. Watching customers react to prototypes through trial and oversight is better than relying on their own opinions.
  • Using these principles Intuit began driving design thinking abysmal into its culture and operations. To attain this they trained and deployed a cadre of 200 Innovation Catalysts who were embedded into the commerce units, created and held a great number of immersive experiential workshops, and added design thinking into their leadership training programs.

    Here’s more from Suzanne Pellican:

    Design for Delight (D4D) is a core capability of their company. They knew that it would bewitch seven years of nurturing to obtain it in their DNA, and they made an investment in insuring that their employees exercise it. For example, it takes practicing D4D (our version of design thinking) six or ten times before employees start using it in their daily work. They persisted because their ambition to ameliorate their customers’ pecuniary lives means that they are always falling short. Even when they could start to contemplate the changes in the ways employees work and in some customer outcomes, we kept nurturing it because they needed to contemplate it in better products that we’re proud of and that their customers love.

    Throughout these years of cultural transformation, Intuit’s leadership support has been constant. Besides tracking dashboards that measure customer satisfaction, their leaders model behaviors that note the consequence of customers. For example, when CEO Brad Smith does his tour of 15 sites to share the state of the company, the first people he meets with at each site are customers. Then he meets with employees. Then he meets with the leadership team.

    One Destination, Three Paths

    All three of these organizations dramatically improved their level of customer connection, but each achieved it using a different kind of operational approach. IBM developed a hybrid design-engineering-based system which synthesized abysmal customer analysis and rapid product and service changes. affluent Products reengineered its product progress process by demolishing traditional functional silos and creating a team primed for speedy responses to customer needs. And Intuit embarked on a multi-year cultural transformation to re-embed the thought of creating customer delight in its DNA. These approaches certainly are not mutually exclusive. As the commerce world inevitably becomes more customer-centric, you will requisite to draw on one or more of them to obtain and hold a competitive edge through customer intimacy.



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