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#433872 Breaking Out of the Corporate Bubble ...

Posted on November 12, 2018 by Android

For big companies, success is a blessing and a curse. You don’t get big without doing something (or many things) very right. It might start with an invention or service the world didn’t know it needed. Your product takes off, and growth brings a whole new set of logistical challenges. Delivering consistent quality, hiring the right team, establishing a strong culture, tapping into new markets, satisfying shareholders. The list goes on.

Eventually, however, what made you successful also makes you resistant to change.

You’ve built a machine for one purpose, and it’s running smoothly, but what about retooling that machine to make something new? Not so easy. Leaders of big companies know there is no future for their organizations without change. And yet, they struggle to drive it.

In their new book, Leading Transformation: How to Take Charge of Your Company’s Future, Kyle Nel, Nathan Furr, and Thomas Ramsøy aim to deliver a roadmap for corporate transformation.

The book focuses on practical tools that have worked in big companies to break down behavioral and cognitive biases, envision radical futures, and run experiments. These include using science fiction and narrative to see ahead and adopting better measures of success for new endeavors.

A thread throughout is how to envision a new future and move into that future.

We’re limited by the bubbles in which we spend the most time—the corporate bubble, the startup bubble, the nonprofit bubble. The mutually beneficial convergence of complementary bubbles, then, can be a powerful tool for kickstarting transformation. The views and experiences of one partner can challenge the accepted wisdom of the other; resources can flow into newly co-created visions and projects; and connections can be made that wouldn’t otherwise exist.

The authors call such alliances uncommon partners. In the following excerpt from the book, Made In Space, a startup building 3D printers for space, helps Lowe’s explore an in-store 3D printing system, and Lowe’s helps Made In Space expand its vision and focus.

Uncommon Partners
In a dingy conference room at NASA, five prototypical nerds, smelling of Thai food, laid out the path to printing satellites in space and buildings on distant planets. At the end of their four-day marathon, they emerged with an artifact trail that began with early prototypes for the first 3D printer on the International Space Station and ended in the additive-manufacturing future—a future much bigger than 3D printing.

In the additive-manufacturing future, we will view everything as transient, or capable of being repurposed into new things. Rather than throwing away a soda bottle or a bent nail, we will simply reprocess these things into a new hinge for the fence we are building or a light switch plate for the tool shed. Indeed, we might not even go buy bricks for the tool shed, but instead might print them from impurities pulled from the air and the dirt beneath our feet. Such a process would both capture carbon in the air to make the bricks and avoid all the carbon involved in making and then transporting traditional bricks to your house.

If it all sounds a little too science fiction, think again. Lowe’s has already been honored as a Champion of Change by the US government for its prototype system to recycle plastic (e.g., plastic bags and bottles). The future may be closer than you have imagined. But to get there, Lowe’s didn’t work alone. It had to work with uncommon partners to create the future.

Uncommon partners are the types of organizations you might not normally work with, but which can greatly help you create radical new futures. Increasingly, as new technologies emerge and old industries converge, companies are finding that working independently to create all the necessary capabilities to enter new industries or create new technologies is costly, risky, and even counterproductive. Instead, organizations are finding that they need to collaborate with uncommon partners as an ecosystem to cocreate the future together. Nathan [Furr] and his colleague at INSEAD, Andrew Shipilov, call this arrangement an adaptive ecosystem strategy and described how companies such as Lowe’s, Samsung, Mastercard, and others are learning to work differently with partners and to work with different kinds of partners to more effectively discover new opportunities. For Lowe’s, an adaptive ecosystem strategy working with uncommon partners forms the foundation of capturing new opportunities and transforming the company. Despite its increased agility, Lowe’s can’t be (and shouldn’t become) an independent additive-manufacturing, robotics-using, exosuit-building, AR-promoting, fill-in-the-blank-what’s-next-ing company in addition to being a home improvement company. Instead, Lowe’s applies an adaptive ecosystem strategy to find the uncommon partners with which it can collaborate in new territory.

To apply the adaptive ecosystem strategy with uncommon partners, start by identifying the technical or operational components required for a particular focus area (e.g., exosuits) and then sort these components into three groups. First, there are the components that are emerging organically without any assistance from the orchestrator—the leader who tries to bring together the adaptive ecosystem. Second, there are the elements that might emerge, with encouragement and support. Third are the elements that won’t happen unless you do something about it. In an adaptive ecosystem strategy, you can create regular partnerships for the first two elements—those already emerging or that might emerge—if needed. But you have to create the elements in the final category (those that won’t emerge) either with an uncommon partner or by yourself.

For example, when Lowe’s wanted to explore the additive-manufacturing space, it began a search for an uncommon partner to provide the missing but needed capabilities. Unfortunately, initial discussions with major 3D printing companies proved disappointing. The major manufacturers kept trying to sell Lowe’s 3D printers. But the vision our group had created with science fiction was not for vendors to sell Lowe’s a printer, but for partners to help the company build a system—something that would allow customers to scan, manipulate, print, and eventually recycle additive-manufacturing objects. Every time we discussed 3D printing systems with these major companies, they responded that they could do it and then tried to sell printers. When Carin Watson, one of the leading lights at Singularity University, introduced us to Made In Space (a company being incubated in Singularity University’s futuristic accelerator), we discovered an uncommon partner that understood what it meant to cocreate a system.

Initially, Made In Space had been focused on simply getting 3D printing to work in space, where you can’t rely on gravity, you can’t send up a technician if the machine breaks, and you can’t release noxious fumes into cramped spacecraft quarters. But after the four days in the conference room going over the comic for additive manufacturing, Made In Space and Lowe’s emerged with a bigger vision. The company helped lay out an artifact trail that included not only the first printer on the International Space Station but also printing system services in Lowe’s stores.

Of course, the vision for an additive-manufacturing future didn’t end there. It also reshaped Made In Space’s trajectory, encouraging the startup, during those four days in a NASA conference room, to design a bolder future. Today, some of its bold projects include the Archinaut, a system that enables satellites to build themselves while in space, a direction that emerged partly from the science fiction narrative we created around additive manufacturing.

In summary, uncommon partners help you succeed by providing you with the capabilities you shouldn’t be building yourself, as well as with fresh insights. You also help uncommon partners succeed by creating new opportunities from which they can prosper.

Helping Uncommon Partners Prosper
Working most effectively with uncommon partners can require a shift from more familiar outsourcing or partnership relationships. When working with uncommon partners, you are trying to cocreate the future, which entails a great deal more uncertainty. Because you can’t specify outcomes precisely, agreements are typically less formal than in other types of relationships, and they operate under the provisions of shared vision and trust more than binding agreement clauses. Moreover, your goal isn’t to extract all the value from the relationship. Rather, you need to find a way to share the value.

Ideally, your uncommon partners should be transformed for the better by the work you do. For example, Lowe’s uncommon partner developing the robotics narrative was a small startup called Fellow Robots. Through their work with Lowe’s, Fellow Robots transformed from a small team focused on a narrow application of robotics (which was arguably the wrong problem) to a growing company developing a very different and valuable set of capabilities: putting cutting-edge technology on top of the old legacy systems embedded at the core of most companies. Working with Lowe’s allowed Fellow Robots to discover new opportunities, and today Fellow Robots works with retailers around the world, including BevMo! and Yamada. Ultimately, working with uncommon partners should be transformative for both of you, so focus more on creating a bigger pie than on how you are going to slice up a smaller pie.

The above excerpt appears in the new book Leading Transformation: How to Take Charge of Your Company’s Future by Kyle Nel, Nathan Furr, and Thomas Ramsøy, published by Harvard Business Review Press.

Image Credit: Here / Shutterstock.com

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Posted in Human Robots

#433282 The 4 Waves of AI: Who Will Own the ...

Posted on September 9, 2018 by Android

Recently, I picked up Kai-Fu Lee’s newest book, AI Superpowers.

Kai-Fu Lee is one of the most plugged-in AI investors on the planet, managing over $2 billion between six funds and over 300 portfolio companies in the US and China.

Drawing from his pioneering work in AI, executive leadership at Microsoft, Apple, and Google (where he served as founding president of Google China), and his founding of VC fund Sinovation Ventures, Lee shares invaluable insights about:

The four factors driving today’s AI ecosystems;
China’s extraordinary inroads in AI implementation;
Where autonomous systems are headed;
How we’ll need to adapt.

With a foothold in both Beijing and Silicon Valley, Lee looks at the power balance between Chinese and US tech behemoths—each turbocharging new applications of deep learning and sweeping up global markets in the process.

In this post, I’ll be discussing Lee’s “Four Waves of AI,” an excellent framework for discussing where AI is today and where it’s going. I’ll also be featuring some of the hottest Chinese tech companies leading the charge, worth watching right now.

I’m super excited that this Tuesday, I’ve scored the opportunity to sit down with Kai-Fu Lee to discuss his book in detail via a webinar.

With Sino-US competition heating up, who will own the future of technology?

Let’s dive in.

The First Wave: Internet AI
In this first stage of AI deployment, we’re dealing primarily with recommendation engines—algorithmic systems that learn from masses of user data to curate online content personalized to each one of us.

Think Amazon’s spot-on product recommendations, or that “Up Next” YouTube video you just have to watch before getting back to work, or Facebook ads that seem to know what you’ll buy before you do.

Powered by the data flowing through our networks, internet AI leverages the fact that users automatically label data as we browse. Clicking versus not clicking; lingering on a web page longer than we did on another; hovering over a Facebook video to see what happens at the end.

These cascades of labeled data build a detailed picture of our personalities, habits, demands, and desires: the perfect recipe for more tailored content to keep us on a given platform.

Currently, Lee estimates that Chinese and American companies stand head-to-head when it comes to deployment of internet AI. But given China’s data advantage, he predicts that Chinese tech giants will have a slight lead (60-40) over their US counterparts in the next five years.

While you’ve most definitely heard of Alibaba and Baidu, you’ve probably never stumbled upon Toutiao.

Starting out as a copycat of America’s wildly popular Buzzfeed, Toutiao reached a valuation of $20 billion by 2017, dwarfing Buzzfeed’s valuation by more than a factor of 10. But with almost 120 million daily active users, Toutiao doesn’t just stop at creating viral content.

Equipped with natural-language processing and computer vision, Toutiao’s AI engines survey a vast network of different sites and contributors, rewriting headlines to optimize for user engagement, and processing each user’s online behavior—clicks, comments, engagement time—to curate individualized news feeds for millions of consumers.

And as users grow more engaged with Toutiao’s content, the company’s algorithms get better and better at recommending content, optimizing headlines, and delivering a truly personalized feed.

It’s this kind of positive feedback loop that fuels today’s AI giants surfing the wave of internet AI.

The Second Wave: Business AI
While internet AI takes advantage of the fact that netizens are constantly labeling data via clicks and other engagement metrics, business AI jumps on the data that traditional companies have already labeled in the past.

Think banks issuing loans and recording repayment rates; hospitals archiving diagnoses, imaging data, and subsequent health outcomes; or courts noting conviction history, recidivism, and flight.

While we humans make predictions based on obvious root causes (strong features), AI algorithms can process thousands of weakly correlated variables (weak features) that may have much more to do with a given outcome than the usual suspects.

By scouting out hidden correlations that escape our linear cause-and-effect logic, business AI leverages labeled data to train algorithms that outperform even the most veteran of experts.

Apply these data-trained AI engines to banking, insurance, and legal sentencing, and you get minimized default rates, optimized premiums, and plummeting recidivism rates.

While Lee confidently places America in the lead (90-10) for business AI, China’s substantial lag in structured industry data could actually work in its favor going forward.

In industries where Chinese startups can leapfrog over legacy systems, China has a major advantage.

Take Chinese app Smart Finance, for instance.

While Americans embraced credit and debit cards in the 1970s, China was still in the throes of its Cultural Revolution, largely missing the bus on this technology.

Fast forward to 2017, and China’s mobile payment spending outnumbered that of Americans’ by a ratio of 50 to 1. Without the competition of deeply entrenched credit cards, mobile payments were an obvious upgrade to China’s cash-heavy economy, embraced by 70 percent of China’s 753 million smartphone users by the end of 2017.

But by leapfrogging over credit cards and into mobile payments, China largely left behind the notion of credit.

And here’s where Smart Finance comes in.

An AI-powered app for microfinance, Smart Finance depends almost exclusively on its algorithms to make millions of microloans. For each potential borrower, the app simply requests access to a portion of the user’s phone data.

On the basis of variables as subtle as your typing speed and battery percentage, Smart Finance can predict with astounding accuracy your likelihood of repaying a $300 loan.

Such deployments of business AI and internet AI are already revolutionizing our industries and individual lifestyles. But still on the horizon lie two even more monumental waves— perception AI and autonomous AI.

The Third Wave: Perception AI
In this wave, AI gets an upgrade with eyes, ears, and myriad other senses, merging the digital world with our physical environments.

As sensors and smart devices proliferate through our homes and cities, we are on the verge of entering a trillion-sensor economy.

Companies like China’s Xiaomi are putting out millions of IoT-connected devices, and teams of researchers have already begun prototyping smart dust—solar cell- and sensor-geared particulates that can store and communicate troves of data anywhere, anytime.

As Kai-Fu explains, perception AI “will bring the convenience and abundance of the online world into our offline reality.” Sensor-enabled hardware devices will turn everything from hospitals to cars to schools into online-merge-offline (OMO) environments.

Imagine walking into a grocery store, scanning your face to pull up your most common purchases, and then picking up a virtual assistant (VA) shopping cart. Having pre-loaded your data, the cart adjusts your usual grocery list with voice input, reminds you to get your spouse’s favorite wine for an upcoming anniversary, and guides you through a personalized store route.

While we haven’t yet leveraged the full potential of perception AI, China and the US are already making incredible strides. Given China’s hardware advantage, Lee predicts China currently has a 60-40 edge over its American tech counterparts.

Now the go-to city for startups building robots, drones, wearable technology, and IoT infrastructure, Shenzhen has turned into a powerhouse for intelligent hardware, as I discussed last week. Turbocharging output of sensors and electronic parts via thousands of factories, Shenzhen’s skilled engineers can prototype and iterate new products at unprecedented scale and speed.

With the added fuel of Chinese government support and a relaxed Chinese attitude toward data privacy, China’s lead may even reach 80-20 in the next five years.

Jumping on this wave are companies like Xiaomi, which aims to turn bathrooms, kitchens, and living rooms into smart OMO environments. Having invested in 220 companies and incubated 29 startups that produce its products, Xiaomi surpassed 85 million intelligent home devices by the end of 2017, making it the world’s largest network of these connected products.

One KFC restaurant in China has even teamed up with Alipay (Alibaba’s mobile payments platform) to pioneer a ‘pay-with-your-face’ feature. Forget cash, cards, and cell phones, and let OMO do the work.

The Fourth Wave: Autonomous AI
But the most monumental—and unpredictable—wave is the fourth and final: autonomous AI.

Integrating all previous waves, autonomous AI gives machines the ability to sense and respond to the world around them, enabling AI to move and act productively.

While today’s machines can outperform us on repetitive tasks in structured and even unstructured environments (think Boston Dynamics’ humanoid Atlas or oncoming autonomous vehicles), machines with the power to see, hear, touch and optimize data will be a whole new ballgame.

Think: swarms of drones that can selectively spray and harvest entire farms with computer vision and remarkable dexterity, heat-resistant drones that can put out forest fires 100X more efficiently, or Level 5 autonomous vehicles that navigate smart roads and traffic systems all on their own.

While autonomous AI will first involve robots that create direct economic value—automating tasks on a one-to-one replacement basis—these intelligent machines will ultimately revamp entire industries from the ground up.

Kai-Fu Lee currently puts America in a commanding lead of 90-10 in autonomous AI, especially when it comes to self-driving vehicles. But Chinese government efforts are quickly ramping up the competition.

Already in China’s Zhejiang province, highway regulators and government officials have plans to build China’s first intelligent superhighway, outfitted with sensors, road-embedded solar panels and wireless communication between cars, roads and drivers.

Aimed at increasing transit efficiency by up to 30 percent while minimizing fatalities, the project may one day allow autonomous electric vehicles to continuously charge as they drive.

A similar government-fueled project involves Beijing’s new neighbor Xiong’an. Projected to take in over $580 billion in infrastructure spending over the next 20 years, Xiong’an New Area could one day become the world’s first city built around autonomous vehicles.

Baidu is already working with Xiong’an’s local government to build out this AI city with an environmental focus. Possibilities include sensor-geared cement, computer vision-enabled traffic lights, intersections with facial recognition, and parking lots-turned parks.

Lastly, Lee predicts China will almost certainly lead the charge in autonomous drones. Already, Shenzhen is home to premier drone maker DJI—a company I’ll be visiting with 24 top executives later this month as part of my annual China Platinum Trip.

Named “the best company I have ever encountered” by Chris Anderson, DJI owns an estimated 50 percent of the North American drone market, supercharged by Shenzhen’s extraordinary maker movement.

While the long-term Sino-US competitive balance in fourth wave AI remains to be seen, one thing is certain: in a matter of decades, we will witness the rise of AI-embedded cityscapes and autonomous machines that can interact with the real world and help solve today’s most pressing grand challenges.

Join Me
Webinar with Dr. Kai-Fu Lee: Dr. Kai-Fu Lee — one of the world’s most respected experts on AI — and I will discuss his latest book AI Superpowers: China, Silicon Valley, and the New World Order. Artificial Intelligence is reshaping the world as we know it. With U.S.-Sino competition heating up, who will own the future of technology? Register here for the free webinar on September 4th, 2018 from 11:00am–12:30pm PST.

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Posted in Human Robots

#432431 Why Slowing Down Can Actually Help Us ...

Posted on March 30, 2018 by Android

Leah Weiss believes that when we pay attention to how we do our work—our thoughts and feelings about what we do and why we do it—we can tap into a much deeper reservoir of courage, creativity, meaning, and resilience.

As a researcher, educator, and author, Weiss teaches a course called “Leading with Compassion and Mindfulness” at the Stanford Graduate School of Business, one of the most competitive MBA programs in the world, and runs programs at HopeLab.

Weiss is the author of the new book How We Work: Live Your Purpose, Reclaim your Sanity and Embrace the Daily Grind, endorsed by the Dalai Lama, among others. I caught up with Leah to learn more about how the practice of mindfulness can deepen our individual and collective purpose and passion.

Lisa Kay Solomon: We’re hearing a lot about mindfulness these days. What is mindfulness and why is it so important to bring into our work? Can you share some of the basic tenets of the practice?

Leah Weiss, PhD: Mindfulness is, in its most literal sense, “the attention to inattention.” It’s as simple as noticing when you’re not paying attention and then re-focusing. It is prioritizing what is happening right now over internal and external noise.

The ability to work well with difficult coworkers, handle constructive feedback and criticism, regulate emotions at work—all of these things can come from regular mindfulness practice.

Some additional benefits of mindfulness are a greater sense of compassion (both self-compassion and compassion for others) and a way to seek and find purpose in even mundane things (and especially at work). From the business standpoint, mindfulness at work leads to increased productivity and creativity, mostly because when we are focused on one task at a time (as opposed to multitasking), we produce better results.

We spend more time with our co-workers than we do with our families; if our work relationships are negative, we suffer both mentally and physically. Even worse, we take all of those negative feelings home with us at the end of the work day. The antidote to this prescription for unhappiness is to have clear, strong purpose (one third of people do not have purpose at work and this is a major problem in the modern workplace!). We can use mental training to grow as people and as employees.

LKS: What are some recommendations you would make to busy leaders who are working around the clock to change the world?

LW: I think the most important thing is to remember to tend to our relationship with ourselves while trying to change the world. If we’re beating up on ourselves all the time we’ll be depleted.

People passionate about improving the world can get into habits of believing self-care isn’t important. We demand a lot of ourselves. It’s okay to fail, to mess up, to make mistakes—what’s important is how we learn from those mistakes and what we tell ourselves about those instances. What is the “internal script” playing in your own head? Is it positive, supporting, and understanding? It should be. If it isn’t, you can work on it. And the changes you make won’t just improve your quality of life, they’ll make you more resilient to weather life’s inevitable setbacks.

A close second recommendation is to always consider where everyone in an organization fits and help everyone (including yourself) find purpose. When you know what your own purpose is and show others their purpose, you can motivate a team and help everyone on a team gain pride in and at work. To get at this, make sure to ask people on your team what really lights them up. What sucks their energy and depletes them? If we know our own answers to these questions and relate them to the people we work with, we can create more engaged organizations.

LKS: Can you envision a future where technology and mindfulness can work together?

LW: Technology and mindfulness are already starting to work together. Some artificial intelligence companies are considering things like mindfulness and compassion when building robots, and there are numerous apps that target spreading mindfulness meditations in a widely-accessible way.

LKS: Looking ahead at our future generations who seem more attached to their devices than ever, what advice do you have for them?

LW: It’s unrealistic to say “stop using your device so much,” so instead, my suggestion is to make time for doing things like scrolling social media and make the same amount of time for putting your phone down and watching a movie or talking to a friend. No matter what it is that you are doing, make sure you have meta-awareness or clarity about what you’re paying attention to. Be clear about where your attention is and recognize that you can be a steward of attention. Technology can support us in this or pull us away from this; it depends on how we use it.

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Posted in Human Robots

#431559 Drug Discovery AI to Scour a Universe of ...

Posted on November 19, 2017 by Android

On a dark night, away from city lights, the stars of the Milky Way can seem uncountable. Yet from any given location no more than 4,500 are visible to the naked eye. Meanwhile, our galaxy has 100–400 billion stars, and there are even more galaxies in the universe.
The numbers of the night sky are humbling. And they give us a deep perspective…on drugs.
Yes, this includes wow-the-stars-are-freaking-amazing-tonight drugs, but also the kinds of drugs that make us well again when we’re sick. The number of possible organic compounds with “drug-like” properties dwarfs the number of stars in the universe by over 30 orders of magnitude.
Next to this multiverse of possibility, the chemical configurations scientists have made into actual medicines are like the smattering of stars you’d glimpse downtown.
But for good reason.
Exploring all that potential drug-space is as humanly impossible as exploring all of physical space, and even if we could, most of what we’d find wouldn’t fit our purposes. Still, the idea that wonder drugs must surely lurk amid the multitudes is too tantalizing to ignore.
Which is why, Alex Zhavoronkov said at Singularity University’s Exponential Medicine in San Diego last week, we should use artificial intelligence to do more of the legwork and speed discovery. This, he said, could be one of the next big medical applications for AI.
Dogs, Diagnosis, and Drugs
Zhavoronkov is CEO of Insilico Medicine and CSO of the Biogerontology Research Foundation. Insilico is one of a number of AI startups aiming to accelerate drug discovery with AI.
In recent years, Zhavoronkov said, the now-famous machine learning technique, deep learning, has made progress on a number of fronts. Algorithms that can teach themselves to play games—like DeepMind’s AlphaGo Zero or Carnegie Mellon’s poker playing AI—are perhaps the most headline-grabbing of the bunch. But pattern recognition was the thing that kicked deep learning into overdrive early on, when machine learning algorithms went from struggling to tell dogs and cats apart to outperforming their peers and then their makers in quick succession.
[Watch this video for an AI update from Neil Jacobstein, chair of Artificial Intelligence and Robotics at Singularity University.]

In medicine, deep learning algorithms trained on databases of medical images can spot life-threatening disease with equal or greater accuracy than human professionals. There’s even speculation that AI, if we learn to trust it, could be invaluable in diagnosing disease. And, as Zhavoronkov noted, with more applications and a longer track record that trust is coming.
“Tesla is already putting cars on the street,” Zhavoronkov said. “Three-year, four-year-old technology is already carrying passengers from point A to point B, at 100 miles an hour, and one mistake and you’re dead. But people are trusting their lives to this technology.”
“So, why don’t we do it in pharma?”
Trial and Error and Try Again
AI wouldn’t drive the car in pharmaceutical research. It’d be an assistant that, when paired with a chemist or two, could fast-track discovery by screening more possibilities for better candidates.
There’s plenty of room to make things more efficient, according to Zhavoronkov.
Drug discovery is arduous and expensive. Chemists sift tens of thousands of candidate compounds for the most promising to synthesize. Of these, a handful will go on to further research, fewer will make it to human clinical trials, and a fraction of those will be approved.
The whole process can take many years and cost hundreds of millions of dollars.
This is a big data problem if ever there was one, and deep learning thrives on big data. Early applications have shown their worth unearthing subtle patterns in huge training databases. Although drug-makers already use software to sift compounds, such software requires explicit rules written by chemists. AI’s allure is its ability to learn and improve on its own.
“There are two strategies for AI-driven innovation in pharma to ensure you get better molecules and much faster approvals,” Zhavoronkov said. “One is looking for the needle in the haystack, and another one is creating a new needle.”
To find the needle in the haystack, algorithms are trained on large databases of molecules. Then they go looking for molecules with attractive properties. But creating a new needle? That’s a possibility enabled by the generative adversarial networks Zhavoronkov specializes in.
Such algorithms pit two neural networks against each other. One generates meaningful output while the other judges whether this output is true or false, Zhavoronkov said. Together, the networks generate new objects like text, images, or in this case, molecular structures.
“We started employing this particular technology to make deep neural networks imagine new molecules, to make it perfect right from the start. So, to come up with really perfect needles,” Zhavoronkov said. “[You] can essentially go to this [generative adversarial network] and ask it to create molecules that inhibit protein X at concentration Y, with the highest viability, specific characteristics, and minimal side effects.”
Zhavoronkov believes AI can find or fabricate more needles from the array of molecular possibilities, freeing human chemists to focus on synthesizing only the most promising. If it works, he hopes we can increase hits, minimize misses, and generally speed the process up.
Proof’s in the Pudding
Insilico isn’t alone on its drug-discovery quest, nor is it a brand new area of interest.
Last year, a Harvard group published a paper on an AI that similarly suggests drug candidates. The software trained on 250,000 drug-like molecules and used its experience to generate new molecules that blended existing drugs and made suggestions based on desired properties.
An MIT Technology Review article on the subject highlighted a few of the challenges such systems may still face. The results returned aren’t always meaningful or easy to synthesize in the lab, and the quality of these results, as always, is only as good as the data dined upon.
Stanford chemistry professor and Andreesen Horowitz partner, Vijay Pande, said that images, speech, and text—three of the areas deep learning’s made quick strides in—have better, cleaner data. Chemical data, on the other hand, is still being optimized for deep learning. Also, while there are public databases, much data still lives behind closed doors at private companies.
To overcome the challenges and prove their worth, Zhavoronkov said, his company is very focused on validating the tech. But this year, skepticism in the pharmaceutical industry seems to be easing into interest and investment.
AI drug discovery startup Exscientia inked a deal with Sanofi for $280 million and GlaxoSmithKline for $42 million. Insilico is also partnering with GlaxoSmithKline, and Numerate is working with Takeda Pharmaceutical. Even Google may jump in. According to an article in Nature outlining the field, the firm’s deep learning project, Google Brain, is growing its biosciences team, and industry watchers wouldn’t be surprised to see them target drug discovery.
With AI and the hardware running it advancing rapidly, the greatest potential may yet be ahead. Perhaps, one day, all 1060 molecules in drug-space will be at our disposal. “You should take all the data you have, build n new models, and search as much of that 1060 as possible” before every decision you make, Brandon Allgood, CTO at Numerate, told Nature.
Today’s projects need to live up to their promises, of course, but Zhavoronkov believes AI will have a big impact in the coming years, and now’s the time to integrate it. “If you are working for a pharma company, and you’re still thinking, ‘Okay, where is the proof?’ Once there is a proof, and once you can see it to believe it—it’s going to be too late,” he said.
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Posted in Human Robots

#431315 Better Than Smart Speakers? Japan Is ...

Posted on October 18, 2017 by Android

While American internet giants are developing speakers, Japanese companies are working on robots and holograms. They all share a common goal: to create the future platform for the Internet of Things (IoT) and smart homes.
Names like Bocco, EMIEW3, Xperia Assistant, and Gatebox may not ring a bell to most outside of Japan, but Sony, Hitachi, Sharp, and Softbank most certainly do. The companies, along with Japanese start-ups, have developed robots, robot concepts, and even holograms like the ones hiding behind the short list of names.
While there are distinct differences between the various systems, they share the potential to act as a remote control for IoT devices and smart homes. It is a very different direction than that taken by companies like Google, Amazon, and Apple, who have so far focused on building IoT speaker systems.
Bocco robot. Image Credit: Yukai Engineering
“Technology companies are pursuing the platform—or smartphone if you will—for IoT. My impression is that Japanese companies—and Japanese consumers—prefer that such a platform should not just be an object, but a companion,” says Kosuke Tatsumi, designer at Yukai Engineering, a startup that has developed the Bocco robot system.
At Hitachi, a spokesperson said that the company’s human symbiotic service robot, EMIEW3, robot is currently in the field, doing proof-of-value tests at customer sites to investigate needs and potential solutions. This could include working as an interactive control system for the Internet of Things:
“EMIEW3 is able to communicate with humans, thus receive instructions, and as it is connected to a robotics IT platform, it is very much capable of interacting with IoT-based systems,” the spokesperson said.
The power of speech is getting feet
Gartner analysis predicts that there will be 8.4 billion internet-connected devices—collectively making up the Internet of Things—by the end of 2017. 5.2 billion of those devices are in the consumer category. By the end of 2020, the number of IoT devices will rise to 12.8 billion—and that is just in the consumer category.
As a child of the 80s, I can vividly remember how fun it was to have separate remote controls for TV, video, and stereo. I can imagine a situation where my internet-connected refrigerator and ditto thermostat, television, and toaster try to work out who I’m talking to and what I want them to do.
Consensus seems to be that speech will be the way to interact with many/most IoT devices. The same goes for a form of virtual assistant functioning as the IoT platform—or remote control. Almost everything else is still an open ballgame, despite an early surge for speaker-based systems, like those from Amazon, Google, and Apple.
Why robots could rule
Famous android creator and robot scientist Dr. Hiroshi Ishiguro sees the interaction between humans and the AI embedded in speakers or robots as central to both approaches. From there, the approaches differ greatly.
Image Credit: Hiroshi Ishiguro Laboratories
“It is about more than the difference of form. Speaking to an Amazon Echo is not a natural kind of interaction for humans. That is part of what we in Japan are creating in many human-like robot systems,” he says. “The human brain is constructed to recognize and interact with humans. This is part of why it makes sense to focus on developing the body for the AI mind as well as the AI mind itself. In a way, you can describe it as the difference between developing an assistant, which could be said to be what many American companies are currently doing, and a companion, which is more the focus here in Japan.”
Another advantage is that robots are more kawaii—a multifaceted Japanese word that can be translated as “cute”—than speakers are. This makes it easy for people to relate to them and forgive them.
“People are more willing to forgive children when they make mistakes, and the same is true with a robot like Bocco, which is designed to look kawaii and childlike,” Kosuke Tatsumi explains.
Japanese robots and holograms with IoT-control capabilities
So, what exactly do these robot and hologram companions look like, what can they do, and who’s making them? Here are seven examples of Japanese companies working to go a step beyond smart speakers with personable robots and holograms.
1. In 2016 Sony’s mobile division demonstrated the Xperia Agent concept robot that recognizes individual users, is voice controlled, and can do things like control your television and receive calls from services like Skype.

2. Sharp launched their Home Assistant at CES 2016. A robot-like, voice-controlled assistant that can to control, among other things, air conditioning units, and televisions. Sharp has also launched a robotic phone called RoBoHon.
3. Gatebox has created a holographic virtual assistant. Evil tongues will say that it is primarily the expression of an otaku (Japanese for nerd) dream of living with a manga heroine. Gatebox is, however, able to control things like lights, TVs, and other systems through API integration. It also provides its owner with weather-related advice like “remember your umbrella, it looks like it will rain later.” Gatebox can be controlled by voice, gesture, or via an app.
4. Hitachi’s EMIEW3 robot is designed to assist people in businesses and public spaces. It is connected to a robot IT-platform via the cloud that acts as a “remote brain.” Hitachi is currently investigating the business use cases for EMIEW3. This could include the role of controlling platform for IoT devices.

5. Softbank’s Pepper robot has been used as a platform to control use of medical IoT devices such as smart thermometers by Avatarion. The company has also developed various in-house systems that enable Pepper to control IoT-devices like a coffee machine. A user simply asks Pepper to brew a cup of coffee, and it starts the coffee machine for you.
6. Yukai Engineering’s Bocco registers when a person (e.g., young child) comes home and acts as a communication center between that person and other members of the household (e.g., parent still at work). The company is working on integrating voice recognition, voice control, and having Bocco control things like the lights and other connected IoT devices.
7. Last year Toyota launched the Kirobo Mini, a companion robot which aims to, among other things, help its owner by suggesting “places to visit, routes for travel, and music to listen to” during the drive.

Today, Japan. Tomorrow…?
One of the key questions is whether this emerging phenomenon is a purely Japanese thing. If the country’s love of robots makes it fundamentally different. Japan is, after all, a country where new units of Softbank’s Pepper robot routinely sell out in minutes and the RoBoHon robot-phone has its own cafe nights in Tokyo.
It is a country where TV introduces you to friendly, helpful robots like Doraemon and Astro Boy. I, on the other hand, first met robots in the shape of Arnold Schwarzenegger’s Terminator and struggled to work out why robots seemed intent on permanently borrowing things like clothes and motorcycles, not to mention why they hated people called Sarah.
However, research suggests that a big part of the reason why Japanese seem to like robots is a combination of exposure and positive experiences that leads to greater acceptance of them. As robots spread to more and more industries—and into our homes—our acceptance of them will grow.
The argument is also backed by a project by Avatarion, which used Softbank’s Nao-robot as a classroom representative for children who were in the hospital.
“What we found was that the other children quickly adapted to interacting with the robot and treating it as the physical representation of the child who was in hospital. They accepted it very quickly,” Thierry Perronnet, General Manager of Avatarion, explains.
His company has also developed solutions where Softbank’s Pepper robot is used as an in-home nurse and controls various medical IoT devices.
If robots end up becoming our preferred method for controlling IoT devices, it is by no means certain that said robots will be coming from Japan.
“I think that the goal for both Japanese and American companies—including the likes of Google, Amazon, Microsoft, and Apple—is to create human-like interaction. For this to happen, technology needs to evolve and adapt to us and how we are used to interacting with others, in other words, have a more human form. Humans’ speed of evolution cannot keep up with technology’s, so it must be the technology that changes,” Dr. Ishiguro says.
Image Credit: Sony Mobile Communications Continue reading →

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