AI ethics in action -ibm 英文行业资料

IBMInstituteforBusinessValue|ResearchInsightsAIethicscanhelpClientscanrealizethepotentialofAI,analytics,anddatausingIBM’sdeepindustry,functional,andtechnicalexpertise;enterprise-gradetechnologysolutions;andscience-basedresearchinnovations.FormoreinformationaboutAIservicesfromIBMConsulting,visit/services/artificial-intelligenceFormoreinformationaboutAIsolutionsfromIBMSoftware,visit/WatsonFormoreinformationaboutAIinnovationsfromIBMResearch®,visit/artificial-intelligence2OrganizationscanaysBusinessleadersaretakingaccountabilityforAIethicsintoday’senterpriseNon-technicalexecutivesarenowtheprimarychampionsforAIethics,growingfrom15%in2018to80%3yearslater—and79%ofCEOsarenowpreparedtoact,upfrom20%.solidstridestowardpurposefulAIionshavetakenstepstoembedAIethicsintotheirexistingapproachtobusinessethics—andmanyofthosearecreatingAI-specificethicsmechanisms.Forexample,havingadiverseandinclusiveworkforceiasinAIacknowledgedteamsarestillsubstantiallylessdiversethantheirorganizations’workforces:5.4timeslessinclusiveofwomen,4timeslessinclusiveofLGBTQ+individuals,and1.7timeslessraciallyinclusive.1Businessleadersneedonlyscantheheadlinestofindexamplesofcompaniesconfrontedwithvarioussocietal,environmental,andpoliticalissues.Customers,employees,andevenshareholdersaremorefrequentlydemandingthatorganizationsnotonlytakeaprincipledstanceoncurrentconcerns,butalsofollowthroughwithmeaningfulactionsthatleadtoclearoutcomes.SeethePerspective“Companiesthatdogoodcandobetter,iftheydoitright.”)Executivestodayareincreasinglyimpactedbytheseforces,manyofwhichlieoutsidetheirusualcomfortzones.Indeed,nearly60%sayrecentsocietalandeconomicupheavalisexpectedtoimpactthebroadersocialcontract.1ThesedynamicsextendintotherealmofAIanddata,astheIBMInstituteforBusinessValue(IBV)firstexploredinasurveyconductedin2018.2Forthegeneralpopulation,thedefinitionofuntrustworthyAImaybeobvious:discriminatory,opaque,misused,andotherwisefallingshortofgeneralexpectationsoftrust.YetadvancingtrustworthyAIcanremainchallengingconsideringthepragmaticbalancingactsometimesneeded:forexample,between“explainability”—theabilitytounderstandtherationalebehindanAIalgorithm’sresults—and“robustness”—analgorithm’saccuracyinarrivingatanoutcome.OrganizationscannolongeradoptAIwithoutalsoaddressingthesetradeoffsandotherethicalissues.Theonlyquestioniswhethertheyconfrontthemstrategically,sefullyandthoughtfullyornotThebroadlydefinedtechnologysectorhastakenthefirststeps.Thesebusinessesincludemanydigitalnativeswithhigh-growth,highlyprofitableplatformsthatcansubsidizetheethicaltolloftheirconsumer-orientedbusinessmodels.Consequently,theyhaveassembledheftyteamsandmany-layeredprocessestoaddressthedemands,withvaryingdegreesofsuccess.23PerspectivetAcompany’straditionalremittoboostshareholdervalueisincreasinglytoonarrow.Broaderdemandsfromconsumers,citizens,workers,andinvestors—eattentiontostakeholderconcernsthatimpactbusinessresults.ThisgrowingtrendisevidentintheIBV’ssustainabilityresearch:2yearsago,only8%ofconsumerswerewillingtopaymorethana100%premiumtosupportbrandswithapurpose.3Morerecently,43%saidtheyarewillingtopaythatpremiumtosupportsustainableandenvironmentallyresponsiblebrands.4Amongemployees,nearly70%saidtheyaremorelikelytoacceptajobofferfromanorganizationtheyconsidertobeenvironmentallyandsociallyresponsible,andasimilardynamicimpactsretention.5Moreover,68%oforganizations’customersand62%oftheirworkersindicatedporationstochangebyincreasinglyvoicingtheirviews.6Individualinvestorstooarefactoringsustainabilityintotheirfinancialdecisions.Halfsaidacompany’sclimatechangeexposureaffectsitsfinancialrisk.Andofthisgroupexpectedtoinvestdivestorlobbyfundmanagerstochangeinvestmentmixesbasedonenvironmentalfactorsand/orsocialresponsibilityinthenext12months.7Indeed,re-envisioningtraditionalshareholdercapitalismtoaddressmoralandethicalissuesimportanttoawiderarrayofstakeholdersisalsogainingmomentum.8Yet,it’snotassimpleasadoptingthelatestbuzzymantras.ThecompaniesthataresuccessfullyrealizingbenefitsfromthesemarkettrendsareviewingvetoridebutasacatalystforransformationOnlythencantheybegindoingthehardworkofembeddingmeaningfulpracticesthroughouttheenterprise.9Doneright,corporatevaluesaren’tjustplatitudes;theycanleadtorealfinancialvalue.4Incumbentsfromotherindustriesmustalsonavigatethisuncertainenvironment,evenwhilestrivingtodriveprofitablegrowthusingAIinselectedpartsoftheirbusinesses.Addingtothedifficulty,theyoftenhavefewerresourcestodedicatetotheethicalissuesraisedbyAI.Organizationsfaceastarkchoice.thestormofconsumer,employee,andinvestorengagementwanes,perhapsseekingshelterinthemorefamiliarhavenofregulation.Yetregional,national,andevenlocallegalframeworksforngoncomplianceasastrategyinanuncertain(andoverlapping)regulatoryenvironmentcouldbemoreofagamblethanitotherwiseseems.ThehazardsAlternatively,organizationscansetadirectiontodistinguishthemselvesfromcompetitorsbytakingastrategicapproachtoethicalissuesinAI.Andastheylearnbydoing,adjustmentstotheirspecificcourseofactionareinevitable.ganizationshaveprogressedintheireffortstoaddressandincorporateAIethicsintotheirbusinesspractices,wepartneredwithOxfordEconomicsin2021tosurvey1,200executivesacross16businessandtechnologyrolesin22countries.(See“Studyapproachandmethodology”AmeaningfulapproachtotheenTostartatthebeginning,let’sdefineAIethics.AIethicsisgenerallyrecognizedasamultidisciplinaryfieldofstudythataimstooptimizethebeneficialimpactofAIbyprioritizinghumanagencyandwell-beingwhilereducingtherisksofadverseoutcomestoallstakeholders.10AmeaningfulapproachadvancingtrustworthyAI.Parallelsexistinotherprofessions.Forexample,theneisdedicatedtoimprovingpatienthealth,whilesafe,effective,andtrustedtreatmentsarethemeanstoachievingthoseends.Engineeringisadisciplinefocusedondesigningandconstructingphysicalinfrastructure,whilesafeandsecurebridges,tunnels,andbuildingsaretheintendedresult.OtherIBVresearchrevealsthatconsumers,citizens,andworkersviewAIasatoptechnologytohelpsolvethemostpressingchallengesfacinghumanity.11Thus,arigorousapproachtoAIethicswouldseemessential.Furthermore,morethan85%oftheserespondentsindicatethatitisimportantfororganizationstoaddressAIethicswhiletacklingsociety’sproblems.12Yetthesesameindividualsalsogivecompaniesintraditionalindustries,suchasbanking,retail,andinsurance,mediocremarksfortheresponsibleuseoftechnology.Mostoftheseindustriesalsofallbelowthegradesgiventothosesocialmediaplatformsfrequentlymalignedinthepress(seeFigure1).13rtherehasbeenlittleapparentimprovementsince2018,when40%ofconsumerstrustedalindevelopingandimplementingnewtechnologiessuchasAI—asimilaraverageacrossindustriestoday.145indicatethatitisimportantforFIGURE1AIethicsreportcardConsumersgavemediocregradesraditionalindustriesintheibleuseoftechnology56%51%47%46%44%43%41%41%39%38%38%35%34%34%Hardware/softwarefirmsStreamingentertainmentplatformsTelecommunicationsAutomotivemanufacturersHealthcareprovidersSocialmediaplatformsBanking&financialservicesprovidersEducationalinstitutionsTravel&transportationprovidersTraditionalmedia&newsoutletsUtilitycompaniesInsurersRetailmerchantsGovernmentorganizationsConsumersratetechnologycompanieshighestQ:Whatgrade/ratingwouldyougivethefollowingtypesofcompanies/organizationsfortheirresponsibleuseoftechnologylikeartificialintelligence?Source:IBMInstituteforBusinessValueHumanInsightsGlobalSurveyof14,526adults.July2021.Previouslyunpublisheddata.However,executivessurveyedforthisstudysaytheirorganizationsdoviewAIethicsasmorelessthanhalftherespondentsinour2018survey15tomorethanthree-quartersin2021.Moreconcretely,theyestimatetheirspendontraining,teams,processes,tools,andotheroperationalcapabilitiestoinstitutionalizeAIethicshasdoubledoverthatperiod.Andtheyforecastgreaterinvestmentoverthenext3years.So,howtoexplainthedisparitybetweentheseexecutives’viewsandtheassessmentsoftheircustomersandemployees?nsintensifiedbytheurgencytomeetmarketexpectations—seemtobeexceedingutintentintopracticequicklyenoughtoappeasestakeholders.WhilemorethanhalfoforganizationshavepubliclyendorsedcommonprinciplesofAIethics,lessthanaquarterhaveoperationalizedthem(seeFigure2).Fewerthan20%stronglyagreethattheirorganizations’practicesandactionsonAIethicsmatch(orexceed)theirstatedprinciplesandvalues.ThisconfirmsandquantifieswhattheWorldEconomicForum(WEF)callsthe“intention-action”gap.16cstedandvaluesFIGURE2OrganizationsareendorsingAIethicsupm59%57%59%59%57%56%56%55%56%56%50%26%21%20%21%20%14%13%14%13%Environmentalandsocietalwell-beingAccountabilityAccountabilityTransparencyDiversity,Privacynagencyandoversightrobustnessandsafetynon-robustnessandsafetyandfairnessgovernanceEndorsed|OperationalizedNote:AIethicsprinciplesasdefinedbytheEuropeanCommissionHigh-LevelExpertGrouponAIin“EthicsguidelinesfortrustworthyAI.”April2019.https://digital-strategy.ec.europa.eu/en/library/ethics-guidelines-trustworthy-ai6Closingtheseoperationalgapsiscritical.Forexample,forAItobecomelessbiasedandmoretrustworthy,theethicsprincipleofdiversity,non-discrimination,andfairnessmustbeaddressed.gnizetheimportanceratingthisificantlymoreimportanttotheirAIeffortsin2021thanin2018.Virtuallynoleadersratedthisasunimportantinthelatestsurvey,whilealmost6timesmoreexecutivesratedit“veryimportant.”Toaddressthisissue,employeesworkingonAIethicsshouldrepresentthebroaderaudience;however,AIteamsremainsubstantiallylessdiversethantheorganizations’totalworkforces.Ourresultsreveal5.4timesfewerwomenontheAIteamsthanindividuals,and1.7timesfewerBlack,Indigenous,andPeopleofColor(BIPOC)(seeFigure3).Rootcausesforthesedifferencesvary.However,giblefocusonimprovingrecruiting,hiring,andretentionpracticesisneededtoincreaseunderrepresentedvoicesamongthosedesigningandimplementingAI.ThisemphasiscanhelpmitigatebiasandbuildtrustinAIoutcomes.Weseesomeevidenceinoursurveythattheseeffortspayofffinanciallytoo.Forexample,businessesinthequartilewiththesmallestgendergapbetweentheirworkforcesandtheirAIteamsrealizeasomewhathigherreturnoninvestmentfortheirAIprojects.SimilareffortswithtangiblegoalsandmeasurableresultsarerequiredtoremovedisparitiesbetweenotherAIethicsprinciplesandpractices.(Seethecasestudy“RegionsBank:AfocusonhighqualityandtrustworthyAI.”)FIGURE3Organizations’AIteamsaresignificantlylessdiversethantheirenterpriseworkforcesEnterprise|AIBIPOCBIPOC33%|6%10%|6%4%|1%78Thediscrepancybetweenaspirationsandactionsparallelscompanies’approachesonenvironmentalsustainability.InrecentIBVresearch,only35%oforganizationshaveactedontheirsustainabilitystrategy,andonly37%havealignedsustainabilityobjectiveswiththeirbusinessstrategy.17Justone-thirdhaveintegratedsustainabilityobjectivesandmetricsintobusinessprocesses.18WhenorganizationsandexecutivesfocusmoreonputtingAIethicsandotherprincipledprioritiesintopractice,theycanmoresuccessfullyaddresstheintention-actiongap.sfunctionsasatleastAseismicshift:Businessexecutiveslead,Asorganizationsworktowardclosingthegap,opinionsonwhoisresponsibleforspearheadingthatefforthaveshifteddramaticallyinthelastfewyears.In2018,only15%ofrespondentspointedtoanon-technicalexecutiveastheprimary“champion”forAIethics;19in2021,80%do.ingespeciallytoCEOsbutalsotoBoardmembers(10%),GeneralCounsels(10%),PrivacyOfficers(8%),andRiskandComplianceOfficers(6%)toleadtheway—abyindustryorgeography(seeFigure4).Withthisnewexpectation,CEOsmaywanttoconsiderappointingadedicatedAIethicsexecutivetosharetheresponsibility.20FIGURE4From2018to2021,thoseprimarilyaccountableforAIethicshaveshiftedfromtechnicaltonon-technicalleaders2018|2021chnicalleaders+24pts+5pts+9pts28%44%10%5%10%1%1%CEOBoardGeneralCounsel8%*PrivacyOfficerTechnicalleaders-33-33pts34%31%6%76%4%1% 1%1%CompliaComplianceOfficerCIOScience/AI/MLQ:WhichfunctionisprimarilyaccountableforAIethics?Sourcefor2018surveydata:Goehring,Brian,FrancescaRossi,andDaveZaharchuk.“AdvancingAIethicsbeyondcompliance:Fromprinciplestopractice.”IBMInstituteforBusinessValue.April2020.*Positionwasnotincludedin2018data5%3%-11pts14%3%CISO9CasestudyRegionsBank:andtrustworthyAI21HowcananenterpriseoperationalizeAIinawaythatisrepeatable,sustainable,and,perhapsmostimportant,trusted?RegionsBankhadtofacethischallenge.Itsadvancedanalyticspracticetoooftenreliedonsiloeddatasets,developmentteamsworkinginisolation,anddisparate,somewhatinconsistentdevelopmentmethods.First,thebanktransformeditsanalyticsfunction.Aftercreatingananalyticscenterofexcellence,itbroughtdataintoacentralizedenvironmentandappliedmoremachinelearning(ML)andAItechniques.Aboveall,itadoptedanend-to-endbusinessvalueapproachthatincludesAIqualitycontrol.Withthisnewfoundation,RegionsBankcanbetterleverageanintegratedsetofcapabilitiesandteamstohelpensurethatAImodelsarefair,ethical,andtrusted.“Regionspridesitselfonopenandtrust-basedinteractionswithourcustomers,”writesManavMisra,ChiefDataandAnalyticsOfficer.RegionsBankwantstoimprovethelivesofitscommunities,customers,andassociates,Misraexplains.“That’swhywebakeAIethicsoversightintoourdevelopmentmethodology.”Headds,“Allthispointstowhatwecall‘ResponsibleAI.’”ThisapproachrequiresthedataunderlyingAImodelstoberepresentativeofthedatausedtomakedecisions.Plus,themodelsmustbeexplainable,sothedecision-makingprocessisclear.Aninternaloversightteamhelpsupholdthefairness,safety,andsoundnessofthesolutions,asdoriskmanagers,auditpartners,andgovernmentregulators.ButwhenistherighttimetoengageAIethicsprocessesandteams?Thesoonerthebetter,accordingtoMisra.“Ifwecangetouroversightpartnersonboardearlytounderstandthebusinesscaseandrequirements,alongwiththeprinttheycanprovidefasterfeedback,”hewrites.“Thisacceleratesdevelopmentofthehigh-quality,trustworthyAIsolutionsthatRegionsBankstrivesfor.”TheresulthasbeenmorehighlytrustedAI,machinelearning,andotheranalyticssolutions.Together,theyhelpreducerisk,helpdetectfraud,assistcommercialcustomers,andprovideinsightsintoconsumerstobettermeettheirneeds—allofwhichdeliversbusinessvalue.10Thatsaid,organizationsstillrecognizeacross-functional,collaborativeapproachisessential.Mostleadersnameatleast20differentbusinessfunctionsthataresomewhatinvolvedinAIethics.ChiefInformationOfficers(CIOs),ChiefTechnologyOfficers(CTOs),ChiefDataOfficers(CDOs),andtheirteamsareessentialtooperationalizingAIethics.Butthesedutiesdonotfallonlyintherealmoftechnicalexperts.AdditionalfunctionsthatareimportantinAIethicsincludeprocurement,productdesign,research,publicpolicy,andregulatoryaffairs.“OrganizationsneedintensecollaborationtomakeAIethicsmechanismsreal,”saysRobReichfromStanfordUniversity’sInstituteforHuman-CenteredArtificialIntelligence(HAI),inresponsetothesefindings.“Justaspeoplecan’toutsourcepersonalethicaldecisionstoothers,organizationscan’tpursueAIethicsbyinstallingaChiefEthicsOfficerandhavingallotherbusinessunitscontinueasusual.Atsomebasiclevel,ethicshastobeeveryone’sresponsibility.”22Bywayofexample,alargeglobalpharmaceuticalcompanyinitiatedamodesteffortwithinitsdatascienceteamtodevelopaproof-of-conceptskillsinferencemodelthatcouldhelpinventoryandpredicttalentdevelopmentneeds.Basedoninitiallypositiveresults,thecompanydecidedtoscaletheprojectacrosstheenterprise.YetitquicklybecameapparentthatachievingAIatscaledemandedfarmoreparticipationthandatascientists.RobReich,AssociateDirector,InstituteforHuman-CenteredArtificialIntelligence,StanfordUniversityItrequiredacollaborativeeffortamongHRprofessionals,legalteams,psychologyexperts,andsionalsinadditiontosoftwareengineers,projectmanagers,andotherITspecialists.Andinthiscase,datalineageandprovenancewerenotjustoptionalmetadataattributes;theywerecrucialelementsforbuildingtrustintheoutcomes,aswellasdrivingemployeetionandengagementInthiscontext—whereinvolvementfrommultiplebusinessfunctions,aheightenedlevelofsensitivity,anddynamicfeedbackloopsareprevalent—top-downsponsorshipiscriticaltofacilitatingtherightinteractionsamongtherightteamsattherighttimes.pseembetterpreparedthanin2018.Perhapsemboldenedbyengagementetopicwiththeirteamsoutsideexpertsandinconferencesettings,afourfoldincreaseinCEOs(from20%in201823to79%in2021)andmoreBoardmembers(from45%in201824to71%in2021)saytheyarepreparedtoactonAIethicsissues.ChiefHumanResourcesOfficers(CHROs)alsoappearidentifiedin2018.Atthattime,only37%oforganizationshadactiveplanstoretrainandreskillworkersimpactedbyAI.25In2021,thisnumberjumpedto55%.Similarly,organizationswithlearningplansforemployeeswhoneedtointeractmorewithAIincreasedfrom41%in201826to70%.Astheedirectlywithwbyoverinthenextfewyears—proactivelyaddressingtheseeducationissuesisincreasinglyimportantforcompanies,governments,andsocieties.11TheanticipationofexternalAIgovernanceregulationsalsomaybeelevatingtheimportanceofAIethics.74%oforganizationsreportthatsaytheyarepreparedtoaddressthem.However,independentofthewaytheregulatoryenvironmentunfolds,respondentsindicatethatthird-partyprofessionalbodiesandothernon-regulatorygroupsareexpectedtoplayakeyrole,with48%citingtheinfluenceandinvolvementofthesebroaderecosystemsasveryimportant.(Seethecasestudy“ACanadianbankingconsortium:JointlybuildingtrusteddataandAI.”)OverallorganizationalengagementtrendsappearntumforcompaniesaswellasgovernmentimplementAIethicsprinciples.activeplanstoretrainandreskillworkersimpactedbyAIjumpedfrom37%in2018to55%in2021.12Casestudyconsortium:ointlybuildingtrusteddataandAI27Financialservicesinstitutionsareusingdata—includingcustomer,internal,andthird-partydata—todeliverinnovativealternativestotraditionalbankingsolutions.Asaresult,thebank-customerrelationshipcouldbecomemuchdeeperandmoreinteractive.AsMathieuAvon,VicePresident,IntegratedRiskManagement,NationalBankofCanada,said,“AIcanpositivelytransformtheclientandemployeeexperiencecapabilitiesoforganizationsWealsohaveakeyroletoplayindeployingAItechnologiesresponsiblyandethicallyinordertomaintainthetrustofclientsandotherstakeholders.”ManyfinancialservicesorganizationsagreethatethicallyalignedAIisanecessity—inprinciple.Buttheydon’talwayshavetheresourcestobuild,execute,andscaletrusteddataandAIapplicationsontheirown.sconvenedbytheInstituteofElectricalandElectronicsEngineers(IEEE),theworld’slargesttechnicalprofessionalorganization—joinedforcesin2019tocreateastandardsguidefocusedonethicallyalignedAIforfinancialservicesinCanada.“Dataethicsaren’tacostofdoingbusiness;theyareaninvestmentingoodbusiness,”saidTerryHickey,formerSeniorVicePresidentandChiefInformationOfficer,EnterpriseData,CIBC.Theteamcuratedbestpracticesandroadmapsfromindustry,academia,nongovernmentalorganizations,andstandardsbodies.6majorbanksinCanadacontributedtotheinitiative,asdidcreditunions,pensionfunds,andfintechs.WilliamStewart,HeadofDataUseandProductManagement,DataandAnalytics,RoyalBankofCanada,highlightedthelinktocorporateprinciples:“OrganizationswillneedtodemonstratethattheyhavethoughtfullyconsideredtheuniquerisksofAIandrespondedinamannerthatisconsistentwiththeircorporatevaluesandalignedwiththeexpectationsofclients,employees,andsociety.”Thisecosystemhascontinuedtocollaborate,creatingaplaybookfortrustworthymachinelearningoperationsprocessesandtools.Thesharedoutcomefromthisongoingeffortisintendedtoreassurecustomers,partners,andemployeesthatprivacyisprotected,dataisusedresponsibly,andbiasismitigated.13ionTrustworthyAIcandeliverbusinessvalueThebusinessjustificationsformovingfromprinciplesderisksandmeetingstakeholders’growingexpectationsforactingresponsibly.Companiescanpotentiallyrealizeadditionalbenefits.Achievingsustainablepracticestangiblyincreasestrustinconsumers’minds.28Likewise,wefoundinourresearchthat75%ofexecutivesviewethicsasasourceofcompetitivedifferentiation.Asimilarpercentagetranslatesthatadvantageintopragmaticdecisioncriteriaforbusinesspartnerandvendorselection,includinginpricepremiumtocompaniestheydeemethical.Anorganization’spositioningrelativetoitspeersonthisissueappearstobemotivatedprimarilyby2factors:(1)theimportanceofAI,and(2)theimportanceofethicsinAI.theirbusinessstrategyare1.5timesmoreeffectivewiththeirAIinitiatives,basedontheirassessments.Theyalsoachieve2timestheROIontheirAIprojectsrelativetothosecompaniesthatviewAIaslessimportant.ThestrategicimportanceofAIcorrespondsandprofitabilityaswell.Moreover,thoseorganizationsthatplacegreaterimportanceonAIethicsreportedthattheyalsohaveagreaterdegreeoftrustfromcustomersandemployees.tionmayhelpanenterpriserealizegreaterbusinessvaluefromAI.Buthowareorganizationsresponding?14iveimportant.Figure5showsthatthosecurrentlyviewingAIandAIethicsaslessimportantexpecttomoveoverthenext3yearstotheupperrightquadrant,wherethemostadvancedadoptersaredrivingleadingpracticesandachievinggreaterimpact.Thenumberoforganizationsinthissegmentisexpectedtodoubleinthattimeframe,basedontheirexecutives’statedintent.onwhereAIisimportant,butAIethicsarelessso—asunsustainable,especiallygiventheconsumer,citizen,investor,andemployeedynamicsidentifiedearlierinthisreport.OrganizationscannotaffordtoremainuncommittedtoAIethics.Justassocialmediahasenabledaworldwhereteenagefoiblesarerecordedforalltime,businessesarecreatinghistoricalrecordsehaviortobeevaluatedbypartnersandprospectiveemployees—nowandintothefuture.Concertedefforts(andinvestmentsincapabilities)zationsmovetoamoreviablepositionThisresearchisanotherexampleofwhereimprovedfinancialperformancecorrelateswithstrategicandeffectiveuseofAI—asmanypreviousstudieshaveshown.29Nowitappearstherelationshipalsoappliesinthecontextofthoughtful,robustapproachestoadoptingAIethically.ThatmaybewhysomecompanieswithAIandAIethicscoretotheirbusinessstrategiesarestrivingtoembedpracticesdeeplythroughouttheirorganizations.(SeethePerspective“Leadingpracticesfromthefield”onpage16.)15HowHowimportantisAItoyourbusiness?FIGURE5ssionsembracingthevalueofAIandAIethicsisexpectedNowNowIn3yearsNowIn3years54%28%LowHighowimportantareethicstoyourapproachtoAIxpectrategically20%15%22%11%%%302016PerspectivegpracticesfieldTheResponsibleTheWorldEconomicForum(WEF),alongwiththeMarkkulaCenterforAppliedEthicsatSantaClaraUniversity,hasintroducedtheResponsibleUseofTechnologycasestudiesinitiative.Withthisproject,theWEFenablesorganizationstolearnfromtheinsightsofitscommunityandtakestepstoincorporateethicsintotheirdesign,development,anduseoftechnology.Thefirst2studiesfocusonMicrosoftandIBM,exploring