Machine Learning Governance for Managers 1st Edition Francesca Lazzeri Alexei Robsky download pdf
Machine Learning Governance for Managers 1st Edition Francesca Lazzeri Alexei Robsky download pdf
Machine Learning Governance for Managers 1st Edition Francesca Lazzeri Alexei Robsky download pdf
com
https://ebookmeta.com/product/machine-learning-governance-
for-managers-1st-edition-francesca-lazzeri-alexei-robsky/
OR CLICK BUTTON
DOWNLOAD NOW
https://ebookmeta.com/product/self-service-data-analytics-and-
governance-for-managers-1st-edition-nathan-e-myers-gregory-kogan/
ebookmeta.com
https://ebookmeta.com/product/machine-learning-for-cloud-
management-1st-edition-kumar/
ebookmeta.com
https://ebookmeta.com/product/the-psychology-of-pcos-building-the-
science-and-breaking-the-silence-1st-edition-stacey-l-williams/
ebookmeta.com
Teche A History of Louisiana s Most Famous Bayou Shane K
Bernard
https://ebookmeta.com/product/teche-a-history-of-louisiana-s-most-
famous-bayou-shane-k-bernard/
ebookmeta.com
https://ebookmeta.com/product/navigating-disruption-media-relations-
in-the-digital-age-1st-edition-bertrand-teo/
ebookmeta.com
https://ebookmeta.com/product/bar-hebraeus-the-ecclesiastical-
chronicle-an-english-translation-david-wilmshurst/
ebookmeta.com
https://ebookmeta.com/product/gilles-deleuze-and-film-criticism-
philosophy-theory-and-the-individual-film-2nd-edition-ivan-a-ross/
ebookmeta.com
https://ebookmeta.com/product/writing-papers-in-the-biological-
sciences-seventh-edition-victoria-mcmillan/
ebookmeta.com
Process Design Integration and Intensification Mahmoud El-
Halwagi (Editor)
https://ebookmeta.com/product/process-design-integration-and-
intensification-mahmoud-el-halwagi-editor/
ebookmeta.com
Francesca Lazzeri and Alexei Robsky
Alexei Robsky
Google, Sammamish, WA, USA
This work is subject to copyright. All rights are solely and exclusively
licensed by the Publisher, whether the whole or part of the material is
concerned, specifically the rights of translation, reprinting, reuse of
illustrations, recitation, broadcasting, reproduction on microfilms or in
any other physical way, and transmission or information storage and
retrieval, electronic adaptation, computer software, or by similar or
dissimilar methodology now known or hereafter developed.
The publisher, the authors, and the editors are safe to assume that the
advice and information in this book are believed to be true and accurate
at the date of publication. Neither the publisher nor the authors or the
editors give a warranty, expressed or implied, with respect to the
material contained herein or for any errors or omissions that may have
been made. The publisher remains neutral with regard to jurisdictional
claims in published maps and institutional affiliations.
This Springer imprint is published by the registered company Springer
Nature Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham,
Switzerland
Introduction
In today’s digital age, machine learning has become a game-changer for
businesses looking to gain a competitive advantage. From predictive
analytics to chatbots and robotic process automation, machine learning
algorithms are being applied to various domains, including finance,
healthcare, e-commerce, and customer service. By automating routine
tasks and analyzing vast amounts of data, machine learning can help
businesses optimize their operations, increase efficiency, and provide
better customer experiences.
However, as machine learning becomes more prevalent, the need for
effective governance of these systems becomes more critical. The
consequences of poorly governed machine learning can be severe, from
biased decision-making to privacy violations. Without proper
governance, machine learning can also learn the wrong outcomes,
leading to unintended consequences that can undermine the trust and
reputation of your organization and hurt business success.
Most organizations have access to more data than ever before.
However, the sheer volume and complexity of data can be
overwhelming, and many organizations struggle to unlock insights from
the data. Even when insights are identified, many organizations
struggle to operationalize them and put them into action. This is where
machine learning can come in. By leveraging algorithms and
automation, machine learning can help organizations make sense of
their data, identify patterns and trends, and make more informed
decisions.
However, implementing machine learning is not without its
challenges. One of the biggest challenges is operationalizing machine
learning models and incorporating them into business operations and
decision-making processes. Many organizations struggle with this step
because it requires not only technical expertise but also a deep
understanding of the business context and goals and the ability to
communicate insights effectively to stakeholders. Furthermore, even if
insights from machine learning models are successfully
operationalized, organizations still need to leverage them effectively to
improve customer experience, optimize their services, automate their
operational processes, and realize bottom-line gains. This requires a
framework, which is described in this book, to leverage AI solutions,
which includes not only technical considerations but also business
strategy, organizational culture, and change management.
In particular, 87% of organizations struggle to maintain a
sustainable machine learning model lifecycle. This includes everything
from model selection to training, validation, and testing, as well as
ongoing monitoring and maintenance. Moreover, deploying machine
learning models can be a time-consuming process; for 64% of
organizations, it takes a month or longer to deploy a single model
(Algorithmia Survey Report 2021) and build consumable and scalable
AI applications on top. This can be attributed to a variety of factors,
including the need for extensive testing and validation, the complexity
of the model architecture, and the lack of a standardized deployment
process. Furthermore, once a model has been deployed, organizations
need to ensure that it is scalable and can be integrated into existing
systems and processes. To address these challenges, organizations need
to think more organically about the end-to-end data flow and
architecture that will support their data science solutions.
Organizations need to ensure their machine learning solutions are
aligned with their business goals, they have the right talent and
resources to support them, and they have a clear understanding of the
regulatory considerations of using AI.
As organizations increasingly rely on data and AI to drive their
business operations and outcomes, the role of data science or business
managers has become more critical. Managers in that field are
responsible for overseeing the entire machine learning process, from
identifying business requirements to model deployment and
management. However, managing the end-to-end machine learning
process can be challenging, particularly when it comes to ensuring that
machine learning solutions are scalable, sustainable, and aligned with
existing IT and privacy policies. Our framework provides a portfolio of
methodologies, technologies, and resources that will assist managers in
scaling their machine learning initiatives and becoming more data and
AI driven. This includes tools for data generation and acquisition,
model selection and development, and model deployment and
management. Our framework emphasizes the importance of testing all
models, creating the right documentation, and monitoring models and
their results and causal business impact.
Versioning models is essential for maintaining a historical record of
all changes made to the model, which helps to ensure reproducibility
and traceability. Creating the right documentation, including model
architecture and design, can help managers to communicate effectively
with stakeholders and ensure that models are understandable and
transparent. Lastly, monitoring models and their results can help to
identify potential issues and ensure that models are delivering the
expected business impact.
Effective AI/ML model governance is essential for organizations
that want to maximize the benefits of their AI investments.
Organizations that effectively implement all components of AI/ML
model governance can achieve a fine-grained level of control and
visibility into how models operate in production while unlocking
operational efficiencies that help them scale and achieve higher ROI
with their AI investments. By tracking, documenting, monitoring,
versioning, and controlling access to all models, these organizations can
closely control model inputs and understand all the variables that
might affect their results.
What is our framework about? By using this framework (Fig. 1),
managers will learn:
How to formulate business objectives and translate to measurable
outcomes?
How to establish performance metrics that are linkable to business
objectives?
How to leverage machine learning open-source frameworks and
toolkits to accelerate the model lifecycle?
How to design end-to-end machine learning solutions by making ML
technologies, programming languages, or frameworks compatible
and integrated into one architecture?
How to implement a machine learning model governance to control
access, implement policy, and track activity for models?
How to unify organizations’ machine learning vision? Successful AI
initiatives require organizational alignment across multiple decision-
makers and business functions.
Chapter 1—Understanding Business Goals
Business goals are an essential part of establishing priorities and
setting your company up for success over a set period. Taking the time
to set goals for your business and create individual objectives to help
you reach each goal can greatly increase your ability to achieve those
goals.
In this chapter, we explore the different ways to understand and act
upon business goals. One might say that each business knows their own
goals and has a solid strategy to achieve those goals. Setting goals
without a clear plan can result in wasted resources and ineffective
efforts. One common issue that companies face is the tendency to target
everything and nothing all at once. This can happen when there are too
many competing priorities or when teams try to tackle too many
objectives at once. This approach can lead to diluted efforts, which
ultimately hinder progress toward achieving the overall business goals.
It is not always easy to establish the right goals. Leaders may have
different opinions on what the priorities should be, or external factors
may change, requiring a shift in the goals. However, this is not to
discourage leaders from establishing goals but rather to provide a
different perspective on measuring what is right. It is crucial to
continuously evaluate the goals and adjust them as necessary to remain
aligned with the company’s overall strategy. Successful companies have
a clear understanding of their purpose and direction. Goals and
objectives play a crucial role in providing that clarity. Goals are general
statements of desired achievement, while objectives are the specific
steps or actions that a company takes to reach their goal. In other
words, goals establish the direction and vision of the company, while
objectives provide the necessary action plan to achieve those goals.
Both goals and objectives should be specific and measurable. It is
essential to establish goals and objectives that can be quantified and
tracked through data and data science solutions. By doing so, a
company can establish a clear baseline for their progress toward
achieving their goals and objectives, identify areas of improvement, and
adjust their strategy accordingly.
Table 1 summarizes different dimensions for which goals can be
established. The dimensions can range from profitability and growth to
customer service and employee satisfaction. For example, a company
may establish a goal to increase profitability. The objective to achieve
that goal may include increasing sales revenue or reducing costs. Goals
and objectives can be established at different levels of the organization.
For instance, a company may have a company-wide goal to increase
revenue, with department-level objectives to achieve that goal, such as
increasing product sales or improving marketing campaigns.
[XXXI]
A CHE PIÙ DEBB’IO MAI L’INTENSA VOGLIA
[XVIII]
[XXXV]
[XXXVIII]
[L]
[XLI]
[LXII]
[LI]
[VI]
[VII]