My new course series on Coursera, Machine Learning for Everyone (free access), is for any learner who wishes to participate in the business deployment of machine learning, no matter whether you'll play a role on the business side or the technical side. This end-to-end, three-course series is accessible to business-level learners and yet vital to techies as well. It covers both the state-of-the-art techniques and the business-side best practices. Among machine learning courses, the three in this series are somewhat unusual. They're not hands-on, and yet they do delve into the machine learning algorithms themselves, as well as other technical topics.

Created by Stephen Grider Preview this Udemy Course GET COUPON CODE Description If you're here, you already know the truth: Machine Learning is the future of everything. In the coming years, there won't be a single industry in the world untouched by Machine Learning. A transformative force, you can either choose to understand it now, or lose out on a wave of incredible change. You probably already use apps many times each day that rely upon Machine Learning techniques. So why stay in the dark any longer?

Purchases you make through our links may earn us a commission. Our colleague Marc Saltzman from USA TODAY is here to share some insight into how smart robots can help do your housework and make your life easier. Now that society is cautiously opening up ahead of the fall season, the last thing you want to do is more work around the house. Not to mention, you might be busy getting the kids ready for another school year – at home, in class, or a bit of both. Fortunately, technology can help, so you can focus on what matters.

The UK government's recent technological mishaps has seemingly left a bitter taste in the mouth of many British citizens. A new report from the British Computer Society (BCS), the Chartered Institute for IT, has now revealed that more than half of UK adults (53%) don't trust organisations that use algorithms to make decisions about them. The survey, conducted with more than 2,000 respondents, comes in the wake of a tumultuous summer, shaken by student uproar after it emerged that the exam regulator Ofqual used an unfair algorithm to predict A-level and GCSE results, after the COVID-19 pandemic prevented exams from taking place. Ofqual's algorithm effectively based predictions on schools' previous performances, leading to significant downgrades in results that particularly affected state schools, while favoring private schools. The government promptly backtracked and allowed students to adopt teacher-predicted grades rather than algorithm-based results.

Women are underrepresented at the top. What can your organization do to change this? Melinda Gates once said that “a woman with a voice is by definition a strong woman. But the search to find that voice can be remarkably difficult.” While considerable progress has been made in recent years on gender inclusivity and diversity in the business world and most countries have in place rules and guidelines for increasing the representation of women in the boardroom, a stark divide still exists at the top of the corporate pyramid. The sixth edition of “Women in the Boardroom,” a study conducted by Deloitte in 2018, revealed that women hold only 16.9% of board seats worldwide. Of the 2,765 MSCI ACWI Index companies, only one in five directors were women in 2019, up a marginal 2.1% from the year before. There is no dearth of inspirational women who have been a role model for millions of aspiring women entrepreneurs in the world. Women in leadership positions are hardly viewed as an anomaly, and yet the male-dominated boardroom still lacks the diversity that is advocated and expected. Diversity is so much more than just an organizational goal. Studies have long shown that there are tangible benefits of diversity in an organization. If the organization chooses to look beyond discriminating factors like gender, they will be able to recruit from a larger talent pool. By embracing diversity, they can attract and retain the best talent. And when a diverse, talented group of people work together, there is a better exchange of ideas, viewpoints, market insights, and problem-solving skills. This results in a high level of employee engagement and improved financial performance. A diverse organization not only signals an attractive working environment for talent but also a promising opportunity for investors. Diversity Affects Performance Vinita Shrivastava, Chief Human Resources Officer at Syngene International Ltd., says that boards will a greater gender balance “bring a lot of finesse, sophistication, and human touch to the boardroom,” which creates an “objective and unbiased environment.” It also allows for a variety of perspectives, which can boost both strategy and execution. Because of Boards’ pivotal role in company growth and decision-making on behalf of shareholders, both of which involve considerations of economic, social, and political realities, diversity on the Board is a crucial element in its ability to successfully perform. And the number of qualified women out there means that there is little reason for any Board to not be enhancing diversity – and performing successfully. According to Arun Balakrishnan, Honorary Chairman Bengaluru at the Institute of Directors, the different perspective that women can offer is an indispensable tool in a male-dominated world. “The key to success is always intelligence and hard work, with an eye on results,” he said. “A woman also often finds herself faced with the need to keep abreast of new paradigms in management and technology to boost her value among peers.” Empowering Women To Make The Leap Women tend to have an edge over men when it comes to emotional intelligence, which can be leveraged in managing shareholders and employees more efficiently. Shrivastava maintains that if women have confidence in themselves, are well-versed in their subject, and have a good balance of IQ, the emotional quotient, the adaptability quotient, and the sociability quotient, then “there is nothing that can stop us.” “It is very important to be aware of the world around us and also try and network to the best of our ability,” she added. “In order to be a part of the boardroom, one needs to have a holistic view of things around us and be able to articulate that well.” Shrivastava advises aspiring women leaders to have a 360-degree view of topics around them in addition to their specialization, network strategically, and make their presence felt. “Move ahead with grit and passion,” she said. “Don’t feel challenged at any time because you are a woman but feel empowered that you bring a different set of skills and perspective to the table. Articulate your views clearly and don’t feel intimidated.” First and foremost, women must believe in themselves and be willing to negotiate for themselves without compromise and build on their successes. Facing the steep uphill climb to the top of the corporate ladder means using all the tools in one’s arsenal and not being afraid to tout one’s accomplishments. Beating The Status Quo According to a Credit Suisse Research Institute report published in 2019, female representation on boards increased just 4.3 percentage points to 15.2% in 2019 since 2014 in India, which is significantly lower than the global average of 20.6% for the same period. India saw a slight improvement in the representation of women in senior management, rising from 6.9% in 2016 to 8.5% in 2019. A recent study of “Women on Boards 2020” ranked India 12th globally in female representation on company boards. Among the 628 listed companies who took part in the survey, 55% have women as directors of their Boards, which is 14% higher than last year. The increase in the number of female directors over the past year is an encouraging sign that organizations are starting to prioritize gender diversity in the boardroom. This positive upward trend is in part due to regulations that have been put in place to encourage gender diversity of Boards. In response to the struggles women face in making their mark in the boardroom, the Securities and Exchange Board of India (SEBI) in compliance with the Companies Act 2013, made it compulsory to have at least one woman on the board from October 2014. In addition, SEBI mandated that vacant board seats previously held by women are required to be filled by other women. This regulatory nudge has paved the way toward better gender diversity in the boardroom to 17% year-on-year in March 2020 from just 6% in March 2014. Balakrishnan says the appreciable increase in gender diversity on Indian Boards reflects the fact that more qualified and competent women are coming up the corporate ladder and their presence goes beyond just a statutory requirement. But a lack of enforcement and Board accountability mean that in practice, the regulations can sometimes be bent or ignored. Smaller and family-run organizations, for example, tend to appoint their female relatives to the Board — women who are often neither qualified nor have participatory powers on the Board and whose presence simply marks compliance with the SEBI rules. Larger organizations, on the other hand, might favor the same handful of known names already serving on Boards elsewhere to fill the slot. This approach overburdens women who are already serving on various boards and discourages a new set of aspiring leaders at the same time. The reasons that organizations cite for their lack of active diversity are a Catch-22. The most common is reportedly fewer women at the senior management and C-suite level who are “board ready” – which begs the question of why these organizations are not taking steps to help prepare women for Board positions. Another reason seems to be the patriarchal mindset of organizations that are reluctant to adapt to change and want to stick to their old methods. But organizations have the power to rectify these perceived obstacles by adopting the right mindset and taking the right measures. Women’s presence on Boards needs to reach a certain critical mass for it to have a real impact. The end goal for organizations should not be just getting more female representation on their Boards but ensuring it as a step toward gender parity. To achieve this, the industry as a whole needs to take concrete action. Legislation does play a part, but it is only a part of the equation. Here are a few ways that organizations can move in the right direction for better representation of women on Boards. Reducing Bias And Casting A Wider Net Bias poses a huge constraint on diversity, and organizations must aim to reduce bias during the recruitment process and cast a wider net while looking for talent within and outside the company. “In India, organizations have limited their search to the more experienced women leaders,” said Pranab Barua, Chairman of Loyal Hospitality. “One way of overcoming this is to take some risks and broaden the net covering bright young leaders from the next rung. This will not only bring youth to some of the Boards but will also create a huge future pipeline of women leaders for Board positions.” Making A Commitment Gender diversity and representation in the organization must not be just a goal but must become part of the organizational culture. The decision to hire more women at the C-suite level and appoint a certain number of female directors needs to come after taking into view the many benefits rather than looking at it narrowly through the lens of compliance. Once there is a commitment from the top, finding the right candidates becomes much easier. Organizations should develop standard procedures and processes that will enable them to stick to the commitment. Mandatory disclosures about diversity, well-defined diversity criteria, measurable targets, periodic refreshment of the board, investor engagement, and voting are some of the ways through which organizations can convert their gender diversity commitment into a measurable achievement. Sponsoring And Mentoring Offering sponsorship and mentorship programs to support, groom, empower, and prepare women for board positions is an important step toward ensuring that there is a pool of qualified candidates for the present as well as the future. The companies can introduce campaigns for their women employees to create awareness on how they can climb the corporate ladders. Regular guidance and mentorship programs dedicated to encouraging women at workplace to take up the senior positions will generate a good pipeline of boardroom ready women leaders. Creating Role Models Creating strong female role models within the organization encourages other women to aspire for leadership positions and establishes a precedent. These women can also become facilitators to guide and support other aspiring women. When a woman holds a position at the C-suite or board level, it often makes it easier to increase the representation over time. The Mid-Level Management Hitch A woman’s career usually stalls at middle management because of a lack of opportunities and support. To encourage retention and growth of women in the workplace, organizations should provide more flexibility for working parents and facilitate easy transitions for those returning from a career gap. In addition, the organization should provide professional development opportunities, challenging roles, and elevated responsibilities for women at the mid-management level so that they feel empowered and stand out for that next step. Are You Board Ready? Organizations have a responsibility to come up with initiatives promoting gender equality at the board level. But women leaders also need to be introspective and analyze situations themselves. They should volunteer and seek guidance from their mentors and ask themselves whether their existing skill set is enough to become a board member. Women leaders should consider undergoing new training to upgrade their talents, which will distinguish them from others in the organization. Corporations thrive on networks, and women leaders should endeavor to develop their contacts among industry leaders to climb up the corporate ladder. Fortune favors the brave, and women should be bold about asking more questions to establish their position in senior leadership instead of waiting for organizations to create a conducive ecosystem. For women to enter the boardroom, they must first ask themselves whether they are boardroom ready. The benefits of a diverse board cannot be realized without an unbiased and liberal organizational culture. Diversity spurs more diversity. Any approach for diversity in the boardroom must be synchronous with broader diversity in the organization. One without the other is simply ineffective. Organizations should reflect the diverse world we live in, and organizational heads should be responsible for executing this vision. They should set the tone at the top and make a case for diversity and gender parity in the organization as a priority. Unless this becomes the norm, women will continue to be underrepresented in the C-suite and boardroom. Now is the time for change. At Stanton Chase, we advocate for diversity and inclusion at the workplace. Stanton Chase is a proud member of the 30% Club and has established itself as a leader in promoting gender-diversity on boards. To find out how Stanton Chase can help your organization diversify its boardroom, please contact Veena Pandey. About Authors: Ashwini Prakash is a Managing Partner for Stanton Chase’s India offices. She has over 18 years’ experience in executive search consulting and specializes in the consumer products, retail, life sciences, and healthcare sectors. She is a Certified Assessment Consultant (Psychometric Assessments) and a Certified Organisation Culture Expert. Veena Pandey heads the editorial and content function for the Stanton Chase India offices. She has an extensive background in both qualitative and quantitative research.

You might know the theory of Machine Learning and know how to create algorithms. But as you know you must get your hands Dirty on Real-World Case Studies. There are so many courses which teaches the basic of Machine Learning But do not cover the Applications. This course will help you bridge the gap between a person who knows machine learning and a person who actually know how to apply Machine Learning in real world.

Given the recent successes of Deep Learning in AI there has been increased interest in the role and need for explanations in machine learned theories. A distinct notion in this context is that of Michie's definition of Ultra-Strong Machine Learning (USML). USML is demonstrated by a measurable increase in human performance of a task following provision to the human of a symbolic machine learned theory for task performance. A recent paper demonstrates the beneficial effect of a machine learned logic theory for a classification task, yet no existing work has examined the potential harmfulness of machine's involvement in human learning. This paper investigates the explanatory effects of a machine learned theory in the context of simple two person games and proposes a framework for identifying the harmfulness of machine explanations based on the Cognitive Science literature. The approach involves a cognitive window consisting of two quantifiable bounds and it is supported by empirical evidence collected from human trials. Our quantitative and qualitative results indicate that human learning aided by a symbolic machine learned theory which satisfies a cognitive window has achieved significantly higher performance than human self learning. Results also demonstrate that human learning aided by a symbolic machine learned theory that fails to satisfy this window leads to significantly worse performance than unaided human learning.

Currently, unmanned aerial vehicles, such as drones, are becoming a part of our lives and reaching out to many areas of society, including the industrialized world. A common alternative to control the movements and actions of the drone is through unwired tactile interfaces, for which different remote control devices can be found. However, control through such devices is not a natural, human-like communication interface, which sometimes is difficult to master for some users. In this work, we present a domain-based speech recognition architecture to effectively control an unmanned aerial vehicle such as a drone. The drone control is performed using a more natural, human-like way to communicate the instructions. Moreover, we implement an algorithm for command interpretation using both Spanish and English languages, as well as to control the movements of the drone in a simulated domestic environment. The conducted experiments involve participants giving voice commands to the drone in both languages in order to compare the effectiveness of each of them, considering the mother tongue of the participants in the experiment. Additionally, different levels of distortion have been applied to the voice commands in order to test the proposed approach when facing noisy input signals. The obtained results show that the unmanned aerial vehicle is capable of interpreting user voice instructions achieving an improvement in speech-to-action recognition for both languages when using phoneme matching in comparison to only using the cloud-based algorithm without domain-based instructions. Using raw audio inputs, the cloud-based approach achieves 74.81% and 97.04% accuracy for English and Spanish instructions respectively, whereas using our phoneme matching approach the results are improved achieving 93.33% and 100.00% accuracy for English and Spanish languages.

Inspired by studies on the overwhelming presence of experience-sharing in human-human conversations, Emora, the social chatbot developed by Emory University, aims to bring such experience-focused interaction to the current field of conversational AI. The traditional approach of information-sharing topic handlers is balanced with a focus on opinion-oriented exchanges that Emora delivers, and new conversational abilities are developed that support dialogues that consist of a collaborative understanding and learning process of the partner's life experiences. We present a curated dialogue system that leverages highly expressive natural language templates, powerful intent classification, and ontology resources to provide an engaging and interesting conversational experience to every user.

The core challenge with continual learning is catastrophic forgetting, the phenomenon that when neural networks are trained on a sequence of tasks they rapidly forget previously learned tasks. It has been observed that catastrophic forgetting is most severe when tasks are dissimilar to each other. We propose the use of sparse routing networks for continual learning. For each input, these network architectures activate a different path through a network of experts. Routing networks have been shown to learn to route similar tasks to overlapping sets of experts and dissimilar tasks to disjoint sets of experts. In the continual learning context this behaviour is desirable as it minimizes interference between dissimilar tasks while allowing positive transfer between related tasks. In practice, we find it is necessary to develop a new training method for routing networks, which we call co-training which avoids poorly initialized experts when new tasks are presented. When combined with a small episodic memory replay buffer, sparse routing networks with co-training outperform densely connected networks on the MNIST-Permutations and MNIST-Rotations benchmarks.