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Shivaram Kalyanakrishnan is an assistant professor in the department of computer science and engineering at the Indian Institute of Technology-Bombay. He specialises in artificial intelligence (AI) and is the only author from India who is part of an 18-member study panel of the Stanford University-hosted report titled Artificial Intelligence and Life. Kalyanakrishnan's expertise broadly fits in the area of machine learning. Called reinforcement learning, it defines what actions software agents should take to maximize a certain type of reward after learning from reward and punishment. In an interview, he urges people to be more optimistic about the things AI can do rather than be obsessed with the fear around AI machines.

Technology in the so-called Smart Machine Age, which includes AI, virtual reality and robotics, will bring huge changes not just in headcount, but also in how people innovate and collaborate. That will require new approaches to how people think, listen and relate, says Edward D. Hess, a professor of business administration at the University of Virginia. In the "Smart Age" now evolving, ego has no place. Instead, the focus will need to be on the quality of ideas, accuracy, emotional intelligence and mindfulness. Hess writes about these issues in the just-released book he co-authored with Katherine Ludwig, titled Humility is the New Smart: Rethinking Human Excellence in the Smart Machine Age. Hess discussed his ideas on the Knowledge@Wharton show on Wharton Business Radio, SiriusXM channel 111.

Artificial intelligence that reads and responds to our emotions is the killer app of the digital economy. It will make customers and employees happier--as long as it learns to respect our boundaries. When psychologist Dr. Paul Ekman visited the Fore tribe in the highlands of Papua New Guinea in 1967, he probably didn't imagine that his work would become the foundation for some of the latest developments in artificial intelligence (AI). After studying the tribe, which was still living in the preliterate state it had been in since the Stone Age, Ekman believed he had found the blueprint for a set of universal human emotions and related expressions that crossed cultures and were present in all humans. A decade later he created the Facial Action Coding System, a comprehensive tool for objectively measuring facial movement.

Banks around the world are being confronted with a record number of regulations, and those falling short of institutional obligations are paying a high price for their errors. In response, major financial institutions are grasping big data solutions in a bid to comply with often dense regulations and reduce regulatory breaches. "Considering many banks have grown organically, often via merger and acquisition, their data is not always consistent and well organised," according to James Arnett, a partner at business and technology consulting firm Capco. Mr Arnett believes that new tools can be created through the application of data analytics, which will transform banks compliance programmes from manual, non-scalable projects into lower-cost and automated processes. "There is a real opportunity for banking clients to embrace data analytics to answer the underlying theme of regulation strategically rather than to treat each regulation as a'tick-the-box' exercise," he says.

Shivaram Kalyanakrishnan is an assistant professor in the department of computer science and engineering at the Indian Institute of Technology-Bombay. He specialises in artificial intelligence (AI) and is the only author from India who is part of an 18-member study panel of the Stanford University-hosted report titled Artificial Intelligence and Life. Kalyanakrishnan's expertise broadly fits in the area of machine learning. Called reinforcement learning, it defines what actions software agents should take to maximize a certain type of reward after learning from reward and punishment. In an interview, he urges people to be more optimistic about the things AI can do rather than be obsessed with the fear around AI machines.

What initially began as a Facebook event has morphed into a cultural moment, a juxtaposition of the previous day's inauguration of America's 45th president, Donald Trump. Heather Whaling is CEO of Geben Communication, a PR and social media agency with offices in Columbus, Ohio, and Chicago. She serves on the board of The Women's Fund of Central Ohio, mentors women entrepreneurs, and is a vocal advocate for paid parental leave. On the issues, it's increasingly difficult to find commonalities between Trump supporters and the marchers who will flock to DC and other cities around the country. Yet both groups share at least one tool in their toolbox: A mastery of social media as the go-to channel to amplify viewpoints and shape perceptions.

As we blast into 2017, marketers are wondering: what innovative technological developments will this year bring? How will these changes affect my strategy? What are my competitors doing, and more importantly, what are my customers expecting? These big, important questions require extensive research, if not a sixth sense for weeding out what's merely a fad, and what's as equally as groundbreaking as, say, the internet. To save you time, we've done the work for you.

When psychologist Dr. Paul Ekman visited the Fore tribe in the highlands of Papua New Guinea in 1967, he probably didn't imagine that his work would become the foundation for some of the latest developments in artificial intelligence (AI). After studying the tribe, which was still living in the preliterate state it had been in since the Stone Age, Ekman believed he had found the blueprint for a set of universal human emotions and related expressions that crossed cultures and were present in all humans. A decade later he created the Facial Action Coding System, a comprehensive tool for objectively measuring facial movement. Ekman's work has been used by the FBI and police departments to identify the seeds of violent behavior in nonverbal expressions of sentiment. He has also developed the online Atlas of Emotions at the behest of the Dalai Lama.

Investors haven't been happy with IBM (NYSE:IBM) lately. Since Ginni Rometty started as CEO in January of 2012, IBM has had 18 consecutive quarters of year-over-year declining revenue -- essentially every quarter of her tenure. The stock has lost nearly 10% compared with a gain of 78% for the S&P 500 over the last five years. For IBM shareholders, Ginni Rometty's four-year reign as chief executive officer hasn't been anything to go to Disneyland about. But her company has become a leader in one corporate category: board members willing to shovel incentive pay at a CEO turning in a mediocre performance.