With more users now banking online, the risk of being duped by fraudsters is higher than before. A May survey by ACI Worldwide and YouGov found that 32% Indians were using digital payments more, while 31% were recently targeted by a card or digital payments fraud or know someone who was. According to a 2019 RBI report, losses due to banking frauds have grown by 73.8%. Dilip Asbe, MD, CEO, National payments Corporation of India (NPCI), said that many banks in India have already launched fraud detection robo advisory services for investments. Asbe was speaking at the global AI summit RAISE (Responsible AI for social Empowerment), being held online from October 5-9. Also, speaking at the summit, T Rabi Shankar, executive director at the Reserve Bank of India (RBI), agreed that AI backed robo advisory services have a lot of potential.
Bengaluru: India will inevitably be one of the world's artificial intelligence (AI) superpowers, Brad Smith, president and chief legal officer, Microsoft Corp. said at the ongoing Responsible AI for Social Empowerment (RAISE 2020) event. Smith indicated that India's national strategy on AI is the right foundation, not just to advance AI but also topromote responsible AI built on firm ethical principles. The government of India is in the process of finalizing a national strategy on AI which was released in June 2018. The strategy outlines the proposed efforts in research, development, adoption and skilling in AI. "AI can revolutionize virtually every part of the economy, and I think in so many ways the countries that move the fastest to deploy AI more quickly than others, will find that they will be accelerating economic growth," Smith said. If applied in the right way, AI will not be a competitor to the thinking or work of human beings but a tool that can augment and add to what humans can accomplish.
Unauthorized surveillance: It is well known that drones can be easily utilized for mass surveillance This is to be comprehended in setting of computerized advances that mean to reform our day by day lives, by having more point by point records about those lives. In the name of national security and fear based oppression, observation systems are used to track and profile the residents by the state too and private offices. By the ideals of their plan and size, drones can work undetected, permitting the client to screen individuals without their insight. For occurrence, there are drones with too high goals gigapixel cameras that can be utilized to follow individuals and vehicles from heights as high as 20,000 feet. They can convey gear for example, counterfeit towers, which can break Wi-Fi codes and block instant messages and mobile phone discussions without the information on either the correspondence supplier or the client.
Speaking at the Responsible AI for Social Empowerment (RAISE) 2020 summit, PM Modi said that while he wants India to become a global hub for AI, it is also a collective responsibility of the nation to protect the world from misuse of AI by non-state actors such as cyber criminals, terrorists, among others. "It remains our collective responsibility to ensure trust in how AI is used. Algorithm Transparency is key to establishing this trust. We must protect the world against weaponisation of AI by non-state actors," he said. In a first, the union government has organized a five-day virtual global summit to kickstart discussion on the creation of robust AI-powered public infrastructure to benefit India as well as other nations.
In a survey conducted by Gurugram-based BML Munjal University (School of Law) in July 2020, it was found that about 42% of lawyers believed that in the next 3 to 5 years as much as 20% of regular, day-to-day legal works could be performed with technologies such as artificial intelligence. The survey also found that about 94% of law practitioners favoured research and analytics as to the most desirable skills in young lawyers. Earlier this year, Chief Justice of India SA Bobde, in no uncertain terms, underlined that the Indian judiciary must equip itself with incorporating artificial intelligence in its system, especially in dealing with document management and cases of repetitive nature. With more industries and professional sectors embracing AI and data analytics, the legal industry, albeit in a limited way, is no exception. According to the 2020 report of the National Judicial Data Grid, over the last decade, 3.7 million cases were pending across various courts in India, including high courts, district and taluka courts.
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.
Human race suffers from the God Complex. Art and science strive to achieve recreate the human form, thought pattern, aesthetics, and ethics. Can we replicate the human intellect by making machines think for themselves? Artificial intelligence does not face the moral dilemma of making choices that fall in the grey area, it is binary in its output. The concept of GIGO – garbage in, garbage out holds in the case of AI too.
Amba Kak was in law school in India when the country rolled out the Aadhaar project in 2009. The national biometric ID system, conceived as a comprehensive identity program, sought to collect the fingerprints, iris scans, and photographs of all residents. It wasn't long, Kak remembers, before stories about its devastating consequences began to spread. "We were suddenly hearing reports of how manual laborers who work with their hands--how their fingerprints were failing the system, and they were then being denied access to basic necessities," she says. "We actually had starvation deaths in India that were being linked to the barriers that these biometric ID systems were creating. So it was a really crucial issue."
Legal professionals and aspiring lawyers may soon start facing competition from artificial intelligence (AI) which could take over day-to-day tasks in the next three to five years. A survey by BML Munjal University (BMU) School of Law and legal search/consulting firm Vahura showed that 90 percent of the respondents (lawyers) foresee use of digitisation and technology in the sector. The survey titled'Decoding the Next - Gen Legal Professional' sought to capture the practitioners' perspective of the practice of law and to identify the relevant skills required of lawyers in the rapidly transforming legal environment in India. In an interaction with Moneycontrol, Nigam Nuggehalli, professor and dean of the BMU School of Law said that tasks like due diligence that is traditionally done by legal professionals could be taken over by AI. "In areas like due diligence which requires detailed inspection, maybe AI can do it better," he added. According to the survey, technology solutions in the legal space may replace some human roles at the entry-level by way of automating repetitive and standardized work but are expected to augment others such as reviewing documents more efficiently.
In this article, we will look at toxic speech detection, the problem of text moderation and understand the different challenges that one might encounter trying to automate the process. We look at several NLP and deep learning approaches to solve the problem and finally implement a toxic speech classifier using BERT embeddings. As of June 2019 there are now over 4.4 billion internet users. According to the latest Domo Data Never Sleeps report, Twitter users send 511,200 tweets per minute. While that happens, TikTok gets banned in Indonesia, Discord sees an increasing number of neo-Nazi posts, tech and film celebrity accounts get hacked so hackers can spurt out several racist slurs and hate speech volumes rise in India on facebook due to the controversial Citizenship Amendment Act (CAA). Social media continues to be used by several to incite violence, spread hate and target minorities based on religion, sex, race and disabilities.