With more than 5,000 branches across 48 states and 80 million customers, each with its own unique requirements to satisfy its customers' financial needs, a clear data strategy is key for JPMorgan Chase. According to Mark Birkhead, firm-wide chief data officer at JPMorgan Chase, data analytics is the oxygen that breathes life into the firm to deliver growth and improve the customer experience. Providing first-class business in a first-class way for clients and customers applies to every part of the firm, including its heavy investments in data analytics, machine learning, and AI. Using these advanced technologies, JPMorgan Chase can gain a deeper understanding of the breadth and specificity of the needs of the customers and communities it serves. "It means using our data to drive positive outcomes for our customers and our clients and our business partners. And it means using this to actually help our customers and clients manage their daily lives in a better, simpler way," says Birkhead.

This is an early and tentative document, intended to roughly summarize a line of thinking and to spur discussion and action among relevant individuals, organizations and communities. Many particulars discussed here are expected to evolve as more and more of the concepts described here move to practical realization. This is a living, evolving body of ideas. The introduction of AI tools and agents into all sectors of the economy, from factory robots to highly specialized electronic scientific brains, and the transition from narrow AI (domain specific, at best weakly autonomous) toward Artificial General Intelligence (broadly intelligent and strongly autonomous), are likely to be the biggest story of the next few decades. The tremendous promise and peril of these developments, which are already well underway, have been much discussed in fictional, media and intellectual spheres.

Are your AI Algorithms locked down and safe? In my prior Forbes blogs, the business imperative for Board Directors and CEOs to advance their governance practices to lead forward with AI was framed. This blog shares the insights from a recent interview with Cathy Cobey, the EY global trusted AI leader, where we explore: how practicing responsible AI is stacking up, the impact of data bias and key board director questions to ensure CEO's are managing the new risks that AI presents. One of the key insights Cathy shared is that from all of her global client interactions to date, she has yet to find any organization, large or small, which has a robust inventory management process to easily identify or inventorize their AI models. This also mirrors my global research that Board Directors and CEO's don't know where their AI algorithms are.

Are your AI Algorithms locked down and safe? In my prior Forbes blogs, the business imperative for Board Directors and CEOs to advance their governance practices to lead forward with AI was framed. This blog shared the insights from a recent interview with Cathy Cobey, the EY global trusted AI leader, where we explore: how practicing responsible AI is stacking up, the impact of data bias and key board director questions to ensure CEO's are managing the new risks that AI presents. One of the key insights Cathy shared is that from all of her global client interactions to date, she has yet to find any organization, large or small, which has a robust inventory management process to easily identify or source their AI models. This also mirrors my global research that Board Directors and CEO's don't know where their AI algorithms are.