We use multi-class machine learning classifiers to identify the stocks that outperform or underperform other stocks. The resulting long-short portfolios achieve annual Sharpe ratios of 1.67 (value-weighted) and 3.35 (equal-weighted), with annual alphas ranging from 29\% to 48\%. These results persist after controlling for machine learning regressions and remain robust among large-cap stocks. Machine uncertainty, as measured by predicted probabilities, impairs the prediction performance. Stocks with higher machine uncertainty experience lower returns, particularly when human proxies of information uncertainty align with machine uncertainty. Consistent with the literature, such an effect is driven by the past underperformers.

What defines those organizations leading their peers in cloud and AI adoption -- and how have their steadfast journeys contributed toward ROI and digital transformation? That was the focus of Oxford Economics and IBM's research, which surveyed 6,000 senior IT executives world-wide from May through August 2020. The report entitled "Driving digital transformation – Exploring the impact of a unified data and AI strategy," can be accessed here. The survey called out 13.5%, 809 respondents, as "Cloud and AI Unifiers" for meeting specific criteria for leading cloud and AI adoption: They must have at least doubled their AI applications in the cloud over the past two years, with 21% or more of new applications incorporating AI. The group also agrees that a unified platform for cloud, data and AI is critical to their organization's long-term success.

As AI capabilities rapidly mature, more and more chemicals and petroleum executives are determining where and how the technology fits within their organizations. Chemicals and petroleum CxOs are highly focused on three priority functional areas: information technology, information security, and innovation. These areas support the intensified focus on revenue growth and the customer as the value drivers for AI investments. AI implementation is not straightforward, however, and many companies are struggling with the transition. Yet, some businesses are achieving AI at scale successfully, and they are disproportionately outperforming financially.

Almost a quarter century ago, a book was written about how organizations would focus on share of customer as opposed to share of market, building a personalized collaboration driven by big data. With advanced analytics, banking may finally getting close to realizing this vision. In 1993, a then revolutionary book, "The One to One Future: Building Relationships One Customer at a Time" was published, proposing the idea that as technology makes it affordable to track individual customers, marketing shifts from finding customers for products to finding products for customers. According to the authors, Don Peppers and Martha Rogers, Ph.D., a company could use technology to gather information about, and to communicate directly with, individuals to form a commercial bond. The book became a bestseller, and was on every marketer's bookshelf … almost a quarter century ago.

From the invention of the mechanical weaving loom at the start of the Industrial Age to the debut of personal computers in the Information Age, people have typically been more hesitant than eager when faced with rapid technological change. In retrospect, it seems laughable that society would view such transformational advances with skepticism. Technological revolution typically faces growing pains as the workforce strives to adapt its skills to the new environment. Yet it's apparent that businesses are aiming to use these innovations as tools for human enablement rather than replacement. Developing the latest skills poses an increasingly difficult challenge for both the C-suite and the workforce.

ARMONK, New York - 08 Aug 2017: While marketing and sales professionals increasingly find themselves drowning in data, a new IBM (NYSE: IBM) study finds that nearly two thirds--64 percent--of surveyed CMOs and sales leaders believe their industries will be ready to adopt cognitive technologies in the next three years. However despite this stated readiness, the study finds that only 24 percent of those surveyed believe they have strategy in place to implement these technologies today. Surveyed executives from businesses that have outperformed their competition for the past three years in revenue growth, profitability, or other factors, made up 13 percent of the study. Of these surveyed Outperformers, 93 percent believe cognitive computing is mature and market ready, and 91 percent assert that cognitive computing is good for their organizations. Cognitive computing, such as IBM Watson, is a next generation technology that can quickly understand and reason vast amounts of structured and unstructured data, like sounds and images, in the same way humans do--by reasoning, learning, and interacting to improve accuracy overtime.

Almost a quarter century ago, a book was written about how organizations would focus on share of customer as opposed to share of market, building a personalized collaboration driven by big data. With advanced analytics, banking may finally getting close to realizing this vision. In 1993, a then revolutionary book, "The One to One Future: Building Relationships One Customer at a Time" was published, proposing the idea that as technology makes it affordable to track individual customers, marketing shifts from finding customers for products to finding products for customers. According to the authors, Don Peppers and Martha Rogers, Ph.D., a company could use technology to gather information about, and to communicate directly with, individuals to form a commercial bond. The book became a bestseller, and was on every marketer's bookshelf … almost a quarter century ago.

Almost a quarter century ago, a book was written about how organizations would focus on share of customer as opposed to share of market, building a personalized collaboration driven by big data. With advanced analytics, banking may finally getting close to realizing this vision. In 1993, a then revolutionary book, "The One to One Future: Building Relationships One Customer at a Time" was published, proposing the idea that as technology makes it affordable to track individual customers, marketing shifts from finding customers for products to finding products for customers. According to the authors, Don Peppers and Martha Rogers, Ph.D., a company could use technology to gather information about, and to communicate directly with, individuals to form a commercial bond. The book became a bestseller, and was on every marketer's bookshelf … almost a quarter century ago.