December

CSS Corp’s Customer ALE wins TSIA Support Operations Award

CSS Corp, a new-age IT services and technology-support company, has helped ALE, operating under the Alcatel-Lucent Enterprise brand (ALE) to win Certified Support Staff Excellence Center status for the third year in a row, for operational excellence in their support operations.

The recognition was awarded by Technology Services Industry Association (TSIA).

 CSS Corp has been working with ALE for over 15 years, providing technical support to the company, enabling them to consistently engage their customers and provide high quality customer service.

With CSS Corp’s technology support, ALE was able to significantly reduce recurring ticket incidents by nearly 20 percent, and fully complete ticket closure on customer cases improving customer satisfaction across four regions and global support centers.

CSS Corp has been enabling major global telecom service provider/telecom operator companies, including ALE to enhance customer engagement while creating opportunities for additional revenue generation. It has been supporting 30 out of top 50 telecom companies in the world, both directly and indirectly. As a true support partner in growth, CSS Corp’s strengths in rendering technology support has been recognised across global telecom organisations.

CSS Corp provides comprehensive enterprise support; right from establishing a Welcome Centre to Automated Customer Care Support to Field Training, support and maintenance. It harnesses the power of automation and data to enable enterprises to move from a reactive support model to a pre-emptive and proactive support model.

Sunil Mittal, EVP and Chief Sales and Marketing Officer, CSS Corp said, “As more companies in telecom and hi-tech embark on digital transformation journeys, they are looking for the best partners who understand their business deeply and can provide the right support. We are delighted to be a long-time and trusted partner to ALE and our other telecom clients, and remain committed to delivering better value at speed to realize meaningful business outcomes by reimagining customer engagement.

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The work-life post-COVID-19: From collision to integration

Here is how some organizations are working towards improving the quality of work-life post-COVID-19:
Provide clarity to plan: Global organizations like Twitter, Google, and Uber have led the charge on this aspect by announcing the likely duration of functioning in a remote working setup much sooner. Nutanix is yet another organization, among many others emerging, to take a stand and provide clarity to employees. Nutanix’s India SVP and MD-Operations, Sankalp Saxena, shared, “To ensure the safety and security of our people during the COVID-19 pandemic, we have extended work-from-home for our employees until September 2021. Post that, we will likely return to the hybrid model of both remote and in-person work options, depending on what works best for our people.”
Implementing and executing relevant initiatives: Focused on self-care and resilience, Accenture has offered a variety of programs and tools to enable people to take care of their well-being. “We have a digital hangout destination known as myDigital Workplace for our people to stay connected, and access learning resources and guidance on subjects ranging from setting up a virtual workspace to managing one’s time and well-being. Our AI-enabled chatbot provides mental health self-help techniques and access to mental wellness experts,” shared Lakshmi C. She added that the organization has also introduced a Virtual Summer Camp under their existing Parents at Work program which provides parents with online and offline resources to keep children between the ages of 5-12 constructively engaged.
Boosting productivity with a hybrid working environment: “A value-oriented and culture-rich ecosystem spurs the motivation levels of employees, wherein stress levels are neutralized and greater mental well-being is achieved,” emphasized Satyanarayanan Visvanathan, SVP, Head – HR (Global) and Corporate Quality, CSS Corp. He added that post-COVID-19, when employees return to office, “the transition is bound to take time and it has to be a facilitated process with policy amendments.”

Visvanathan added, “Especially in the IT industry, flexible remote working should no longer be an exclusive privilege, and more employees could likely deliver expected levels of productivity (or even more!) with hybrid work environments.

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Conversational AI can partner doctors, not replace them: Vasudevan Sundarababu

~ In an interaction with ETHealthworld, Vasudevan Sundarababu, Senior Vice President and Chief Technology officer (CTO) at CSS Corp, shares insight on developments in conversational artificial intelligence and how it is redefining the healthcare scenario ~

 

AI does improve and cut down on the human error in terms of diagnosis and relapse however the final decision is taken by the doctors. In an interaction with ETHealthworld, Vasudevan Sundarababu, Senior Vice President and Chief Technology officer (CTO) at CSS Corp, shares insight on developments in conversational artificial intelligence and how it is redefining the healthcare scenario.

Your views on conversational AI adding value to healthcare
Conversational AI is revolutionizing patient interactions primarily in booking appointments, obtaining drug information and receiving healthcare reminders like flu vaccination. Conversational AI and chatbots are the last mile of digitization, before that comes contextualization. Contextualization is the new personalization. So how do I understand the context or need of a patient? That happens with the digitization and creation of a robust knowledge base, which voice-based channels can tap into.

The accuracy of the technology revolves around deep understanding of natural language processing and replying in a contextual manner. This technology is rapidly evolving and I think in the next 2-3 years, the usage would be more prevalent as it would reduce waiting period in the hospitals, help in explanation of drugs in prescriptions and so on. So, the usage and adoption will be very high going forward.

Having said that, in the near future, conversational AI is not going to prescribe a medicine to patients because prescription of medication involves consideration of multiple factors beyond just the codified data. Conversational AI isn’t intelligent enough to replace doctors and we are still far away from that point.

How ML and AI improve diagnosis?
AI is currently used as an augmentation tool for doctors, basis which they can take informed decisions. There are many use cases where it has been effective. Importantly, AI helps us to reduce false negative results. For instance, if there is a tumor which can be cancerous, and the results are false negative, AI helps to detect that and report it. It helps to flag scenarios which escape human eye or human diagnosis. AI can be used to analyze various images like CT Scans and X-rays. So, AI does improve and cut down on human error in terms of diagnosis.

Another place where machine learning and AI helps us is in relapse. The system analyses and tracks cases of a possible relapse occurring which may not be normally identified by physicians. These cases are spotted and post-surgical care can be also suggested through ML and AI technologies. But reiterating that the final decision is still taken by doctors, so human intervention is still required.

What are the limitation and challenges of AI in the current Indian healthcare setting?
India is steadily adopting AI, but the adoption in healthcare as compared to the West is still relatively slower as it is mainly to do with digitization. AI needs data to work. The first step should be digitizing all patient health records from x-rays to prescription records to truly harness AI capabilities. Digitization and AI would also tremendously help in other healthcare areas like drug development, clinical trials and analysis of surgical procedures.

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Will the non-human recruiters please stand up?

It was an enforced change imposed by an unforeseen pandemic, but that change is here to stay. Recovery may be on the horizon, but organizations have realized through this experience that they need to build even more resilient businesses than ever before to cope with future stressors.

In this week’s edition, we bring to fore some of the ways different companies in India are already leveraging AI in HR processes and are not only cutting down on manual labor but also seeing massive savings, and in cases even higher revenues.

If you were born before the ’70s, you’d clearly remember the protests against the introduction of computers in banks. Protestors would go on strikes in a fight to safeguard the interests of the employees of public sector banks.

Despite the concerns, technology has so far been proven to be a net employment generator than otherwise, and therefore when automation hit the recruitment industry itself, there have been more cheers than boos. Recruiters today have realized that AI and other automation technologies can supplement their work instead of competing against them. From resume filtering to validating the potential candidate’s certificates, there are a whole lot of activities that are part of a recruiter’s daily life that isn’t all sunshine and roses. AI helps cut down on these boring yet necessary activities while allowing recruiters to focus on more meaningful work.

In this week’s edition, we bring to fore some of the ways different companies in India are already leveraging AI in HR processes and are not only cutting down on manual labor but also seeing massive savings, and in cases even higher revenues.

Here’s how CSS Corp reduced hiring cost by 50%

The majority of hiring in CSS Corp happens through resume scanning which flows in the system through various sources. To go through those resumes, the company has developed a cognitive search integrated with the internal system that identifies the right candidate. CSS Corp calls this system TAMS

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Telcos have great opportunity to collaborate with OTT providers: CSS Corp’s Nishikant Nigam

~ With the rise of OTT content providers, telecom operators have got yet another opportunity to increase their revenues ~

 

With the rise of OTT content providers, telecom operators have got yet another opportunity to increase their revenues. In a conversation with ET’s Tina Gurnaney, Nishikant Nigam, EVP and chief delivery officer at CSS Corp, talked about how telcos can make the most of OTT content platforms and collaborate strategically. Edited excerpts:

How do Indian telcos see the content space?
Indian OTT market has about 25 players. Telcos are offering regional content and Live TV services, for example, Reliance Jio TV has over 550 live TV channels, helping them increase their 4G subscriber base. Airtel TV app offers 300 LIVE TV channels, including 29 HD channels offering 6000 plus movies and regional shows. This has made the COAI (Cellular Operators Association of India) pressing the need for licensing regulation to level the competitive landscape with OTT players.

How are telcos collaborating with OTT content providers to increase subscriber base?
There are 2.5 billion digital customers globally who are under 25 years of age, as per McKinsey. On an average, these young digital users spend 315 minutes online each day as compared to 126 minutes for customers over 25 years. There is a big battle amongst telcos to conquer the attention of these digital native customers.

Telcos have no choice but to collaborate with OTT providers to sustain their market position. The race to maximize revenue opportunities has led to free subscriptions for users, partnerships, collaborations, and acquisitions to create win-win situations in this space. Notable examples in the OTT-telco space being AT&T acquisition of Time Warner, Reliance Jio partnering with Discovery Communications, Vodafone offer of free 12 month Netflix subscriptions, the rapid expansion of Airtel’s video OTT platform to 66 million subscribers and the massive spike in the subscriber base of its music app Wynk to 102 million subscribers.

What are the recent trends that you’ve observed in the telecom-OTT space?
Telcos of the 90s were operating in silos. With the advent of digital, today telcos have created an integrated ecosystem that involves various stakeholders like news agencies, content aggregators, payment gateways, over the top (OTT) media services and record labels. This model significantly increases service consumption and average revenue per customer (ARPC) through a single platform.

So, it’s quite evident that traditional telco business models are getting jeopardized with increasing dominance of OTT even in the areas such as messaging and voice. Some of the key market trends seen are personalization and customization, technology adoption to drive high data rates, OTT messaging, content distribution, and user-generated content.

Consumers are putting a premium on more personalized experiences and customized services. Data consumption has risen due to OTT adoption and given way to video on demand. OTT messaging has also caught up, fast IP networks have enabled OTT messaging service providers to offer services such as voice messages, media sharing, microblogging, stickers etc.

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Are you ready for the future workplace?

The definition of ‘work’ has changed and will continue to change as pandemic-driven trends evolve. Here are the top trends driving organisations’ strategies for the coming months.

he combination of the COVID-19 pandemic and the off-site working it necessitated, the ‘Great Resignation’ it spurred, and the ongoing digitisation process, has greatly modified the way ‘work’ is defined. Many organisations now have to scramble to implement wide-ranging changes to stay relevant.

We acquaint you with the top trends that indicate what organisations need to do in this situation of rapid flux.

Finding the tricky balance between physical and remote working models will be key

Employers are experimenting with new work models like hybrid work, gig work, and part-time work, with the hybrid model emerging as the work model of the future. The transition to hybrid work is already underway, and is certain to become a permanent feature for organisations who find that a flexible work culture will enhance employee productivity, satisfaction, and work-life balance.

“Hybrid-working culture is and will be the future for those businesses who want to reach a state of normalcy in this new normal. Additionally, as these changes take centre stage, employers will need to further understand that the new way of working will have its fair set of challenges. To help employees make a smooth transition, employers will need to take on a more empathetic leadership approach, put greater focus on health, wellness, recognition, and overall work-life balance of their employees. Taking on more employee-friendly initiatives will be an effective way to ensure the success of a hybrid-working model,” says Birlasoft Chief Delivery Officer Shreeranganath Kulkarni.

Fluid workforce the norm for the future?

The fluid workplace of the future places limited importance on location/geography, and employers will explore various work models to stay competitive.

“New work models like gig working (use of contractual workers and freelancers), hybrid working, and part-time working are in the exploratory stage while outsourcing jobs to agencies/partnering with companies emerge as a norm. However, employers may still construe freelancers as unemployed, and hence a full-time worker is apprehensive about making this transition,” says the Randstad – Future of Work Report.

Flexibility wins

Mercer|Mettl CEO Siddhartha Gupta says the era of ‘9 to 5’, ‘Monday to Friday’ is coming to an end.

The year 2022 will be the year of digital nomadism where employees will have the freedom to customise their work and career experiences with their well-being at the centre of it.

“In addition, we will see an increase in the implementation of a ‘Listening Culture’ .i.e. the formation of workplaces guidelines and policies based on employee feedback.  Fluid hierarchy and organisational structures will also come into play with an emphasis on transparency and accountability. And lastly, re-conceptualising of productivity will take place. This will be done because the modern workforce is digital and distributed across the world. Furthermore, the notion that productivity equates to the number of hours is outdated,” he adds.

Upskilling on the radar

Since the advent of the pandemic, uncertainty has been constant. The result? Agility and upskilling have taken centre stage.

“As digital transformation plays a role in organisations’ efforts to recover and be more resilient, and hybrid multicloud, security, automation, and artificial intelligence become even more important, professionals have felt compelled to learn a host of new technical and soft skills. Hence, upskilling continues to be paramount as we navigate the health crisis and companies continue to prioritise skill-based hiring and skill-building to not just make the most of their digital transformation efforts, but also drive greater value for their clients,” says Nutanix People Business Partner Head India Ramya Menon.

Lendingkart CTO Giridhar Yasa adds that upskilling yourself on the job is very important. “Externship is an emerging trend in this context. Doing an externship is a great way to get paid while learning on the job. It also helps upskill and become ready for an even better opportunity. There are many good companies that enable externship for young professionals. We, at Lendingkart, value candidates who have shown an attitude towards constant learning,” he says.

Which technical skills will really matter?

In the pandemic’s wake, every business has transformed into a technology business and companies have been embracing digitalisation to stay relevant and operate sustainably. Analysts predict that direct investments in digital transformation initiatives will continue to see strong growth and form 55 per cent of all investments in information and communications technology by the end of 2024.

Even though the business focus varies across industries, the technical skills they require to fulfil their digital goals are generally similar across the board.

“These include artificial intelligence (AI), IoT, AR/VR, RPA, mobile engineering and machine learning – skills that are largely in demand because they touch upon multiple aspects of building a successful business in the digital era. In light of this sudden need for talent, organisations are looking to build global teams through Global Capability Centres (GCCs). India is already synonymous with GCCs and will continue to lead as a preferred GCC destination, thanks to an abundance of talent, Tier-I & Tier-II city infrastructure, government support and a thriving startup ecosystem,” says ANSR’s Head of HR Operations and Talent Management Sukumar Payala.

Virtual working appeals but human connect will never lose its sheen

Virtual working has espoused the virtues of flexibility, which were hitherto not so appreciated, and hence would find greater acceptance in futuristic workplaces. Birlasoft Chief People Officer Arun Dinakar Rao, however, feels that humans are social animals and barring a few, who may not have this primary driver, most of us would look to satisfy these needs.

“Human connections have a huge upside to productivity as we have seen in team productivity levels when people dynamically collaborate – the best outcomes have come when people whiteboard their thoughts in a closed room with a unified dream. On the other extreme, haven’t we observed the yearning for a human shoulder to cry on when we find ourselves in a hole or with our backs to the walls, and digital modes unable to assist us in these situations? Hence, I believe that leveraging technology or otherwise, people would continue to look for human connections at workplaces,” says Rao.

The much needed soft skills

Multiple reports state that over 50 per cent of IT employees need significant reskilling and upskilling – not just in technical capabilities, but also in interpersonal and soft skills.

“Besides, skills such as creativity, critical thinking, intellectual curiosity, innovation mindset, empathy, and decision-making, will be most in-demand by the organisation. A hybrid work model makes it important for employees to be digitally savvy, emotionally strong and possess social skills. Having a continuous learning mindset, flexibility to perform in challenging circumstances, and willingness to adapt to situations when things don’t go as planned define the modern emerging hybrid workforce,” says Satyanarayanan Visvanathan, Senior Vice President, Head of HR (Global) and Head of Corporate Quality, CSS Corp

As per Umar Ali Shaikh, the CEO of Atos India Pvt Ltd and Head of Growing Markets – Country Cluster India, Head of India National Business, adaptability bundled with perseverance will be the most desirable attribute at the forefront of the way employees and employers both need to be aligned.

But he notes that adaptability is “a hard trait to comprehend, as it involves many aspects in the preview of soft skills that professionals would need going forward”.

Diversity and inclusion at work, mental well-being the primary focus

Employers need to think about D&I initiatives in the new normal, along with how mental well-being discussions can be normalised, and by clubbing these aspects with others to devise what it takes to become an employer of choice for the next generation of employees.

As per the Randstad report, the post-COVID workplace will see more conversations around mental health and higher acceptance of its impact on work and productivity of the employee, and require support mechanisms at work, building skills like empathy and compassion, and providing personal space to employees as ways for employers to prioritise mental well-being.

“Employees are the backbone for a successful business, and we want to ensure that our employees get the necessary benefits, the flexibility of choice, a true alignment of their aspirations with and what they do, psychological safety, and well-being at their workplace,” says InMobi Group CHRO Sahil Mathur.

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CSS Corp recognized as major contender in cloud enablement services by Everest Group PEAK Matrix™

CSS Corp, a new-age IT services and technology support company, today announced that the Everest Group has recognized the company as a ‘Major Contender’ in its PEAKMatrix TM for Cloud Enablement Services. Demonstrating its innovation and growth in the market, CSS Corp was strongly positioned for its ability to delivery flexible, on-demand, scalable and elastic services which make them well-positioned to help enterprises transform from legacy systems to new age digital ecosystems.

Everest’s PEAK MATRIX is a framework to assess the relative market impact, overall vision and capability of service providers. The report provides a view of 20+ vendors and recognizes key players with advanced cloud expertise that help enterprises in seamless transition to the cloud.

CSS Corp’s Cloud Migration Services enables enterprises to simplify migration planning for agile cloud adoption, remove cloud transformation complexities, and move beyond IaaS to improve cost and efficiency, resulting in better customer experience and faster time to market.

CSS Corp has developed a complete suite of solutions to shift from a “program” to “continuous delivery” model for cloud adoption.  Key cloud solutions are:

  • CloudMAP – Automated cloud migration assessment and planning for a specific business process or enterprise workload. Reduces migration planning time by at least 40%.
  • CloudPATH – Simplified, industrialized and predictable method of migrating enterprise workload through re-factoring, re-platforming and live workload migration. Improves success rate of migration by 30-60%.
  • CloudDRIVE – Operational readiness from day 1 in the cloud using Next-gen predictive operations and automation platform for continuous optimization. Saves cloud spend by 20-25%.

Speaking on the recognition, Manish Tandon, CEO, CSS Corp, said, “Cloud is becoming a mainstream component of enterprise IT ecosystems. With a plethora of cloud migration services available today, it has become important for enterprises to choose the right service provider with the right set of capabilities. CSS Corp’s Cloud Migration and Management services makes a compelling business case on both technical and commercial aspects.”

He further added, “We are delighted at being recognized by Everest for our capabilities in the cloud migration segment, which reflects the value we deliver to our customers through our differentiated cloud offerings and innovation in service delivery.” 

About CSS Corp

CSS Corp is a new age IT Services and Technology Support company that harnesses the power of AI, automation, analytics, cloud and digital to address customer needs. The company partners with leading enterprises to help realize their strategic business outcomes. Its team of 5,500 technology professionals across 16 global locations are passionate about helping customers differentiate and succeed.

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IT sector, prepare for the 3rd year of disruption: 2022 is coming

If you are thinking, what new things we can expect in the upcoming 2022, we need to trace back to the source of such hits and trials — the pandemic. Experts say the “new world order” we are all going to see in 2022 will not only be driven by what we learnt from the previous year, but it will be an amalgamation of both the years 2020 and 2021.

Several in the Information Technology (IT) sector proved that it’s a general practitioner of all experiments. You name it, firing in bulk, it’s IT. Hiring in thousands, it’s IT. Announcing permanent work from home (WFH), its tech sector, among others.

And if you are thinking, what new things we can expect in the upcoming 2022, we need to trace back to the source of such hits and trials — the pandemic. Experts say the “new world order” we are all going to see in 2022 will not only be driven by what we learnt from the previous year, but it will be an amalgamation of both the years 2020 and 2021.

What can we have in hiring trends?

The IT sector saw a drastic change in its talent management strategy – from mass layoffs in 2020 to mass recruitment in 2021. As per Monster Employment Index data, compared to June 2021, July 2021 witnessed an overall monthly growth of 4 per cent in hiring. While, overall job postings have also improved by 8 per cent year-on-year.

According to the report, the IT – Hardware, Software industry witnessed the highest growth year-on-year with 39 per cent increase in the hiring of professionals, with a notable growth in metropolitan cities.

To tackle the surge in the demand for resources, companies are investing in fresher hiring, and also upskilling existing talent, feels Shyam Verma, Global HR Head at JK Tech. “Multiple reports talk about a 12 per cent surge in the HR market in the next 6 years,” he said.

Verma said there was an expedited demand in 2021 for specific capabilities and skill sets across the IT job market, due to the massive digitalization wave that was felt globally. “Adapting to the digitised trends was not difficult for the IT Industry. But HR operations also had to be made effective and agile, to meet the high demand and unique skill set,” he added.

Thendral Rajendran, Vice President and Regional Head – Talent Acquisition, CSS Corp, is of a different view. She believes the market is employee-driven now and attracting top-notch talent, increasing their knowledge and skills, retaining them becomes a key factor for any organisation which strives for growth.

In October 2021, CSS Corp announced it is looking to hire 3,000-odd employees this financial year, out of which approximately 60 per cent will be for its India footprint. A majority of the hiring is to be focused on engineers. The company is also looking to hire non-engineering graduates.

“We are no different as we continue to put in our efforts to sustain our 25-30 per cent YOY growth. With new engines of growth emerging, we will definitely look to sustain hiring for some time,” Rajendran said.

 

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The Digital Juggernaut

~ The Digital Juggernaut ~

 

Digital disruption is testing the glory days of the IT Organization. More than ever, the CIOs need to double as a business leader as well as the driver of tech. So, are CIOs ready to embrace Digital and take their enterprises to next orbit of growth?

This became more pronounced when in the 1990s, IT was initially seen as a cost center and this changed as the years went by and when the ERP wave swept the enterprises in the 1990s, the nondescript MIS department tucked somewhere in the basement, suddenly became a celebrity and thus CIOs were born. Their stature grew because they purchased IT. And today with the advent of Digital, enterprise IT organizations are at the threshold of a major technology transformation.

CIOs by and large also agree that technology is becoming increasingly complex. Too much focus on understanding the technology will distract the CIOs from focusing on areas like business, IT alignment and collaboration which are critical and a key competency expected from a CIO by the CEO and the businesses today. More than understanding the nuts and bolts of each technology, the CIO has to focus on assessing the relevance of these technologies to the organization and explore ways and means to introduce new technologies in the organization.

Phanikishore Burre, Senior Vice President and Delivery Head – Cloud, Infrastructure & Security Services (CIS), CSS CORP

The rapid transition to digital has significantly changed the world forever. Digital has disrupted markets including India to a great extent and transformed the dynamics of customer engagement models in recent times. Traditional business models are declining as customers look for value beyond cost optimization. Organizations that are stuck in traditional engagement models have been plagued by inefficiencies across the board, with several layers and workflows. They have a cost centric focus and the information flows through discrete channels.

But digital has come in like a typhoon and cleaned up the entire ecosystem. It has given rise to an immediate turn around and brought in omni-channel experiences and transparency to operations. It has connected the consumer and the brand seamlessly.

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Ethical AI in 2022: Why It’s Time to Confront Biases

Ethical AI can no longer be an afterthought for the enterprise; it must be built into the fabric of AI, believe experts.

As Artificial Intelligence (AI) begins to play a much larger role in our daily lives, streamlining our work, resolving customer issues, talking to us as companion bots, driving autonomous cars, and helping employees make more informed and faster decisions, ethical AI can no longer an afterthought for the enterprise; it must be built into the fabric of AI.

“AI ethics” refers to the organizational constructs that reaffirms commitment to corporate values, policies, codes of ethics, and guiding principles in the age of AI. These constructs set guidelines and governance for AI throughout the organization, from research and design, to build and train, to change and operate,” says Prashanth Kaddi, Partner, Deloitte India.

Issues around ethical AI have garnered more attention over the past several years with tech giants from Facebook to Google to Microsoft and IBM have already established and published principles to demonstrate to stakeholders — customers, employees, and investors — that they understand the importance of ethical or responsible AI.

The pandemic has further proved that businesses are betting big on AI, with analyst firms forecasting AI investments to grow from $27.23 billion in 2019 to $266.92 billion by 2027. And as investments increase, the need to give the technology a “moral compass” has become more urgent.

However, there is growing evidence that AI based applications can lead to increased discrimination based on gender, class, caste, ethnicity, religion and other identity forming characteristics. As Prof. Amit Prakash, Associate Professor and Coordinator at IIIT-Bangalore observes, “This can come through an inadequate attention to the processes associated with collection of digital data used to train the AI models as well as through algorithmic biases, which get introduced when design teams are not sensitive to, or even aware of, the diversity in the implementation context.”

Ethical AI trends

Talking about the ethical AI trends in the market, in 2022, Rahul Joshi, CTO, CSS Corp notes that there will be a high demand for responsible AI solutions in the market. Responsible AI solutions offer a range of capabilities that help companies turn AI principles such as fairness and transparency into consistent practices.

“If we look at the industry today, most tech or non-tech organizations generate consumer benefits and business value by leveraging 70% to 80% AI-led operations and creating AI-infused products and applications,” says Joshi, adding that while AI can be a helpful tool to increase productivity and reduce the need for people to perform repetitive tasks, it can also give rise to a host of significant unintended (or maliciously intended) consequences for individuals, organizations, and society.

He believes, there are many cases where the algorithms cause problems by replicating the (often unconscious) biases of the developers/programmers who built them. So, it’s crucial to ensure that comprehensive datasets are used. Most organizations have bias bounties in place, and this trend will run rampant in the coming years.

“To ensure that no company is marred with data or AI ethics enrage that can impact its reputation and revenue, it’s imperative to build an ethical & responsible AI,” says Joshi.

 

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