The rapid developments in Artificial Intelligence (AI) and the intensification in the adoption of AI in domains such as autonomous vehicles, lethal weapon systems, robotics and alike pose serious challenges to governments as they must manage the scale and speed of socio-technical transitions occurring. While there is considerable literature emerging on various aspects of AI, governance of AI is a significantly underdeveloped area. The new applications of AI offer opportunities for increasing economic efficiency and quality of life, but they also generate unexpected and unintended consequences and pose new forms of risks that need to be addressed. To enhance the benefits from AI while minimising the adverse risks, governments worldwide need to understand better the scope and depth of the risks posed and develop regulatory and governance processes and structures to address these challenges. This introductory article unpacks AI and describes why the Governance of AI should be gaining far more attention given the myriad of challenges it presents. It then summarises the special issue articles and highlights their key contributions. This special issue introduces the multifaceted challenges of governance of AI, including emerging governance approaches to AI, policy capacity building, exploring legal and regulatory challenges of AI and Robotics, and outstanding issues and gaps that need attention. The special issue showcases the state-of-the-art in the governance of AI, aiming to enable researchers and practitioners to appreciate the challenges and complexities of AI governance and highlight future avenues for exploration.
The Future of Global Financial Services - Vision 2020 Mumbai September 2008Ross Dawson
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The rapid developments in Artificial Intelligence (AI) and the intensification in the adoption of AI in domains such as autonomous vehicles, lethal weapon systems, robotics and alike pose serious challenges to governments as they must manage the scale and speed of socio-technical transitions occurring. While there is considerable literature emerging on various aspects of AI, governance of AI is a significantly underdeveloped area. The new applications of AI offer opportunities for increasing economic efficiency and quality of life, but they also generate unexpected and unintended consequences and pose new forms of risks that need to be addressed. To enhance the benefits from AI while minimising the adverse risks, governments worldwide need to understand better the scope and depth of the risks posed and develop regulatory and governance processes and structures to address these challenges. This introductory article unpacks AI and describes why the Governance of AI should be gaining far more attention given the myriad of challenges it presents. It then summarises the special issue articles and highlights their key contributions. This special issue introduces the multifaceted challenges of governance of AI, including emerging governance approaches to AI, policy capacity building, exploring legal and regulatory challenges of AI and Robotics, and outstanding issues and gaps that need attention. The special issue showcases the state-of-the-art in the governance of AI, aiming to enable researchers and practitioners to appreciate the challenges and complexities of AI governance and highlight future avenues for exploration.
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The Future of e-Government- From GCC PerspectiveDr Usman Zafar
I have presented the attached presentation in one of the largest eGovernment Conference to talk about future concerns and future tools Possible consequences for GCC countries
Customer Relationship Management (CRM) came into the power when banking institutions were getting more and more competitive. The focus of CRM helped banks to understand the customer’s current needs, what they have done in the past, and what they plan to do in the future to meet their own goals (Xu, et al., 2002). Even though most of the banks in the developing countries such as: India have realized the importance of CRM and implemented its applications, but the initial investigations of the current research have shown that quite users say that CRM has damaged customer relationships. Therefore, this paper is based on highlighting the problems and challenges in the banking sector of India using CRM. Also some of the major problems in the banking sector of India are identified using the qualitative interviews from different bank employees and customers and their findings are presented in this paper.
INTRODUCTION :
Today, banking institutions face many challenges including global competition for deposits, loans, underwriting fees, increasing customer demands, shrinking profit margins and the need to keep up with the new technologies (SAP AG, 2002). According to Onut et al., (2006), banks and other service providers realize the importance of Customer Relationship Management (CRM) and its potential to help them acquiring new customers, retain existing ones, and maximize their lifetime value.
Customer Relationship Management (CRM) came into the power when banking institutions were getting more and more competitive. The focus of CRM helped bankls to understand the customer’s current needs, what they have done in the customer’s current needs, what they have done in the past, and what they plan to do in the future to meet their own goals (Xu, et, al., 2002). According to Crosby (2002), the intelligent use of information about customer needs will create long-term two way relationship with the customers. This will bring many advantages to the banking sector since long term customers are less costly to serve and smooth running relationships are less resource demanding. In general, CRM for any organization consists of two tasks i.e. customer acquisition and increased sales to existing customers. It is often justified by the phrase, “ Make the right offer at the right time to the right customer”.
In a web article by Bhaduri (2005) in which the author discuss about the use of CRM for banking sector in developing countries ; the author describe that CRM is variously misunderstood as a fancy sales strategy, an expensive software product, or even a new method of data collection. It is none of these. CRM is a simple philosophy that places the customer at the heart of a business organisation’s processes, activities and culture to improve his/her satisfaction of service and in turn it will maximize the profits for the organiusation. Bhaduri (2005) further argues that CRM made bankers realize that the purpose of their business is to “create and keep a customer” and
Future agenda the future of digital business - dubai - 29 april 2018Future Agenda
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3. Source: Transformation of Government, Ross Dawson
Constraints on government
Climate
response
Infrastructure
demands
Urbanisation
Energy
shift
Health
economics
Resource
shortages
Security
Demographics
& pensions
4. Finite players play within boundaries
Infinite players play with boundaries
- James Carse
14. Source: Australian Bureau of Statistics
A growing nation
0
5
10
15
20
25
30
35
40
45
2017 2022 2027 2032 2037 2042 2047 2052 2057 2062
Millions
Australian Population by Age (Forecast B)
0-18 19-35 36-50 51-65 66+
15. Source: Australian Bureau of Statistics
The changing face of Australia
0
50000
100000
150000
200000
250000
300000
350000
400000
2005 2006 2007 2008 2009 2010 2011 2012(c) 2013 2014 2015 2016 2017(d)
Immigration to Australia by country of birth
UK + Ireland Other Europe Middle East China India Other Asia Other
24. “Ranked by market value, 60 of the
world’s 100 largest corporations
earn at least half of their revenue
from platform markets”
- Prof. Thomas Eisenmann, Harvard Business School
26. The many layers of platforms
Technology standards
City-as-Platform
Company-as-Platform
Platform business models
Government-as-Platform
Social platforms
Technology platforms
62. The only way
you can control your destiny
is to be more flexible
than your environment
- The Law of Requisite Variety
63. Vision What world do we want to create? What might be
possible? What could government looks like?
Foundations What institutions, business models, platforms and
systems will enable this vision? What is missing now?
Roadblocks What is blocking the potential? How can we take
away or bypass these blocks?
Paths What possible paths forward could allow us to reach our
vision? What is most feasible? What are milestones?
Collaboration What collaboration is needed between who? How
can we foster and enable that collaboration?
Action What action today can be taken? What action can you
take to enable the positive potential of government?
A framework for leadership