IBM -為什么要投資人工智能倫理和治理 Why invest in AI ethics and governance Five real-world origin stories

IBMInstituteforBusinessValue|ResearchInsights

WhyinvestinAIethicsandgovernance?

Fivereal-worldoriginstories

IncollaborationwiththeNotreDame—IBMTechEthicsLab

HowIBMcanhelp

ClientscanrealizethepotentialofAI,analytics,anddatausingIBM’sdeepindustry,functional,and

technicalexpertise;enterprise-gradetechnology

solutions;andscience-basedresearchinnovations.

Formoreinformation:

AIservicesfromIBMConsulting

/services/artificial-intelligence

AIsolutionsfromIBMSoftware

/Watson

AIinnovationsfromIBMResearch?

/artificial-intelligence

TheNotreDame-IBMTechEthicsLab

/

1

Key

takeaways

Organizationsthatmeasure

thevalueofAIethicscouldbeastepahead.OurholisticAIethicsframeworkconsidersthreetypesofROI.

EmbracingAIethicsisessential.

It’snotjustaboutlossaversion.75%ofexecutives

viewAIethicsasanimportantsourceofcompetitive

differentiation.1Morethan85%ofsurveyedconsumers,citizens,andemployeesvalueAIethics.2

Longer-term,proactiveAIethics

strategiescangeneratevalueacrosstheorganization.

Amajorityofcompanies(54%)expectAIethicstobeveryimportantstrategically,3withexecutivescitinginvolvementof20differentbusinessfunctions.4

InvestinginAIethicshasthe

potentialtocreatequantifiablevalue.

OrganizationsthatmeasurethevalueofAIethicscould

beastepahead.OurholisticAIethicsframeworkconsidersthreetypesofROI:economicimpact

(tangible),reputationalimpact(intangible),andcapabilities(realoptionsROI).

Introduction

GenerativeAIisrevolutionizingindustries,butitsdizzyingascendancehasalsoraisedsignificantethicalconcerns.Balancingthepotential

benefitswithethicalandregulatoryimplicationsiscrucial.

Butit’snoteasy.InIBMInstituteforBusinessValue(IBMIBV)research,80%

ofbusinessleadersseeAIexplainability,ethics,bias,ortrustasmajorroadblockstogenerativeAIadoption.5Andhalfsaytheirorganizationlacksthegovernance

andstructuresneededtomanagegenerativeAI’sethicalchallenges.6

Inthefaceofthisuncertaintyandrisk,manyCEOsarehittingpause.Morethanhalf

(56%)aredelayingmajorinvestmentsingenerativeAIuntiltheyhaveclarityonAI

standardsandregulations,7and72%ofexecutivessaytheirorganizationswillactuallyforgogenerativeAIbenefitsduetoethicalconcerns.8

Yetthereisapathforward—ifexecutivesbroadentheiroutlooksandviewAIethicsasanopportunity.Evenbetter:ongoingresearchsuggeststhatinvestinginAIethicshasthepotentialtocreatequantifiablebenefits.

Inordertounlockthispotential,organizationsneedtoembraceanewperspectiveastheyevaluatetheROIofAIethicsinvestments.Inpartoneofthisreport,we

identifythreekeytypesofROIthatapplytoAIethics—inotherwords,aholisticAIethicsframework.Inparttwoandpartthree,weexploretwodistinctbutvaluablewaystojustifyAIethicsinvestmentsrightnow.(Weplantobuildonthisworkby

conductingadditionalresearchin2025thatexploresquantificationingreaterdepth.)Finally,weofferanactionguideforbringingtheholisticAIethicsframeworktolife

insidetheorganization.

WealsoincludestoriesfromfiveexecutivesonthefrontlinesofAIethics,

aspartofanongoingcollaborativeprojectamongtheIBMIBV,theNotreDame—IBM

TechEthicsLab,theIBMAIEthicsBoard,andtheIBMOfficeofPrivacyandResponsibleTechnology.

2

Partone

Exploringaholistic

AIethicsframework9

AIethicsandgovernanceinvestmentscanspanbroadlyacrosstheenterprise,fromanAIethicsboardtoan

ethics-by-designmethodology,fromanintegrated

governanceprogramtotrainingprogramscoveringAI

ethicsandgovernance,amongmanyotherendeavors.10(See“AIethics:Storiesfromthefrontlines”onpage13.AlsorefertoourIBMIBVstudyTheenterpriseguide

toAIgovernanceat

ibm.co/ai-governance

.)

Sohowdoorganizationsbeginmeasuringtheimpactofsuch

initiatives?WedevelopedaholisticAIethicsframeworktomeet

thisneed,validatingitthroughanextensiveseriesofconversationswithover30organizations.Thisapproachcanhelporganizations

understandthevalueoftheirAIethicsandgovernanceinvestments.

Traditionally,investmentsarejustifiedbycalculatingROIinfinancialtermsalone.AIethicsinvestmentsaremorechallengingtoevaluate,providingbothtangibleandintangiblebenefitsaswellashelping

buildlonger-termcapabilities.

“Ourworkhastonotjustcontributetothemissionoftheorganization—italsohastocontributetotheprofitmarginoftheorganization,”

notesReggieTownsend,VPoftheDataEthicsPracticeatSAS.

“Otherwise,itcomesacrossasacharity,andcharitydoesn’tgetfundedforverylong.”

WedevelopedaholisticAIethics

framework,validatingitthrough

anextensiveseriesofconversationswithover30organizations.

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4

AholisticAIethicsframeworkidentifiesthree

typesofROIthatorganizationsshouldconsiderwithAIethicsinvestments.

Economicimpact(tangibleROI)

referstothedirectfinancialbenefits

ofAIethicsinvestments,suchascostsavings,increasedrevenue,orreducedcostofcapital.Forexample,an

organizationmightavoidregulatory

finesbyinvestinginAIriskmanagement.

Reputationalimpact(intangibleROI)

caninvolveimportantyet

difficult-to-quantifyelements,such

asanorganization’sbrandandculture

thatsupportpositivereturnsorimpact

onanorganization’sreputationswith

shareholders,governments,employees,andcustomers.Examplesinclude

improvedenvironmental,social,andgovernance(ESG)scores;

increasedemployeeretention;andpositivemediacoverage.

Capabilities(realoptionsROI)

alludestothelong-termbenefits

ofbuildingcapabilitiesthat,establishedfirstforAIethics,candisseminate

broadervaluethroughoutanorganization.Forexample,technicalinfrastructure

orspecificplatformsforethicsmayallow

organizationstomodernizeinwaysthatleadtofurthercostsavings

andinnovation.

Source:“TheReturnonInvestmentinAIEthics:AHolisticFramework.”Proceedingsofthe57thAnnualHICSSConferenceonSystemsSciences.January2024.

TheholisticAIethicsframeworkdepictedabove

describesthreepathstounderstandingtheimpactofinvestmentsinAIethicswithregardsto

stakeholders:thedirectpaththrougheconomic

return,andindirectpathsthroughcapabilities

andreputation.Thisframeworkencompasses

anddescribestherelationships,stakeholders,

andpotentialreturnsthatexistwhenorganizationsmakeinvestmentsinAIethics.11

Atahighlevel,howmightthisapproachworkin

practice?ConsidertheinvestmentinanAIEthics

Boardinfrastructureandstaff.Thisinvestmenthelpspreventregulatoryfines(tangibleimpact);increasesclienttrust,partnerendorsements,andbusiness

opportunities(intangibleimpact);andhelpsenablethedevelopmentofmanagementsystemtoolingthatimprovesautomateddocumentationanddata

management(capabilities).TheholisticAIethics

frameworkillustrateshowAIethicsisinterwoven

throughoutanorganization,bothintermsofpracticesandoutcomes.

TheholisticAIethics

frameworkillustrateshow

AIethicsisinterwoven

throughoutanorganization,bothintermsofpractices

andoutcomes.

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6

Parttwo

Thevalueof“l(fā)ossaversion”

WhatisAIethics?AseniorvicepresidentwithresponsibilityfordatapolicyatFidelityInvestmentsputsitsuccinctly:

“It’susingAItechnologyinaresponsibleformtobeable

todistinguishbetweenrightandwrongaswecommunicatewithourcustomers,prospects,andotherclients.”

InrecentIBMIBVresearch,72%ofexecutivessaidthey’llstepbackfromgenerativeAIinitiativesiftheythinkthebenefitsmightcomeatanethicalcost.Thesesameorganizationsare27%morelikelytooutperformon

revenuegrowth—acorrelationthatishardtoignore.12

YetnobleAIintentionsareoftentalkedaboutmorethantheyareacted

on.WhileoverhalfoforganizationsinourresearchhavepubliclyendorsedprinciplesofAIethics,lessthanaquarterhaveoperationalizedthem.13

Fewerthan20%stronglyagreethattheirorganizations’actions

andpracticesonAIethicsmatch(orexceed)theirstatedprinciplesandvalues.14

“It’sallgoodtowanttodoit,butyouneedtoactuallydoit,”saysaseniorleaderresponsibleforAIgovernanceataglobalfinancialservicesfirm.

“Buttodoit,youneedresources,whichrequiresfunding.Moreimportantthanthat,youneedthewillofseniorexecutives.”

So,whatisthebusinessjustificationforinvestinginAIethics?Itoften

startswithalossaversionapproach:avoidingcostsassociatedwith

regulatorycomplianceorretainingrevenuethatmightbelostif

customersmovetheirbusinesstoenterprisesthatprioritizeAIethics.

NobleAIintentionsareoftentalkedaboutmorethantheyareactedon.

Thefactthatthesemotivationsreflectashort-term

strategydoesnotdetractfromtheirsignificance.15

Lossaversiongeneratesnear-immediateresults.

AstheseniorleaderresponsibleforAIgovernanceataglobalfinancialservicesfirmnotes,“Thebusinesscaseisallaboutdecreasingreputationalrisk.”

Examplesoflossaversioninclude:16

Regulatoryjustifications

Avoidaregulatoryfine.

Avoidlegalcosts.

Implementrequiredtechnicalcompliancemechanism.

Enablebusiness

forrequiredcompliance.

Customer/partner/

competitorjustifications

Allaystakeholderconcerns.

Avoidthreattobusinessmodel.

Meetspecificcustomerrequestorneed.

Protectbrandreputation.

Keeppacewithcompetitors.

AprodfromAIregulators

AIregulationsareacatalystforaction.TheEU

AIActisthefirstcomprehensiveAIregulationby

amajorentity.OnestrategymanageratDeutsche

Telekomsays,“TheEUAIActcouldchangethefaceofAIethicsglobally.If,forinstance,anAmerican

companyisworkingwithus,theyalsohavetocomplywiththeEUAIAct.”

TheEU’seffortisonlythebeginning.Organizations

suchasthePartnershiponAI,theGlobalPartnershiponAI,theWorldEconomicForum,theUnitedNations,andtheOrganisationforEconomicCo-operationandDevelopment(OECD)haveallpublishedprinciples

andguidelinesonaresponsibleapproachtoAI.17InasurveybytheCentrefortheGovernanceofAIofover13,000peopleacross11countries,91%agreedthatAIneedstobecarefullymanaged.18

Giventhisemphasisonregulations,oversight,

andresponsibleapproachestoAI,afocusonlossaversionisn’tjustsensiblebutnecessary.

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8

Partthree

LeveragingAIethicstogeneratevalue

ThebenefitsofinvestmentsinAIethicsaren’texclusive

tocostavoidanceordamagecontrol.Theyalsohelptobuildusefulcapabilitiesandtangibleinnovationsthatcanenableanorganization’slong-termstrategies.19Suchvalue

generationcanbemoreindirectthanlossaversionand

requiresanexpandedviewofROI.Italsowon’thappen

overnightandcantaketimetoseemeasurableoutcomes.

ButorganizationsthataresophisticatedabouttheirunderstandingofAIethicscanusetheinvestmentsto:20

–Enablelong-termplanstoscaleAIresponsibly.

–Builduniqueandvaluableorganizationalcapabilitiesthatcanleadtodifferentiation.

–Improveemployeeefficiencyorproductivity.

–Alignwithvaluestoadvanceasanindustryleader.

–Seizeamarketopportunity.

–Protectvulnerableindividualsandcommunities.

–Increasecustomersatisfaction.

–Demonstratetrustworthinessandmaturity.

–SupportEnvironmental,Social,andGovernance(ESG)efforts.

–Increaseabilitytomanageriskoverthelongterm.

–Innovateforacompetitiveadvantage.

AsAItechnologymatures,organizationscannotonlyintegrateAIintotheiroperations,theycanrepurposethattechnologytowardnewinnovations.Aseniordirectorfromaleadinghealthandconsumergoodsretailerexplains,“BasedonthemeasureswetookfromtheAIstandpointtocreateand

enrichthecustomerexperience,wehaveseenreturnsintermsofadoptionofthosebrands,salesgrowth,customerretention,andcustomergrowth.”

Combiningthebestofbothworlds

Organizationsthatembraceaholisticapproach

thatencompassesbothlossaversionandvalue

generationwillbemoreefficient,effective,and

successful—aswellasmoreethical.

Reactive

Lossaversion

Proactive

Valuegeneration

Regulatorycompliancejustifications

Avoidaregulatoryfine.Avoidlegalcosts.

Createtechnologies,infrastructures,

andplatformsthatcansupportAIethicseffortsandberepurposed

Enablelong-termplanstoscaleAIresponsibly.

Implementrequiredtechnical

compliancemechanism.

Enablebusinessforrequiredcompliance.

Builduniqueandvaluable

organizationalcapabilitiesthatcanleadtodifferentiation.

Improveemployeeefficiencyorproductivity.

Justificationsrelatingtoclients,partners,andcompetitors

Alignwithvaluestoadvanceasanindustryleader.

Seizeamarketopportunity.

Allaystakeholderconcerns.

Avoidthreattobusinessmodel.

Meetspecificcustomerrequestorneed.

Protectbrandreputation.

Keeppacewithcompetitors.

Protectvulnerableindividualsandcommunities.

Increasecustomersatisfaction.

Demonstratetrustworthinessandmaturity.

SupportEnvironmental,Social,andGovernance(ESG)efforts.

Increaseabilitytomanageriskoverthelongterm.

Innovateforacompetitiveadvantage.

Source:“OntheROIofAIEthicsandGovernanceInvestments:FromLossAversiontoValueGeneration.”CaliforniaManagementReview.July29,2024.

9

TheseniorvicepresidentofFidelityInvestmentsobserves:

“Whatcompaniesdon’trealizeisthatup-frontinvestmentactually

payssignificantROI,notjustintermsofethics,butfromatotalcostofimplementationonanyofyourusecases.Becauseifyoudon’tlaythatfoundation,youspendalotmoremoneywitheverybodyimplementingonepillaratatimeandnotbenefitingfromanyreuse.”

Apreliminarysteptothisevolution,ofcourse,istoactuallydevelopAIusecasesthatalignwithandsupportorganizationalstrategy.

NotesthestrategymanageratDeutscheTelekom,“EitheryoucouldcreateAIsolutionsforthecustomer,oryoucouldcreateAIsolutionsforyourinternalinfrastructure.”

Outofthestartingblock,it’sinstinctiveandreasonabletoadopta“defensive”loss-aversionposturetoavoidthepitfallswe’ve

described,suchasregulatoryfines,legalcosts,andreputationalrisks.

Butfertilegroundcanbefoundinthepivottovaluegeneration.Organizationsneedtocreatetechnologies,infrastructures,

andplatformswiththeversatilitytosupportAIethicsinitiativesandtofuelbroadercorporateinnovation.

Procuringsupportandbudgetforthesestrategiescanbetricky.

Topersuadeskepticsandsurmountobstacles,organizationsshould

clearlypinpointpotentialvaluegenerated,includingmetricsofeconomicreturns.Thiscanbedonethroughaprocessofidentifyingrelevantloss

aversionandvaluegenerationjustificationsastheorganizationplansandthenevaluatespotentialinvestments21—essentially,usingthe

holisticAIethicsframework.

Fertilegroundcanbefoundinthepivottovaluegeneration.Organizationsneedtocreatetechnologies,infrastructures,andplatformswiththeversatilityto

supportAIethicsinitiativesandtofuelbroadercorporateinnovation.

10

Actionguide

HowtoreaptherewardsofAIethicsinvestments

InvestinginAIethicsisnotjusttherightthingtodo,itcanalsobeasound

businessdecision.ByusingtheholisticAIethicsframework,organizationscanmakeinformedchoicesaboutallocatingresourcestoAIethics,helpingboostthetrustworthinessandpotentialofAIprogramsoverall.

AccordingtoIBMIBVresearch,75%ofexecutivesviewethicsasanimportantsourceofcompetitivedifferentiation.22AstudyfromtheEconomist

IntelligenceUnitechoesthoseresults,pointingtoacompetitiveedgethroughproductquality,talentacquisitionandretention,andnewrevenuesources.23

ThesestudiesunderscorethecriticalityofaproactiveapproachtoAIethics.OrganizationsmustconsiderhowgovernanceofAIdiffersfromthatof

previoustechnologies,permeatingeverycorneroftheirculture,ecosystem,andcustomerengagement.

“YoueducatetheAIenginebasedonwhathumansarethinking,”saystheseniordirectorataleadinghealthandconsumergoodsretailer,“becausetheyarethebetterjudgefromanethicsstandpoint.”

Alongthoselines,ReggieTownsendofSASobserves:“Wehaveadiversesetoffolkswhohavecomefromavarietyofdifferentbackgroundsandlife

experiences.Wedohardwork,butwedoheartwork.Idon’thireanyonewhodoesn’thaveaheartforwhatwe’redoing.Wehavepassionatepeopleonourteam,andwebringthatpassiontothework.That’sfundamentallyimportant.”

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12

Here’sourfive-stepguideforoptimizingyourAIethicsinvestments

1

EngageyoursavviestAIethicsexpertstoeducatetheC-suiteon

differencesbetweenlossaversionandvaluegenerationapproachestoAIethics.HelpexecutivesenvisionthepotentialofleveragingAI

ethicstechnology,platforms,andinfrastructureforbroaderuse.

2

IdentifyspecificvaluegenerationjustificationsforAIethicsand

governancethatmayapplytotheAIusecasesathand.Examplesincludetheabilitytoresponsiblyimprovetheanswerstocustomersandincreasedemployeeproductivityandjobsatisfaction.

3

ThinkthroughtheanticipatedstakeholderimpactsoftheAIusecaseandidentifyingpotentialindicators.Theseinclude:

–Directeconomicreturns(forexample,thevalueofanexpandedcustomerbase)

–Intangiblereputationalreturns(forexample,earnedmediavalueofcustomerreviews)

–Capabilitiesandknowledgereturnsfromrealoptions

(forexample,improvedcustomerresponsequalitythatleadstomorefirst-contactresolutions).

4

CreateanAIethicsimplementationstrategythatcandeliveronvaluegenerationjustifications.Usingtheanalysisinaction3,identifythe

potentialreturnsholistically.DoingsocanhelpoptimizethepotentialreturnsonyourinvestmentsinAIethicsandgovernancewhile

simultaneouslybenefittingstakeholders,ecosystems,andsociety.

5

Turnvaluegenerationintoacompetitiveadvantage.Focusingonvaluegenerationcanprovideacompetitiveadvantageinanenvironment

whereregulatorycomplianceisbusinessasusual.

ForadditionalinformationandactionsontheholisticAIethicsframework,referto“OntheROIofAIEthicsandGovernanceInvestments:FromLossAversiontoValueGeneration,”CaliforniaManagementReview,at

/2024/07/on-the-roi-of-ai-ethics-and-

governance-investments-from-loss-aversion-to-value-generation/

and“TheReturnon

InvestmentinAIEthics:AHolisticFramework”at

/abs/2309.13057.

13

AIethics

Storiesfromthefrontlines

DeutscheTelekom

PreparingfortheEUAIActwithinternalgovernanceand

education

DeutscheTelekom’sdatainitiativesarecloselytiedwithmonetizingdatathroughAI

applicationsandmonitoringtheEUAIAct.OnestrategymanageratthecompanyleadsateamthatisinvolvedinvirtuallyeveryAIconversationintheorganizationandis

thereforeabletoprovideaholisticoverviewofthecompany’sapproachtoAIethics.

DeutscheTelekomhascreatedateamofhigh-levelexecutivesresponsiblefor

evaluatingcurrentandfutureAIinitiatives—ineffect,anorganizedgovernancegroup.Thegroup’smostimportantpurposeistohelpensurethatthecompanycomplies

withdataprivacyandsecurityproceduresbothinternallyandexternally—includingtheEUAIAct.

“AIisallaboutdata.It’safundamentalelementofanyAIproduct,”saysthemanager,addingthatheregardsdataasacrucialcomponentoftheAIethicsapproachaswell.Beforeincorporatinganydataintoitsproducts,theorganizationconsiderswhois

exposedtothedataandhowcustomerdataisprotected.Beyondtheircustomers,

DeutscheTelekomalsomustprotectcertaindatasegmentsintermsofsustainabilityandenergypractices.

Critically,DeutscheTelekomheavilyinvestsineducatingemployeesaboutAIanditsethicaluse,oftenintheformofinternalworkshops,includingtrainingrelatedtotheEUAIAct.

“Trainingcolleaguesisdefinitelyareturnoninvestmentbecauseitreducesthetimetomarketandwecomeupwithmoreinnovativeproducts,”hesays.Andwithits

continualeffortstoimprove,DeutscheTelekomexperiencesgreaterinnovationandenhancedcustomertrust.

14

AIethics:Storiesfromthefrontlines

Fidelity

Investments

ReapingROIthroughrepurposedusecaseimplementation

ResponsibleAIinitiativesareembeddedintoeachphaseofAIusecasesatFidelityInvestments,beginningwithrobustdatamanagementpractices

andfeedingintoadynamicreviewprocessdrivenbythecompany’sAI

CenterofExcellence.ThefinancialservicesfirminvestedheavilyintheseinitiativestomakeAIethicsoneofitsfoundationalpillars—ratherthanacompliancebox-checkingexercise.

EachbusinesslineatFidelityhasadedicatedteamforAIusecase

developmentandvendormanagement.Thisworkisguidedbythe

expertiseofexternalconsultantsandactivelymonitoredbythefirm’scomplianceandriskofficers,whoreceivespecializedAItraining.

TheAICenterofExcellenceisinvolvedineachstepofthisprocess,from

vendorselectiontomodelevaluation.ItresidesinFidelity’sdatafunctionandincludesrepresentationfromeachbusinessunitatthefirm,withrolesrangingfromriskcomplianceandaudittolegalandeveninformation

security.ThisprocessalsoallowsFidelitytoconfidentlyanswerclients’increasingdemandsforinformationonitsAIuseandgovernance.

ResistancetoresponsibleAIinitiativesisinevitable,astheycandelay

projectsorlimitusecases.“Youhavetoexplainthatthereasoncontrolsaresoimportantisnotjustsomerandomcompliancepolicy,butthat

thereareimplicationstothefirmifwegetthiswrong,”saysaseniorvicepresidentwithresponsibilityfordatapolicyatthefirm.Fidelityhas

beenabletominimizepushbackbyframingtheseinitiativesas

integraltothesuccessofAIprojectsandbystreamliningtheoverallgovernanceprocess.

“Youhavetoexplainthatthereasoncontrolsaresoimportantisnotjustsomerandom

compliancepolicy,butthatthereare

implicationstothefirmifwegetthiswrong.”

AseniorvicepresidentwithresponsibilityfordatapolicyatFidelityInvestments.

15

AIethics:Storiesfromthefrontlines

SAS

EnsuringanAI-drivenfuturethatisbuilt

ReggieTownsend,VPoftheDataEthicsPracticeatSAS,leadsateamtasked

withcoordinatingresponsibleinnovationprinciples,operationalworkflowsandgovernancestructuresacrossaglobalorganization.Itallbeganwithquestionsandinvestigating.

forallofus

PromptedbyriskstovulnerablepopulationsandtheincreasingsophisticationofAI,TownsendandclosecolleaguesbegandiggingdeeperintoresponsibleAI

anddataethicsatSAS.TheywereempoweredbySASleadershiptoformalizethecompany’slongtimecommitmenttoresponsibleinnovation.Consequently,SAScreatedtheDataEthicsPractice(DEP).

Withaphilosophyof“ethicalbydesign,”theDEPguidesthecompany’seffortstohelpemployeesandcustomersdeploydata-drivensystemsthatpromote

humanwell-being,agency,andfairness.Thisapproachcompelsindividualstoanswerthreebasicquestions:

–Forwhatpurpose?

–Towhatend?

–Forwhommightitfail?

TheteamhelpsbuildTrustworthyAIcapabilitiesandworkflowstohelp

customersanddeveloperspursuetheirresponsibleAIgoals.AIgovernanceadvisoryservicesfromtheDEParehelpingcustomersputAIintoaction

responsibly.TheDEPalsoprovidescriticalcounseltoemployeesonproductdevelopment,marketing,andmore.

WhenTownsend’sroleandteamwerecreated,thehopewastheirworkwouldbolstertrustworthinessofproducts,processes,andpeople.This,inturn,

wouldenhancethebrand’sreputationasatrustedAIleader.

Profitsareimportant,ofcourse.ButaccordingtoTownsend,histeam’s

guidingprincipleisthatwhereverSASsoftwareshowsup,itdoesnoharm.“Sometimes,”Townsendobserves,“youjusthavetotakeactionbecauseit’stherightactiontotake.”

“Sometimes,youjusthavetotakeactionbecauseit’stherightactiontotake.”

ReggieTownsend

DirectorandVP,DataEthicsbranch,SAS

16

AIethics:Storiesfromthefrontlines

Globalfinancialservicesfirm

Justifyingpositive

returnswithaloweredreputationalrisk

ForoneseniorleaderresponsibleforAIgovernanceataglobalfinancialservicesfirm,AIdevelopmentandethicsstartswitheducation.Headvocateshostingworkshops

thatdiscussethicalprinciplesandvalues—empoweringleadershiptounderstandtrade-offs.“WeneedtotalkaboutAIinawaythatinterestsleadership,notjustinprocessesandprocedures,”heobserves.

IndiscussinghowtomeasurethereturnoninvestmentsinAIethics,theseniorleaderoffersthe“creepyline”metaphor.Often,organizationsfindthemselvesinsituationsinwhichtheyaredoingsomethingperfectlylegalthatishighlyprofitable,yetstillfeel

uncertainabouttheethicalityoftheiractions—asenseofcrossingthe“creepyline.”

Insuchsituations,hesaysthatorganizationsmustexaminetheactivitythroughthelensofbothcurrentandfuturegenerations,inconjunctionwithallcomprehensiveethicalconsiderations.Aslongastheseconsiderationsarecoveredsatisfactorily,theorganizationshouldfeelreassuredthatthe“creepyline”isnotbreached.

Healsonotes,“Reputationalriskisakeyfactorinjustifyingpositivereturns.

WeaimtodecreasereputationalriskwhileapplyingdataandAIethicsprinciples.”

Forexample,histeamconductedanethicalfairnessreviewofloanpricinginvolvingacreditscoringalgorithm.Inconductingthisreview,theteamanalyzedall165featuresofthemodel,askingiftherewereanypotentialcausalmechanismsforwhythat

particulardatafeaturemaycorrelatewithanindividual’sabilitytopaybackaloan.

Ultimately,threedatafeatureswereremovedbecauseacausallinkdidnotexist,thusavoidingthelackoffairnessinusingthisAItechnology.

“WeneedtotalkaboutAIinaway

thatinterestsleadership,notjustinprocessesandprocedures.”

SeniorleaderresponsibleforAIgovernanceataglobalfinancialservicesfirm

17

AIethics:Storiesfromthefrontlines

Aleadinghealthandconsumer

goodsretailer

DrivingsuccesswithathoroughAIethicsandgovernancestrategy

Aseniordire