AI hier, AI da. Aber wer setzt es wirklich ein? MIT Technology Review macht den Realitätscheck und bestätigt vieles derjenigen, die sich praktisch damit befassen.
It’s one thing to see breakthroughs in artificial intelligence that can outplay grandmasters of Go, or even to have devices that turn on music at your command. It’s another thing to use AI to make more than incremental changes in businesses that aren’t inherently digital.
Denn Google, Amazon, Facebook, Netflix und die anderen großen Firmen haben extrem viele Mitarbeiter, die sich nur damit befassen und das Geschäftsmodell ist inheränt auf Daten ausgelegt. In anderen Branchen ist das nicht so.
Data scientists at IBM and Fluor didn’t need long to mock up algorithms the system would use, says Leslie Lindgren, Fluor’s vice president of information management. What took much more time was refining the technology with the close participation of Fluor employees who would use the system. In order for them to trust its judgments, they needed to have input into how it would work, and they had to carefully validate its results, Lindgren says.
To develop a system like this, “you have to bring your domain experts from the business—I mean your best people,” she says. “That means you have to pull them off other things.” Using top people was essential, she adds, because building the AI engine was “too important, too long, and too expensive” for them to do otherwise.
Es wird also, so das Fazit, noch etwas dauern, bis Künstliche Intelliganz und Maschinelles Lernen auch in nicht-Tech-Branchen in der Breite ankommt. Ungewönlich ist das nicht:
What (…) economists confirmed, is that the spread of technologies is shaped less by the intrinsic qualities of the innovations than by the economic situations of the users. The users’ key question is not, as it is for technologists, “What can the technology do?” but “How much will we benefit from investing in it?”
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