Uh I'm the DA UN ATS. I had applied strategy for Data A I in Microsoft's Chief data Office uh for our sales organization, which is called Microsoft Customer and Partner Solutions uh Team. It's fascinating to be here another year with you all. I am absolutely privileged.And before I get going on how we operationalize responsible A I and responsible metaphors, I should say at Microsoft, I would like to share a bit about myself because I think we share a lot in this forum. I do think, I mean, it's not just responsible A I or responsible metaverse, but we have so much to share so much questions to learn from. Uh I'm always here if this time is not enough for us, feel free to reach out to me in any topic with a diversity inclusion or, you know, responsible A I or education upskilling. I'm here for me. I've uh I've had the pleasure to have 25 years uh in technology space and excuse me and about 10 years in data A I and recently metaverse. Uh For me, none of these jobs, none of these roles were just the job I was, I think very fortunate, very privileged to see all of these as a fantastic opportunity to give back to make a positive, meaningful impact, not just on the business, not just on the revenue numbers, et cetera, but on overall society.

And that's what really gives me happiness fulfillment and so on. So a bit of uh A AAA bit of a look in this 10 year journey in data A I and why I'm so excited about leading operationalization of responsible A I at Microsoft right now sales organization. So I started my journey with our first algorithms for content. I worked with A I start ups incubating industry solutions A I solutions geo different geographies for different industries, which was fantastic. And that rule led me to join Microsoft Research where we had our first business A I team incubating our first A I algorithms for sales for customer service for marketing and so on. So again, amazing journey. And uh it was and then we moved, moved over to engineering to launch those uh solutions as official products, which again was fantastic. Super exciting. And it was around that time, accenture reached out to ask me to set up their Microsoft data A I practice. So I did that again. And a few weeks after I joined, actually, the COVID happened uh which um I'll, I'll come back to that a little bit, but it also accelerated as I'm sure most of you if not all of you are aware the technology development and adoption and obviously web three metaverse took off.

Around that time, we also saw acceleration in superintelligence like open A I deep mind which keeps launching their new models and language models, et cetera. And amongst all of this acceleration, all of this very fascinating technology development and adoption. Um We see eu A I Act coming into force in a few months. I'm absolutely delighted that this regulatory progress is taking place not just in the eu, of course, we are seeing it in Brazil, China and so on because it is we we do need this, we really need the regulation to catch up. So I also want to emphasize some something that I think will resonate with most of you when we have our career journeys. It's never a walk in the park, right? We have sometimes some shocks, sometimes uh some challenges. And I would if I may strongly recommend when you get to experience such situations, do not react but try to respond. Reaction is a bit like uh quick, right? Responding is being thoughtful about the challenge or opportunity and how you can make it a fantastic opportunity for yourself and for the society. So I'll give three examples.

When I joined Microsoft research, I was absolutely shocked by the lack of diversity in A I, you know, of course, diversity in technology has always been a challenge, right? That's not new but in A I it was even worse. I'm not going to go into the details as we have limited time. But that's what when we, when I thought, ok, I need to do something about this. So we formed a volunteer team of 80 people, 80 friends around Microsoft. We hadn't even known each other, but we believed in the vision. And now we put in girls in A I hackathons and so on. This was 56 years ago. Now this program is Global Abono Microsoft, of course, and many other large companies are involved. The curriculum feeds into other fantastic programs like imagine Cup and so on. So it's one of the most proudest impact uh responses I believe I have given in my career. Another thing was when I joined accenture and the pandemic happened. So I had responsibility for solution delivery, go to market, et cetera. But I'm also that we have this uh global shock. So we said, OK, within days, we put together a humanitarian program to help uh together with Microsoft Abana and excenture forgive. It's not, it wasn't only accenture.

We said we are going to help any client with any call volume challenges in education, in health, of course, government and so on. And are one of the implementations that I'm most proud of happened in India. With the Ministry of Health. We were basically helping 1.3 billion citizens in 10 days where our client Digital CEO of India said we are saving lives we are really saving lives. So another response and I'll come to responsible A I and why I feel incredibly proud and excited about this with everything going on in our space. Uh Amazing. You know, we wouldn't be here if it weren't for data A I, right, we wouldn't be almost getting out of the pandemic or managing it so fast. So these technologies are amazing, but how we manage them, how we make sure they are responsible and inclusive are important. And I also want to emphasize metaverse, you know, A I took a while for regulators to start developing regulations. And I spoke at the EU commission panel a few months ago said the same thing. We don't have to wait for the same time for metaverse, right? Responsible metaverse needs to happen hand in hand with responsible A I. So let's get going. I want to just recap this introduction because I think we will all continue to face this. Victor Frankel's one, it was a Holocaust survivor.

And he wrote the amazing book, one of my favorite books called Man's Search For Meaning. And I love this quote from his book Between Stimulus and Response lies a space in that space, lie our freedom and power to choose a response, not a reaction in our response lies our growth and our happiness. I couldn't agree more. And I think this really applies perfectly well with technology. Uh So I would like to say each of us must consciously not just develop and shape technology, but we need to shape its impact as well. We are all on the hook if I may say so, we are all responsible. So let's get going. Why, what are the risks of these? I mean, I love, we all have these, our jobs. I love these technologies and I love developing them, scaling them and so on. But there are risks, right? There are unintended consequences and it's not just a one off. They, these technologies have a life of their own. So we need to manage them on an ongoing basis. There are the risk of reputational damage as even we as Microsoft who take this extremely seriously. And I think we are thought leaders, if not the leader here, we have faced these challenges.

You will, some of you will remember the Thai bot financial liability of course, is very real and it will become even more significant once we have these Eu A I Act and similar regulations in place where in a, in a matter of months and then operationalize this, this this this uh mindset actually is not easy.

It is not easy because it really includes a cultural change, not just impact assessments and tools and toolkits, but actually um uh a massive change in how we think of technology and it's how we feel responsible for its impact at scale, not just as individuals or groups of people.

And of course, all of this may cause customer partner friction uh resulting in very real business damage. So um you know why people, when people ask why operation, I mean, hopefully nobody asked this question. I would like to think but operational is different than talking about responsible A I or having a reading something and getting upset about it. Operational means we make it standard, we make it part of life, we make it systematic and that's not easy. That's why I wanted to take a bit of your um let's say brain power to, to share best practices and join forces. If you are interested, the drivers are we all want to innovate. We love this stuff. We want to do it responsibly obviously, but you know, it may be you, me and whoever did them thinking about this, but not all of the population. So we need to also empower others on how to do that, encourage and empower others so that we can foster a positive impact with these amazing technologies um and shape their uh solutions. So where to start in my day job? I work with Chief data officers, chief A I officers and analytics officers. And usually we do, we core road maps, we say what are we going to do together in the next five years? And that's my job.

And very naturally most if not all of these executives ask me the question, the da where do I start? I don't want to be talking about principles. Where do I execute responsible A I, how do I do it? So here is how principles are essential. Uh I'm going to share Microsoft's principles. We have six of them. We have been discussing, agreeing, debating them since you know, 2015, 16, you are most welcome to adopt them or adapt them to, to your needs. Then practices are also of course, very important. Why? Because, because we are finding one product team needs to implement responsible A I operationalized, responsible A I is actually very different than another product team or a business team. Why? Because let's say one is B to C consumer, another one is B to B. So there are very simple realities of each business, each team in terms of operational it. Next tools are of course very important. Why? Because we need to standardize, we need to make sure they serve the purpose and responsible A I doesn't become an ad hoc one of experimentation.

So tools, toolkits, checklist frameworks, all of these, we have them on our responsible A I website. If you need to use any of them, feel free to go uh are all open and if anything is unclear, f feel free to reach out to me or any one of us on that website. And lastly, of course governance, this is an ongoing effort. It's not a one off, that's one of the most important mindset changes that we need to really internalize it needs to be overseen by an independent body, not, you know, by sales team, by engineering, but somebody who, who's overarching. So this space in our world is called office of Responsible A I reporting directly to our uh senior leadership team. So uh I am incredibly, incredibly grateful to the regulators. I cannot wait for the EU A I act for example and other similars to come into force. So we join forces and everything becomes more formal. But these are all in development. Uh And in the meantime, in parallel, we need to, in our organizations, we need to enable and inspire these very important changes. What is the mindset change? What I mean here is responsible air is, is part of business like any other function? Hr Finance legal, you can't do, you can't have a company without these functions.

So it's the same with responsible A I responsible metaphors if you're in the A I business, of course, and the cultural change is most often in our partners customers. And even at Microsoft, we're seeing this A I thing is some kind of experimentation. I mean, obviously it's impact and it's very serious and so on, you know, many are becoming A I platforms rather than A I applications vertical, you know, uh implementations. But it's still seen as an experimentation rather than an ongoing uh effort, ongoing massive program. So these two things are very important for success in operationalize responsible A I and excuse me in uh when, when I, you know, ask when I get the question of what is eu A I act, what, you know, how would you describe it? The easiest way to describe it I think is GDPR for A I, that is what it is. And some of you will remember we worked, we got, we prepared for years at least three years for GDPR. It's the same, maybe even more complicated for EAA I, you know, responsible A I and responsible metaphors to happen. I had promised to share our principles. So we have six of them. Fairness, of course, is very important A I systems need to be developed so that they treat everyone fairly and they avoid affecting similar groups in different ways. So that that shouldn't happen. Another very important area is reliability and safety.

They must operate reliably safely and consistently under normal circumstances and also unexpected conditions. This is easier said than that. So very important. We have multiple work streams under this principle, privacy and security. Of course, these systems need to comply with privacy laws, need to respect our data, how we collect, how they collect it, how they store it, how they use it and make sure we as the consumers have the appropriate controls to choose how our data is used. Uh Inclusiveness very close to my heart, obviously. So these systems have to incorporate and address a broad range of diverse needs, diverse barriers, capabilities, experiences and transparency allows um we, I mean, anybody dealing, engaging with an A I system to understand so that understand the behavioral functional components so that uh we, we can identify performance issues, any risks, privacy concerns, biases, et cetera and uh and tackle them with uh effectively and rapidly and finally, accountability.

Of course, and if we are designing and deploying an A I system, we are accountable for how they operate, which again requires ongoing uh maintenance, ongoing attention. So how to start or call to action whatever we and I think we need to accelerate, not just responsible A I but also responsible metaphors. It has to come from the top. Let's face it. If there is no support from executives, most things in business do not happen. Same thing with responsible A I, then we need to treat responsible A I as a essential business function. As I mentioned, just like hr finance, it has to be there. It's not like a volunteer project, it's not on the side. It's core uh the cultural change we discussed that has to happen. We need to ensure this is ongoing. This is there will be experimentation mode, there will be unintended consequences, even if we take all the impact assessments. If we take all the checklist, things could still go wrong.

But the cultural change will embrace that and still move forward with it. And of course, uh cross functional responsible A I team is incredibly important to make this real. Why? Because we need to include many diverse perspectives, to be able to operationalize it effectively.

We need to include different business units, different teams, different um uh different uh stakeholders in the journey uh internally and externally, I should say. And as with anything else in business, we have to have a plan if you're using OKRS objectives and key results or if you're using a scorecard, it has to have your goals, your milestones, your timeline and check for progress with the key important metrics for your business. And finally tools, toolkits, check this frameworks these save a lot of time. They also enable systematic approach standardization. So we are most welcome to share these with you. If you have any questions, feel free to reach out anytime we believe every A I solution must be a responsible A I solution. So uh and I, as I mentioned in the beginning with great power comes great responsibility. Thank you so much. Uh I, I'm always here even if our time is up right now, feel free to ask any questions today or uh afterwards. I'm just taking the chat very quickly. Thank you so much. Again. I'm sorry for the delay. I think there was a mix up with the links because I ended up in another session and took me a while. Thanks for uh staying in. Hi, Jennifer. Nice to see you. Uh Savita. I don't know if you're still around. Very happy to connect.

Of course, if there are no more questions, I'm going to leave and wonderful. Thank you so much for your time. Wishing you a fantastic conference. Thank you all very much.