Key Takeaways

• “What we’ve seen in the last two years is that the conversation has shifted from the ‘why’ to the ‘how.’ That is a great sign of progress, because it shows that we’re moving towards a more operational and more practical use of ethics.”
• “The use of artificial intelligence, and the use of technology in general, should be human-centric and socially beneficial, fair, explainable and transparent, secure and safe, and accountable.”
• “Ethics is not a topic that lends itself to exhaustive discussion; there are always more questions than there are answers.”
• “Operationalize your principles by addressing their underlying dilemmas. If you look at AI that needs to be human-centric and socially beneficial, who gets to decide what is socially beneficial?”
• “If you can create an advisory board with a lot of diversity, the chances that you can circle a dilemma from all kinds of perspectives and come up with perspectives that satisfy multiple needs are much higher.”

Key Takeaways

• “The way that we understand relationships and connections is through looking at patterns.”
• “At the most abstract level, what we’re doing with graph analytics is understanding behavior and prescribing actions for different groups. Relationships are the strongest predictor of behavior.”
• “Gartner predicts that over the next couple years, graph technologies will facilitate more contextualization and improved decision making in more than a third of the organizations worldwide.”
• “Graph is not a replacement for traditional business intelligence — in fact, it’s complementary.”
• “The use of graph will grow and even double over the next couple of years, allowing data scientists to become more efficient as part of their AI and data science initiatives.”
• “Most organizations don’t have a shortage of data; what they have is a shortage of understanding the relevant data and how to apply it to help solve business problems.”

Learn how to use data & analytics to re-engineer decision making in the free Gartner e-book “The Future of Decisions.”

Key Takeaways

• “Using the power of data to drive better decisions is what being a CDO is all about.” 
• “D&A used to be hidden within IT. Now it’s front and center, with a clearer role for CDOs to marry business strategy and data analytics.”
• “A digital strategy that does not consider D&A will not scale. Gartner anticipates half of chief digital officers in enterprises without a CDO will need to become the de facto CDO to succeed.”
• “According to the sixth annual Gartner CDO Survey, defining and implementing a D&A strategy for their organization is the top area of responsibility for CDOs.”
• “Organizations must ask themselves: Is D&A thought of as a service, as a consulting guide, or as a leadership capability? This is part of the puzzle of setting up a CDO.”
• “When the CDO is actively and directly involved in setting business priorities, he or she is much more likely to add value to the organization.”
• “If your organization cares about innovation, you will want a CDO.”