In first part of this article series, we explored the various forms of AI bias, ways to understand and identify them. This second part will cover various tangible measures that can be undertaken to control, mitigate or remove these biases.
AI (Artificial Intelligence) driven algorithms are becoming an essential part of modern businesses. As we start to rely more on AI to make critical decisions in our organisations, it becomes essential to ensure they are ethically made and are free from unjust biases.
Aaron Montgomery Ward was a smart man. If you haven’t heard of him, he’s considered the inventor of direct marketing. He created his mail order business in 1872, launching with a one-page catalogue to sell directly to farmers, revolutionising the purchase of goods for agricultural communities who were previously at the mercy of local stores. So why does it matter?
In my first article in this MYOD [Make Your Organisation Data-Driven] series, I articulated a one-line approach to successfully injecting data into your organisation’s DNA: Using a Dataset -> Skillset -> Mindset framework. This will take your people and processes on a journey to data actualisation.
A practical framework with tough questions-to-ask on how to make your organisation data-driven and enable smarter decisions in these tough times
A brand can be severely wounded by use or misuse of any of its assets and you could say data has the greatest power of all to inflict damage.
When we read articles about the need for increased diversity in marketing land, it is often through the lens of gender.
The concept of consumers boycotting brands and publishers isn’t a new one.
Traditionally the non-executive board of a company acts in an advisory capacity - attending monthly board meetings to offer overarching advice and guidance typically focusing on:
The idea that the customer needs to be represented at board level isn’t a new concept. The chief customer officer began to appear in forward thinking corporations around the turn of the century as the (then) nascent digital world began to open up consumer choice and traditional methods of cultivating brand loyalty started to be challenged.
Jodie Sangster has been the CEO of the Association for Data-driven Marketing and Advertising (ADMA) since 2011 and is also chairperson for the International Federation of Direct Marketing Associations (IFDMA). She has worked across the US, Europe and Asia-Pacific for 14 years with a focus on data-driven marketing and privacy, and began her career as a lawyer in London specialising in data protection. Her resume includes senior positions at Acxiom Asia-Pacific and the Direct Marketing Association in New York.
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Creating meaningful brands should be a holistic and considered process. However, all too frequently it’s one that is disparate and reactive, where one objective is prioritized at the expense of all others. So, what are the key pieces to the ‘good’ brand puzzle?
Companies encounter a variety of challenges when it comes to marketing overseas. Marketing departments often don’t know much about the business and cultural context of the international audiences they are trying to reach. Sometimes they are also unsure about what kind of marketing they should be doing.
Using data is a hot topic right now. Leaders are realising data can no longer just be the responsibility of dedicated analysts or staff with ‘data’ in their title or role description.
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Rajat Kumar
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Tom Devid
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