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Leadership talk: Artificial Intelligence Institute at UofSC Feb 2019

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Talk describing the vision associated with the Artificial Intelligence Institute at the University of South Carolina.

Publié dans : Direction et management
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Leadership talk: Artificial Intelligence Institute at UofSC Feb 2019

  1. 1. UofSC AI Institute for world-class research excellence and regional economic impact: Why? What? How? Amit Sheth LexisNexis Ohio Eminent Scholar & Exec. Director, The Ohio Center of Excellence in Knowledge-enabled Computing & BioHealth Innovations (Kno.e.sis) Wright State, USA Presentation template by SlidesCarnival Photographs by Unsplash1
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  3. 3. Credit: Looi Consulting (http://www.looiconsulting.com/home/enterprise-big-data/) Of all the data generated, which data is relevant, and why? Which data to analyze? Which data can offer insight? Who cares for what data? How to get attention of a human decision maker? What we need is intelligent processing to get actionable information (i.e., smart data) – hence, AI/Machine Intelligence. As the big data challenge grows, AI becomes more important. The Big Data Challenge Text (Web/Social) Images, Video IoT Seq
  4. 4. “ ◆ Every company now is an AI company. The industrial companies are changing, the supply chain...every single sector, it’s not only tech. Steven Pagliuca (CEO of Bain Capital) @ WEF2019 5
  5. 5. ~1:1 correspondence between industry sectors and focus areas of UofSC colleges 6
  6. 6. National Research Investment in AI 7 Increases in federal funding investments (DARPA $2B, NSF, etc)
  7. 7. “ ◆ While US is ahead in AI research, China is significantly ahead in AI development and monetization Kai-Fu Lee, CEO of Sinovation Ventures, Author of “AI Superpowers” Former President of Google-China 8
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  9. 9. Unique Opportunity @ UofSC 10 • AI research interest across the campus covering virtually all its colleges, and industry across the state • AI is exceptionally relevant to SC’s priorities: rural health, transformation, education, smart manufacturing, life science • Opportunity for regional leadership: lack of campus-wide institute at most major players: mostly bottom up efforts at GaTech, Duke, UNC, NCSU, UF, Clemson,… • Dean’s leadership & university-level commitment + faculty interest => recipe for success
  10. 10. How? 11
  11. 11. “ EDUCATION RESEARCH & INNOVATIONS TECH DEV & REAL WORLD APPLICATIONS ● Tech Transfer ● Incubation ● Commercialization ● Economic & Societal Impact
  12. 12. AI Institute: Baseline 13 • Executive director • New 6-8 CEC faculty hires in AI at all ranks – mix of established areas (Machine Learning/Deep Learning, NLP) and emerging areas (conversational AI, multimodal/vision, robotics and neurocomputing/ brain inspired computing); out of the box: design and interfaces • Existing CEC faculty with AI related and complementary expertise • New hires with joint appointment with most colleges • Existing interdisciplinary faculty with synergy • Staff References: UMIACS-UMD, TDAI-OSU, USC-ISI Timeline: 3 year to critical mass, 5 year to full scope, 8 years to deliver on all proposed measures/metrics
  13. 13. Foundational Research View 14
  14. 14. Visions & Themes (2008-2018) 01 Computing for Human Experience 02 Physical-Cyber-Social Big & Smart Data 03 Semantic, Cognitive and Perceptual Computing 04 Personalized digital health/connected health and medicine, Epidemiology, public/community health, …. Looking forward: Contextualized & Personalized AI 15
  15. 15. ● The astounding bandwidth of your senses is 11 million bits of information every second. ● In conscious activities like reading, the human brain distills approximately 40 bits of information per second. http://www.cisco.com/c/en/us/solutions/collateral/service-provider/visual-networking-index-vni/mobile-white-paper-c11-520862.html Mind, Brain and Machine: What if we could automate such interpretation of data? … and does it efficiently and at scale
  16. 16. Applied Research/ Technology Perspective 17
  17. 17. LEAD and ADAPT 18 Knowledge-infused Learning Explainable AI Chatbots & integration with Robots (with special emphasis on health/social good/education) Augmented Personalized Health, Medical Explainability (M,N) Surveillance Capitalism (Business & Law) Disinformation, Radicalization (I&C) Wellness, Nutrition, Policy (Health) AI/intelligent Grading (Education)
  18. 18. Exceptional Synergy at UofSC: Key collaborators and Topics Identified ◆ Medicine ◆ Nursing ◆ Social Work ◆ Public Health ◆ Law ◆ Education ◆ Information & Communication ◆ Business 19
  19. 19. Clinical Research Biomedical Research Materials Engineering Cognitive Science Computer Sc. & Engineering AI (ML, NLP, KR/SW), IR, DM, BI, CC, Vis, … Biomed Industrial HF Engineering Epidemiology Clinical Psych Biological Sc. & Bio Stats Numerous orgs in humanitarian and crisis space 20 Kno.e.sis’ Current Collaborations
  20. 20. Types of Activities & Projects (to borrow/adapt) A key reason for Kno.e.sis' success is its unique work culture involving teamwork to solve complex problems. Practically all our work involves real world challenges, real-world data, interdisciplinary collaborators, path- breaking research to solve the real-world challenges, real-world deployments, real world use, and measurable real world impact. These are demonstrable in diverse forms such as policy impact (e.g., FDA advisory), operational real-time use of our tools to save lives during disasters, open source data and tools, and licensing/tech transfer and commercialization of our technology used to launch a local startup. 21
  21. 21. External Funding model • Emphasis on medium & large ($1M+) team oriented and interdisciplinary projects • Diverse sources: NIH, NSF, DoD, State, Industry
  22. 22. DoD & Industry • Metabolomics & Proteomics • Medical Info Decisions • Human Detection on Synthetic FMV • Sensor & Information • Material Genomics • Cardiology Semantic Analysis NIH • kHealth - Asthma • eDrug Trends • Depression on Social Media • Drug Abuse Early Warning NSF • Harassment on Social Media • Citizen & Physical Sensing • Twitris - Collective Intelligence • Aerial Surveillance • Visual Experience • Web Robot Traffic Diversified Funding (a model to emulate/adapt) 23
  23. 23. Infrastructure Soft: Staff Physical: Space, Computing 24
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  25. 25. 26
  26. 26. Economic Development Entrepreneurship Startup Ecosystem 27
  27. 27. NSF IIS-0842129 III-SGER: Spatio-Temporal- Thematic Queries of Semantic Web Data: a Study of Expressivity and Efficiency $163,800, 09/2008-08/2011 IIS-1143717 III: EAGER - Expressive Scalable Querying over Integrated Linked Open Data $141,828, 09/2011-08/2013 NSF IIS-1111182 [Main Research Funding] SoCS: Collaborative Research: Social Media Enhanced Organizational Sensemaking in Emergency Response $518,408, 09/2011-08/2015 IIS-1343041 I-Corps: Towards Commercialization of Twitris - A System for Collective Intelligence $50,000, 08/2013 - 01/2014 Research Funding to Economic Dev & Jobs: an Example IIP-1542911 [This project] PFI: AIR-TT: Market-driven Innovations and Scaling up of Twitris - A System for Collective Social Intelligence $200,000 (+ $12,000 REU) 09/01/2015 - 08/30/2017 Trial license with iKove Venture Partners and the launch of Cognovi Labs in Feb 2016. Exclusive license Oct 2016. >$3m in funding. $492,500 for cluster/private cloud from AFOSR that supports scalable computing for Twitris. Additional $6, research funds from AFRL, NIH for applications and application supported development. NIH R01 DA039454-01 Trending: Social Media Analysis to Monitor Cannabis and Synthetic Cannabinoid Use (eDrugTrends) Total: $1,689,019: 08/2014 – 08/2017 Development & Applications 29 Foundational/ Basic Research Commercialization
  28. 28. What? 30
  29. 29. Student Success: An Important Performance Measure
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  31. 31. Work Culture Social Skills, Teamwork, Communications, Networking, Mentoring, Diversity, Ethics, Respect, Engagement, Friendship and Fun, Alumni 33
  32. 32. Measure & Metrics Outcomes & Expectations
  33. 33. Research 35 • Recognized as one of the top centers in its subject area in Southeast US, along with GaTech, Duke, UNC, NCSU, and UVA • Recruit exceptional faculty at all ranks • Success in winning team-oriented, interdisciplinary, and multi- institutional grants (emphasis on > $1million) • Per-capita research activity, citations/impact, keynotes/invited seminars, PhD students, postdocs, and funding comparable to the top 20 programs; Improve on Carnegie R1 criteria: PhDs graduated, postdocs, funding per faculty • Create a vibrant seminar series involving visits by leaders and robust campus-wide participation; National media coverage
  34. 34. Leadership model to execute ◆ PostDoc trained to succeed - won $500K K01, hired as TT ◆ Hired faculty who is the 2nd most cited in the University (h-index = 45) ◆ Raise the Productivity of Existing Faculty Former UGA colleague Current colleague
  35. 35. Academic 37 • Graduates able to successfully compete with counterparts from the top 20 programs for the most attractive academic and industry research positions. Also provide exceptional internship and placements options for graduate students. • Develop joint graduate degree programs with tier 1 international universities (e.g., IITs/IIITs/NITs/BITS in India), work with departments to increase quality of incoming (funded & full tuition paying) graduate students • Develop specialized programs (e.g., big and smart data, machine intelligence, human-centered AI), and assess the possibility of degree certificate in 2-3 years. (e.g., https://www.cc.gatech.edu/content/intelligence). [secondary]
  36. 36. Economic Development 38 • Engage industry in the state and conduct industry-funded projects. Seek industry funded collaboration spaces and labs. • Create a model for IP creating and successfully license IP leading to new products or startups. Engage with regional investors that support startup formation. Demonstrate faculty generated IP monetization. • Support SBIR and STTR for local industry.
  37. 37. 39Thank You!

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