Heili P's Profile

Thanks for sharing, Chris. Rest assured we do not judge you too harshly (I wholeheartedly believe that each of our 2014 playlists would be ripe for discussion had we all shared). I find the algorithm that helps artists avoid plagiarism particularly interesting and I wonder if parts of it would also be able to pick up on what makes a “hit” song with the ability to also engineer what might constitute as a “hit” or “popular” tune? I also wonder if artists or labels have to pay to leverage this AI capability and if this is a source of revenue for Spotify? Lastly, if an artist is identified by the AI to having potential components of plagiarism, have there been any use cases of the artist continuing to share anyway? Awesome read, really enjoyed your post!

Really interesting use of AI by a large firm in a hiring capacity I was unaware of. I wonder if Unilever, having experienced such success from their implementation on a DE&I front, if exploring offering their capacities on a software as a service platform or option? Is seems as though they could help other large companies tackle hard-pressed issues with hiring biases and diversity efforts, and I wonder if collecting company data outside of their own would help their algorithms. Thanks for sharing!

Thank you for sharing, Adela. I think this is an interesting topic as HR tries to manage the influx of recruits especially during this remote hiring phase. I wonder if Mya has been an advantageous tool during the pandemic but will lose part of its value come when more people return to the office? Or, alternatively, if a recruiter’s role could be displaced altogether by the automation process? I wonder if there are industries this may not make sense for altogether or if that will change come the proliferation of more automized processes? Thanks for the interesting piece!

I was thinking the same thing re the design of the vehicle! It is already being used in Houston and I wonder what types of regulations it had to comply with given that it interacts with humans but does not transport one. I found out they have an innovation lab called the “innovation garage” where they have been testing their own autonomous vehicle for a while in order to reap vertical integrations (versus third-party options such as Uber Eats). Thanks for the questions!

This is a great question with regards to surveillance. I know the adoption of the AI was not 100% embraced right away in the stores and I wonder if Domino’s is opting for AI surveillance with the anticipation of replacing the human workforce in the future. Curious for you to expand your thoughts regarding the medical piece in class if you are willing to chat about it!

A great case of a legacy company adapting in order to remain competitive and agile (especially with healthy food trends). I wonder what your thoughts are on how they might use this technology based on app adoption rates and third-party delivery platforms? For example, how might this AI be used or leveraged when someone is ordering through Uber Eats? Are they losing opportunities for data mining or integration as a result? Additionally, I wonder how they will continue to incentivize customers to use their native platform. For example, I have heard about specific products only being offered when you order through their app (such as the szechuan sauce). Could this be how they retain loyalty to their app? Could these AI capabilities expand and even help link a profile to a car license plate in the future (with consent given)? Lots to consider with the company tackling the space. Thanks for sharing, Stephen!

This is a great company to highlight because of the unique type of data that they hold–private and personal health. While the aforementioned privacy concerns are paramount and truly an issue to think about, I wonder how if and how this data would be utilized by third parties. For example. despite its discriminatory foundations, I’m sure insurance companies would like this information and would be willing to provide lower premiums to those not predisposed to serious illnesses. Perhaps most importantly however, this incredibly valuable and personal data makes me wonder how it is being protected. We are seeing a rise in biometric data collection which is seemingly impossible to replace (unlike a bank card, for instance). What about those who do not take the test for privacy concerns but, due to a family member taking it, are now part of the “data bank”? Lots to consider with this type of treasure trove of data. Thanks for sharing!

A great question, Serrino, and one I would love to ask the class (i.e. how will this play out for us in the U.S.l when we think about the “future” of work?). We’ve seen a lot of companies try their hand at automating workplace tasks but it seems that the proliferation of robotics, automation and AI is picking up speed, and countries such as China serve as a prescient example.

As an avid Shazam user, I had always wondered how they were making money–thank you for solving this mystery. The part I found particularly interesting was how the data could be used for forecasting in industries involving concerts, tours, and live music. I wonder if the app will eventually incorporate predictive algorithms to show “given you like x, we think you might also like y…” (akin to Netflix), or if it can be used as a measure to see what other “hot songs” are happening in the area individuals may want to know about. For example, “top shazamed songs in your area this month”. Would this go against Apple’s privacy concerns? Does having Apple as a parent company impact or even limit what it does with the data collected?
Great post, thanks Julia!

Thank you for your concise synopsis and sharing how TTD is different, Alex. The walled garden definition is new for me but one I am particularly interested in topics concerning the future of policy and privacy management moving forward. I wonder if the neutral strategy adopted by TTD will be a long-term winning strategy if juggernaut content companies at any point come under similar mandates that ISP providers faced with net neutrality? Additionally, while unknown right now in the U.S. given a lack of uniformity, I also wonder how data privacy mandates bolster or hinder TTD’s approach given that they operate globally. Specifically, I am thinking about Europe’s strict GDPR requirements and how this must be implemented into product management. Lastly, the companies listed provide a great introduction to the value creation TTD offers across platforms. I wonder where TTD is hedging its bets in terms of the future of what it wants to focus on (web, mobile, tv, other) and allocate more resources towards (AI, partnerships, human capital, etc)? Very interesting to be made aware of the ever-changing ecosystem invisible to the intended audience/ web user.

Having friends in my network that follow Critical Role and using Roll 20 for DnD during the pandemic, this was a helpful post to understand features of the platform that make it particularly popular. It seems that much of the value is derived from an established fanbase of DnD and I am wondering if a strategy of licensing nostalgic TTRPG games to tap into the lucrative storytelling aspect versus math aspect of beloved brands has been an option they have explored? Appreciating that, as stated, many of the granular details are kept secretive, I wonder what their number of actual users are compared to the market (percentages can sometimes be misleading). Performing a cursory look, competition seems to be fragmented and, at times, also dependent on a cash cow game. I wonder if amalgamating companies to gain a stronger foothold within a market has been too expensive an option? Could Roll 20 be open to being acquired by a larger company such as Hasbro or a Chinese competitor to improve their catalogue and user rates? Could this help hedge against risks accompanied when a company largely depends on one product?
A niche market but one I enjoyed reading about. Thanks, Sutton.

What a fascinating platform company to dive into, Serrino.

As someone who does not have a Tencent account, I find it interesting that the company’s portfolio diversification into games is bolstering the juggernaut’s overarching market position. I was particularly intrigued by the network effect strategy implemented in 2015. With the product being offered for free, easy to set up, and easy to use undoubtedly helped onboard new users quickly, it is the innovative strategies and constant exploration to push novelty ensuring it doesn’t become “too easy” or “boring” for users that I believe continues to help drive interest and market share. I wonder if the company’s partnerships (with brands such as Burberry) and staggering advertisements (Chinese New Year, for example) could have been possible if this were a stand-alone company not connected to Tencent? Would the game’s popularity created enough “noise” for prospective partners?

Lastly, I am surprised that players can create multiple accounts. However, as a result, I wonder if Wukong’s AI capabilities combatting fraud or aberrant behaviors is a transferrable by-product to the other sectors mentioned?

This was a fun read, thanks for sharing!

I couldn’t agree more with your last sentiment–my hope is that communities can be reconfigured to work “smarter” or even “double” to serve varying needs when the buildings are being used for flexspace and hybrid working offices. Love the notion of the company being a community facilitator beyond a tenant controller.

Thanks for sharing, Alan. As much as we’ll focus on disruptive tech in this class, it is good to remember that many businesses reckon with the hardship of simply converting sales online from their in-store experiences. Shopping for jewelry can be an incredibly personal experience but find it interesting that Pandora adopted online experiences later in comparison to other competitors. Did they wait to deploy online due to assumptions about their target consumer? How will this affect the industry norm of online versus in-person experiences? I think about Pandora’s seemingly conservative approach to online shopping versus Mejuri and the market share they have captured simply from online and social media advertising. Is Pandora rethinking any new customer experience options as a result of the pandemic? What is their ROI when they integrate these additional touch points with customers?

Fantastic link back to Korea Telecom–thanks for the highlight, Maxwell!

Awesome spotlight on Discord–thanks for sharing, Maxwell! I am curious to know your thoughts on if you think this server will maintain as individuals return back to work and opt for more in-person conversations. Conversely, in your opinion, why do you think Discord prevailed as a “winner” while Reddit, an ostensibly similar platform, is not reaping the same growth despite its long withstanding reputation and “network effects”? Lastly, when more individuals move to the metaverse, how do you think Discord will grow, shrink, or pivot in response?

Thank you for the article, Sebastiano. I find it interesting that they marketed themselves as the “Netflix for classes” and have adopted a similar membership approach. One question remaining in my mind is how Skillshare is able to “vet” the uploaded content. I think this will be particularly important as they continue to expand internationally. Could, for example, a market emerge from the desire to learn skills from local specialists (i.e. culinary techniques from France, artisanship from Japan, etc.)? With the amount of content available, how do they ensure quality? Would they ever consider investing more heavily on their in-house production capabilities like Netflix did? Would they ever go back to in-person opportunities akin to an “AirBnB experience”? Will a trend emerge post-pandemic that individuals yearn for in-person community building around passion and creative interests versus online experiences? Perhaps more interestingly, with disruptive technologies displacing workers and forcing upskilling, would they ever consider offering credentials in the future? With the realm of possibilities, I am curious to see how the company tackles the next phase of operations.