{"id":109401,"date":"2024-08-07T04:17:26","date_gmt":"2024-08-07T04:17:26","guid":{"rendered":"https:\/\/news.talkwithrattan.com\/index.php\/2024\/08\/07\/how-some-of-indias-biggest-companies-deal-with-ai-governance-times-of-india\/"},"modified":"2024-08-07T04:17:26","modified_gmt":"2024-08-07T04:17:26","slug":"how-some-of-indias-biggest-companies-deal-with-ai-governance-times-of-india","status":"publish","type":"post","link":"https:\/\/news.talkwithrattan.com\/index.php\/2024\/08\/07\/how-some-of-indias-biggest-companies-deal-with-ai-governance-times-of-india\/","title":{"rendered":"How some of India\u2019s biggest companies deal with AI governance – Times of India"},"content":{"rendered":"
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In the heart of Mumbai\u2019s bustling financial district, the offices of Vodafone Idea hum with activity. But it\u2019s not just human employees driving the telecommunications giant forward. Artificial intelligence (AI) has become an integral part of the company\u2019s operations, from customer service to network management.
\u201cWe\u2019ve been an AI and machine learning factory for years,\u201d says Hitesh TK, chief information officer at Vodafone Idea.\u201cIt\u2019s crucial for handling the volume of data generated by our 200-300 million customers.\u201d
Across town, at the headquarters of IndianOil, a similar revolution is underway. Suresh Nambiar, executive director of information systems, speaks proudly of the company\u2019s AI-driven predictive maintenance systems. \u201cWe\u2019re using AI to optimise refinery processes and improve supply chain logistics,\u201d Suresh says. \u201cIt has substantially reduced downtime and enhanced operational efficiency.\u201d
These illustrate a significant shift in how the country\u2019s largest companies are embracing AI. But as AI\u2019s role grows, so does the need for robust governance frameworks to ensure its responsible and ethical use \u2013 especially in India\u2019s critical industries like telecom and oil & gas.<\/p>\n
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Rishi Aurora, managing partner at IBM Consulting for India and South Asia, says that 71% of chief executives in India believe that without stable governance, AI models will not be successful.
Strategy group & hackathons<\/span>
At IndianOil, the journey towards effective AI governance began with their digital transformation initiative. \u201cWhen we started that transformation in 2019, we engaged a consultant,\u201d Suresh says. \u201cWe carved out a special purpose vehicle, a Strategic Information Systems group, dedicated to driving the digital transformation of IndianOil.\u201d This group, which started with just four members and has now grown to 30, has been instrumental in implementing AI governance practices across the organisation.
One of their key strategies has been to conduct hackathons across the organisation. \u201cWe did one for the business intelligence tool, one for the analytics tool, one for mobile tools, and one for generative AI tools, in coordination with Microsoft,\u201d Suresh says. These hackathons not only helped identify potential AI use cases, but also fostered a culture of responsible innovation within the company.
Data governance<\/span> & engineering<\/span>
Hitesh says Vodafone Idea focused heavily on data governance as the foundation of their AI strategy. \u201cWe moved from multiple points of data sources into a single data lake.\u201d This consolidation of data sources has been crucial in ensuring the accuracy and reliability of their AI models. Hitesh also emphasises the importance of proper data definition in AI governance. \u201cThree people look at the same data in three different ways,\u201d he says. \u201cSo, you need to have a proper data definition. Otherwise, a prediction, for example, from a customer service point of view will look accurate, but from a marketing point of view, it may not look so.\u201d
To address this challenge and build trust in AI, Hitesh says, they implemented a data engineering process. Both companies have also had to grapple with the challenge of privacy protection, especially in light of India\u2019s new Digital Personal Data Protection Act.
Vodafone Idea has had to take this challenge particularly seriously, given the sensitive nature of the customer data they handle. Hitesh\u2019s team had to ensure their work processes never store or reveal any personal information of their customers. \u201cEven for basic tasks like complaint resolution, we ensure we\u2019re not revealing exact customer locations,\u201d he says.
Continuous monitoring and improvement of AI systems is another crucial aspect of governance, especially considering the pace of advancement of AI models. Both companies have implemented processes for regular updates and adaptations to their AI systems.
Building talent, using experts<\/span>
The shortage of skilled talent presents yet another governance challenge. Both Vodafone Idea and IndianOil have implemented extensive training programmes to upskill their existing workforce. \u201cWe conducted a mandatory training programme on generative AI for all employees, regardless of their role,\u201d Hitesh says. Ensuring that all employees understand the technology they\u2019re working with is seen as a key part of a good AI governance strategy.
Despite this, addressing the multifaceted challenges of AI governance requires most enterprises to partner with technology companies like IBM. Suresh says these collaborations bring not only advanced AI tools and platforms, but also valuable expertise in implementation and governance. \u201cTechnology players bring a wealth of knowledge and experience. They help us navigate the intricacies of AI development, ensuring our strategies align with best practices and global standards,\u201d he says.
As Indian enterprises expand their use of AI, the focus on governance will intensify. Rishi predicts that 2024 will see many pilot projects in AI being converted into full-scale implementations, particularly in areas like finance, talent transformation, and IT modernisation.<\/div>\n