Tag Archives: Data

Deep Learning is Easy – Learn Something Harder #deeplearning

Link to Inference.vc http://www.inference.vc/deep-learning-is-easy/

Caveat: This post is meant address people who are completely new to deep learning and are planning an entry into this field. The intention is to help them think critically about the complexity of the field, and to help them tell apart things that are trivial from things that are really hard. As I wrote and published this article, I realised it ended up overly provocative, and I’m not a good enough writer to write a thought provoking post without, well, provoking some people. So please read the article through this lens.

These days I come across many people who want to get into machine learning/AI, particularly deep learning. Some are asking me what the best way is to get started and learn. Clearly, at the speed things are evolving, there seems to be no time for a PhD. Universities are sometimes a bit behind the curve on applications, technology and infrastructure, so is a masters worth doing? A couple companies now offer residency programmes, extended internships, which supposedly allow you to kickstart a successful career in machine learning without a PhD. What your best option is depends largely on your circumstances, but also on what you want to achieve.

Some Things are Actually Very Easy

The general advice I increasingly find myself giving is this: deep learning is too easy. Pick something harder to learn, learning deep neural networks should not be the goal but a side effect.

Deep learning is powerful exactly because it makes hard things easy.

The reason deep learning made such a splash is the very fact that it allows us to phrase several previously impossible learning problems as empirical loss minimisation via gradient descent, a conceptually super simple thing. Deep networks deal with natural signals we previously had no easy ways of dealing with: images, video, human language, speech, sound. But almost whatever you do in deep learning, at the end of the day it becomes super simple: you combine a couple basic building blocks and ideas (convolution, pooling, recurrence), you can do it without overthinking it, if you have enough data the network will figure it out. Increasingly high-level, declarative frameworks like TensorFlow, Theano, Lasagne, Blocks, Keras, etc simplify this to the level of building Lego towers.

 

Pick Something Harder

This is not to say there are no genuinely novel ideas coming out of deep learning, or using deep learning in more innovative ways, far from it. Generative Adversarial Networks and Variational Autoencoders are brilliant examples that sparked new interest in probabilistic/generative modelling. Understanding why/how those work, and how to generalise/build on them is real hard – the deep learning bit is easy. Similarly, there is a lot of exciting research on understanding why and how these deep neural networks really work.

There is also a feeling in the field that low-hanging for deep learning is disappearing. Building deep neural networks for supervised learning – while still being improved – is now considered boring or solved by many (this is a bold statement and of course far from the truth). The next frontier, unsupervised learning will certainly benefit from the deep learning toolkit, but it also requires a very different kind of thinking, familiarity with information theory/probabilities/geometry. Insight into how to make these methods actually work are unlikely to come in the form of improvements to neural network architectures alone.

What I’m saying is that by learning deep learning, most people mean learning to use a relatively simple toolbox. But in six months time, many, many more people will have those skills. Don’t spend time working on/learning about stuff that retrospectively turns out to be too easy. You might miss your chance to make a real impact with your work and differentiate your career in the long term. Think about what you really want to be able to learn, pick something harder, and then go work with people who can help you with that.

Back to Basics

What are examples of harder things to learn? Consider what knowledge authors like Ian Goodfellow, Durk Kingma, etc have used when they came up with the algorithms mentioned before. Much of the relevant stuff that is now being rediscovered was actively researched in the early 2000’s. Learn classic things like the EM algorithm, variational inference, unsupervised learning with linear Gaussian systems: PCA, factor analysis, Kalman filtering, slow feature analysis. I can also recommend Aapo Hyvarinen’s work on ICA, pseudolikelihood. You should try to read (and understand) this seminal deep belief network paper.

Shortcut to the Next Frontiers

While deep learning is where most interesting breakthroughs happened recently, it’s worth trying to bet on areas that might gain relevance going forward:

  • probabilistic programming and black-box probabilistic inference (with- or without deep neural networks). Take a look at Picture for example, or Josh Tenenbaum’s work on inverse graphics networks. Or stuff at this NIPS workshop on black-box inference. To quote a friend of mine

    probabilistic programming could do for Bayesian ML what Theano has done for neural networks

  • better/scaleable MCMC and variational inference methods, again, with or without the use of deep neural networks. There is a lot of recent work on things like this. Again, if we made MCMC as reliable as stochastic gradient descent now is for deep networks, that could mean a resurgence of more explicit Bayesian/probabilistic models and hierarchical graphical models, of which RBMs are just one example.

Have I Seen this Before?

Roughly the same thing happened around the data scientist buzzword some years ago. Initially, using Hadoop, Hive, etc were a big deal, and several early adopters made a very successful career out of – well – being early adopters. Early on, all you really needed to do was counting stuff on smallish distributed clusters, and you quickly accumulated tens of thousands of followers who worshipped you for being a big data pioneer.

What people did back then seemed magic at the time, but looking back from just a couple years it’s trivial: lots of people use Hadoop and spark now, and tools like Amazon’s Redshift made stuff even simpler. Back in the days, your startup could get funded on the premise that your team could use Hive, but unless you used it in some interesting way, that technological advantage evaporated very quickly. At the top of the hype cycle, there were data science internships, residential training programs, bootcamps, etc. By the time people graduated from these programs, these skills were rendered somewhat irrelevant and trivial. What is happening now with deep learning looks very similar.

In summary, if you are about to get into deep learning, just think about what that means, and try to be more specific. Think about how many other people are in your position right now, and how are you going to make sure the things you learn aren’t the ones that will appear super-boring in a year’s time.

Summary

The research field of deep learning touches on a lot of interesting, very complex topics from machine learning, statistics, optimisation, geometry and so on. The slice of deep learning most people are likely to come across – the lego block building aspect – however is relatively simple and straightforward. If you are completely new to the field, it is important to see beyond this simple surface, and pick some of the harder concepts to master.

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3 Effortless Tactics to Be a #DataScience Success in Business

Link to Data Science Central: 3 Effortless Tactics to Be a Data Science Success in Business

“Move out of the way – I am ready to model.” That is the typical sentiment of a Data Science team when given a business problem. However, in the context of a dynamic business, things are not that simple; instead, business needs require that the Data Science team be detailed in the communication of their process. The last thing a Data Science team wants to do is produce a project plan they feel is a pedestrian artifact aimed to pacify their business counterparts. They tend to prefer a more fluid and creative style as opposed to one that is stiff and inflexible. Data Scientists may be tempted to promote the idea that they cannot let anything get in the way of creativity and brilliance or it will be to the detriment of the business. However, in many cases, Data Scientists may be allowing their human fear of transparency and accountability to dictate how they approach what the business needs – maximum visibility. Don’t fall into the trap of believing that these templated documents merely exist to check the proverbial box in order to placate the MBAs and Project Managers in the room. Data Science teams designed for success will most certainly deliver a Data Science project plan and use it throughout their analytics project.

Producing a Data Science Project Plan 

You might ask what the intended purpose behind such a fancy business document really is at its core. The Data Science project plan is incredibly straightforward: its sole purpose is to be the battle plan for achieving the Data Science goals which in turn achieve the business goals. Successful Data Science teams will know that there is immense value in not only being able to achieve the Data Science goals, but in being able to relate them back to the business on a constant basis. It’s the burden of the Data Scientist to be sure that clear communication exists between the two groups. The challenge for a Data Scientist is translating Data Science into business terms. This is the kind of thing that is built through experience and through learning what the business expects in a traditional project plan. If a business had a choice between a model with higher predictive accuracy by a Data Scientist without a project plan and a model with lower predictive accuracy by a Data Scientist with a project plan, they most certainly would choose to work with a Data Scientist who could communicate in terms of business, translate Data Science ideas, and understand the power of leveraging other individuals in the organization to contribute to the overall outcome.

Project Plan in Action

The nuts and bolts of a Data Science project plan will be different for each team and each organization, but there are core elements you will see in almost all effective Data Science project plans – sort of a Tao of Data Science Project Plans.

Three Effortless Tactics:

1. List the stages in the project 

The business should not have to make assumptions about the stages you may take them through as a Data Scientist. Display your expectation to everyone and let them know how much time each stage may take. Also, do the obvious things like listing the resources required as well as the types of inputs and outputs your team expects. Lastly, list dependencies. After all, you will want your counterparts to be aware that you cannot move forward until “x” event happens; for example, the Data Scientist may be waiting to receive a data feed from IT. This is precisely the kind of thing to call out in the Data Science project plan.

2. Define the large iterations in the project 

Most business users will not be intimately involved in how a Data Science team works or why it may change when you encounter a classification problem versus a regression problem. So in an effort to be clear and meaningful, share stages that are more iterative as well as their corresponding durations – such as modeling or the evaluation stages. The best Data Scientists know how to  appropriately manage expectations from the business through communication with the broader organization.

3. Point out scheduling and risks

Virtually all working individuals know that it’s unrealistic to think everything happens only in ideal scenarios. Data Scientists should take the necessary time to consider scheduling resources and the inherent risk they could encounter in the project. Give the business the comfort that only a trusted advisor can provide them. Think through what could happen and what you would recommend to them if they encounter turbulence – because turbulence is inevitable. Taking this extra step is the hallmark of a Data Science professional.

Summary

Do not view the Data Science project plan as training wheels for a junior Data Scientist who is new to working with business, but rather what a skilled Data Scientist will review each time his or her team begins a new task within the Data Science project. Crafting a Data Science project plan to pacify the business – and never utilizing it for team guidance – is a grave mistake that one day could end in ruin for the Data Science team, the business, or both. An effective Data Scientist will work from the perspective that a goal without a plan is simply a wish and nothing more. Or, said differently, an effective Data Science team works a plan at all times.

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Adopting a Data Mindset in a Retail Organisation

Photo by Josh Hallet
The article explains how to adopt a data mindset – one of the most critical management challenges facing online retailers today.

1. What is a ‘data mindset’?
2. The data champion
3. Get more data, give more data
4. Data for continuous improvement

What is a Data Mindset?

When an organisation has a data mindset, every single person working there, from the CEO to the cleaner, uses data to inform their decisions. Agreement is required for when data should not be shared, rather than when it should. Access is easy and fast, with no need to go through IT departments and write SQL queries.

It is a fundamental shift, and there is often a real fear about the potential loss of control. Doc Searls, co-author of The Cluetrain Manifesto and author of Intention Economy, likens it to the 1980s when mainframe-centric IT departments fought against PCs being introduced and the 1990s when HR departments opposed employees gaining Internet access.

Historically, retail managers’ most significant business decisions were capital intensive with long cycle times – enter a new geography or market; build a new distribution center; or open 20 new stores. The final decision was based on careful research, usually by some expensive analysts. Today, two things have changed in the decision making process:

A) Shorter cycle times – We simply add capacity in the cloud or launch via an online marketplace. Today’s business is driven by many smaller and specific steps, each of which is measurable.

B) Cheaper cost of analysis – There are more data, more tools and more skills available to carry out analysis. Entering a new market no longer requires a market segmentation by an analyst firm and locally based advertising; today Facebook Graph advertising does it for free, in hours rather than weeks.

These same shifts in data use can be seen in Formula 1. Telematics now send back data as the car is driving, not after the race, which allows the engine to be adjusted continually throughout the race. Retail is rapidly transforming its pace of decision making in the same way.

The Data Champion

How data is thought about, gathered and used is a strategic decision for every organisation, and should be driven by a data champion from the top – but where at the top? The CIO, as the data protector, works to keep people away from the data. The CTO, responsible for the integrity of systems restricts system access. While the CFO is concerned with reporting using as little information as possible!

Many retail organisations, perhaps inspired by Amazon, have created a Chief Scientist role. This role reverses the scientific method by focusing on asking questions rather than finding answers. Answers, like data, are commodities. Being able to ask the right question is the creative element that will allow you to set your business apart. While this role is a major step forward in developing a data mindset, the Chief Scientist cannot be the data champion. The scale of cultural change requisite to become a truly data-focused organisation must come from the CEO. It’s a massive shift to make every employee customer-centric, and encourage them all to actively gather and use data to drive the business.

Get More Data

Many retailers are overwhelmed by the amount of data they have today; we argue that it’s not enough! Having a data mindset demands the continuous search for more data and more ways of using that data.

How Can You Get More Data?

• Start with your customers. Make it easy for them to tell you more. At Amazon Bezos believed in removing all barriers to contribution and so we allowed customers to write reviews without a sign-in.

Decision Intelligence. The Amazon Way: A Blueprint for Success

• Use keywords and phrases from site searches – they can help stock control and product indexing, and over time help to decide what new products to add or where money can be made running PPC advertising for other retailers.

• Review internally what technology is needed to help every part of the business contribute to the data pool. Can you install in-store cameras to examine queuing and checkout and re-deploy resources real time to minimise customer wait time? How can shrinkage be measured in the supply chain or store? Can we use predictive analytics to determine where theft is likely to occur next?

• Identify external sources of data that will provide new competitive insights. The Social Graph is a great source of data about customers and their social networks and the online advertising game is now allowing retailers to target ‘look-alike’ audiences. What would happen if adjacent retailers were able to share information in a co-optition model?

Looking outside retail, there are also plenty of businesses using data exhaust (the data produced as a by-product of another activity) to great effect. Google indexes the web and allows people to search it for free. This data exhaust is an aggregation of search words which are then used in an Adwords auction search term to advertisers. LinkedIn allows people to upload, store, update and share their CVs. This data exhaust is an aggregation of the movement of people between companies, which recruiters pay to advertise and find potential candidates.

Give More

It may feel counter-intuitive, but you should share your data with your suppliers and partners, as well as your customers. It will empower decisionmaking all along the chain.

• To suppliers: Sharing data with your supplier network will help them action improvements and optimise processes to provide a better service. For example, Walmart shares its sales data with its suppliers to help them better predict demand and be proactive in ensuring availability.

• To customers: Guide your customers buying decisions. Sears Holdings has a large base of customer data that they offer to other retailers implicitly via ShopYourWay and explicitly via Metascale. Rather than intrusive push campaigns, customers are presented with products that are relevant and perhaps outside the Sears’ assortment while they are browsing. Sears also benefits from getting feedback into their online marketplace on which new products to offer. Use your data to improve your processes

Design your processes to capture more data so that you can further improve your processes. Amazon actively harvests consumer intelligence. For example they regularly examine on-site search terms as part of the process to improve product descriptions.

If you put the right system in place, like the Social Data Intelligence Test, your products can improve directly from customer data. Customer service should be a profit centre, not a cost centre. If customer feedback data is provided quickly and easily to buyers, suppliers and designers they can respond rapidly.

Online retailers use natural feedback loops such as customer reviews and crowd-sourced support forums that allow customers to engage with them and simultaneously improve the product or experience. For instance, Sony Entertainment uses the gaming feedback boards (e.g. IGN) to determine what features customers love and hate and to work out the optimal time to launch. Google maps experienced a problem with users hacking into their system and turned this into an opportunity by opening up the system, allowing people to contribute – which has allowed for a better product.

Introducing a data mind set is a cultural shift for many retail businesses. The CEO has to introduce a programme of behavioural change where every decision and every meeting is led by data. It should be expected and indeed demanded. Early activities to get you going may include: openly acknowledging data-led successes – where has money been made or saved?; cataloguing initiatives which are explicitly data-led (either new analysis of existing data or collecting new data); or explicitly gathering and sharing widely the data generated from every new product or service launch.

This article by Andreas Weigend (Director Social Data Lab) and Gam Dias (First Retail) originally appeared in Decision Intelligence Issue 8 from Ecommera.

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