Concepts Iād like to organize but havenāt had time to get around to.
nishio Iād like to organize but havenāt had time to get around to it, concept, Iāll do it on my phone while on the train. AI for domestic demand and AI for external demand Tradeoff between ease of use and cleverness of AI
nishio Domestic and foreign demand is a metaphor Needs inside and outside the company Daikin had a big enough need in-house, and there werenāt enough people to create something to meet the need, so they created a training institute. Microsoft has 220,000 people in its own company and had been doing DX before AI to improve the efficiency of its operations, which is also a big need in the company.
nishio How to meet external demand No security of distribution without clear product packaging, poor comparability of products, severe information asymmetry, and markets not functioning properly
nishio Example of collaboration between PFN and Fanuc, PFN had highly specialized personnel within the company, but there was no internal demand that could be met by them. Like the Nordic countries, if domestic demand is insufficient, we need to look for external demand, and thatās where we connected with the demand. Same thing with MS now sending engineers to companies that are in demand.
nishio Demand needs to be uncovered itself, not clearly verbalized demand first. Because technical expertise is needed to convert a āsense of the problemā that is not clearly verbalized into a technically āsolvable problem. On the other hand, this āsense of challengeā is also not clearly verbalized, so it is not marketable and cannot be transferred separately from the field.
nishio The need to combine āresources that are difficult to market because they are tightly coupled to the fieldā with āresources that are difficult to market because they are tightly coupled to the brains of expertsā, which is what the ā The decision is being made that this can only be achieved by āsending experts to the fieldā.
nishio Consider the relationship between ODA and
nishio on the trade-off between ease of use and cleverness.
The hardest to use is the smartest. Itās the human policy constraints that create the difficulty of use.
nishio There are players with and without policy constraints, and the reason why the more constrained means are used is because they are better. Players with policy constraints try to optimize within the constraints, and the inferior performance is chosen, this is not a bad thing, and sometimes the inferior performance is good enough
nishio paid-for barriers, external cloud service usage policy barriers, border barriers, risk aversion barriersā¦
nishio When some policy constraint results in inferior performance using an inferior system, the listener may not understand that the āinferior performance is due to a policy constraint. This is an unfortunate mismatch.
nishio The technical side recognizes that policy constraints on the part of the listener are lowering performance, and the demand side thinks, āTechnically, youāre still not performing that well. performanceā and the demand side thinks āthe technology is still not performing that wellā.
nishio I think we need to visualize what happens when there are no policy constraints by avoiding policy constraints all the time to achieve high performance, and then I think it would be better to aim at lifting policy constraints based on that.
I had claude put it together. - AI for domestic demand and AI for external demand - Trade-off between ease of use and cleverness of AI
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