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    Day of AI curriculum meets the moment

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    MIT Responsible AI for Social Empowerment and Education (RAISE) recently celebrated the second annual Day of AI with two flagship local events. The Edward M. Kennedy Institute for the U.S. Senate in Boston hosted a human rights and data policy-focused event that was streamed worldwide. Dearborn STEM Academy in Roxbury, Massachusetts, hosted a student workshop in collaboration with Amazon Future Engineer. With over 8,000 registrations across all 50 U.S. states and 108 countries in 2023, participation in Day of AI has more than doubled since its inaugural year.

    Day of AI is a free curriculum of lessons and hands-on activities designed to teach kids of all ages and backgrounds the basics and responsible use of artificial intelligence, designed by researchers at MIT RAISE. This year, resources were available for educators to run at any time and in any increments they chose. The curriculum included five new modules to address timely topics like ChatGPT in School, Teachable Machines, AI and Social Media, Data Science and Me, and more. A collaboration with the International Society for Technology in Education also introduced modules for early elementary students. Educators across the world shared photos, videos, and stories of their students’ engagement, expressing excitement and even relief over the accessible lessons.

    Professor Cynthia Breazeal, director of RAISE, dean for digital learning at MIT, and head of the MIT Media Lab’s Personal Robots research group, said, “It’s been a year of extraordinary advancements in AI, and with that comes necessary conversations and concerns about who and what this technology is for. With our Day of AI events, we want to celebrate the teachers and students who are putting in the work to make sure that AI is for everyone.”

    Reflecting community values and protecting digital citizens

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    On May 18, 2023, MIT RAISE hosted a global Day of AI celebration featuring a flagship local event focused on human rights and data policy at the Edward M. Kennedy Institute for the U.S. Senate. Students from the Warren Prescott Middle School and New Mission High School heard from speakers the City of Boston, Liberty Mutual, and MIT to discuss the many benefits and challenges of artificial intelligence education. Video: MIT Open Learning

    MIT President Sally Kornbluth welcomed students from Warren Prescott Middle School and New Mission High School to the Day of AI program at the Edward M. Kennedy Institute. Kornbluth reflected on the exciting potential of AI, along with the ethical considerations society needs to be responsible for.

    “AI has the potential to do all kinds of fantastic things, including driving a car, helping us with the climate crisis, improving health care, and designing apps that we can’t even imagine yet. But what we have to make sure it doesn’t do is cause harm to individuals, to communities, to us — society as a whole,” she said.

    This theme resonated with each of the event speakers, whose jobs spanned the sectors of education, government, and business. Yo Deshpande, technologist for the public realm, and Michael Lawrence Evans, program director of new urban mechanics from the Boston Mayor’s Office, shared how Boston thinks about using AI to improve city life in ways that are “equitable, accessible, and delightful.” Deshpande said, “We have the opportunity to explore not only how AI works, but how using AI can line up with our values, the way we want to be in the world, and the way we want to be in our community.”

    Adam L’Italien, chief innovation officer at Liberty Mutual Insurance (one of Day of AI’s founding sponsors), compared our present moment with AI technologies to the early days of personal computers and internet connection. “Exposure to emerging technologies can accelerate progress in the world and in your own lives,” L’Italien said, while recognizing that the AI development process needs to be inclusive and mitigate biases.

    Human policies for artificial intelligence

    So how does society address these human rights concerns about AI? Marc Aidinoff ’21, former White House Office of Science and Technology Policy chief of staff, led a discussion on how government policy can influence the parameters of how technology is developed and used, like the Blueprint for an AI Bill of Rights. Aidinoff said, “The work of building the world you want to see is far harder than building the technical AI system … How do you work with other people and create a collective vision for what we want to do?” Warren Prescott Middle School students described how AI could be used to solve problems that humans couldn’t. But they also shared their concerns that AI could affect data privacy, learning deficits, social media addiction, job displacement, and propaganda.

    In a mock U.S. Senate trial activity designed by Daniella DiPaola, PhD student at the MIT Media Lab, the middle schoolers investigated what rights might be undermined by AI in schools, hospitals, law enforcement, and corporations. Meanwhile, New Mission High School students workshopped the ideas behind bill S.2314, the Social Media Addiction Reduction Technology (SMART) Act, in an activity designed by Raechel Walker, graduate research assistant in the Personal Robots Group, and Matt Taylor, research assistant at the Media Lab. They discussed what level of control could or should be introduced at the parental, educational, and governmental levels to reduce the risks of internet addiction.

    “Alexa, how do I program AI?”

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    The 2023 Day of AI celebration featured a flagship local event at the Dearborn STEM Academy in Roxbury in collaboration with Amazon Future Engineer. Students participated in a hands-on activity using MIT App Inventor as part of Day of AI’s Alexa lesson. Video: MIT Open Learning

    At Dearborn STEM Academy, Amazon Future Engineer helped students work through the Intro to Voice AI curriculum module in real-time. Students used MIT App Inventor to code basic commands for Alexa. In an interview with WCVB, Principal Darlene Marcano said, “It’s important that we expose our students to as many different experiences as possible. The students that are participating are on track to be future computer scientists and engineers.”

    Breazeal told Dearborn students, “We want you to have an informed voice about how you want AI to be used in society. We want you to feel empowered that you can shape the world. You can make things with AI to help make a better world and a better community.”

    Rohit Prasad ’08, senior vice president and head scientist for Alexa at Amazon, and Victor Reinoso ’97, global director of philanthropic education initiatives at Amazon, also joined the event. “Amazon and MIT share a commitment to helping students discover a world of possibilities through STEM and AI education,” said Reinoso. “There’s a lot of current excitement around the technological revolution with generative AI and large language models, so we’re excited to help students explore careers of the future and navigate the pathways available to them.” To highlight their continued investment in the local community and the school program, Amazon donated a $25,000 Innovation and Early College Pathways Program Grant to the Boston Public School system.

    Day of AI down under

    Not only was the Day of AI program widely adopted across the globe, Australian educators were inspired to adapt their own regionally specific curriculum. An estimated 161,000 AI professionals will be needed in Australia by 2030, according to the National Artificial Intelligence Center in the Commonwealth Scientific and Industrial Research Organization (CSIRO), an Australian government agency and Day of AI Australia project partner. CSIRO worked with the University of New South Wales to develop supplementary educational resources on AI ethics and machine learning. Day of AI Australia reached 85,000 students at 400-plus secondary schools this year, sparking curiosity in the next generation of AI experts.

    The interest in AI is accelerating as fast as the technology is being developed. Day of AI offers a unique opportunity for K-12 students to shape our world’s digital future and their own.

    “I hope that some of you will decide to be part of this bigger effort to help us figure out the best possible answers to questions that are raised by AI,” Kornbluth told students at the Edward M. Kennedy Institute. “We’re counting on you, the next generation, to learn how AI works and help make sure it’s for everyone.” More

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      MIT Policy Hackathon produces new solutions for technology policy challenges

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      Almost three years ago, the Covid-19 pandemic changed the world. Many are still looking to uncover a “new normal.”

      “Instead of going back to normal, [there’s a new generation that] wants to build back something different, something better,” says Jorge Sandoval, a second-year graduate student in MIT’s Technology and Policy Program (TPP) at the Institute for Data, Systems and Society (IDSS). “How do we communicate this mindset to others, that the world cannot be the same as before?”

      This was the inspiration behind “A New (Re)generation,” this year’s theme for the IDSS-student-run MIT Policy Hackathon, which Sandoval helped to organize as the event chair. The Policy Hackathon is a weekend-long, interdisciplinary competition that brings together participants from around the globe to explore potential solutions to some of society’s greatest challenges. 

      Unlike other competitions of its kind, Sandoval says MIT’s event emphasizes a humanistic approach. “The idea of our hackathon is to promote applications of technology that are humanistic or human-centered,” he says. “We take the opportunity to examine aspects of technology in the spaces where they tend to interact with society and people, an opportunity most technical competitions don’t offer because their primary focus is on the technology.”

      The competition started with 50 teams spread across four challenge categories. This year’s categories included Internet and Cybersecurity, Environmental Justice, Logistics, and Housing and City Planning. While some people come into the challenge with friends, Sandoval said most teams form organically during an online networking meeting hosted by MIT.

      “We encourage people to pair up with others outside of their country and to form teams of different diverse backgrounds and ages,” Sandoval says. “We try to give people who are often not invited to the decision-making table the opportunity to be a policymaker, bringing in those with backgrounds in not only law, policy, or politics, but also medicine, and people who have careers in engineering or experience working in nonprofits.”

      Once an in-person event, the Policy Hackathon has gone through its own regeneration process these past three years, according to Sandoval. After going entirely online during the pandemic’s height, last year they successfully hosted the first hybrid version of the event, which served as their model again this year.

      “The hybrid version of the event gives us the opportunity to allow people to connect in a way that is lost if it is only online, while also keeping the wide range of accessibility, allowing people to join from anywhere in the world, regardless of nationality or income, to provide their input,” Sandoval says.

      For Swetha Tadisina, an undergraduate computer science major at Lafayette College and participant in the internet and cybersecurity category, the hackathon was a unique opportunity to meet and work with people much more advanced in their careers. “I was surprised how such a diverse team that had never met before was able to work so efficiently and creatively,” Tadisina says.

      Erika Spangler, a public high school teacher from Massachusetts and member of the environmental justice category’s winning team, says that while each member of “Team Slime Mold” came to the table with a different set of skills, they managed to be in sync from the start — even working across the nine-and-a-half-hour time difference the four-person team faced when working with policy advocate Shruti Nandy from Calcutta, India.

      “We divided the project into data, policy, and research and trusted each other’s expertise,” Spangler says, “Despite having separate areas of focus, we made sure to have regular check-ins to problem-solve and cross-pollinate ideas.”

      During the 48-hour period, her team proposed the creation of an algorithm to identify high-quality brownfields that could be cleaned up and used as sites for building renewable energy. Their corresponding policy sought to mandate additional requirements for renewable energy businesses seeking tax credits from the Inflation Reduction Act.

      “Their policy memo had the most in-depth technical assessment, including deep dives in a few key cities to show the impact of their proposed approach for site selection at a very granular level,” says Amanda Levin, director of policy analysis for the Natural Resources Defense Council (NRDC). Levin acted as both a judge and challenge provider for the environmental justice category.

      “They also presented their policy recommendations in the memo in a well-thought-out way, clearly noting the relevant actor,” she adds. This clarity around what can be done, and who would be responsible for those actions, is highly valuable for those in policy.”

      Levin says the NRDC, one of the largest environmental nonprofits in the United States, provided five “challenge questions,” making it clear that teams did not need to address all of them. She notes that this gave teams significant leeway, bringing a wide variety of recommendations to the table. 

      “As a challenge partner, the work put together by all the teams is already being used to help inform discussions about the implementation of the Inflation Reduction Act,” Levin says. “Being able to tap into the collective intelligence of the hackathon helped uncover new perspectives and policy solutions that can help make an impact in addressing the important policy challenges we face today.”

      While having partners with experience in data science and policy definitely helped, fellow Team Slime Mold member Sara Sheffels, a PhD candidate in MIT’s biomaterials program, says she was surprised how much her experiences outside of science and policy were relevant to the challenge: “My experience organizing MIT’s Graduate Student Union shaped my ideas about more meaningful community involvement in renewables projects on brownfields. It is not meaningful to merely educate people about the importance of renewables or ask them to sign off on a pre-planned project without addressing their other needs.”

      “I wanted to test my limits, gain exposure, and expand my world,” Tadisina adds. “The exposure, friendships, and experiences you gain in such a short period of time are incredible.”

      For Willy R. Vasquez, an electrical and computer engineering PhD student at the University of Texas, the hackathon is not to be missed. “If you’re interested in the intersection of tech, society, and policy, then this is a must-do experience.” More

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      The science of strength: How data analytics is transforming college basketball

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      In the 1990s, if you suggested that the corner three-pointer was the best shot in basketball, you might have been laughed out of the gym.

      The game was still dominated largely by a fleet of seven-foot centers, most of whom couldn’t shoot from more than a few feet out from the basket. Even the game’s best player, Michael Jordan, was a mid-range specialist who averaged under two three-point attempts per game for his career.

      Fast forward to today, and the best players average around a dozen long-ball attempts per game — typically favoring shots from the corner.

      What’s changed? Analytics.

      “When I first started in the profession, 10 to 12 years ago, data analytics was almost nonexistent in training rooms,” says Adam Petway, the director of strength and conditioning for men’s basketball at the University of Louisville. “Today, we have force platform technology, we have velocity-based training, we have GPS tracking during games and in training, all to get a more objective analysis to help our athletes. So it’s grown exponentially.”

      Petway, who previously worked on the coaching staffs of the NBA’s Philadelphia 76ers and Washington Wizards, holds a bachelor’s degree in sports science, an MBA with an emphasis in sport management, and a doctorate in sports science. Recently, he extended his education through MIT Professional Education’s Applied Data Science Program (ADSP).

      “The impetus behind enrolling in ADSP was primarily a curiosity to learn and a desire to get better,” Petway says. “In my time in pro and college sports, we’ve had whole departments dedicated to data science, so I know it’s a skill set I’ll need in the future.”

      Applying new skills

      Petway took classes in a live online format. Although he was the only strength and conditioning coach in his cohort — learning alongside lawyers, professors, and business executives — he says that the focus on data gave all of his classmates a common language of sorts.

      “In many people’s minds, the worlds of data science and NCAA strength and conditioning training may not cross. We are finding that there are many other professional and industry sectors that can benefit from data science and analytics, which explains why we are seeing an ever-growing range of professionals from around the globe enroll in our Applied Data Science Program,” says Bhaskar Pant, executive director of MIT Professional Education. “It’s exciting to hear how change-makers like Adam are using the knowledge they gained from the program to tackle their most pressing challenges using data science tools.”

      “Having access to such high-level practitioners within data science was something that I found very, very helpful,” Petway says. “The chance to interact with my classmates, and the chance to interact in small groups with the professionals and the professors, was unbelievable. When you’re writing code in Python you might mess up a semicolon and a comma, and get 200 characters into the code and realize that it’s not going to work. So the ability to stop and ask questions, and really get into the material with a cohort of peers from different industries, that was really helpful.”

      Petway points to his newfound abilities to code in Python, and to run data through artificial intelligence programs that utilize unsupervised learning techniques, as major takeaways from his experience. Sports teams produce a wealth of data, he notes, but coaches need to be able to process that information in ways that lead to actionable insights.

      “Now I’m able to create decision trees, do visualization with data, and run a principal component analysis,” Petway says. “So instead of relying on third-party companies to come in and tell me what to do, I can take all of that data and disseminate the results myself, which not only saves me time, but it saves a lot of money.”

      In addition to giving him new capabilities in his coaching role, the skills were crucial to the research for a paper that Petway and a team of several other authors published in the International Journal of Strength and Conditioning this year. “The data came from my PhD program around five years ago,” Petway notes. “I had the data already, but I couldn’t properly visualize it and analyze it until I took the MIT Professional Education course.”

      “MIT’s motto is ‘mens et manus’ (‘mind and hand’), which translates to experience-based learning. As such, there was great thought put into how the Applied Data Science Program is structured. The expectation is that every participant not only gains foundational skills, but also learns how to apply that knowledge in real-world scenarios. We are thrilled to see learning from our course applied to top-level college basketball,” says Munther Dahleh, director of the Institute for Data, Systems, and Society, the William A. Coolidge Professor of Electrical Engineering and Computer Science at MIT, and one of the instructors of ADSP.

      Data’s growing role in sports

      Analytics are pushing the field of strength and conditioning far beyond the days when trainers would simply tell players to do a certain number of reps in the weight room, Petway says. Wearable devices help to track how much ground athletes cover during practice, as well as their average speed. Data from a force platform helps Petway to analyze the force with which basketball players jump (and land), and even to determine how much force an athlete is generating from each leg. Using a tool called a linear position transducer, Petway can measure how fast athletes are moving a prescribed load during weight-lifting exercises.

      “Instead of telling someone to do 90 percent of their squat max, we’re telling them to squat 200 kilos, and to move it at a rate above one meter per second,” says Petway. “So it’s more power- and velocity-driven than your traditional weight training.”

      The goal is to not only improve athlete’s performance, Petway says, but also to create training programs that minimize the chance of injury. Sometimes, that means deviating from well-worn sports cliches about “giving 110 percent” or “leaving it all on the court.”

      “There’s a misconception that doing more is always better,” Petway says. “One of my mentors would always say, ‘Sometimes you have to have the courage to do less.’ The most important thing for our athletes is being available for competition. We can use data analytics now to forecast the early onset of fatigue. If we see that their power output in the weight room is decreasing, we may need to intervene with rest before things get worse. It’s about using information to make more objective decisions.”

      The ability to create visuals from data, Petway says, has greatly enhanced his ability to communicate with athletes and other coaches about what he’s seeing in the numbers. “It’s a really powerful tool, being able to take a bunch of data points and show that things are trending up or down, along with the intervention we’re going to need to make based on what the data suggests,” he says.

      Ultimately, Petway notes, coaches are primarily interested in just one data point: wins and losses. But as more sports professionals see that data science can lead to more wins, he says, analytics will continue to gain a foothold in the industry. “If you can show that preparing a certain way leads to a higher likelihood that the team will win, that really speaks coaches’ language,” he says. “They just want to see results. And if data science can help deliver those results, they’re going to be bought in.” More

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      Study: With masking and distancing in place, NFL stadium openings in 2020 had no impact on local Covid-19 infections

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      As with most everything in the world, football looked very different in 2020. As the Covid-19 pandemic unfolded, many National Football League (NFL) games were played in empty stadiums, while other stadiums opened to fans at significantly reduced capacity, with strict safety protocols in place.

      At the time it was unclear what impact such large sporting events would have on Covid-19 case counts, particularly at a time when vaccination against the virus was not widely available.

      Now, MIT engineers have taken a look back at the NFL’s 2020 regular season and found that for this specific period during the pandemic, opening stadiums to fans while requiring face coverings, social distancing, and other measures had no impact on the number of Covid-19 infections in those stadiums’ local counties.

      As they write in a new paper appearing this week in the Proceedings of the National Academy of Sciences, “the benefits of providing a tightly controlled outdoor spectating environment — including masking and distancing requirements — counterbalanced the risks associated with opening.”

      The study concentrates on the NFL’s 2020 regular season (September 2020 to early January 2021), at a time when earlier strains of the virus dominated, before the rise of more transmissible Delta and Omicron variants. Nevertheless, the results may inform decisions on whether and how to hold large outdoor gatherings in the face of future public health crises.

      “These results show that the measures adopted by the NFL were effective in safely opening stadiums,” says study author Anette “Peko” Hosoi, the Neil and Jane Pappalardo Professor of Mechanical Engineering at MIT. “If case counts start to rise again, we know what to do: mask people, put them outside, and distance them from each other.”

      The study’s co-authors are members of MIT’s Institue for Data, Systems, and Society (IDSS), and include Bernardo García Bulle, Dennis Shen, and Devavrat Shah, the Andrew and Erna Viterbi Professor in the Department of Electrical Engineering and Computer Science (EECS).

      Preseason patterns

      Last year a group led by the University of Southern Mississippi compared Covid-19 case counts in the counties of NFL stadiums that allowed fans in, versus those that did not. Their analysis showed that stadiums that opened to large numbers of fans led to “tangible increases” in the local county’s number of Covid-19 cases.

      But there are a number of factors in addition to a stadium’s opening that can affect case counts, including local policies, mandates, and attitudes. As the MIT team writes, “it is not at all obvious that one can attribute the differences in case spikes to the stadiums given the enormous number of confounding factors.”

      To truly isolate the effects of a stadium’s opening, one could imagine tracking Covid cases in a county with an open stadium through the 2020 season, then turning back the clock, closing the stadium, then tracking that same county’s Covid cases through the same season, all things being equal.

      “That’s the perfect experiment, with the exception that you would need a time machine,” Hosoi says.

      As it turns out, the next best thing is synthetic control — a statistical method that is used to determine the effect of an “intervention” (such as the opening of a stadium) compared with the exact same scenario without that intervention.

      In synthetic control, researchers use a weighted combination of groups to construct a “synthetic” version of an actual  scenario. In this case, the actual scenario is a county such as Dallas that hosts an open stadium. A synthetic version would be a county that looks similar to Dallas, only without a stadium. In the context of this study, a county that “looks” like Dallas has a similar preseason pattern of Covid-19 cases.

      To construct a synthetic Dallas, the researchers looked for surrounding counties without stadiums, that had similar Covid-19 trajectories leading up to the 2020 football season. They combined these counties in a way that best fit Dallas’ actual case trajectory. They then used data from the combined counties to calculate the number of Covid cases for this synthetic Dallas through the season, and compared these counts to the real Dallas.

      The team carried out this analysis for every “stadium county.” They determined a county to be a stadium county if more than 10 percent of a stadium’s fans came from that county, which the researchers estimated based on attendance data provided by the NFL.

      “Go outside”

      Of the stadiums included in the study, 13 were closed through the regular season, while 16 opened with reduced capacity and multiple pandemic requirements in place, such as required masking, distanced seating, mobile ticketing, and enhanced cleaning protocols.

      The researchers found the trajectory of infections in all stadium counties mirrored that of synthetic counties, showing that the number of infections would have been the same if the stadiums had remained closed. In other words, they found no evidence that NFL stadium openings led to any increase in local Covid case counts.

      To check that their method wasn’t missing any case spikes, they tested it on a known superspreader: the Sturgis Motorcycle Rally, which was held in August of 2020. The analysis successfully picked up an increase in cases in Meade, the host county, compared to a synthetic counterpart, in the two weeks following the rally.

      Surprisingly, the researchers found that several stadium counties’ case counts dipped slightly compared to their synthetic counterparts. In these counties — including Hamilton, Ohio, home of the Cincinnati Bengals — it appeared that opening the stadium to fans was tied to a dip in Covid-19 infections. Hosoi has a guess as to why:

      “These are football communities with dedicated fans. Rather than stay home alone, those fans may have gone to a sports bar or hosted indoor football gatherings if the stadium had not opened,” Hosoi proposes. “Opening the stadium under those circumstances would have been beneficial to the community because it makes people go outside.”

      The team’s analysis also revealed another connection: Counties with similar Covid trajectories also shared similar politics. To illustrate this point, the team mapped the county-wide temporal trajectories of Covid case counts in Ohio in 2020 and found them to be a strong predictor of the state’s 2020 electoral map.

      “That is not a coincidence,” Hosoi notes. “It tells us that local political leanings determined the temporal trajectory of the pandemic.”

      The team plans to apply their analysis to see how other factors may have influenced the pandemic.

      “Covid is a different beast [today],” she says. “Omicron is more transmissive, and more of the population is vaccinated. It’s possible we’d find something different if we ran this analysis on the upcoming season, and I think we probably should try.” More

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      Reducing food waste to increase access to affordable foods

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      About a third of the world’s food supply never gets eaten. That means the water, labor, energy, and fertilizer that went into growing, processing, and distributing the food is wasted.

      On the other end of the supply chain are cash-strapped consumers, who have been further distressed in recent years by factors like the Covid-19 pandemic and inflation.

      Spoiler Alert, a company founded by two MIT alumni, is helping companies bridge the gap between food waste and food insecurity with a platform connecting major food and beverage brands with discount grocers, retailers, and nonprofits. The platform helps brands discount or donate excess and short-dated inventory days, weeks, and months before it expires.

      “There is a tremendous amount of underutilized data that exists in the manufacturing and distribution space that results in good food going to waste,” says Ricky Ashenfelter MBA ’15, who co-founded the company with Emily Malina MBA ’15.

      Spoiler Alert helps brands manage distressed inventory data, create offers for potential buyers, and review and accept bids. The platform is designed to work with companies’ existing inventory and fulfillment systems, using automation and pricing intelligence to further streamline sales.

      “At a high level, we’re a waste-prevention software built for sales and supply-chain teams,” Ashenfelter says. “You can think of it as a private [business-to-business] eBay of sorts.”

      Spoiler Alert is working with global companies like Nestle, Kraft Heinz, and Danone, as well as discount grocers like the United Grocery Outlet and Misfits Market. Those brands are already using the platform to reduce food waste and get more food on people’s tables.

      “Project Drawdown [a nonprofit working on climate solutions] has identified food waste as the number one priority to address the global climate crisis, so these types of corporate initiatives can be really powerful from an environmental standpoint,” Ashenfelter says, noting the nonprofit estimates food waste accounts for 8 percent of global greenhouse gas emissions. “Contrast that with growing levels of food insecurity and folks not being able to access affordable nutrition, and you start to see how tackling supply-chain inefficiency can have a dramatic impact from both an environmental and a social lens. That’s what motivates us.”

      Untapped data for change

      Ashenfelter came to MIT’s Sloan School of Management after several years in sustainability software and management consulting within the retail and consumer products industries.

      “I was really attracted to transitioning into something much more entrepreneurial, and to leverage not only Sloan’s focus on entrepreneurship, but also the broader MIT ecosystem’s focus on technology, entrepreneurship, clean tech innovation, and other themes along that front,” he says.

      Ashenfelter met Malina at one of Sloan’s admitted students events in 2013, and the founders soon set out to use data to decrease food waste.

      “For us, the idea was clear: How do we better leverage data to manage excess and short-dated inventory?” Ashenfelter says. “How we go about that has evolved over the last six years, but it’s all rooted in solving an enormous climate problem, solving a major food insecurity problem, and from a capitalistic standpoint, helping businesses cut costs and generate revenue from otherwise wasted products.”

      The founders spent many hours in the Martin Trust Center for MIT Entrepreneurship with support from the Sloan Sustainability Initiative, and used Spoiler Alert as a case study in nearly every class they took, thinking through product development, sales, marketing, pricing, and more through their coursework.

      “We brought our idea into just about every action learning class that we could at Sloan and MIT,” Ashenfelter says.

      They also participated in the MIT $100K Entrepreneurship Competition and received support from the Venture Mentoring Service and the IDEAS Global Challenge program.

      Upon graduation, the founders initially began building a platform to facilitate donations of excess inventory, but soon learned big companies’ processes for discounting that inventory were also highly manual. Today, more than 90 percent of Spoiler Alert’s transaction volume is discounted, with the remainder donated.

      Different teams within an organization can upload excess inventory reports to Spoiler Alert’s system, eliminating the need to manually aggregate datasets and preparing what the industry refers to as “blowout lists” to sell. Spoiler Alert uses machine-learning-based tools to help both parties with pricing and negotiations to close deals more quickly.

      “Companies are taking pretty manual and slow approaches to deciding [what to do with excess inventory],” Ashenfelter says. “And when you have slow decision-making, you’re losing days or even weeks of shelf life on that product. That can be the difference between selling product versus donating, and donating versus dumping.”

      Once a deal has been made, Spoiler Alert automatically generates the forms and workflows needed by fulfillment teams to get the product out the door. The relationships companies build on the platform are also a major driver for cutting down waste.

      “We’re providing suppliers with the ability to control where their discounted and donated product ends up,” Ashenfelter says. “That’s really powerful because it allows these CPG brands to ensure that this product is, in many cases, getting to affordable nutrition outlets in underserved communities.”

      Ashenfelter says the majority of inventory goes to regional and national discount grocers, supplemented with extensive purchasing from local and nonprofit grocery chains.

      “Everything we do is oriented around helping sell as much product as possible to a reputable set of buyers at the most fair, equitable prices possible,” Ashenfelter says.

      Scaling for impact

      The pandemic has disrupted many aspects of the food supply chains. But Ashenfelter says it has also accelerated the adoption of digital solutions that can better manage such volatility.

      When Campbell began using Spoiler Alert’s system in 2019, for instance, it achieved a 36 percent increase in discount sales and a 27 percent increase in donations over the first five months.

      Ashenfelter says the results have proven that companies’ sustainability targets can go hand in hand with initiatives that boost their bottom lines. In fact, because Spoiler Alert focuses so much on the untapped revenue associated with food waste, many customers don’t even realize Spoiler Alert is a sustainability company until after they’ve signed on.

      “What’s neat about this program is that it becomes an incredibly powerful case study internally for how sustainability and operational outcomes aren’t in conflict and can drive both business results as well as overall environmental impact,” Ashenfelter says.

      Going forward, Spoiler Alert will continue building out algorithmic solutions that could further cut down on waste internationally and across a wider array of products.

      “At every step in our process, we’re collecting a tremendous amount of data in terms of what is and isn’t selling, at what price point, to which buyers, out of which geographies, and with how much remaining shelf life,” Ashenfelter explains. “We are only starting to scratch the surface in terms of bringing our recommendations engine to life for our suppliers and buyers. Ultimately our goal is to power the waste-free economy, and rooted in that is making better decisions faster, in collaboration with a growing ecosystem of supply chain partners, and with as little manual intervention as possible.” More

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      Helping companies optimize their websites and mobile apps

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      Creating a good customer experience increasingly means creating a good digital experience. But metrics like pageviews and clicks offer limited insight into how much customers actually like a digital product.

      That’s the problem the digital optimization company Amplitude is solving. Amplitude gives companies a clearer picture into how users interact with their digital products to help them understand exactly which features to promote or improve.

      “It’s all about using product data to drive your business,” says Amplitude CEO Spenser Skates ’10, who co-founded the company with Curtis Liu ’10 and Stanford University graduate Jeffrey Wang. “Mobile apps and websites are really complex. The average app or website will have thousands of things you can do with it. The question is how you know which of those things are driving a great user experience and which parts are really frustrating for users.”

      Amplitude’s database can gather millions of details about how users behave inside an app or website and allow customers to explore that information without needing data science degrees.

      “It provides an interface for very easy, accessible ways of looking at your data, understanding your data, and asking questions of that data,” Skates says.

      Amplitude, which recently announced it will be going public, is already helping 23 of the 100 largest companies in the U.S. Customers include media companies like NBC, tech companies like Twitter, and retail companies like Walmart.

      “Our platform helps businesses understand how people are using their apps and websites so they can create better versions of their products,” Skates says. “It’s all about creating a really compelling product.”

      Learning entrepreneurship

      The founders say their years at MIT were among the best of their lives. Skates and Liu were undergraduates from 2006 to 2010. Skates majored in biological engineering while Liu majored in mathematics and electrical engineering and computer science. The two first met as opponents in MIT’s Battlecode competition, in which students use artificial intelligence algorithms to control teams of robots that compete in a strategy game against other teams. The following year they teamed up.

      “There are a lot of parallels between what you’re trying to do in Battlecode and what you end up having to do in the early stages of a startup,” Liu says. “You have limited resources, limited time, and you’re trying to accomplish a goal. What we found is trying a lot of different things, putting our ideas out there and testing them with real data, really helped us focus on the things that actually mattered. That method of iteration and continual improvement set the foundation for how we approach building products and startups.”

      Liu and Skates next participated in the MIT $100K Entrepreneurship Competition with an idea for a cloud-based music streaming service. After graduation, Skates began working in finance and Liu got a job at Google, but they continued pursuing startup ideas on the side, including a website that let alumni see where their classmates ended up and a marketplace for finding photographers.

      A year after graduation, the founders decided to quit their jobs and work on a startup full time. Skates moved into Liu’s apartment in San Francisco, setting up a mattress on the floor, and they began working on a project that became Sonalight, a voice recognition app. As part of the project, the founders built an internal system to understand where users got stuck in the app and what features were used the most.

      Despite getting over 100,000 downloads, the founders decided Sonalight was a little too early for its time and started thinking their analytics feature could be useful to other companies. They spoke with about 30 different product teams to learn more about what companies wanted from their digital analytics. Amplitude was officially founded in 2012.

      Amplitude gathers fine details about digital product usage, parsing out individual features and actions to give customers a better view of how their products are being used. Using the data in Amplitude’s intuitive, no-code interface, customers can make strategic decisions like whether to launch a feature or change a distribution channel.

      The platform is designed to ease the bottlenecks that arise when executives, product teams, salespeople, and marketers want to answer questions about customer experience or behavior but need the data science team to crunch the numbers for them.

      “It’s a very collaborative interface to encourage customers to work together to understand how users are engaging with their apps,” Skates says.

      Amplitude’s database also uses machine learning to segment users, predict user outcomes, and uncover novel correlations. Earlier this year, the company unveiled a service called Recommend that helps companies create personalized user experiences across their entire platform in minutes. The service goes beyond demographics to personalize customer experiences based on what users have done or seen before within the product.

      “We’re very conscious on the privacy front,” Skates says. “A lot of analytics companies will resell your data to third parties or use it for advertising purposes. We don’t do any of that. We’re only here to provide product insights to our customers. We’re not using data to track you across the web. Everyone expects Netflix to use the data on what you’ve watched before to recommend what to watch next. That’s effectively what we’re helping other companies do.”

      Optimizing digital experiences

      The meditation app Calm is on a mission to help users build habits that improve their mental wellness. Using Amplitude, the company learned that users most often use the app to get better sleep and reduce stress. The insights helped Calm’s team double down on content geared toward those goals, launching “sleep stories” to help users unwind at the end of each day and adding content around anxiety relief and relaxation. Sleep stories are now Calm’s most popular type of content, and Calm has grown rapidly to millions of people around the world.

      Calm’s story shows the power of letting user behavior drive product decisions. Amplitude has also helped the online fundraising site GoFundMe increase donations by showing users more compelling campaigns and the exercise bike company Peloton realize the importance of social features like leaderboards.

      Moving forward, the founders believe Amplitude’s platform will continue helping companies adapt to an increasingly digital world in which users expect more compelling, personalized experiences.

      “If you think about the online experience for companies today compared to 10 years ago, now [digital] is the main point of contact, whether you’re a media company streaming content, a retail company, or a finance company,” Skates says. “That’s only going to continue. That’s where we’re trying to help.” More

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      in Data Management & Statistics

      Exact symbolic artificial intelligence for faster, better assessment of AI fairness

      by

      The justice system, banks, and private companies use algorithms to make decisions that have profound impacts on people’s lives. Unfortunately, those algorithms are sometimes biased — disproportionately impacting people of color as well as individuals in lower income classes when they apply for loans or jobs, or even when courts decide what bail should be set while a person awaits trial.

      MIT researchers have developed a new artificial intelligence programming language that can assess the fairness of algorithms more exactly, and more quickly, than available alternatives.

      Their Sum-Product Probabilistic Language (SPPL) is a probabilistic programming system. Probabilistic programming is an emerging field at the intersection of programming languages and artificial intelligence that aims to make AI systems much easier to develop, with early successes in computer vision, common-sense data cleaning, and automated data modeling. Probabilistic programming languages make it much easier for programmers to define probabilistic models and carry out probabilistic inference — that is, work backward to infer probable explanations for observed data.

      “There are previous systems that can solve various fairness questions. Our system is not the first; but because our system is specialized and optimized for a certain class of models, it can deliver solutions thousands of times faster,” says Feras Saad, a PhD student in electrical engineering and computer science (EECS) and first author on a recent paper describing the work. Saad adds that the speedups are not insignificant: The system can be up to 3,000 times faster than previous approaches.

      SPPL gives fast, exact solutions to probabilistic inference questions such as “How likely is the model to recommend a loan to someone over age 40?” or “Generate 1,000 synthetic loan applicants, all under age 30, whose loans will be approved.” These inference results are based on SPPL programs that encode probabilistic models of what kinds of applicants are likely, a priori, and also how to classify them. Fairness questions that SPPL can answer include “Is there a difference between the probability of recommending a loan to an immigrant and nonimmigrant applicant with the same socioeconomic status?” or “What’s the probability of a hire, given that the candidate is qualified for the job and from an underrepresented group?”

      SPPL is different from most probabilistic programming languages, as SPPL only allows users to write probabilistic programs for which it can automatically deliver exact probabilistic inference results. SPPL also makes it possible for users to check how fast inference will be, and therefore avoid writing slow programs. In contrast, other probabilistic programming languages such as Gen and Pyro allow users to write down probabilistic programs where the only known ways to do inference are approximate — that is, the results include errors whose nature and magnitude can be hard to characterize.

      Error from approximate probabilistic inference is tolerable in many AI applications. But it is undesirable to have inference errors corrupting results in socially impactful applications of AI, such as automated decision-making, and especially in fairness analysis.

      Jean-Baptiste Tristan, associate professor at Boston College and former research scientist at Oracle Labs, who was not involved in the new research, says, “I’ve worked on fairness analysis in academia and in real-world, large-scale industry settings. SPPL offers improved flexibility and trustworthiness over other PPLs on this challenging and important class of problems due to the expressiveness of the language, its precise and simple semantics, and the speed and soundness of the exact symbolic inference engine.”

      SPPL avoids errors by restricting to a carefully designed class of models that still includes a broad class of AI algorithms, including the decision tree classifiers that are widely used for algorithmic decision-making. SPPL works by compiling probabilistic programs into a specialized data structure called a “sum-product expression.” SPPL further builds on the emerging theme of using probabilistic circuits as a representation that enables efficient probabilistic inference. This approach extends prior work on sum-product networks to models and queries expressed via a probabilistic programming language. However, Saad notes that this approach comes with limitations: “SPPL is substantially faster for analyzing the fairness of a decision tree, for example, but it can’t analyze models like neural networks. Other systems can analyze both neural networks and decision trees, but they tend to be slower and give inexact answers.”

      “SPPL shows that exact probabilistic inference is practical, not just theoretically possible, for a broad class of probabilistic programs,” says Vikash Mansinghka, an MIT principal research scientist and senior author on the paper. “In my lab, we’ve seen symbolic inference driving speed and accuracy improvements in other inference tasks that we previously approached via approximate Monte Carlo and deep learning algorithms. We’ve also been applying SPPL to probabilistic programs learned from real-world databases, to quantify the probability of rare events, generate synthetic proxy data given constraints, and automatically screen data for probable anomalies.”

      The new SPPL probabilistic programming language was presented in June at the ACM SIGPLAN International Conference on Programming Language Design and Implementation (PLDI), in a paper that Saad co-authored with MIT EECS Professor Martin Rinard and Mansinghka. SPPL is implemented in Python and is available open source. More

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      in Data Management & Statistics

      A comprehensive study of technological change

      by

      The societal impacts of technological change can be seen in many domains, from messenger RNA vaccines and automation to drones and climate change. The pace of that technological change can affect its impact, and how quickly a technology improves in performance can be an indicator of its future importance. For decision-makers like investors, entrepreneurs, and policymakers, predicting which technologies are fast improving (and which are overhyped) can mean the difference between success and failure.

      New research from MIT aims to assist in the prediction of technology performance improvement using U.S. patents as a dataset. The study describes 97 percent of the U.S. patent system as a set of 1,757 discrete technology domains, and quantitatively assesses each domain for its improvement potential.

      “The rate of improvement can only be empirically estimated when substantial performance measurements are made over long time periods,” says Anuraag Singh SM ’20, lead author of the paper. “In some large technological fields, including software and clinical medicine, such measures have rarely, if ever, been made.”

      A previous MIT study provided empirical measures for 30 technological domains, but the patent sets identified for those technologies cover less than 15 percent of the patents in the U.S. patent system. The major purpose of this new study is to provide predictions of the performance improvement rates for the thousands of domains not accessed by empirical measurement. To accomplish this, the researchers developed a method using a new probability-based algorithm, machine learning, natural language processing, and patent network analytics.

      Overlap and centrality

      A technology domain, as the researchers define it, consists of sets of artifacts fulfilling a specific function using a specific branch of scientific knowledge. To find the patents that best represent a domain, the team built on previous research conducted by co-author Chris Magee, a professor of the practice of engineering systems within the Institute for Data, Systems, and Society (IDSS). Magee and his colleagues found that by looking for patent overlap between the U.S. and international patent-classification systems, they could quickly identify patents that best represent a technology. The researchers ultimately created a correspondence of all patents within the U.S. patent system to a set of 1,757 technology domains.

      To estimate performance improvement, Singh employed a method refined by co-authors Magee and Giorgio Triulzi, a researcher with the Sociotechnical Systems Research Center (SSRC) within IDSS and an assistant professor at Universidad de los Andes in Colombia. Their method is based on the average “centrality” of patents in the patent citation network. Centrality refers to multiple criteria for determining the ranking or importance of nodes within a network.

      “Our method provides predictions of performance improvement rates for nearly all definable technologies for the first time,” says Singh.

      Those rates vary — from a low of 2 percent per year for the “Mechanical skin treatment — Hair removal and wrinkles” domain to a high of 216 percent per year for the “Dynamic information exchange and support systems integrating multiple channels” domain. The researchers found that most technologies improve slowly; more than 80 percent of technologies improve at less than 25 percent per year. Notably, the number of patents in a technological area was not a strong indicator of a higher improvement rate.

      “Fast-improving domains are concentrated in a few technological areas,” says Magee. “The domains that show improvement rates greater than the predicted rate for integrated chips — 42 percent, from Moore’s law — are predominantly based upon software and algorithms.”

      TechNext Inc.

      The researchers built an online interactive system where domains corresponding to technology-related keywords can be found along with their improvement rates. Users can input a keyword describing a technology and the system returns a prediction of improvement for the technological domain, an automated measure of the quality of the match between the keyword and the domain, and patent sets so that the reader can judge the semantic quality of the match.

      Moving forward, the researchers have founded a new MIT spinoff called TechNext Inc. to further refine this technology and use it to help leaders make better decisions, from budgets to investment priorities to technology policy. Like any inventors, Magee and his colleagues want to protect their intellectual property rights. To that end, they have applied for a patent for their novel system and its unique methodology.

      “Technologies that improve faster win the market,” says Singh. “Our search system enables technology managers, investors, policymakers, and entrepreneurs to quickly look up predictions of improvement rates for specific technologies.”

      Adds Magee: “Our goal is to bring greater accuracy, precision, and repeatability to the as-yet fuzzy art of technology forecasting.” More