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According to the UN's World Food Programme, nearly 600 million people face food insecurity around the world – and that number has been rising. But new developments in artificial intelligence are allowing groups from the UN to smaller startups to target who needs help and devise efficient ways to deliver assistance.

Global hunger is rising: Here’s how A.I. can help

Tech

New developments in artificial intelligence are allowing groups from the UN to smaller startups to target who needs help.

Russia's war in Ukraine has amplified the global food crisis. Global food costs climb even further on climate change, covid 19 and inequality it threatens to keep tens of millions of people over the edge into food security. We are in unprecedented times. In 2019 we had about 100 and 30 million people who were in hunger crisis or worse situation today. That number is 345 Million people off wage. About 50 million people in 45 countries are in what we call hunger emergencies, meaning one step away from famine, putting feet on the ground to do these assessments, especially in conflict into these affected areas. It's very, very difficult and extremely expensive. So we need to know what is happening in countries. We need to know what is happening on the ground. That is the predictive power of Ai in the World Food Program. We have something which we call hunger map life. This is based on a i artificial intelligence, it has two components, one is actual measurement, meaning that works on daily surveys and about three dozen plus countries. And then the second part, which is another 50 to 60 countries which is purely a I driven we combine these two segments with high frequency data from climate meaning rainfall, vegetation to things like conflict to things like disasters to things like high frequency economic data to come up with the real time story of the situation in different countries. The predictive AI data which has taken all the assessment work which was done in the past and using deep learning and made sense and came up with an hour casting estimate of that particular place. It is predictive. So it is an alarm for us to see oh there's something may be going wrong in this particular place. Let's go verify. And I think that is the most critical part of this whole equation Hunger Map live which is real time and across time is a complement to on the ground assessments because you cannot do on the ground assessments every day even if you could go there. But you can do annual assessment of a particular place or one big survey every three years and then use these systems to see how things are changing. We have no longer areas which are no good if we cannot put feet on the ground in those places. We have technologies in 2021 using Hunger Map, lives saved w. FP with World Food Program, $18 million on assessments. So if you can find out immediately that something is not working, you can fix it right away without wasting millions of dollars and that is a huge huge value. We have enough food to feed maybe nine million people right now. The problem is how their food is value. Whether we're looking at it from an environmental point of view or we are looking at just from economic point of view or food security point of view, we need to put a handle on the food waste side. Sometimes you need to think bigger than what we currently do in order to fix that problem. So I replaced, we rethink food waste and food insecurity and essentially we are a B two B platform that connects businesses that have surplus food to the communities in need instantly. And the way it works is these businesses request in a very similar fashion they can request pick up on demand or scheduled recurrent weekly pickup. Were heavily driven team in the end of driven team, we care a lot about the accuracy of our impact metrics and delivering the impasse metrics back to the stakeholders, meaning that if a business is working with us, they know exactly how many pounds they donated, How many meals, where did it go? The top nonprofits are on the dash, but they know where the food was, right. They learn about these nonprofits, they can also know about the environmental impact and social impact and they can comply with sp 13 83 and comply with E S G S G sustainability goals. So this transparency into the food system and the ability to see your accurate impact data is very crucial. That's that's one thing, the other thing is more philosophic in terms of, look, we're not going to just move any food, We know our end users need nutritious food. So we're going to be very careful in terms of we bring as a donor third element, which is what we're very proud of is the idea of using ai in prediction. So now we have the ability to predict at each location, how much food is going to be. We also know the items of food that is mostly donated. When we have that forecasting, we can first recover more because we know how much in there, we know which food rescue will be the most optimal for that pickup and then we know that nonprofits can take all of it rather than wasting it. The more technical you become in terms of like using technology or even looking at data, the smarter you become and you don't need necessarily as many people to be on site to do certain jobs. If you can deliver, let's say 1000 meals with one person. If you can get to a point where you can deliver 2000 meals with the same person, then you've done incredible because now you're a dollar per me is delivered becomes less right and you can deliver more food with less. So technology allows us to do that. And then the more important one, which is again, the idea of giving people what they want. So if a nonprofit needs food of this amount of 50 meals between 2 to 3 p.m. On Wednesday and it's only halal or only kosher or it's a specific nutritional needs, then that's what you need to, you're not doing favor, if you're just channeling food from a certain supermarket that is not needed to a nonprofit that do not, the more data and the more prediction and the more understanding of what's really happening from the reflection on that data, they're more likely to be able to serve the community. Technologies are allowing us to see more around the world in terms of how hunger may be rising, but also how what we do or our partners do how that is making a dent in food and security around the world.

CFO's discuss the meaningful connections they made with other business leaders in collaborative working groups. 

CFO collaborative: Virtual CFO talkback

Leadership

I hope you had some meaningful connections in your working groups. We did in ours for sure. As well as a lot of tremendous experience and insight. Um And now we had four groups, each one had a CFO there who uh started things off and that person's job also is to report back. So we're gonna ask each one just two or three minutes each what happened in your room. And we're gonna start with Robin Cisco, who is CFO of Workday Robin, please? Hi everyone. Thanks Chef. Yeah, we had a really interesting discussion and we touched on a lot of different things. Um it's gonna be hard to synthesize here, but you know, essentially the way we used to use data and then to to model and predict the future isn't working anymore. And so we had a we had a good discussion about how we have to rethink how we use that data, how we apply models to that data, we need to get data um more in sync, you know, around disparate systems, how do we get it more in sync than it was before? How do we get it faster than we were able to get it before? Um And so, you know, the governance around the data, right. All of these have been really significant challenges for everybody. A lot of discussion around the C. F. O C. I. O. Relationship. We had one person in our on our team um who actually had um has the C. I. O reporting to him and the rest of us don't and so, you know, how that relationship needs to be built over time, how key is it to success and, you know, some good tips on how to make sure that you're collaborating between the CFO and the ci organization to get joint objectives done on behalf of the of the company. Um and I think, you know, a lot of folks felt under resourced in in the past, right? And but that now there's a lot more visibility onto it, that we're starting to get some attention uh into these systems that had been considered back office before, and not, you know, sexy enough, right, for investment and are now really viewed as a lot more more critical. Um And I guess the last thought I would, I would uh close with is that there was, you know, um pretty big consensus that things are not going back to the way they were, right, that we will we will not be um predictable again in the future, right? And that we just have to figure out how to live in that unpredictable world, because that's going to be the new normal force going forward. Yeah, it's a great closing point actually acknowledging and embracing a fundamental new reality is really hard, but we gotta do, we all agree, well, that's another subject that we humans are good at it, but we got to do it. Um Okay, thank you very much, Robin, Second Mario Rizzo E VP and CFO at Allstate what happened in your room. Um So uh like Robin, we had a really good uh and pretty robust conversation that that spanned across a number of different areas. So I will try to do it justice in my in my summary, but I thought we had really good dialogue. We started with I think similar to Robin's group. One of the things they talked about this idea of alcohol, it data management, data stewardship and trying to, you know, going to the one of the questions that there was a question that was posed earlier, uh this idea of legacy technology and and um you know, and the barriers that it creates, really trying to to work in collaboration with the C. I. O. And the chief data officer to really clean up what we've got so that you have one version of the truth that data is um is manageable because it's centralized and it's not, you know, you're eliminating the kind of data sprawl that might exist across the enterprise. This idea of creating data lakes while cleaning up data swamps. I thought was a great a great quote from uh from from our group and then this idea that as data becomes more and more available and you give people more access and more freedom to leverage the data to ensure that you're really trying to address the business problem versus you know, having the data be the focal point is right, What is the business issue and business problem trying to solve and how do I best leverage the data in the most effective and efficient way to solve the business issues that I'm I'm trying to deal with. Um So that was that was one of the things we talked about again, this idea that um this is a multi year journey to get from, likely where we're at to where we need to get to and requires collaboration across a number of disciplines across the organization uh to to live into it. Uh We talked about some learnings that we had through the pandemic where particular challenges uh evolved uh whether it was supply chain, uh interactions with sales and being able to dig deeper into the data that existed in understanding backlogs or or particular business problems or issues that emerged during the pandemic that didn't exist before and how we were able to adapt as an organization again, by by partnering with other parts of of the company to address those issues that required uh maybe some new and creative ways of thinking that led us down the path of how we as cfos and our organizations, you know, despite the challenges we might have around uh the the issue of data management and getting our arms around the vastness of the data, the the huge opportunity that exists to get creative with how we think about leveraging the data that's available to us to more effectively understand what's happening in our businesses and also more effectively managing our businesses. So the the idea of as finance people being more and more creative with the opportunity that's ahead of us uh was, was a concept that we we talked about and then we ended with the idea of fully leveraging technology and automation to free up our resources to be able to focus on these kinds of of bigger issues and challenges versus the more routine uh you know, uh tasks that exists that we ought to be able to to uh put technology behind to automate. So a pretty broad conversation. I thought some some really interesting perspective. Yeah, a lot of perspectives and a really rich conversation that sounded like thank you next Vasant Prabhu, who is vice chairman and CFO at Visa. What happened in your room? Okay, well, I'll cover this is quickly since we're running out of time. Uh we talked about some of the other topics you heard from the others centralized versus decentralized access to data. Um and while there's lots of concerns about it, it looks like what people are doing is making data available with the proper governance so that it's good quality data and also with the proper structure so that the data is not going to create a sort of a an issue of dueling data sources with different the different levels of quality and so on. We then talked about too much data and how do you make sure that, you know, with all this data now available, we just don't have just just so much that nobody really knows what to do with it and there was a view that you really have to know what people want and you do have to regulate the the flow of data based on needs as opposed to I have it. So let me make it available. Um there was some question around how transparent have people been through the covid crisis on sharing data. And it sounds like there's definitely been a big push towards greater transparency and more sharing of what is going on ah and some constructive tension between cfos who are concerned about um you know, too much sharing and what it might create in terms of um you know, reggae FD and material, nonpublic information and so on. But by and large there's been, it seemed a real push towards transparency and more sharing. Uh we talked a little bit about whether cybersecurity concerns have gotten in the way of how much data is made available or shared. And it sounded like while it was clearly a consideration, people have all found ways to meet the cybersecurity requirements while also, you know, making sure that data is available where it needs to be and that data is shared in a way that's productive. So that's a quick that's a quick sense. Hopefully I did justice to what the group talked about and very, very helpful. Thank you covered a lot. Finally, Howard Ungerleider President M CFO of tao what happened? Well Jeff, you were there are breakout group. Look, we had a robust discussion and I will cover the ground that everybody else covered. But I do think, you know, we spent a fair amount of time on the the point from the main room before we went in the breakouts on the inflexible legacy technology and that seemed to resonate with a lot of the Cfos in our in our group, whether it's either the technology that was inflexible or non standard work processes and I would say the general consensus of the breakout group was you've got to solve that issue. So you've got to establish a very solid foundation to get to that standardization and allen, I love the quote about sometimes you have to just jam the decision down their throat that, you know, I don't think it was said exactly that way in our in our group. But it really was don't do it, don't pursue that path unless you are willing to make the hard decision to truly standardize. But once you do then you can build on that, you know, and then really get access to all the benefits of information. So let me stop there, Jeff because we're running out of time and howard I can't reveal who said that, but if they want to reveal themselves by raising their hand, they may we're going to give him a few seconds Alan but so far I haven't seen the hand. He's not he's not coming clean. Uh well thank you. Thank you Howard. And it's about time to wrap. Thank you all for being here. Special thanks to our partner in this work day for collaborating with us. We want to see you all back here august 11th three PM for the next virtual CFO collaborative. We'll be focusing on another hot topic for an awful lot of CFOs. The promises and challenges of E. S. G measures we touched on it today. It will be the main topic of our next meeting will be joined by the Bank of America's Ceo Ceo brian Moynihan for now. Thanks until then. Good luck. See you soon.

Introducing Fortune's Future 50 list for 2021

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Watch: Introducing Fortune's Future 50 list for 2021

Yeah, Yeah, mm. Mhm, mm hmm. Yeah, Yeah, Excuse me.

Rich Lesser: COP26 "overdelivered against the politics and underdelivered against the science."

Global Chair of Boston Consulting Group tells us what was achieved at COP26

Conferences

Global Chair tells us what was achieved at COP26

I've read dozens of stories about what happened in Glasgow and and each time I read one more story, I get more confused. Uh Is this a good thing? Is this a bad thing? How should we feel about it? Rich? You want to take that on first? Sure. Um overall we should feel like it's a good thing but with huge challenges still ahead. So if I could summarize the two weeks uh in two phrases and I'll just take a minute on each one is you have to think of it as a tale of two cops come back to that and you have to think about it as a two week period that over delivered against the politics and under delivered against the science. And if I just disaggregate those two phrases On a tale of two cops. There was the old cop, the one we've seen for 26 times, which is the political leaders of the world get together and negotiate with each other to try to get more and more ambition on climate. Mhm. And then there was the private sector and that one by the way, inevitably fails. Well it depends how you view it and that's what I say. If you judge it against the science of being on a 1.5 degree pathway. We are still short. We probably started at paris and somewhere between three and four degrees. Then we got it into the high 2.72.8°. Pre cop By the end. Most people are sort of, it's 24225. And if you look at even the last couple days of agreements, maybe we're in the low twos. But that's still a long way from 1.5 and the impact for parts of the world that that gap is huge impact. But the flip side is relative to the in going expectations. I can show you headline after headline that said, this is going to fail. Nothing's gonna get done whatever the agreement that came out saturday. And some of the things we saw even pre saturday on methane on, on international financing of coal, on a recognition that coal in fact is the issue and it's not a phase out but it's a phase down which is a good start on real measurement and real disclosure on multiple dimensions is better than what we expected to come in. There is more to do the other cop is new and that's the private sector engagement with the political leaders of the world jewels Kortan hurst who's the ceo of the Rocky Mountain Institute. So one of the major ngos of the world focused on climate. It was quoted in I think was the ft today saying He's been to eight cops and there was more private sector engagement in this top than in the eight cops he was at combined. And you saw that over every time I talked to someone, a woman from the World Bank have been coming 20 years. Others have been, all they talked about was how much the private sector was in the room making commitments. What then is a part of is one of the very best ones. So I'll let her speak to that. But you know the number that signed up for race 20 The Bill Gates stuff, The the first mover coalition that john Kerry and the West Did G fans? Which Animal talk? That's big stuff, Yeah.

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