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For sports franchises built on storied legacies, embracing innovation is a total game-changer— and Gillian Zucker is going long on reimagining the future of sports. We'll hear from this powerhouse president about the winning strategies for leveraging technology in sports  operations, including pioneering initiatives like the tech-enhanced fan journey at the Intuit Dome, home of the LA Clippers–two crown jewels in Steve Ballmer’s Halo portfolio. As stadiums evolve into dynamic, experience-driven destinations, this conversation will explore how v isionary leadership is shaping what comes next. 

CHANGING THE GAME: HOW TECHNOLOGY IS REVOLUTIONIZING SPORTS OPERATIONS

Conferences

Hello, everyone. All right, so I am dying to know how many of you, uh, prefer to watch a sports game in person versus, uh, on your couch, on your TV. So, show of hands, who prefers it in person? OK, alright, uh, on your couch? All right, all right, it sounds like in person is, is the dominant way to go, which we have the expert here, Gillian, who you've been to over 100 stadiums, is that right, Gillian, in your research for Intuit Dome? Yeah, we just, uh, this past summer, opened the new Intuit Dome, the new home of the LA Clippers. In Los Angeles and as part of that process over the course of 7 years, I visited any facility that I possibly could, some of them sporting facilities, some of them other types of entertainment events. What do you think is the number one thing that makes someone want to come into a stadium versus stay at home, lay on the couch? I think we're in the experiential economy. It's so important to people now to have experiences where they can connect, and I think a lot of that just has to do with how much time we spend looking at our phones and engage with screens. And so when you have an opportunity to do something that sort of forces your head up and forces you to engage with those around you and it's something that's really enjoyable, you want more of it. Yeah, that makes sense now. I don't envy your position because. You have quite the intimidating boss, Clippers owner Steve Ballmer. Talk to me about how you got him to build into a dome, because didn't he come in with the idea that we already have a stadium. I'm buying this team because it's everything's done for me pretty much. Yes, very famously during my job interview with him, I had had some experience in building facilities and I began to tell him about that experience so that eventually. when he wanted to build a new facility for the Clippers, I would be ready to help him to do that, and he stopped me. He said, Stop, stop right there. We are never building a new arena. He's like, This is why I bought this team. It's the best part about the whole thing. I don't have to worry about this. We have somebody else. They manage all of this for us. We don't have to worry about the cleaning the place. We don't have to worry about the capital that's associated with it. This is, this is the best thing about this team. And then a few weeks went by and then maybe a couple more and at that point he said, you know, here's the thing that I didn't realize is you don't have your own home. We shared our arena with another NBA team. We also shared it with a hockey team and a lot of concerts. And so as a result of that there wasn't branding. There weren't the things that make it feel like it has a personality that's associated with your franchise. He was like, we lose home court advantage and we have to fix this. So let's go find a piece of property, and we did. Amazing story. Now you tell me that you've embedded data into every part of Intuit Dome, you know, from shaping staffing plans, from seat assignments, menus once famously overruling Steve Ballmer on a menu placement. Tell us about that and how you integrate this tech into your stadium. You know, I think everybody wishes that they could know everything about their customers. Like, imagine if you could know everything about your customers. And so when we started thinking about Intuit, when you think about a typical Uh, arena experience where you come to a concert or you come to a game, you come in and you may come with let's say 4 people and you have all 4 tickets on your phone. So we would know who you are, but we would not know who those other 3 people are because when you get to the gate, you just swipe, swipe, swipe, swipe. So we essentially know 25% of the people who are coming in, and that's roughly true pretty much across the industry. So in our minds, we said, look, imagine if you could know everyone. So one of the things that we set out. In a dome was to make sure that people understood you have to have your own ticket on your own device when you come into the building, and that enables us to customize the experience. Well, we had to give people something in exchange for that friction that we gave them up front. And so what we said was that if you do that, you can put your phone in your pocket and you will never need it in this facility. It becomes your ticket, it becomes your wallet. It becomes your entry to clubs. It becomes your pass. It also you know, your reward system so we can reward you for behaviors during the game because we know who you are. Can you give me an example of that? Like what's the reward someone would get? Yeah, so one of the things that we have is this really amazing technology that we found that allows us to measure decibel levels down to a single seat. So when we first discovered the technology, it could do that down to about 25 seats, and we met the CEO and we said, Hey, could you get this down to a single seat in 2.5 years when we open? And he said, Yes, I can do it. And he did. And so that allows us to know how loudly each fan is cheering, and we can reward them for that behavior. So every game at the end of the game we actually reward the very loudest fan in the arena and we know exactly who they are and they win things like an autographed James Harden jersey and other fantastic things. And during the playoffs we utilized it. We had a pivotal game 6. We were playing it into a dome. It was must win against the Denver Nuggets and what we had learned through this information was not only who our loudest people were, That cheering's contagious that when you cheer you give the people around you permission to be loud as well. And so we invited the loudest fans and we had them bring a guest so that they can encourage that throughout the arena and help us with home court advantage. So interesting. So can you, you can tell in real time who is actually screaming the loudest. Yes, we can. We don't know what they're saying, but we do know how loud, right? That was my next question. And then how does that relate to, and I don't know if people have heard of the Wall, which is tell us what the wall is. And how that works with the tech you have and maybe you even have some props. I do. I have a couple of problems. So it's important to keep in mind that the whole idea of this building was was to create home court advantage but also to delight people, to bring them kind of more than they would expect, and Intuit Dome has a real personality. It's quite a unique place to see a game. So on one end of the arena is an architectural marvel. It's basically the steepest grandstand code allows, but it's also very comfortable. It has a lot of leg room. It starts in row 1, goes up to row 50. On 4500 people strong and we only let Clippers fans sit there. So you cannot sit there if you're wearing an opposing team jersey, if you're cheering for the other team, we kick you out. And in the middle of it is a standing supporter section that you have to basically audition to come to. But we've made those seats really, really affordable. It's $999 for a season ticket. The trick is your seat gets assigned when you show up. So if you show up early, you're going to sit down low, and if you show up late, we oversell it, so you might be standing and then they come to us and they ask us for all kinds of props. They come up with crazy ideas. I brought a couple of them. Our mascot is Chuck the Condor. Their job is to keep the opposing team from making their free throws. So the time when the opposing team is shooting, they do things like this, and we have this direction, pretty good, and they also all have these. This is our loud cup. This is actually intended to reduce lines at concessions. So bottomless drinks, you have your own cup on one side you sip, and on the other side you chair. Love that sound. OK, I'll come to the audience for a question in a second, but Gillian, I have to ask, you know, with all this, it seems like consumers are putting a lot of trust into you to safeguard their data, all these things, measuring their sounds. How do you ensure that their data is treated with respect and how do you alleviate concerns that people might have about it? were really worried about it, you know, I remember in the beginning how much research we did about this, and what we learned was when you go to people and you ask, how do you feel about facial recognition, they say adamantly opposed to it. I want to have nothing to do with it. And then we say, how do you feel about clear? And they're like, I love clear. And they're like, how do you feel about your iPhone and the ID that you use with your face to open your iPhone? People are like, it's amazing. So what we learned is that there are certain technologies that they really trust and so we went to them. We didn't have any we're a basketball team, we don't build tech. So we went to people who do do this who safeguard people's information that they're comfortable with and we utilize that. Any questions out here in the audience? OK, well, I have another and this is based on uh my own personal background and bias. So I feel like, you know, a lot of legacy sports fans, uh, my dad, a Mets season ticket holder being one of them since the 80s, are really resistant to new tech and, and to changes. They like the old school way it's done. How do you balance that need for tradition when you're dealing with sports also with new technology? Well, I think it's two things. Number one, it's entirely voluntary. So you don't want to do it, you're not comfortable with it, you don't have to. We have other. Mechanisms, but what we found was that a certain number of people would sign up for game face ID before the game, and then we would find that that number would increase by 15 to 20% by the time they left the arena. So what you really need to do is provide them with something that's so incredible, that's so advantageous to their experience that they say, I definitely want this, you know, our concept was, can we eliminate lines? Like, imagine going to a sporting event and not having to wait in line for your hot dog. Yes, it's possible. Come into a dome and you can experience it yourself. How? How do you do that? Well, in a lot of different ways. I mean, one through technology and secondly through architecture. So you know Steve spent so much time talking about the restrooms, and I remember we were saying, oh, we can use technology to kind of indicate where the shortest lines might be to send people to the right place, and he just denied that on its premise. He was like, no, you know this can be solved by just having more. So we did some pedestrian modeling. We had 50% of the people in a single section get up at the same time. Go to the restroom, go to a concession stand. Could we get them back in their seat before the end of the quarter break? And if we could, we had enough restrooms, and if we couldn't, then we kept adding more. So we have over 3100 different fixtures for people. So if you come into a dome, you're not waiting in line for the bathroom. You tell Madison Square Garden. because I'm constantly line again you have a lot of luxuries with a new facility that you don't necessarily have with one that's been very fair. Uh, what is the biggest tech investment that you've made that you don't think hasn't that hasn't paid off yet, I would say, or one that that really flopped that you're really excited about. Um, we have one that actually I'm really excited about, but I don't think it's, it's progressed to the level that we want, but we have a board that's in the facility that when you come in, it actually um specifically greets you. So when I look up at that board, it will say Hi Gillian, welcome to Intuit Dome. You're sitting in and it'll have my section row and seat number and it'll tell me where the. This concession stand is to my seat or it'll tell me something interesting about the game or concert that's coming up. If you were coming in and you were standing right next to me, you would see your name and your seat location, and over 100 people can look at that same board at the same time and all see something different. So it's pretty amazing and it is one of these, you know, we said we weren't going to have any tech for tech's sake in the building. Like we only wanted things that actually enhanced your experience, and this one what we found it does is it it it's exciting enough that it gets people to engage with our face ID so it's helped us to achieve, you know, more buy-in for that. But I think um at the same time at some point when um the detail on it gets better we'll be able to do much more with it and I'm looking forward to that day. One last call for questions. OK, I have one for you. All of this tech sounds really cool but also very expensive at the same time. So what metrics or KPIs do you use to measure the real return on investment for these types of innovations, both in terms of fan engagements and also growth of your business? Steve was pretty clear when we built the building. He, he wanted it to be this incredible experience for fans. I mean, it was built for. Basketball fans, um, but he also wanted to not be dumb about the investment and what he kept saying was like I look at index funds. I need to get the same return on the building as I get on index funds and anything that you can do within that ROI is good by me. So that was basically our metric as we looked at these things and there were a lot of different technologies that we saw that were very expensive that we had to pass on because we couldn't do that and deliver the kind of. ROI, but there were other things, and you know you have to be choosy. What are the things that are going to have the biggest impact? It's, I think it's interesting at the end of the day that some of the things that have had the biggest impact in that building are definitely not the most expensive. Interesting. All right, last question for you. You've kind of just alluded to this. What are some of the craziest tech pitches or ideas that you've gotten that either you didn't consider or or the ones that you did and now they're in there. Yeah, I mean, we had an awful lot around holograms, you know, so there were a lot of different companies that came to us that said they could make holograms of our players or different ways that people could interact with them, and those are wonderful, but they tend to be the kind of thing that people have that interaction once, but by the time they see it multiple times, it's something that people grow weary of. So we were always looking for technologies that would be things that would continue. like excite people. We found all sorts of interactive games that were really popular. I think the things that we try on our Halo boards, so we have this giant two-sided Halo scoreboard, the largest video screen of its kind in any indoor facility. It's a full acre of LED and with this board we're able to do a whole bunch of things like provide a lot of. Statistical information and other opportunities to entertain, but one of the things that we really wanted to do was figure out a way that players could kind of jump out at the board at the fans, and it almost feels like they can reach out and touch you. And so we spent a lot of time focused on that and we're finally able to achieve it midway through the season. Very cool. Well, thank you so much for your time, Elaine. I appreciate it. Thank you. Thank you.

Accenture Announcement: Human + AI Impact Initiative

So it's between um me and the break, so they said 2 minutes here and I'm excited to tell you something today about the future of AI. The future of AI is human. And it's a catalyst to think differently about how we work, how we lead, the skills we have and the skills we need. And I'm asking you to think differently about work. We have all the technology that we could possibly have in the world, and yet the rate limiting step is going to be our ability to harness it and to use it in organizations, and we've heard some great examples today of the kind of impact that you can have. 97% of the C-suite see AI as a transformation moment. We also have the need for resilience in the world, given everything else that's going on. 37% of AI projects are actually scaling. The rest are still in the, you know, in proof of concept stage. Only 13% are actually creating value. And the ones that are creating value based on our research are the ones that are unlocking the human potential, the organizational potential, the way people work. They're 88% more likely to create value if they are adapting the organization. So I'm excited to launch today with this audience and then globally Accenture's investment in our human and AI impact initiative, which is a set of. Connected experiences that help um organizations and technologists explore those human dimensions so immersive experiences in our connected innovation centers in um London, Dublin, New York, Chicago, Singapore, and Bangalore, um, and we're also, uh, supporting and hopefully hopefully hopefully uh co-creating a set of research that helps us really understand the human and agents dynamics. Uh, we don't know what happens with communication patterns really. We don't really know what drives satisfaction in working with these agents and so I'm inviting you to come and experience, um, and learn more about what it takes to drive change in organizations with this technology and help us co-create, uh, the research that needs to sit behind this around what makes good use of technology more productive jobs, more energized organizations. And uh join us. Thank you.

Chandra Donelson, Chief Data and AI Officer, United States Space Force Arvind Srinivasan, Chief Technology Officer, Maxar Moderator: Diane Brady, Executive Editorial Director, Fortune Live Media and Fortune CEO Initiative, Fortune

Brainstorm AI 2024: A Galaxy Of Uses For AI In Space

Chandra Donelson, Chief Data and AI Officer, United States Space Force, Arvind Srinivasan, Chief Technology Officer, Maxar Technologies, Diane Brady, Executive Editorial Director, Fortune Live Media and Fortune CEO Initiative, Fortune

Chandra Donelson, Chief Data and AI Officer, United States Space Force, Arvind Srinivasan, Chief Technology Officer, Maxar Technologies, Diane Brady, Executive Editorial Director, Fortune

Hello. Uh Good afternoon Earthlings. I thought we should say we're going to go where no algorithm has gone before. I have two incredibly cool speakers here. And I wanted to start actually, Sandra. I want to start with um what's top of mind for me? Which is what keeps you up at night being in space? Go Diane. That is a really good question. So, and I wanna pivot this over to the, the audience. OK. Are you guys, you guys wanna interact with me today? OK. That's what I'm talking about. How many of you guys use GPS systems and navigation to get to and from where you wanna go on a daily basis. I need some energy who make them jump up? And I say that yes, how many of you depend on weather data to be able to make your plans for the week? I'm not feeling scared yet. By the way, Sandra, how many of you want the Department of Defense to be able to monitor our adversaries activities on the ground to be able to protect and defend this nation and your own activities? Oh, I'm just kidding. Never mind. Absolutely. That is space force. Um And what keeps me up at night is knowing that our adversaries, they understand our reliance on space. They understand your reliance and your family's reliance on space based capabilities. And they are taking deliberate actions to develop capabilities to grade our advantage in space. So what keeps me up at night is knowing that I cannot in the United States Space Force. We cannot let you down because you depend on our capabilities each and every day. And now I'm betting that's not what keeps you up at night. Arvin, what keeps you up at night besides the rocks coming at our spacecraft at 27,000 miles an hour there and the solar storms, there's uh uh you also the immense capabilities that generative A I has. Uh, and the ability to create uh concepts from very little information that are believable and real. Uh, Max R is in the business of providing actionable intelligence by looking at the world from space. Uh the ability to, for adversaries to pollute that just a few pixels uh, keeps us up at night. How do we prevent these attacks from, um, from suddenly altering the information that you all live by and drive is, is critical to our information infrastructure from space? Yeah, exactly. So the security, well, I feel like before we get into some of the overhyped under appreciate, which is also interesting. I want to drill down a little bit on what your jobs are you mentioned a little bit. So Chandra, you're the chief data and A I officer. Very cool and Space Force is really only five years old at this point. So what, what do you do in that context come to work every day? What is your role? So my role is very simple um but also very complex and this to ensure that there is not a day without space data. So the United States Space Force last year, we published our first data A I strategic action plan for Fy 24. And it outlined specific actions and deliverables that we were gonna do in partnership with industry um to deliver on our mission um for your awareness if you have not seen that plan and we're getting ready to release our fy 25 plan. Um We have four key line of efforts and we have a very find acronym that it's easy to remember. That acronym is Mars Ma Rs Mars. Absolutely. The first line of effort is how do we mature, mature our um enterprise data A I governance. You guys are all data A I professionals, you understand the importance of governance. Uh The second one is a, how do we advance a data driven and A I enabled culture when appropriate, understanding the importance of being data driven and all of the decisions that we make and then leveraging A I when appropriate. Um The third one is, are, how do we re optimize our data analytics and artificial intelligence capabilities to be able to deliver on our mission. And again, make sure you guys continue to have access to capabilities. And our last one, which I think I think is the most important is how do we strengthen our partnership um with the most data and A I capable organizations to the on our mission. And many of those organizations are sitting here and I'm so excited to be able to talk and engage with each of you during the conference. So um Arvin, I part of when I read about uh max, are you ground proof in real time? Of course, you've got the automated, you know, map making. What's your moat, what do you do? That's really um tell us a bit more about what differentiates you in space, which is, of course, a vast frontier. I'll stop with all of these different analogies. Go ahead. Yeah. What differentiates Macar is that we've invested in infrastructure end to end uh to deliver intelligence by looking at the earth from space to our mission critical partners like the US government and its allies with reliability, resiliency and the ability to survive uh events, both natural disasters as well as uh human made events with uh with the level of reliability that ensures that the information they are getting is accurate and fine. Um So we are going to get to questions from the audience. I I want to just do a bit of a lightning round on overhyped, underappreciated. You can say Elon Musk in both categories if you prefer that. But let me go with you first, Chandra, what would you put as um overhyped over? We are at a A I conference. Um I would say what is over hyped? Is that artificial intelligence is the solution? I'm sorry to all things. I think we need to kind of change the conversation and ask ourselves what is the problem to be solved? Start with the problem, work backwards. And if artificial intelligence happens to be the capability solution and not do that, if not, let's have real conversations about each other about alternate pathways and a solution. OK. How about yourself? For the overhyped? And I do think talking about the role of A I, of course, in this environment is something we're very curious about. Absolutely. Um space, you know, you've all heard space is hard. Um Unfortunately, it's also uh while being hard, it's also a playground for the computer scientists and for the for just any scientist in all of us, what's not to love about it, right? You have this autonomous robot that's flying around taking pictures, you have every opportunity to do cool things with those pictures and use A I. Um what has uh been overhyped is how uh is the perception that it's easy to make money in space? It's easy to turn it into a profitable business. Uh At the same time, the ability for space to transform your world is also underappreciated. If you ever looked at a moving map, either in your car or uh or any other hand held device, chances are it came from an image that max or, or one of its partners? So it's hard to make money, but there's opportunities to make money. So that's, that's a good message to have. Um So I, we have Mike Runners. If you have a question, please raise your hand. Um I do want to ask, I'd be remiss not to ask about, let's say Elon Musk, Jeff Bezos, maybe not proactively with the incoming administration, but retroactively, what impact do you think that um he's had in this play? I'm going to go to you first, Arvin. Um The impact has been very positive to the industry. Uh And, and the reason I say that is that a decade ago, space was not accessible today, we can think about starting a business that gives us access to space on a predictable well-defined schedule. You can get on a launch calendar at a cost, that's a fraction of what it was a decade ago. Um And so it's created this ecosystem where space is democratized for uh for the right players who know how to turn it into a profitable business. So that ability didn't exist anything you'd want to add. I would just say for the United States Space Force, we're going to partner with the most innovative companies that can deliver the capabilities we need regardless of who they are. Ok. Good answer. I think the good answer, any questions that anybody wants to ask, I have so many questions but um just raise your hand, we have micro is just the one back there. No. OK. That's good because I have lots of questions and my next one is basically, I love the idea of um in any conference like this, there's the blue sky element. So the next say 12 to 24 months, what tell us a little bit about what's around the corner. Of course, we're talking in the context of A I but technology writ large. What can we look forward to? Can you give us a preview, Chandra I would say from the United States Space Force. Earlier this year, we did publish our commercial space strategy. If you have not seen it, please go take a look at it. But it really gets to what the Space Force wants to partner with industry and academia about uh to get off their specific problems. Um One of the things I would say, kind of a Moonshot uh thing, but I, but I do see coming online is our ability to leverage more commercial satellite imagery. Um that is going to be huge, it has the ability to truly change how we operate um and how we make decisions. So I imagine a world where uh a guardian or airman um can have a specific question about something that is taking place on the ground and being able to log into if it's a portal and ask that question, be able to get the energy back to enable them to make a real time decision making. I also see that time shortening down. So some of these capabilities, it takes, it takes weeks, sometimes we've gotten things down uh hours, but I see us getting down to minutes and seconds uh very soon. And again, we have the brightest minds in the world sitting in this room right now. And I would love to talk to you and your organizations about how you can help us get after that. How about yourself? Give us some of the sense of what's exciting to you in the next year or two. Yeah, this is A A I conference. So it would be remiss if I didn't use the word A I at least once. Uh the uh but we're at Max, we're excited about the potential for A I uh to change how decisions are made from looking at space. Uh What we found in, in the last five years or so. We've been in the A I business for a while. Is that more images are discarded because they were manually looked at by humans and filtered for information and, and our partners were missing critical information. Uh We see the advances in the ability to apply concepts like object detection and automated correlations between events as making that much more actionable in real time for, for our customers. As we talk about the evolution here from um you know, generative A I toward agentic A I, some people call it identic A I as well. Um How does that impact the thinking? I mean, when we have agents in space again, I think about some of the things that may keep me up at night. Um How does that work? Is it, is it, is it fair to talk about it in that context? So I'll say that we leverage artificial intelligence and a variety of space capabilities, but I will say that when it comes to high stake things and, and missions, we will continue to leverage a human in the loop. Um I do think there are a lot of opportunities in the United States based for us to leverage um agents to be able to help with business operation processes. One thing I think about in particular is travel, traveling. We do a lot of traveling. It would be great to be able to leverage um artificial intelligence to go out and book flights and understand because many times in the in the Department of Defense, we have to move very quickly. It's not uncommon to have 72 hours notice to be able go somewhere. So how do we leverage uh artificial intelligence capabilities to help us more in the administrative business out of the house versus mission. And I think for the people down here on Earth Arvin, um I'd love to get your thoughts as to what are some of the advances that um have real world applications, you know, for some of the folks in the audience, some of the businesses because I think we talk about obviously satellites have a huge impact, but anything else that you think up there, it's going to transform how we do business down here? Absolutely. Uh We have some exciting new advances in how uh imagery from space uh is enabling rescue missions in enabling uh the navigation of drones in at low level uh flying uh conditions and in conditions where uh you can't send an aircraft, you can't send humans uh in areas where uh you have either denied services or the inability to actually physically send someone. Uh We have the ability to map that in near real time. Uh And so this uh has had impact in hurricanes and floods and situations that you would think that um that you can just send an aircraft. But if you have an active storm, it's uh it's extremely challenging. So, Chandra, I know we just have a few minutes left but I'd be, you know, you're the Department of Defense, obviously, um with regard to cybersecurity and nation state actors, you get a front row seat and I know of course, there's only so much you can say. But could you give me some sense of the landscape that what's happening right now that you is on your radar, you'd put on ours with regard to what's happening with some of the other nation state actors. Hey, we all get it. Cybersecurity is important. We all also understand that any adversary is going to try to exploit uh various capabilities through cyber security means. So we're trying to, we're pivoting our mindset. How do you uh secure by design? How do you make sure you're baking cyber security in from the beginning and not at the end of the process. And we're under, we're having a lot of conversations with various organizations about how to do that. We also have our uh cyber security officer at the Department of the Air Force Level um that can deep dive deeper into what that looks like uh for the department. So that's OK. So no, no specifics. That's, that's fair, that's fair enough. Um Well, let's let's go to the part where we just sort of give some of the takeaways for the audience, you know, obviously, um we can't cover the entire landscape right now, but from where you sit, give us some thoughts as to what we should be thinking about with regard to space force, what you're doing and what you're seeing. So I would say um space Domain awareness is very important. So when it comes to artificial intelligence integration in space, our top priority is leveraging artificial intelligence for Space Domain awareness you cannot protect what you cannot see. Space is huge. Um You do a quick Google search. It will tell you that space is around 93 billion light gear large. Um That is equivalent to eight octillion football fields. And I say this because I know eight all of hilly. Yes, I say this because I know Colin is getting ready to come on, but that's eight with 27 zeros, which is great if you're an investor, right? But when you think about uh people having to maintain awareness of what activities are taking place on those fields at all times, making sure that our adversaries are not doing anything that they should not be doing, making sure that we continue to maintain the GPS CAP capability, satellite communication Wi Fi, you name it. That's pretty important. Yeah, fair enough, Arvin. Uh So space has been a niche industry and uh I think we're at an exciting moment where uh there's a convergence of both A I robotics and automation that's bringing it to light. So it's a fertile ground. I think uh where I see the industry going is that we need to partner better with uh both the venture community as well as innovators uh because there's not only a lot to be done here, but it is fertile ground for uh both uh commercial uh exploration as well as growth. Um And so that's the part that I'm most optimistic about and would like to leave the audience with that technology is learned by doing right. We have to create a space for people to experiment and make sure people understand and empower our people that it is OK to fail. Right? That's the only way to get better is, is learning by doing well. And, and you know, somebody who's a sci fi fan, I'd be remiss not to at least ask you um whether it's going to mars extraterrestrial life, you know, I think we have to. Ok, I, do you, do you believe that there's extraterrestrial life? And do you think that's something we should be looking at? Let's just, just get it out there as sort of AAA palate cleanser before we move to our next one and you have 30 seconds or less to give us your summation. We are extraterrestrials for someone else out there, so I'll just leave it there. All right. Fair enough. I'm going to end with, with the Space Force, Chandra. What do you think? Hey, what I'm going to say, I'm not going to answer that, but there is a, there is a organization in the dod that handles those particular questions and um that mission area. But what I will say is that I know that there is a TV series, a funny TV series about the United States Space Force. But what I wanna leave you guys all with here today is the mission of the United States Space Force is real every day, thousands of guardians, men and women in uniform are working around the clock to ensure that you and your families and your organizations and your businesses continue to have access to space data and I am so proud um that we have the ability to serve you. Excellent. And I will point out that Andrew Nusa looks like he should be on the set of men in black today. So that helps too. Please join me in. Thanking our terrific guest. Thank you. Thank you Marvin.

Patricia Brennan, Vice President, Science Technology, Chan Zuckerberg Initiative, Tilak Mandadi, Executive Vice President, Ventures and Chief Digital, Data, Analytics, and Technology Officer, CVS Health, Shiv Rao, CEO and Founder, Abridge Moderator: Verne Kopytoff, Senior Editor, Tech, Fortune, Co-chair, Fortune Brainstorm AI

Brainstorm AI 2024: The Role of AI In Human-Powered Health 

Patricia Brennan, Chan Zuckerberg Initiative, Tilak Mandadi, CVS Health, Shiv Rao, Abridge, Verne Kopytoff, Senior Editor, Fortune

Hello, everyone. Thank you to our panelists for, for coming and talking to us today about a topic. It's very important that our lives depend on it. Uh, first off, can we perhaps start, start with you to? Um, you know, CBS is a, is a huge company doing a lot of things in A I, what is your favorite? What's your, who's your favorite child? Favorite use case? Are you sure, go ahead. Alright. Um, look, I think the, the um, anything we are doing with A I that makes our care and clinical professionals job easy is my favorite. So we have care managers that call people for next best actions and so on and so forth. We implemented, uh A I based uh, case prep that saves them 4040 percent of their time is now saved so they could spend more time with the, uh, with the patients so that those are the kind of things I like most and then Patricia to you. Uh, I, I can guess what your favorite thing is today. Yes, she has a bit of news. Um, today, I'm very excited that, uh, at CD I, we're announcing and launching um a platform to make uh kind of a one stop shop environment for biologists and ML developers to access models um of biology across uh cell data sic data, as well as imaging data. And these models are really designed to help uh biological research go faster and save time. So we can get uh to understanding disease uh quicker and, and get the cures um in a greater pace of time. Uh Sure. Could you tell us what, what a bridge does? Yeah, absolutely. So we're really focused on unburden, unburdening clinicians from clerical work so that we can bring the most important people in health care professionals and their patients closer together. So when you think about it, I'm a practicing cardiologist. When I see patients after every single encounter, I'm always mindful that I'm really serving multiple stakeholders. I have to write a clinical note for example, to give other folks on the care team. My colleagues an idea of why I fought through this differential diagnosis, why I prescribed a certain diagnostic or therapeutic. I also have to think about revenue cycle because in this country, we're not compensated for the care that we delivered. We're compensated for the care that we documented that we delivered. So these, these documents have real implications on all things related to what keeps the keeps the lights on in the hospital. And then there's the third constituent, the third stakeholder who's the most important, there's the patient and the family member. And if there's a term like transcatheter aortic boal plasty in my note, then I'm understandably gonna get epic inbox messages or phone calls asking what was that term? You never said it. I googled. It sounds scary. And so what we're focused on doing is taking from one conversation from one conversation, all the information that we need to do to do to do a kind of style transfer where we can serve all of those masters such that the clinician can just focus on the patient in front of them. And so like your, your company is a partner of, of a bridge. Uh uh how, how has it turned out? And I mean, have you encountered any wrinkles with the, with service? No, we, we work with uh Shiv and the team uh for the ambience uh uh in our uh in our clinics. It's working really well. Um It allows the doctor to pay more attention to the patient as opposed to turn around and start typing stuff, which is quite annoying. Um There, there's also um uh a I that we use in our call centers that has the same similar impact. So when you call somebody, when you call the insurance company, what have you, the most annoying thing that can happen is let me put you on hold while I pull your stuff together and 10 minutes will pass. Uh That's just that, that should not happen. So the way we are using A I in that context is Dutch stuff would come together in real time, so the agent continues to speak. So really good, good, good, positive impacts. And Patricia, I mean, health care is a very regulated field when it comes to data and privacy. I mean, uh how much harder does it make to innovate in a field in the field and, and make progress because of it? So I, you know, with uh the research that, that we do and the uh products that we're focused on, uh it's really at the sort of very early stage in the basic research. So um one of the things that uh we've really been able to do over the last several years is build up one of the largest um integrated uh data sets of single cell data, which now represents over 100 million cells. Um And those data, um we've been able to, you know, make sure that you can see, you know, where this data has come from with the studies, they link back to the original papers and whatnot. So it's really about making sure there's transparency uh to the data that underlines the models. And I hear that uh we have a new admin administration coming in and they have some ideas about A I and, and health care. What uh what have you, what are you expecting? Tla um Look, I my view is, is pretty straightforward. I think there is an arc of how A I is going to transform health care. It's an inevitable arc administrations may uh change the timing a bit, may, may go here and there some side branches. But the overall arc in my opinion is going to be in the direction of A I is going to augment clinical health care, never automate. Um A I is going to take a lot of administrative work off of the plate. A I is going to make human errors less and minimized. I think all those and, and that is going to help clinicians to get the information they need in real time. Uh That's very difficult to get otherwise. So I, I think that's gonna continue, that's going to be fine. Administrations are not. And, and so do you think that, uh you know, the Trump administration will be any better or, or worse than, than the previous one for start up? Well, I think the administration is absolutely gonna promote responsible innovation. You know, you think about it with health care in this country right now, two out of five doctors don't want to be doctors in the next 2 to 3 years, 27% of nurses don't want to be nurses in the next 12 months. So we have a public health emergency. We have to find a way to, to catch up to this emergency and technology has to be a part of the solution. And I think there's a recognition of that at every single level where I think it gets more complex is that not every use case. Um Can we, can we sprint right into? And I think that there are the lower stakes use cases like clerical work, for example, where we're simply trying to take off people's plates, the work that nobody wanted to do in the first place. And then I think there are higher stakes workflows or use cases around, for example, clinical decision support where we necessarily need to have some friction, some good friction in those workflows in order to make sure that we can deploy those technologies responsibly. So I think at this moment in time and what we've seen over the last two years is that those, those solutions, those products, those technologies that are on the safer end of that spectrum they've scaled. And I think that they'll continue to scale probably even more quickly over these coming years. And at the same time, I think we also as an industry have to start thinking about what those next innings look like even around the clinical decision support and how we can responsibly set the scaffolding for us to go after them. And, and um insurance claim denials have have reached the headlines following the murder of the United Health Care CEO um does a and I should say CBS owns uh an insurance company, does A I play a role in the insurance claim process and is it possible that A I could help uh with any the error rate of denials. First of all, it was a horrific thing that happened and sincere condolences to the family and United Health Care. Um Look what do people want from, from an insurance company. They want transparency if it, why did that decision happen? And an explanation that is in real time, not later. Um transparency to benefits. What is the coverage and transparency to cost? What what is my out of pocket cost and um an easier way to uh present a case, right? These are these are fundamentals that, that people want in a in a in a experience, healthcare experience and insurance companies uh work very hard to provide that A I is going to help immensely in all those things. Um speed up, you know, why can't we have real time preauthorizations at the time of care? The doctor is sitting there with the patient, they should be able to do a preauthorizations uh at at that time of care as an example, right? Um exposing the insurance contracts especially in the commercial space tend to be pretty complicated. So A I can help navigate that very quickly in real time to show what is covered, what's not covered and so on and so forth. So yes, I think it's an ongoing process. You know, we've been working on this for a for a while and A I is going to help even more to address those, those things, the transparency, the explainability, uh the ability to have uh a presentment of case and so on and so forth, make it easier. Uh In a few minutes, we'll go to audience questions. So please uh come up with a great one for us, please. Uh Patricia, um you know, everyone knows that health costs are, are soaring. Um Do you think that A I uh is a solution to at least some of that? So I think that um A I can help accelerate how basic research is done, for example, um or save time in uh across the entire sort of life cycle of, you know, sort of a binge to bed as it were or a binge to care application. Um And so I think there are opportunities to um you know, save the time of a researcher um by bringing more computational capabilities, more tools to bear on the work that they're doing and get the research out faster, get it to the clinician uh or the application health care um faster. Um There are some, you know, costs associated with scaling up and, and um you know, actually applying A I in, in the research process. But um I think ultimately it's about saving time. Uh Maybe we could go to questions here. Uh We have somebody uh with a paddle. Yeah, good sir. Go ahead. Um and state your name and affiliation and go ahead. Thanks by then. Um co founder and CEO of NANA, where we're a home based digital diagnostics platform. Uh sh if you touched upon this point that I thought was interesting, I think we can all agree in health care that A I will be great for workflow optimization, logistics, things like that. That's not as much as the next bar of diagnostics and therapeutics. What is the panel's opinion on some of the new aspects around that la that latter bar around validation liability. This concept of assurance labs versus FDA reduction of false positives and false negatives. Obviously, if we can corner and figure that part out, there's a real unlocking revolution in in health because curious on you guys' thoughts there, I can, I can kick things off uh maybe to, to to lock's point as well. The only currency that matters in health care is trust, the stakes can be so so high, especially in care delivery. And if trust is some combination of transparency, reliability and credibility, I think what a lot of us are starting are trying to get our arms around is like what does transparency but also reliability look like if if you're, if you're using a solution in the wild, how, how accurate is it? How reliable is it? Um And, and how do you measure that? So in our space, you know, we, we have technologies that under understand language and try to recognize the words that people are saying regardless of what language they're speaking in, even we have technologies that try to sort of a bridge the conversation, sort of distill the essence and structure that data as well. We have technologies that try to summarize as well for all the different audiences. And so for, for some of these challenges, it's pretty straightforward for us as, as, as um on our machine learning team, on our science team to sort of understand. OK. That's an F one score. We're gonna be measuring precision and recall or OK. For, for, for this, we're gonna be measuring medical term recall and um word error rate, for example, for speech recognition. But for some of these technologies, it's a little bit more challenging, for example, on summarization, how do we measure ourselves? How do we benchmark ourselves? And so 11 pursuit that we've invested a lot of time in cycles into is just being able to publish benchmarks around where we are today, being able to also give people a sense of how we assess quality ourselves within the company. And also trying to like expose these playbooks out to the broader industry so that we can all learn from each other. When I think about these assurance labs, I think to some extent, I see them sort of pulling inspiration from, from what a lot of different parties are publishing. And will we come up with one standardized sort of checklist on how to think through any given technology in any given use? Case, I think it's going to be a challenging task. And I think one of the reasons why is that the ground is moving underneath us so quickly, like these technologies are evolving so quickly that it's, it's hard to sort of take a snapshot of, of any given solution, much less problem and sort of call it done. You know, we take a lot of pride that, you know, bridge on Mondays is, should be great, but it should be even better on Tuesday, Wednesday, Thursday, Friday. We also take a lot of pride in sort of moving up the stack and expanding the scope of what we're building into other use cases. And so how do we, you know, create these standardized benchmarks for all these different technologies and all these different workflows. It's, it's tough, but I think we need some kind of like high level rubric rubric probably across the industry to just sort of guide us. My sense is that it's gonna come down to proxies for trust anyone else with a question. Go ahead. Do we have a paddle up here? Uh Lorraine Frazier at Columbia University and I happen to be the Dean of Nursing and I agree and disagree with you. I think the only currency is off of the dollar and trust hospitals, insurance companies. Let's be honest. How do you bring ethics into developing these models of A I? I would like to understand that you Patricia. Sure, I'll start with that, I mean, I think that uh ethics uh in all aspects of trust, you mentioned privacy already having transparency into uh the data actually. Um considering even before the the research uh into the model starts, what are some of the scenarios and use cases that are really trying to be enabled uh by them and bringing those to bear throughout the process. Uh benchmarks are a huge part of this. There's a I think real opportunity and gap in in the uh biomedical research field as it relates to uh sharing and uh bringing some consistency to how benchmarks um are uh made available across the research uh life cycle. Um So I think it, it really is about applying some of these core principles of uh privacy, data transparency. Um openness is another uh key aspect to this. So if you could probably take that offline, we, we're out of the time here. I wanna thank our panelists uh for a fabulous uh conversation. Thank you very.

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