Harvard University Alumni

"But as I argue in this paper, risk regulation also comes with what I call “policy baggage”: known problems that have emerged in other fields. Choosing to use risk regulation itself entails making a significant normative choice: to develop and use AI systems in the first place rather than adopt more precautionary approaches to AI. Risk regulation thus embodies what Jessica Eaglin has called a “techno-correctionist” tendency prevalent in scholarship on AI systems: the tendency to try to make technology “better” rather than to question the politics and appropriateness of its usage and to explore more systematically whether, given its harms, it should be used at all."

"The newly developing “law of AI” has come to focus on risk regulation, and in many ways risk regulation seems like a good fit for regulating the development and growing uses of AI systems. AI harms tend to be systemic, occur at scale, raise causality challenges for potential litigators, and may not yet be vested (that is, they may constitute risks of future harm rather than current harm)—all challenges for traditional liability regimes."

"Framing the government interest, or interests, this way has several advantages. First, it descriptively maps on to existing laws: These laws either help individuals manage their desired level of disclosure by requiring notice, or prevent individuals from resorting to undesirable behavioral shifts by banning surveillance. Second, the framework helps us assess the strength and legitimacy of the legislative interest in these laws. Third, it allows courts to understand how First Amendment interests are in fact internalized in privacy laws. And fourth, it provides guidance to legislators for the enactment of new laws governing a range of new surveillance technologies — from automated license plate readers (ALPRs) to robots to drones."

"This Article identifies the government interest in enacting laws governing surveillance by private parties. Using social psychologist Irwin Altman’s framework of “boundary management” as a jumping-off point, I conceptualize privacy harm as interference in an individual’s ability to dynamically manage disclosure and social boundaries. Stemming from this understanding of privacy, the government has two related interests in enacting laws prohibiting surveillance: an interest in providing notice so that an individual can adjust her behavior; and an interest in prohibiting surveillance to prevent undesirable behavioral shifts."

"A lot of the companies come to us and say, ‘Here’s a model that we are planning to use. Is this fair?’"

"The problem, is that a lot of this harm and unfairness is baked in: it’s in the training data, in the models we chose, and in the trade-offs we incorporate into the AI system. Existing ethical problems only get magnified by the model."

"philosophers and computer scientists, and the goal is to help industry. That means corporations as well as startups, or organizations like law enforcement or hospitals, to develop and deploy AI systems responsibly and ethically,"

"When we design AI systems, we’re not just making technical choices. We’re making moral and philosophical decisions."

"If we haven’t yet, we have to face the fact that the world is a massively unethical place, and we create a ton of suffering, needless suffering. Any shift is an opportunity to fix some of those [problems], and any shift holds the risk that we will just create more."

"Regulators should broaden their regulatory toolkit and move away from, or at least add to, the current narrow focus on AI impact assessments. If regulators want to truly address the harms caused by AI systems, they are going to have to do better than light-touch risk regulation."

"The biggest risk that AI holds comes from the fact that it is systematic and efficient. So the risk is, if you create a bad system, it is systematically and efficiently bad."

"In an analogy to AI,the risks of harm posed by AI: Research shows women, minorities, and marginalized groups tend to get fewer options or opportunities in systems driven by AI models."

"But the flip side of it is that if you create a good system that is better than now, it [will be] systematically and efficiently good, and will make it systematically and efficiently better than now."

"My hero was my mother, Ethel Taylor, who had unwavering faith in me and taught me that I could achieve my professional goals despite obstacles and inequities."

"We all have a responsibility to create and sustain environments where women can not only compete, but can thrive. Institutions of higher education have had to rethink some of their models amid the pandemic and find new ways to provide experiential opportunities for students amid remote learning and, in some cases, this has led to new partnerships and collaborations between companies and organizations and colleges and universities."

"To be able to heal confers an obligation to heal, In an atmosphere of mistrust, it is critically important for clinical physicians and physician scientists to be able to translate their knowledge, their practice, and their science into the public domain."

"An understanding and appreciation of the humanities is critically important in dermatology and in medicine in general. The humanities provide a framework for understanding mankind through disciplines including literature, religion, art, and music and helps us understand the innate characteristics of mankind including sympathy, kindness, good, and evil."

"The greatest political danger for the board-certified dermatologist is related to scope of practice. In multiple states, legislation has been introduced to expand the scope of practice of mid level physician assistant providers that would eliminate the formal supervisory relationship between dermatologists and physician assistants."

"That is so critical. Because I’m training the young women who are going to go into these fields, we don’t want them to be harassed out of them,"

"Doing that work is the true joy of training the next generation of scientists and clinicians who are going to be doing science differently, who are going to be translating science into care differently"

"You have to incentivize it. If employees are worried colleagues will lose respect for them for using AI, or the bank won’t reward them for using AI, or they will get let go because they’ve got AI to do 90% of their tasks, then they’ll never show you how they use it. AI access helps, sharing helps, some education/training helps, as well as showing support at the highest levels of the organization."

"The research shows that juniors don’t know anything special about AI: they use it first, but they don’t learn specialized knowledge from using it."

"Actual end user adoption has been insanely high, certain surveys that show 65% of marketers, 60% of coders are using Gen AI. But businesses don’t necessarily capture all of that value – that requires rethinking processes and approaches. If I increase everyone’s productivity by 20%... that’s awesome, but how do I as a firm actually collect on that? One way is to fire people, but if you fire people they won’t show you how they’re using AI."

"Seniors are actually the best able to use AI because they have the expertise, and they can get a sense very clearly of when the AI knows something or if it’s making it up."

"Nobody knows. We don't know what o1's good or bad at yet, no one knows anything about models on release. The question I always ask is: “How is your business figuring out what o1’s useful for?”"

"This award is especially gratifying to me in view of the success of my initiative on advancing the IEEE transnational frontier in Eastern Europe, particularly in Russia"

"And that’s only accelerating,It's great to be connected to a business that is committed to new ideas and innovation.”"

"We want to provide a solution, but we first need new tools to help us better understand the problem. So we have to go and find or develop techniques to do that."

"I spend time on both the investment side and the client side, trying to think about ways to bridge them. I'm very involved with some of our largest clients, both institutional and high-net-worth individual clients. While we work on customized investment strategies, we also provide value to our clients beyond just the investments. It's not just managing a client’s assets, it's supporting them outside of investing, such as providing content, ideas and access to others within the firm."

"I entered academia on a tenure track at the University of California at Berkeley, while continuing to consult on projects. That led to consulting work for the asset management business of a major bank, which was trying to solve some investment problems for their own portfolios and for clients. I was coming at it from a slightly different angle, as a social scientist rather than just a pure finance guy. And we had some success. I think my different perspective helped me and my team develop ideas that had some traction. So I kept consulting while I was on the faculty at U.C. Berkeley. I had been consulting for Morgan Stanley for several years when the bank offered me the full-time position I have now."

"I am the Global Head of Investment and Client Solutions and CIO of the Solutions and Multi Asset Group within the Investment Management division. Our business has a number of different businesses within it, but at the core, we are focused on solving problems for clients and not only developing investing strategies."

"In order to do that, you need a very good platform with a lot of resources. And you then need to put those resources together in flexible ways to deliver solutions. We do that in a number of contexts. Not everything is so customized—we do have products. But those products are inspired by client problems."

"We work with clients to achieve their mission beyond just trying to maximize their wealth. For example, we have one client who had a significant liquidity event and she wants to donate her money eventually. But while she's in the process of doing that, she wants the investments to make money and have a particular social impact. The ability to help a client have a positive impact on the world is very fulfilling."

"We need our team members to be flexible in their thinking and flexible about ideas and functions. The people who work on our teams are experts in certain fields but are able to engage very rigorously on the investment side, analyzing investments, understanding them, identifying new ideas. They also understand how to engage with our clients."

"We are very cognizant of what is going on throughout the investment world. We're constantly looking at markets, looking at innovations in finance, scanning the latest research and connecting them to specific client situation."

"Culturally, we look for people who are able to work in teams. It's not a one-man show. We have a number of different businesses, but all of them are characterized by delivering value by combining new ideas and high quality execution, so that, in the end, one plus one equals three."

"We also work for large public pension funds. I relate to this as a former employee of the state of California. You realize in this role that you work for firemen and teachers and you have something beyond a fiduciary duty. These people are depending on your performance. Delivering that is rewarding."

"Our clients’ problems can be complex, so we have to think critically and creatively about how we are going to solve them."

"Our team is made up of investors and analysts who have diverse background, and we use that to our advantage, gathering information from a variety of sources. Ideas can come out of academia like using data or analytics in new ways. Ideas may also come from our clients. For example, a client may come to us to find a way to generate income on a portfolio that integrates a particular liquidity and cashflow profile. We develop a solution for them and then may realize that it can be tailored to help us solve the needs of another client."

"I first worked as a management consultant after graduating from college. I was living in Australia at the time and enjoying it, but I knew I wanted to go back to school. I decided to pursue a doctorate in political science. While I was in graduate school, I also received a master's degree in economics."

"Cosmology is another area with massive amounts of data and massive computational costs to run simulations of the universe. Without something like machine learning, we simply wouldn't be able to tackle those problems."

"Where would someone live within the academic ecosystem if they wanted to dive into physics topics, but also computation and statistics? That was the motivation for submitting a grant to the NSF to start this institute.If you think about AI solely as it applies to fundamental physics research, we have massive challenges in our field and we’re trying to understand some of the deepest questions in nature."

"there is physics for AI, where there are concepts from physics that can help you build better AI tools, even if you aren’t directly studying physical systems. You can build machine learning architectures that have physics-style reasoning embedded and those concepts turn out to be quite powerful."

"AI and physics is really a two-way street: AI’s influence on how we research new physics phenomena, but also applying physics thinking to the way that AI systems operate."

"I basically told them, in no uncertain terms, that this was not the way that I thought physics research should be going. And they agreed with me, actually, about the off-the-shelf use of machine learning."

"We are not done and we’ve still got a way to go. There is no victory being declared, but there is very clear, demonstrable progress"

"Our folk here are not shy about telling you what you need to do when you ask them"

"There was a lot of pride in some of these retail businesses and it has been hard to let go of them from a cultural point of view"

"We’ve taken some pretty tough talent calls, says Fraser. If someone was a strong performer, but their job had gone away in the reorg, we would put them into a job that someone else had"

"Having experience of different parts of the bank gives you a lot of courage and conviction, to get clarity quickly about what needs to be done and stick to the plan, even if it’s difficult"