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Already, advances in A.I. have created risks that we never dreamt of. With the advent of the Internet age and its Big Data explosion, “large amounts of data is being collected about us and then being fed to algorithms to make predictions,” , a computer-risk specialist at Drexel University, told me. “We do not have the ability to know when the data is being collected, ensure that the data collected is correct, update the information, or provide the necessary context.” Few people would have even dreamt of this risk even twenty years ago. What risks lie ahead? Nobody really knows, but Barrat is right to ask.

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Control of market share is the key issue in this case study. The situation is both Coke and Pepsi are trying to gain market share in this "beverage market, which is valued at over $30 billion a year" (98). Just how is this done in such a competitive market is the underlying issue. The facts are that each company is coming up with new products and ideas in order to increase their market share. "The creativity and effectiveness of each company's marketing strategy will ultimately determine the winner with respect to sales, profits, and customer loyalty" (98). Not only are these two companies constructing new ways to sell Coke and Pepsi, but they are also thinking of ways in which to increase market share in other beverage categories. Although the goal of both companies are exactly the same, the "two companies rely on somewhat different marketing strategies" (98). Pepsi has always taken the lead in developing new products, but Coke soon learned their lesson and started to do the same. Coke hired "marketing executives with good track records" (98). Coke also "implemented cross training of managers so it would be more difficult for cliques to form within the company" (98). On the other hand, Pepsi has always taken more risks, acted rapidly, and was always developing new advertising ideas. Both companies have also relied on finding new markets, especially in foreign countries. In the foreign markets, Coke has been more successful than Pepsi. For example, in Eastern Europe, Pepsi has relied on a barter system that proved to fail. However, in certain countries that allow direct comparison, Pepsi has beat Coke. In foreign markets, both companies "have followed the marketing concept by offering products that meet consumer needs" (99) in order to gain market share. For instance, in certain countries, consumers wanted a soft drink that was low in sugar, yet "did not have a diet taste or image" (99). Pepsi responded by developing Pepsi Max. These

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Alisa Zhila (Russia) was awarded a 3 month internship at the Oracle Mexico Development Center, Guadalajara, Jalisco, Mexico, 2014. She worked on a research project in the Oracle Semantic Technologies group under the supervision of Dr. Michel Riviere..

We cannot blithely assume that a superintelligence will necessarily share any of the final values stereotypically associated with wisdom and intellectual development in humans—scientific curiosity, benevolent concern for others, spiritual enlightenment and contemplation, renunciation of material acquisitiveness, a taste for refined culture or for the simple pleasures in life, humility and selflessness, and so forth. It might be possible through deliberate effort to construct a superintelligence that values such things, or to build one that values human welfare, moral goodness, or any other complex purpose that its designers might want it to serve. But it is no less possible—and probably technically easier—to build a superintelligence that places final value on nothing but calculating the decimals of pi.

(2017) Portraits (2017) - National Geographic: ,,.

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Alisa Zhila (Russia) received a 2012, which was offered to her as a . The internship included three months of work at Microsoft Research in Redmond, with salary paid.

The British cyberneticist Kevin Warwick once asked, “How can you reason, how can you bargain, how can you understand how that machine is thinking when it’s thinking in dimensions you can’t conceive of?”

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  • Alisa Zhila (Russia) received a 2012–2013.


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received an of the school (, Center for Computing Research) in 2005–2006. This award is presented yearly by the Director General (President) of the (National Polytechnic Institute of Mexico).

and former empires (letters in Newsweek, 2004-05).

Using an efficient proof searcher,the Gödel machine will rewrite any part of its software(including the proof searcher)as soon as it has founda proof that this will improve its future performance,given the utility function and the typically limited computational resources.

His papers: most /most / /;his wife:

received the award for the best PhD thesis in Artificial Intelligence, first place, at the 2014 national competition of PhD theses in Artificial Intelligence organized by the Mexican Society of Artificial Intelligence (), for the thesis: .

In 2011, his team was the first to win official ,with .

received an in 2006. This award is presented by the Director General (President) of the (National Polytechnic Institute of Mexico) and is presented yearly to the best theses defended at the Institute. The award is accompanied by monetary prize approximately equivalent to US $3,600 (as of 2006).

His explains art, science, music, and humor.

Self-rewrites are globally optimal (no local maxima!) since provably noneof all the alternative rewrites and proofs (those that could be found by continuing the proof search) are worth waiting for.

(India) received a Xerox Research Internship 2012.

The can be implemented on a traditional computer and solvesany given computational problem in an optimal fashion inspired by Kurt Gödel's celebrated self-referential formulas (1931).

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