Nick Chatrath

I have been bewildered by the so many conflicting fairness metrics out there. So, when you are free from corporate life and management entertainment, this is what I end up with. Some people solve puzzles; as a machine learning nerd, I come up with this paper: https://lnkd.in/e_TX5BSr. Ever wondered why achieving "fair" AI feels like trying to satisfy a room full of lawyers, ethicists, AND statisticians all at once? Turns out there's actual math behind why fairness is so... unfair to achieve! I just finished a theoretical deep-dive that connects ALL major fairness measures (demographic parity, equalized opportunity, calibration, individual fairness) through a single mathematical framework using Pinsker's inequality from information theory. This is a draft, so if you find any mistake, I would greatly appreciate the feedbacks. If you find many of them and correct them then I would like to ask you as a co-author for the final paper. What we discovered: - There's a mathematical hierarchy to fairness - some criteria are fundamentally harder to achieve than others - Information theory explains WHY multiple fairness criteria can't be satisfied simultaneously (looking at you, Kleinberg impossibility results!) - We can now predict exactly how much bias remains in any "fair" system using mutual information bounds - Practical win: Direct formulas for regulatory compliance (hello, 80% rule and GDPR!) The bottom line: Instead of playing fairness whack-a-mole, we now have a unified theoretical compass that shows us the fundamental trade-offs and helps navigate them systematically. For my fellow ML practitioners: This isn't just theoretical navel-gazing. We derive concrete formulas for constraint setting, bias detection, and algorithm design that you can actually use in production systems. The best part? All those "impossible" fairness trade-offs everyone complains about? They're not bugs - they're features of information theory itself. Sometimes it helps to know you're fighting math, not just organizational politics! Who else has been frustrated by the fairness metrics maze? What's your experience navigating these trade-offs in practice?

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How to Get a SIT at the Board Room Table: Future-Proofing Your Board Leadership Journey As someone who's deeply invested in leadership development, I've always believed that "every leader is a reader." I have been privileged to sit on listed, professional and associations my own company's boards at a tender age. The habit of reading and continuous learning is essential for staying ahead of the curve and future-proofing one's career. In today's fast-paced world, it's crucial to stay curious, adaptable, and committed to growth. That's why I'm excited to share with you a valuable resource that's relevant for aspiring board leaders and seasoned directors alike: Taka Sande's "Roadmap to Non-Executive Directorship – The Essential Handbook." This book offers practical insights and guidance for those looking to excel in board roles, and it's a great way to earn CPD points while expanding your knowledge. Whether you're just starting out or looking to take your leadership skills to the next level, this book is a valuable addition to your library. *Get Your Copy Today!* - Purchase at the Institute of Directors Zimbabwe (IoDZ) offices: 16 Arundel Rd, Harare, +263 242 885 071 - Available on Amazon: (https://lnkd.in/dNFhmv4E ) - Visit Taka Sande's website: (https://lnkd.in/ditRSRaX.) Let's continue to prioritize lifelong learning and support one another in our leadership journeys. I encourage you to check out Taka Sande's book and share your thoughts on the importance of continuous learning in the comments below. #LifelongLearning #LeadershipDevelopment #FutureProofing #CPD #BoardLeadership

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Ask yourself the question "how many times have we done this exact thing, with these exact people, in this exact context"? If the answer is never, optimise for emergence (unknowability). Small multidisciplinary teams, clear outcome goals, high autonomy, experimentation, optionality, psychological safety, customer proximity, fast feedback loops and so on. If the answer is thousands of times a day, you don't need the above. Pursue continuous improvement. That might take the form of standardisation, automation, minimising variability in repetitive tasks, and so on. In both cases, there should be Respect For People and making use of the intellect of everyone: humane, engaging, ways of working #BVSSH

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The old rules of the boardroom aren’t keeping up with today’s world. Today’s boardroom must oversee not just financial health, but a broader set of metrics that reflect the organisation’s overall health. In 100% Human at Work’s new paper, "Rewriting the Rules of the Boardroom", I share my thoughts on how Boards can make a radical difference in how businesses think, lead and act, with a human centred approach.  From shifting power and creating safe spaces to measuring what really matters, the paper, in collaboration with Virgin Unite, offers six ways to make Boards more human, relevant and resilient.    If you’re curious about shaping a better future for business, I’d encourage you to read the full paper here: https://lnkd.in/e6s7jmRK

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John Burn-Murdoch of the Financial Times wrote a wonderful piece describing how the personalities of young people are changing - and not in a good way. Data from the Understanding America Study show conscientiousness and extraversion declining (falling of a cliff more like!) while neuroticism is on the rise. The implications for work and career are bad: distracted, unmotivated, asocial and anxious people do not make for great team mates. But the longer term outcomes for wellbeing and health are far worse - the best predictors for happier, longer lives are good social connection and conscientiousness (thank you Brent Roberts for beautiful data here). The culprits are multifactorial, but smartphones, digital fulfilment and social media companies weaponising our attention spans have to be in the gun. I'd probably add rapid rises in economic inequality and fears about AI into the mix. Original data here: https://lnkd.in/gCcKa52z Dr Tomas Chamorro-Premuzic Dr. Reece Akhtar Ted Hayes Jonathan Haidt Dr Andrew MacLaren

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