geometry of wealth

Ownership of space has always been the paradigmatic way of displaying wealth. (See the previous post exploring the relationship between power and void.)

In modern times the geometry of status spaces has changed thanks to the development of various enabling technologies that led to greater concentrations of people living in cities. 

Previously, the wealthy owned huge swaths of land. Now they own skyscrapers. This simple change of coordinates created impressive perceptional differences:

  • Horizontal spaces could only be experienced tangentially by the outsiders and therefore looked small relative to their actual sizes. Vertical spaces on the other hand are completely exposed to the gazing eyes, revealing the full glory of wealth.
  • Now the poor literally look up to the wealthy. What was once an abstract status hierarchy has acquired a physical form as well.

machine learning revolution

Take agriculture, for example. In agriculture you plant seeds, you fertilize them, you spray them, and then you wait six months and hope for the best. Once upon a time, people really understood the land, they understood the plants, and they had this intuitive feel for what would happen. Then farms got bigger and there were fewer people on them. We didn't have the ability to walk the land, and feel it, and close the loop. In the absence of information, we had to resort to monoculture. We closed the loop on an industrial scale. We went to predictability: If I use this Monsanto seed, spray it with this chemical, in this very well understood soil, I'm likely to get a pretty good outcome. In the absence of information, we went with predictability, simplicity, and a lot of chemicals.

- Closing the Loop (Chris Anderson)

We literally rationalised the shit out of the environment after we successfully formalised the inner workings of the consciousness. (We basically got super excited once we found out how to exert scalable control over the nature.)

Now we are living through another massive revolution. This time we have discovered the inner workings of the unconsciousness and it is a lot better at dealing with the sort of complexities and non-linearities exhibited by ecosystems. Intuitive control has finally become scalable.

The worst is behind us. Our relationship with the environment will slowly recover. Machine learning will allow control structures to stay beautiful and organic even as they scale.


Artificial intelligence (AI) is a misnomer. Intelligence is a notion we associate with consciousness (which works rationally / analytically), not unconsciousness (which works intuitively / statistically.)

This is not surprising, since the actual historical evolution of the idea of AI started off as an analytical project and ended up as a statistical one. (Analytical approach to automate human-level intelligence failed.)

This too is not surprising, since nature itself too invented unconsciousness first. (In other words, the straight-forward looking consciousness has to be deeper and more complex than unconsciousness.)

Side Note: Here, by unconsciousness, I am referring to the intuitional part of the reasoning mind, not to the lower level older brain parts that are responsible for things like the automation of bodily functions. Hence the remarks are not in contradiction with Moravec’s Paradox.

Notice that there is a strange alteration going on here. Human reason was built on top of human intuition. Now machine intuition is being built on top of (advanced) human reason. In the future, machine reason will be built on top of machine intuition.


The reason why our unconscious mind copes better with complexity has to do with its greater capacity to simultaneously deal with many variables. Rational mind on the other hand extracts heuristics and stories out of patterns. This process results in a drastic reduction of number of variables which in turn results in a loss of accuracy.

Take, for example, the problem of predicting the distribution of trees in a forest using only map data, such as elevation, slope, sunlight, and shade. Jock Blackard and Denis Dean did the original calculations in 1999, and left behind an enormous public database for other mathematicians to use. According to Vapnik, when computers were trained using 15,000 examples, their predictions were 85 to 87 percent accurate. Pretty good. But when they were fed more than 500,000 examples, they developed more complex rules for tree distribution and boosted the accuracy of their predictions to more than 98 percent.

“This means that a good decision rule is not a simple one, it cannot be described by a very few parameters,” Vapnik said. In fact, he argues that using many weak predictors will always be more accurate than using a few strong ones.

- Teaching Me Softly (Alan S. Brown)


What distinguishes excellent service (and maintenance) from very good service (and maintenance) is anticipatory power. Machine learning techniques are increasing our predictive capacity. We will soon be able to fix problems before they even occur. All problems, including those related to customer unhappiness and mechanical breakdowns, exhibit early signs which can be picked up by machine learning frameworks.

Life is about to become significantly happier and safer for our children.

monolithic monopolies

Artists are angry at streaming services for turning into monopolies, but what they are really angry at are their decreasing profit margins. Streaming services like Spotify are not monopolies. They are utility apps that are finding it increasingly harder to distinguish themselves. There is an intense competition and that is precisely why they (and in turn the artists) have low profit margins.

The real monopoly is Apple who owns the platform which hosts all the music platforms which in turn host all the artists. Two years ago Apple launched its own streaming service, severely undercutting the incumbents' prices. It could afford to do so because any move increasing their hardware sales justifies itself due to the fat profit margins there.

Nested market structures do not lead to polylithic monopolies, they lead to monolithic monopolies where each level is dominated by the same entity which dominates the lowest level.

teaching and expertise

Measuring quality of education is very difficult. University rankings are biased towards research rather than teaching. They mainly focus on the easily measurable parameters like the number of papers, citations etc.

Harvard, for instance, is a horrible place to get educated. When I studied there, my best teachers were the teacher assistants. Professors who are hired on the basis of their research skills generally do not make good teachers:

  • Researchers are not interested in teaching. They often see it as a burden. 
  • Researchers are cut off from the foundational material. They spend most of their time doing technical stuff that only a PhD level student can hope to understand.
  • Researchers are quiet competitive. They generally do not care about others' learning difficulties and do not want to remember their own neither. They just want to march on.

On a related note, I think that all textbooks about the foundational subjects should be co-authored by young PhD students, not old professors.

“It often happens that two schoolboys can solve difficulties in their work for one another better than the master can. […] The fellow-pupil can help more than the master because he knows less. The difficulty we want him to explain is one he has recently met. The expert met it so long ago he has forgotten. He sees the whole subject, by now, in a different light that he cannot conceive what is really troubling the pupil; he sees a dozen other difficulties which ought to be troubling him but aren’t.”

- C. S. Lewis

expectancy and familiarity

But the preference for familiarity has clear limits. People get tired of even their favorite songs and movies. They develop deep skepticism about overfamiliar buzzwords. In mere-exposure studies, the preference for familiar stimuli is attenuated or negated entirely when the participants realize they’re being repeatedly exposed to the same thing. For that reason, the power of familiarity seems to be strongest when a person isn’t expecting it.

The reverse is also true: A surprise seems to work best when it contains some element of familiarity. Consider the experience of Matt Ogle, who, for more than a decade, was obsessed with designing the perfect music-recommendation engine. His philosophy of music was that most people enjoy new songs, but they don’t enjoy the effort it takes to find them. When he joined Spotify, the music-streaming company, he helped build a product called Discover Weekly, a personalized list of 30 songs delivered every Monday to tens of million of users.

The original version of Discover Weekly was supposed to include only songs that users had never listened to before. But in its first internal test at Spotify, a bug in the algorithm let through songs that users had already heard. “Everyone reported it as a bug, and we fixed it so that every single song was totally new,” Ogle told me.

But after Ogle’s team fixed the bug, engagement with the playlist actually fell. “It turns out having a bit of familiarity bred trust, especially for first-time users,” he said. “If we make a new playlist for you and there’s not a single thing for you to hook onto or recognize—to go, ‘Oh yeah, that’s a good call!’—it’s completely intimidating and people don’t engage.” It turned out that the original bug was an essential feature: Discover Weekly was a more appealing product when it had even one familiar band or song.

- The Four-Letter Code to Selling Just About Anything (Derek Thompson)

Familiarity does not only breed trust but it also facilitates understanding. It is a well known fact that a completely new product category is very hard to market. In other words, too much innovation can be a hard sell. You need to anchor people down by creating analogical bridges to familiar categories.

But too much familiarity is dangerous in the sense that a familiar object has a greater tendency to blend into the background. (See previous post on the irrelevance of constancy.) You need to embed the familiar inside the unfamiliar to reawaken a response.

büyüme hırsı ve karaktersizlik

Yatırımcılar büyüme görmek isterler. Vizyon çok da umurlarında değildir. Rakibiniz büyüyor mu, şu an sizin de hemen büyüyüp ona yetişmenizi beklerler.

Twitter'ın ölümü bu baskıdan ötürüdür. Facebook gibi herkese hitap etmek adına ürün zamanla karaktersizleştirildi ve esas kullanıcılar platforma küstürüldü. Oysa Twitter sosyal medyanın belki de en değerli ve eğitimli kitlesine hitap ediyordu.

Sosyal ağlar da insanlar gibidir. Herkesi mutlu etmeye çabalayan biri hakkında ne düşünürsünüz? Ben şahsen karaktersiz olduğunu düşünürüm.

Snapchat'in çizgisini bozmamasını, yetişkinlere de hitap edeceğim diye çırpınmamasını son derece vizyoner buluyorum. Uzun dönemde sadece bu şekilde kitleleriyle ve duruşlarıyla ayrışan platformlar ayakta kalacaklar.

müdavim dolabı

Bazı lokantalarda müdavim müşterilerin arta kalan rakılarını saklayabilecekleri şeffaf buzdolapları sunuluyormuş. Herkesin görebileceği yerlere konan bu dolaplarda, şişelerin üstlerine isim etiketleri yapıştırılıyormuş.

Ne kadar zekice bir buluş!

  1. İsraf engelliyor, arta kalan rakılar çöpe gitmiyor.
  2. Aitlik hissi ve bağlılık yaratılıyor. Müşteriler mekanda kişisel bir iz bırakıyor ve geri dönüp kalan rakılarını bitirmek istiyorlar.
  3. Daha fazla rakı tüketiliyor. Artsa da saklayabilecekleri için, müşteriler korkmadan küçük yerine büyük rakı açıyorlar.
  4. Normal müşteriler bu dolabı görünce onlar da müdavim olma hevesine kapılıyor. Daha sık restoranı ziyaret ediyor ve sonunda onların da isimleri müdavim dolabına giriyor.

Dizayn konusu ilginizi çekiyorsa, şişeler ve bombeler üzerime yazımı da okuyabilirsiniz.

dikkatsiz veletler

Öğretmenlerimiz şikayetçi. Yeni jenerasyon çok problemliymiş. Öğrencilerin genelinde dikkat sorunu varmış.

Çözüm: Çocuklara ilaçları dayayalım, dikkat artırdığı vaat edilen saçma sapan oyunları zorla oynatalım.

Kimse düşünmüyor nasıl eğitim içeriğini daha ilginç kılabiliriz, nasıl eğitim formatını içeriğe uygunlaştırabiliriz, nasıl çocukları motive edebiliriz diye.

Kimse şüphelenmiyor öğretmenlerimizin kalitesi düşüyor, internet üzerinden akıcı eğitimsel içeriklere kolayca ulaşabilen öğrencilerin dandik öğretmenlere tahammülleri azalıyor diye.

safety of extremes

The great artists and the bad artists are easy - it is the good artists that can kill you. With the great artists you just keep putting fuel in their tank. With the bad artists, you realise your mistake quickly and cut your losses. It is the good artists that bankrupt you because they are good enough to make you think they are about to turn the corner and therefore keep you spending.

Blockbusters - Anita Elberse (Page 81)

Similarly, you do not have to be afraid of stupid or smart people. You will feel tempted to set up mechanisms to keep the stupid ones in control and you will confident delegating responsibilities to smart ones without any worries.

Those in the middle will constantly fool you and turn out to be the costliest.

3 pillars of risk analysis

At Urbanstat, our philosophy of risk analysis is all-embracing and rests on three complementary pillars each of which has its own upsides and downsides.

 

Statistical Modeling

Generally speaking, risk analysis has always been about deciphering statistical patterns. What has changed over time is the sophistication of the models employed. Simple linear models have been discarded in favor of ensemble models that combine different types of approaches and go beyond the traditional least square estimation techniques.

Hence, in some sense, the modeling community has embraced the values of the post-modern world where no approach is deemed to be inherently correct. Every approach has its own unique context-dependent set of advantages and disadvantages.

As Urbanstat, we use ensembles consisting of decision trees and neural networks to help insurers detect the high-risk customers. Since we only know the fate of the accepted policies, we can warn the underwriters only about risks that they are willing to accept but should not. In other words, statistical modeling cannot warn about false negatives, policies that are being rejected but should not. Despite this fact that we can only see one side of the moon, we can still create enormous value for our clients, helping them see the complex statistical patterns that go unnoticed.

Models are tailor-made for each of our clients. We clean and enrich the data sets, supervise the variable and model selection processes. We work closely with our clients to ensure that the resulting decision-making assistance suits their risk appetite.

Downsides:

  • Cannot detect false negatives
  • Cannot provide humanly comprehensible reasons for rejection

Upsides:

  • Unlocks humanly incomprehensible complex patterns
  • Improves continuously over time

 

Physical Modeling

Unlike most other types of risks, due to their mechanical physical nature, geographical risks can be gauged even in complete absence of past policy/claims data. In this sense, Urbanstat’s geographical focus has provided it an important fallback option when statistical analysis is not feasible.

Catastrophe modeling is hard because catastrophes are both complex and rare. We either import external models or develop our in-house ones if we believe that we can do a better job than the existing alternatives.

Our ultimate vision is to become completely model agnostic by establishing a marketplace where institutions (companies, universities etc.) can put up their catastrophe models for sale. After all, as in the ensemble approach to statistical modeling, conjunctional use of different physical models often improves the outcomes.

Downsides:

  • Cannot be updated very frequently
  • May have a high margin of error depending on the complexity of what is being modeled

Upsides:

  • Can help the underwriter even in complete absence of past policies/claims within the region concerned
  • Helps build further human intuition via visual layers

 

Human Intelligence & Institutional Policies

Although there are talks of complete automation of underwriting services, we believe that it will not happen anytime soon. Machine intelligence and human intelligence work in different ways and each have their own advantages. That is why the hybrid approach always performs better, even in very well-defined contexts like chess games.

Moreover, one should never forget that it is the humans that provide the data sets that machine learning algorithms get trained on. Hence there is always a continuous need for human inputs.

In Urbanstat, we allow underwriters to easily draw authorization regions and add flexible if-then rules on these regions. Through this general mechanism, they can incorporate into their risk analysis framework all the institutional policies and individual insights.

Downsides:

  • Subject to human and organizational biases
  • Can get complex to manage and monitor as the underwriter team scales

Upsides:

  • Adds anticipative power to the whole framework
  • Improves statistical models that feed on human decisions