Countdown to NeurIPS 2019 continues... (5th of 8 studies my team will present) A lot of companies ranging from small startups to large corporate giants are releasing Explainable AI toolkits and core features using popular XAI methods like LIME, SHAP, Integrated Gradients, etc. However, one begs the question: Do the explanations provided by these XAI methods really reflect the decisions made by machine learning algorithm? In this study, we introduce a measurable way in an attempt to answer this question, and study some of the most popular XAI methods to see where they stand for deep neural networks. The results may surprise you... #deeplearning #neurips https://arxiv.org/abs/1910.07387
Countdown to NeurIPS 2019 continues... (5th of 8 studies my team will present) A lot of companies ranging from small startups to large corporate giants are releasing Explainable AI toolkits and core features using popular XAI methods like LIME, SHAP, Integrated Gradients, etc. However, one begs the question: Do the explanations provided by these XAI methods really reflect the decisions made by machine learning algorithm? In this study, we introduce a measurable way in an attempt to answer this question, and study some of the most popular XAI methods to see where they stand for deep neural networks. The results may surprise you... #deeplearning #neurips https://arxiv.org/abs/1910.07387
The messaging service and social-media platform owes creditors roughly $700 million by the end of April, according to people briefed on the company’s plans and loan documents viewed by The Wall Street Journal. At the same time, Telegram Group Inc. must cover rising equipment and bandwidth expenses because of its rapid growth, despite going years without attempting to generate revenue.
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
