AI Product Manager's Handbook E-Book

Irene Bratsis

• Herausgeber: Packt Publishing
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 1067

Veröffentlichungsjahr: 2024

Beschreibung

AI is rapidly transforming product management, presenting new challenges and business opportunities. As AI-driven solutions become more complex, product managers must bridge the gap between technological capabilities and business needs. This book provides a detailed roadmap for successfully building and maintaining AI-driven products, serving as an indispensable companion on your journey to becoming an effective AI product manager. In this second edition, you'll find fresh insights into generative AI, and responsible AI practices with the most relevant tools for building AI-powered products.
Authored by a leading AI product expert with years of hands-on experience in developing and managing AI solutions, this guide translates complex AI concepts into actionable strategies. Whether you're an aspiring AI PM or an experienced professional, this book offers a structured approach to defining AI product vision, leveraging data effectively, and aligning AI with business objectives. With new case studies and refined frameworks, this edition provides deeper insights into ethical AI, cross-functional collaboration, and deployment challenges.
By the end of this book, you’ll be equipped with the knowledge to drive AI product success with key techniques for identifying AI opportunities and managing risks in a rapidly evolving landscape.

Leseprobe

AI Product Manager’s Handbook

Second Edition

The ultimate playbook to unlock AI product success with real-world insights and strategies

Irene Bratsis

AI Product Manager’s Handbook

Second Edition

Copyright © 2024 Packt Publishing

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First published: February 2023

Second edition: November 2024

Production reference: 5070725

Published by Packt Publishing Ltd.

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ISBN 978-1-83588-284-9

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For anyone who’s ever been lost in the woods. For those who find me over and over again.

– Irene Bratsis

Contributors

About the author

Irene Bratsis currently oversees product at Presage, a production company and magazine based in NYC, works independently as a consultant, and most recently served as Director of Digital Product and Data at the International WELL Building Institute (IWBI). She has a bachelor’s degree in economics and international relations from Simmons University. Irene has completed a big data and analytics certificate from MIT xPRO and an intensive data science program with Thinkful.

Before IWBI, she worked as an operations analyst at Tesla, a data scientist at Gesture, a data product manager at Beekin, and led product at Tenacity. Irene has served as the co-lead of the NYC chapter of Women in Data and currently organizes and moderates WaiTalks, an online series of talks organized by Women in AI. A founding member of Trusted AI, Irene has written articles for well-known outlets such as Data Driven Investor, Analytics Vidhya, and Towards Data Science, as well as her own Medium and LinkedIn profiles. Irene is currently based in NYC.

About the reviewer

Josh Atlas is an accomplished product management leader with over 15 years of experience, spanning fintech, e-commerce, AI/ML, and digital marketing. He has a proven track record of driving product innovation and operational efficiencies, delivering impactful solutions for global organizations like Meta, Google Nest, and Walmart, as well as startups such as Vivid Labs. His expertise includes leading cross-functional teams, navigating complex challenges, and building customer-centric products, including AI-driven tools and next-generation NFT applications.

In addition to his work in traditional product management, Josh has designed and built advanced AI agents, including Josh-GPT, a digital twin that serves as an interactive extension of his professional knowledge and experience and reflects his deep commitment to innovation in generative AI and conversational technologies. His contributions extend to transformative projects, such as reducing loan manufacturing time at GoodLeap, launching a one-click badge creation system at Meta, and designing a customer-focused AI chatbot for solar energy adoption.

Josh is passionate about leveraging data, collaboration, and design thinking to create products that solve real-world problems while fostering strategic alignment across teams and stakeholders.

I would like to express my heartfelt gratitude to my wife for her patience and unwavering support, which have been the foundation of my success. Your encouragement and belief in me have carried me through every challenge and achievement. To my family and friends, thank you for your constant inspiration and love – I could not have done this without you.

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Contents

Contributors

Join us on Discord

Preface

Who this book is for

What this book covers

Get in touch

Leave a Review!

Part 1: Lay of the Land – Terms, Infrastructure, Types of AI, and Products Done Well

Understanding the Infrastructure and Tools for Building AI Products

Getting the most out of this book – get to know your free benefits

Definitions – what AI is and is not

Introducing ML and DL

The old – exploring ML

A brief history of DL

The new – exploring DL

Invisible influences

ML versus DL – understanding the difference

ML

DL

Learning paradigms in ML

Supervised learning

Unsupervised learning

Semi-supervised learning

Reinforcement learning

LLMs, NLP, GANs, and generative AI

Succeeding in AI – how well-managed AI companies do infrastructure right

The order – what is the optimal flow and where does every part of the process live?

Step 1 – Definition

Step 2 – Data availability and centralization

Step 3 – Choose and train the model

Step 4 – Feedback

Step 5 – Deployment

Step 6 – Continuous maintenance

Storing and managing data

Database

Data warehouse

Data lake (and lakehouse)

Data pipelines

Managing projects – IaaS

Deployment strategies – what do we do with these outputs?

Shadow deployment strategy

A/B testing model deployment strategy

Canary deployment strategy

Example

The promise of AI – where is AI taking us?

Summary

Additional resources

References

Join us on Discord

Model Development and Maintenance for AI Products

Understanding the stages of NPD

Step 1 – Discovery

Step 2 – Define

Step 3 – Design

Step 4 – Implementation

Step 5 – Marketing

Step 6 – Beta testing

Step 7 – Launch

Model types – from linear regression to neural networks

OKRs

Objectives and key results

Metrics and KPIs

Training – when is a model ready for market?

Deployment – what happens after training?

Testing and troubleshooting

Ethical retraining – the ethics of how often we update our models

The current state of accountability

Implementing ethical standards in your organization

Summary

Additional resources

References

Deep Learning Deep Dive

Types of neural networks

Multilayer perceptrons

Case study

Radial basis function networks

Self-organizing maps

Convolutional neural networks

Recurrent neural networks

Long short-term memory networks

Deep belief networks

Exploring generative AI models

Generative adversarial networks

Autoencoders

Diffusion models

Transformer models

Emerging technologies – ancillary and related tech

Explainability – optimizing for ethics, caveats, and responsibility

Guidelines for success

Summary

References

Commercializing AI Products

The professionals – examples of B2B products done right

The artists – examples of B2C products done right

The pioneers – examples of blue ocean products

The rebels – examples of red ocean products

The GOATs – examples of differentiated disruptive and dominant strategy products

The dominant strategy

The disruptive strategy

The differentiated strategy

Summary

References

Join us on Discord

AI Transformation and Its Impact on Product Management

Money and value – how AI could revolutionize our economic systems

Examples and use cases

Limitations and uneven adoption

Product perspective

Sickness and health – the benefits of AI and nanotech across healthcare

Examples and use cases

Product perspective

Goods and services – growth in commercial applications

Examples and use cases

Product perspective

Government and autonomy – how AI will shape our borders and freedom

Basic needs – AI for Good

Summary

Additional resources

References

Part 2: Building an AI-Native Product

Understanding the AI-Native Product

Stages of AI product development

Phase 1 – Ideation

Phase 2 – Data management

Phase 3 – Research and development

Phase 4 – Deployment

AI/ML product dream team

AI PM

AI/ML/data strategists/architects

Data engineer

Data analyst

Data scientist

ML engineer

Frontend/backend/full stack engineer

QA/testing engineer

UX designer/researcher

Customer success specialist

Marketing/sales/go-to-market team

Investing in your tech stack

Productizing AI-powered outputs – how AI product management is different

AI customization

Selling AI – product management as a higher octave of sales

Case study

AI product development cycle

Team breakdown

Tech stack

AI outputs

GTM strategy and verticalization

Summary

References

Productizing the ML Service

Basics of productizing

AI versus traditional software product management

How are the products different?

Scalability

Profit margins

Uncertainty

How are the products similar?

Agile development

Data

How does the role of an AI PM compare with a traditional PM?

B2B versus B2C – productizing business models

Domain knowledge for B2B products – understanding the needs of your market

Experimentation with B2C products – discover the needs of your collective

Using AIOps/MLOps

Consistency and AIOps/MLOps – reliance and trust

Performance evaluation – testing, retraining, and hyperparameter tuning

Feedback loop – relationship building

Case study

Summary

References

Customization for Verticals, Customers, and Peer Groups

Domains – orienting AI toward specific areas

Understanding your market

Understanding how your product design will serve your market

Building your AI product strategy

Verticals – examination of some key domains

Fintech

Chatbots and virtual assistants

Fraud detection

Algorithmic trading and predictive analytics

Healthcare

Imaging and diagnosis

Drug discovery and research

Marketing – segmentation

Manufacturing – predictive management

Education – personalized learning

Cybersecurity – anomaly detection and user and entity behavior analytics

Thought leadership – learning from peer groups

Case Study

The market

Product design and strategy

Thought leadership

Summary

References

Join us on Discord

Product Design for the AI-Native Product

Product design elements 101

Understanding the end user

Defining the problem

Experimentation

Validation

Iteration

Aesthetics

Documentation

What makes the AI-native product design process special?

User obsession

Machine learning

Explainability

Choosing your priorities wisely

Ensuring clarity

Adding complexity

Branding

What’s the story you’re telling?

Set the stage

Characters

Progression

Knowledge

Call to action

Case study

Summary

References

Benchmarking Performance, Growth Hacking, and Cost

Value metrics – a guide to north star metrics, KPIs and OKRs

North star metrics

KPIs and other metrics

OKRs and product strategy

Hacking – product-led growth

The tech stack – early signals

Customer data platforms (CDPs)

Customer engagement platforms (CEPs)

Product analytics tools

A/B testing tools

Data warehouses

Business Intelligence (BI) tools

Growth-hacking tools

Managing costs and pricing – AI is expensive

Case study

North star metrics

KPIs

OKRs

Growth hacking

Summary

References

Join us on Discord

Managing the AI-Native Product

The head – Managing alignment

Vision

Good vision statements

Bad vision statements

Communication

The heart – Managing people and values

Safety

Empowerment

The guts – Managing the rest

Case study

Summary

References

Join us on Discord

Part 3: Integrating AI into Existing Traditional Software Products

The Rising Tide of AI

Evolve or die – when change is the only constant

Changes in the Fourth Industrial Revolution

Cultural and structural changes

Working with an AI consultant

Working with a third party

The first hire

The first AI team

Fear is not the answer – there is more to gain than lose (or spend)

Anticipating potential risks

How LLMs are evolving and the rise of open source LLM capabilities

Case study

Implementation

Risks

Markers of success

Summary

References

Trends and Insights Across Industry

Highest growth areas for AI integration

Applied/embedded AI – applied and integrated use cases

Ethical AI – responsibility and privacy

GenAI – immersive applications

Autonomous AI development – TuringBots

Low-hanging fruit – quickest wins for AI enablement

Riding the GenAI wave

Summary

References

Evolving Products into AI Products

Ideation – what’s possible, what’s desirable, and what’s probable

List 1 – value

List 2 – scope

List 3 – reach

Case study

Value

Scope

Reach

Data management – the bloodstream of the company

Preparation and research

Ensuring quality partnerships

Benchmarking and defining success

Competition – love your enemies

Product strategy – building a blueprint that works for everyone

Product vision

Product strategy

Product goals

The product roadmap

Red flags and green flags – what to look for and watch out for

Red flags

Green flags

Summary

Additional resources

Join us on Discord

The Role of AI Product Design

The evolution of product design

Ideation: Managing expectations

Data management: Strategizing and integrity

R&D: Mapping the user experience journey

Deployment: Are you ready to scale?

Expansion: What makes the evolved AI product special?

Decisions and insights

Automation and adaptability

Personalization and learning

Choosing your words carefully

Product language fit

Accessibility and inclusivity

Building with trust and security

Bias

Accountability and explainability

Security

Case study

Integrating AI into ProjectABZ: A project management tool created by ABCDZCo

Ideation and research

Design and development

Marketing and communication

Summary

References

Managing the Evolving AI Product

The head – managing alignment

Strategic alignment

Feedback loops

The heart – managing the people and values

The guts – managing data, infrastructure, and ongoing maintenance

Infrastructure and data

Maintenance

Case study

AI transformation for ProjectABZ

Management alignment

People alignment

Operational alignment

Results and outcomes

Summary

Join us on Discord

Part 4: Managing the AI PM Career

Starting a Career as an AI PM

Bolstering your knowledge in theory and practice

Theory

Practice

What an AI PM looks like today

The importance of communities

Choosing your AI PM specialization

Case study

Summary

References

What Does It Mean to Be a Good AI PM?

A job family of many hats

Technical proficiency

Technologist

AI expert

Technical translator

Data steward

Data strategist

Quality controller

Analyst

Business acumen

Strategist

Revenue driver

Partnership builder

Innovator

Market researcher

Competitor analyst

Communication

Project manager

Change agent

Stakeholder manager

Educator

Risk assessor

Leadership

Visionary

Ethicist

Team leader

Storyteller

Motivator

Knowledge sharer

Problem solving

Customer advocate

Regulatory complier

Facilitator

Data-driven decision maker

Adaptability manager

Conflict resolver

The AI whisperer and the role of communicating accessibly

Common challenges and opportunities as you’re leveling up in your career

The importance of self-care

Case study

Summary

Maturing and Growing as an AI PM

Projecting – what’s your ideal AI PM roadmap?

Level 1 – building a foundation

Level 2 – strategic growth

Level 3 – specializing and leading

Level 4 – a light for others

Learning – staying informed and inspired

Thought leadership

Certifications and degrees

Professional development

Networking – deepening your involvement with the professional community

Growing – the student becomes the teacher

Embracing challenges

Reflecting

Establishing a feedback loop

What’s next? The world is our oyster

Case study

Projecting

Learning

Networking

Growing

What’s next?

Summary

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Index

Landmarks

Cover

Index

Preface

It’s hard to find anyone these days who doesn’t have strong reactions to AI. I’ve watched my own feelings evolve with its rise, ebbing and flowing over the years. As a student, I felt an overwhelming excitement and optimism about where AI – and the fourth industrial revolution it accompanies – might lead us. That initial thrill was tempered as I began organizing AI events with virtual speakers and managing a data and AI book club. I adopted a monthly practice of learning about how bias and dependence on AI compromise our lives in both visible and unseen ways. AI is a double-edged sword – capable of driving immense progress but fraught with ethical dilemmas, privacy risks, and the perpetuation of biases we’re still struggling to confront in the real world today.

And so, we arrive at one of the greatest debates that resurfaces with every technological leap: do we dare embrace powerful technology even when we’re aware of the risks? As far as I see it, we don’t really have a choice – the debate itself is an illusion we indulge in. With the rise of accessible, generative AI tools available today, it’s clear that it’s here to stay. Nihilistic fears about it won’t protect us from harm. Pandora’s box is open, and as we peer into what remains inside, we find that hope springs eternal. AI is shaping our future, whether we’re ready or not. It has the potential to enhance human creativity and address pressing global challenges. Yet, the more we integrate this technology, the more we must ensure that AI serves humanity, and not just the interests of a few. Philosophically, the questions AI raises about intelligence and consciousness are essential to redefining what it means to be human in an age where machines can think, adapt, and even create.

I wanted to write a book about AI product management because it’s the makers of products who transform possibilities into realities. Understanding the intricacies of how to ideate, build, manage, and sustain AI products with integrity, to the best of my ability, feels like the greatest contribution I can offer to this field at this moment in time. I’m encouraged by the collective bargaining power of individuals demanding that companies adopt AI ethically and responsibly. I’m relieved that so many AI product teams today prioritize human-centered design and are committed to building products they can proudly bring to market. This shift holds a mirror to our biases and prejudices, prompting us to look deeply into the reflection we see – asking whether we truly like what we’ve created. It places the human experience of AI front and center, encouraging us to build expressions of AI that reflect our highest aspirations rather than our deepest flaws.

It’s been an honor to deliver this second edition.

Who this book is for

This book is for people that aspire to be AI product managers, AI technologists, and entrepreneurs, or for people that are casually interested in the considerations of bringing AI products to life. It should serve you if you’re already working in product management and you have a curiosity about building AI products. It should also serve you if you already work in AI development in some capacity and you’re looking to bring those concepts into the discipline of product management and adopt a more business-oriented role. While some chapters in the book are more technically focused, all of the technical content in the book can be considered beginner level and accessible to all.

Part 1 of this book is meant to serve as an overview of topics spanning the AI landscape overall, types of product that can exist in the space and a glance at the industry as a whole. Part 2 will have more practical, applied content regarding the product management of AI native tools. Part 3 will keep this format, but will focus on transitioning a traditional software product into an AI product. In these two parts, you’ll see more diagrams, flow charts, checklists, and visual aids suitable for a handbook. Finally, Part 4, the newest part of the book, will focus on the management of an AI career itself, serving as a handbook for maturing in the PM role and the pathways you can take with it.

What this book covers

Chapter 1, Understanding the Infrastructure and Tools for Building AI Products, offers an overview of the main concepts and areas of infrastructure for managing AI products.

Chapter 2, Model Development and Maintenance for AI Products, delves into the nuances of model development and maintenance.

Chapter 3, Machine Learning and Deep Learning Deep Dive, is a broader discussion of the difference between traditional deep learning and deep learning algorithms and their use cases.

Chapter 4, Commercializing AI Products, discusses the major areas of AI products we see in the market, as well as examples of the ethics and success factors that contribute to commercialization.

Chapter 5, AI Transformation and Its Impact on Product Management, explores the ways AI can be incorporated into the major market sectors in the future.

Chapter 6, Understanding the AI-Native Product, provides an overview of the strategies, processes, and team building needed to empower the success of an AI-native product.

Chapter 7, Productizing the ML Service, is an exploration of the trials and tribulations that may come up when building an AI product from scratch.

Chapter 8, Customization for Verticals, Customers, and Peer Groups, is a discussion on how AI products change and evolve over various types of verticals, customer types, and peer groups.

Chapter 9, Product Design for the AI-Native Product, is an overview of product design principles and concepts that are customized for products built natively with AI/ML components.

Chapter 10, Benchmarking Performance, Growth Hacking, and Cost, explains the benchmarking needed to gauge product success at the product level rather than the model performance level.

Chapter 11, Managing the AI-Native Product, reviews ongoing AI PM considerations that relate to leadership and visionary, stakeholder and operational alignment of products built natively with AI.

Chapter 12, The Rising Tide of AI, revisits the concept of the Fourth Industrial Revolution and a blueprint for products that don’t currently leverage AI.

Chapter 13, Trends and Insights across Industry, dives into the various ways we’re seeing AI trending across industries, as well as accessible routes product teams can take when enabling AI

Chapter 14, Evolving Products into AI Products, is a practical guide on how to deliver AI features and upgrade the existing logic of products to successfully update products for AI commercial success.

Chapter 15, The Role of AI Product Design, refocuses AI design and communication foundations applied to product teams that are looking to evolve traditional software products with AI/ML capabilities.

Chapter 16, Managing the Evolving AI Product, reviews ongoing AI PM considerations that relate to leadership and visionary, stakeholder and operational alignment of traditional software products adopting AI features and capabilities.

Chapter 17, Starting a Career as an AI PM, brings readers striving for AI PM careers on a journey through the theoretical and applied foundations to set up their budding careers up for success.

Chapter 18, What Does It Mean to Be a Good AI PM?, breaks down the various facets of an AI PM and the technical, business, communication, leadership and problem solving considerations for those looking to excel in the role.

Chapter 19, Maturing and Growing as an AI PM, explores the various ways AI PMs can mature in their careers through projecting their ideal AI PM roadmap, staying informed with learning paths, networking to deepen connections and sharing their experiences and wisdom with others.

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Part 1

Lay of the Land – Terms, Infrastructure, Types of AI, and Products Done Well

An AI product manager needs to have a comprehensive understanding of AI, along with all the varied components that lead to its success, if they’re going to be successful in commercializing their products. This first part consists of five chapters that will cover what the term AI encompasses and how to support infrastructure to make it successful within your organization. It will also cover how to support your AI program from a maintenance perspective, navigate the vast areas of machine learning (ML) and deep learning (DL), choose the best path for your product, and understand current and future developments in AI products.

By the end of this part, you will understand AI terms and components, what AI implementation means from an investment perspective, how to maintain AI products sustainably, and how to choose between the types of AI that would best fit your product and market. You will also learn about the success factors for ideating and building a minimum viable product (MVP) and how to make a product that truly serves its market.

This part comprises the following chapters:

Chapter 1, Understanding the Infrastructure and Tools for Building AI ProductsChapter 2, Model Development and Maintenance for AI ProductsChapter 3, Deep Learning Deep DiveChapter 4, Commercializing AI ProductsChapter 5, AI Transformation and Its Impact on Product Management

1

Understanding the Infrastructure and Tools for Building AI Products

The frontier of artificial intelligence (AI) products seems a lot like our universe: ever-expanding. That rate of expansion is increasing with every passing year as we go deeper into a new way to conceptualize the products, organizations, and industries we’re all a part of. Laying a solid foundation is an essential part of understanding this transformation, which is our goal with this book. Since virtually every aspect of our lives is expected to be impacted in some way by AI, we hope you will come out of this experience more confident about what AI adoption will look like for the products you support or hope to build someday.

Part 1 of this book will serve as an overview of the lay of the land. We will cover terms, infrastructure, types of AI algorithms, and products done well, and by the end of this part, you will understand the various considerations when attempting to build an AI strategy, whether you’re looking to create a native-AI product or add AI features to an existing product. We will be covering theoretical concepts in Part 1 and will be using Parts 2 and 3 for more practical content, where we will see these theoretical concepts applied more specifically. In Part 4, we will discuss how you can build and grow your AI PM career.

Managing AI products is a highly iterative process, and the work of a product manager (PM) is to help your organization discover what the best combination of infrastructure, training, and deployment workflow is to maximize success in your target market. The performance and success of AI products lie in understanding the infrastructure needed for managing AI pipelines, the outputs of which will then be integrated into a product. In this chapter, we will cover everything from databases to deployment strategies to tools you can use to manage your AI projects, as well as how to gauge your product’s efficacy.

This chapter will serve as a high-level overview of the subsequent chapters in Part 1, but it will first and foremost provide a definition of terms, which is often quite hard to come by in today’s marketing-heavy AI competitive landscape. These days, it feels like every product is an AI product, and marketing departments are trigger-happy with sprinkling that term around, rendering it almost useless. A big part of why I wanted to write this book is because of my own challenges with navigating competitive landscapes in hopes of trying to understand various “AI” products.

I felt that if I had trouble understanding how products out there were built when using AI, given my familiarity with machine learning, what hope could there be for others? I suspect this won’t be changing anytime soon, but the more fluency consumers and customers alike have with the capabilities and specifics of AI, machine learning (ML), deep learning (DL), and data science, the more we should see clarity about how products are built and optimized. Understanding the context of AI is important for anyone considering building or supporting an AI product.

In this chapter, we will cover the following topics:

Definitions – what AI is and is notThe old – exploring MLThe new – exploring DL ML versus DL – understanding the differenceLearning paradigms in MLThe order – what is the optimal flow and where does every part of the process live?DB 101 – databases, warehouses, data lakes, and lakehousesManaging projects – IaaSDeployment strategies – what do we do with these outputs?Succeeding in AI – how well-managed AI companies do infrastructure rightThe promise of AI – where is AI taking us?

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Definitions – what AI is and is not

In 1950, a mathematician and World War II war hero named Alan Turing asked a simple question in his paper Computing Machinery and Intelligence, and that question was, Can machines think? Today, we’re still grappling with that same question. Perhaps more so now that we have accessible, powerful large language models (LLMs) like ChatGPT and Claude to blur the lines. Depending on who you ask, AI can be many things. Many maps exist on the internet to define the broad categories of AI, from expert systems used in healthcare and finance to simpler forms of ML to more advanced models like neural networks. As we continue with this chapter, we will cover many of these facets of AI, particularly those that apply to products emerging in the market today. For the purposes of applied AI in products across industries, in this book, we will focus primarily on various applications of ML and DL models because these are often used in production anywhere AI is referenced in any marketing capacity. We will use AI/ML as a blanket term covering a span of ML applications, and we will cover the major areas most people would consider ML, such as DL, computer vision, natural language processing, and facial recognition. These are the methods of applied AI that most people will come across in the industry, and familiarity with these applications will serve any PM looking to break into AI. If anything, we’d like to help anyone who’s looking to expand into the field from another product management background to choose which area of AI appeals to them most.

First, let’s look at what is and what isn’t ML. The best way for us to express it as simply as we can is: if a machine is learning from some past behavior and its success rate is improving as a result of this learning, it is ML! Learning is the active element. No models are perfect, but we do learn a lot from employing models. Most models will have some element of hyperparameter tuning, but all models will have parameters that are learned during the training process. The use of each model will yield certain results in performance, which data scientists and ML engineers will use to benchmark performance and improve upon it.

If there are fixed, hardcoded rules that don’t change, it’s not ML. AI is a field of computer science, and all programmers are effectively doing just that: giving computers a set of instructions to fire away on. If your current program doesn’t learn from the past in any way and it simply executes on directives it was hardcoded with, we can’t call this ML. Rather, you may have heard the terms rules-based engine or expert system thrown around in other programs. They are considered forms of AI but they’re not ML because, although they are a form of AI, the rules are effectively replicating the work of a person, and the system itself is not learning or changing on its own.

We find ourselves in a tricky time in AI adoption where it can be very difficult to find information online about what makes a product AI. Marketing is eager to add the AI label to their products but there still isn’t a baseline that explains what that means out in the market. This further confuses the term AI for consumers and technologists alike. If you’re confused by the terms, particularly when they’re applied to products you see promoted online, you’re very much not alone.

Another area of confusion is the general term that is AI. For most people, the concept of AI brings to mind the Terminator franchise from the 1980s, the 2013 film Her of an OS gone wrong, and other futurist depictions of inescapable technological destruction. While there certainly can be a lot of harm to come from the AI we use today, the depictions in the films above represent what’s referred to as strong AI or artificial general intelligence (AGI). AGI is a theorized, potential future state of AI where machines can perform high-value economic tasks without any human oversight or intervention. We still have ways to go for something as advanced as AGI but we’ve got plenty of what’s referred to as artificial narrow intelligence or narrow AI (ANI).

ANI is also commonly expressed as weak AI and is what’s generally meant when you see the term “AI” plastered all over products you find online. ANI is exactly what it sounds like: a narrow application of AI. Maybe it’s good at talking to you, at predicting some future value, or at organizing things; maybe it’s an expert at that, but its expertise won’t bleed into other areas. For instance, GPT-4, a model that powers one of the most widely recognized conversational AIs, ChatGPT, might have advanced comprehension and conversation skills but it can’t perform spinal surgery. If it could, it would stop being ANI. These major areas of AI are referred to as “strong” and “weak” in comparison to human intelligence.

But even that may be a controversial opinion. The Microsoft Research team published a paper in April 2023 detailing their exploration into GPT-4 and its proximity to AGI, titled Sparks of artificial general intelligence: Early experiments with GPT-4. The following is an excerpt from their abstract:

“We demonstrate that, beyond its mastery of language, GPT-4 can solve novel and difficult tasks that span mathematics, coding, vision, medicine, law, psychology and more, without needing any special prompting. Moreover, in all of these tasks, GPT-4’s performance is strikingly close to human-level performance, and often vastly surpasses prior models such as ChatGPT. Given the breadth and depth of GPT-4’s capabilities, we believe that it could reasonably be viewed as an early (yet still incomplete) version of an artificial general intelligence (AGI) system.”

For every person out there who’s come across Reddit threads about AI being sentient or somehow having ill will toward us, we want to make the following statement very clear. A complete form of AGI does not yet exist, and even if it does, we have no reason to believe it to be a sentient AI. This does not mean AI doesn’t actively and routinely cause humans harm, even in its current forms. The major caveat here is that unethical, haphazard applications of AI already actively cause us both minor inconveniences and major upsets. Books like Cathy O’Neil’s Weapons of Math Destruction detail the risks that come from AI using a number of real-world examples. Building AI ethically and responsibly is still a work in progress, and it’s one that anyone who’s involved in strategy, operations, and leadership should take seriously. We all have a role to play in building equitable applications of AI today and in the future. While AI systems may not be sentiently plotting the downfall of humanity, they inadvertently do cause harm when they’re left untested, improperly managed, and inadequately vetted for bias.

For now, can machines walk and talk like us? Increasingly so, every day. Do they think like us? LLMs can demonstrate step-by-step thought processes that mirror those of humans. But are they actually sentient? Sentience has to do with the ability to experience feelings, emotions, and consciousness. Algorithms and data are powerful, but not powerful enough to draw blood from a stone. AI doesn’t experience the world like us. It doesn’t experience the neurochemical reactions we do. It won’t internalize the gripping shame of abandonment or lose someone it loves to the opioid crisis. It doesn’t fall in love, experience depression, worry about keeping food on the table, or fear homelessness. It’s my personal opinion that the insufferable aspects of the human condition end with us. But I do very much believe that some of our greatest struggles, as well as our wildest curiosities, will be impacted considerably by the benevolence of AI and ML.Getting the most out of this book – get to know your free benefits

Introducing ML and DL

We have discussed how we’ve grappled with the idea of using machines since the 1950s, but we want to expand on the history of ML and DL artificial neural networks (ANNs) to give you a sense of how long these models have been around in order to give greater context and demonstrate the evolution these technologies have experienced to date.

The old – exploring ML

ML models attempt to create some representation of reality in order to help us make some sort of data-driven decision. Essentially, we use mathematics to represent some phenomenon that’s happening in the real world. ML essentially takes mathematics and statistics to predict or classify some future state. The paths diverge in one of two ways:

The first group lies with the emergence of models that continue to progress through statistical models.The second group lies with the emergence of models that try to mimic our own natural neural intelligence.

Colloquially, these are referred to as traditional ML and DL models, respectively. In this section, we will take a look at the traditional statistical ML models in order to understand both the historical relevance and prevalence of ML models. Some of the most reliable and prevalent models used in ML have been around for ages. Linear regression models have been around since the late 1800s and were popularized through the work of Karl Pearson and Sir Francis Galton, two British mathematicians. Their contributions gave way to one of the most popular ML algorithms used today, although unfortunately, both were prominent eugenicists. Karl Pearson is also credited with inventing principal component analysis (PCA), a learning method that reduces dimensions in a dataset, in 1901.

In the context of datasets, dimensions are categories or variables you would use to describe and analyze your data. Think of them as “labels” or “attributes” that give context to the elements you have within a dataset. For example, a customer database might include the age, gender, and location dimensions

A popular ML method, naive Bayes classifiers, came onto the scene in the 1960s but they’re based on the work of an English statistician named Thomas Bayes and his theorem of conditional probabilities, which is from the 1700s. The logistic function was introduced by Belgian mathematician Pierre Francois Velhulst in the mid-1800s, and logistic regression models were popularized by a British statistician named David Cox in 1958.

One of the simplest ML models for classification and regression, the KNN algorithm, emerged from a technical analysis report that was done by statisticians Evelyn Fix and Joseph Lawson Hodges Jr. on behalf of the United States Armed Forces in collaboration with Berkeley University in 1951. K-means clustering, an ML clustering method, was first proposed by a mathematician at UCLA named James MacQueen in 1967. As you can see, many of the algorithms that are used most commonly in ML models today have their roots quite far back in our modern history. Their simplicity and elegance add to their relevance today.

A brief history of DL

In 1943, Warren S. McCulloch and Walter Pitts published a paper, A logical calculus of the ideas immanent in nervous activity, which made a link between mathematics and neurology by creating a computer model based on the neural networks inherent in our own brains based on a combination of algorithms to create a “threshold” to mimic how we pass information from our own biological network of neurons. Then, in 1958, Frank Rosenblatt published a paper that would be widely considered the ancestor of neural nets, called The Perceptron: A perceiving and recognizing automaton. This was, for all intents and purposes, the first, simplest, and oldest ANN.

In the 1960s, developments toward backpropagation, or the idea that a model learns from layers of past mistakes as it trains its way through a dataset, made significant strides toward what would eventually make up the neural network. The most significant part of the development that was happening at this time was coupling the idea of inspiring mathematical models with the way the brain works based on networks of neurons and backpropagation because this created the foundation of ANNs, which learned through past iterations.

It’s important to note here that many ANNs work in a “feedforward” motion in that they go through the input, hidden layers, and output layers sequentially and in one direction only, from input to output. The idea of backpropagation essentially allows the ANNs to learn bi-directionally so that they’re able to minimize the error in each node, resulting in better performance. The following diagram illustrates this:

Figure 1.4: Backpropagation

It wasn’t until 1986, when David Rumelhart, Geoffrey Hinton, and Ronald Williams published a famous paper, Learning representations by back-propagating errors, that people fully began to appreciate the role backpropagation plays in the success of DL. The idea that you could backpropagate through time, allowing neural networks to assign the appropriate weights as well as train a neural network with hidden layers, was revolutionary at the time.

After each development, there was much excitement for ML and the power of neural networks but between the mid-60s and the 80s, there were two significant issues: a lack of data as well as a lack of funding. If you’ve heard the term “AI winter,” this is what it’s referring to. Developments were made on the modeling side but we didn’t have significant ways to apply the models that were being developed without the ability and willingness of research groups to get their hands on enough data to feed those models.

Then, in 1997, Sepp Hochreiter and Jürgen Schmidhuber published their groundbreaking work titled Long Short-Term Memory, which effectively allowed DL to “solve complex, artificial long-time lag tasks that had never been solved by previous recurrent network algorithms.” The reason why this development was so important was it allowed the idea of sequences to remain relevant for DL problems. Because neural networks involve hidden layers, it’s difficult for the notion of time to remain relevant, which makes a number of problems hard to solve. For instance, a traditional recurrent neural network might not be able to autocomplete a sentence in the way that a long short-term memory (LSTM) can because it doesn’t understand the time sequence involved in the completion of a sentence.

Today, most DL models require a ton of data, meaning the neural networks that power DL need lots of examples to understand whether something is, for example, a dog or a horse. If you think about it a bit, though, this doesn’t actually relate that closely to how our brains work. A small child that’s just emerging and learning about the world might need to be reminded once or twice about the difference between a dog and a horse, but you likely aren’t reminding them of that difference thousands or millions of times. In that sense, DL is evolving toward requiring fewer and fewer examples to learn. Sure, these days, we’re able to gather massive amounts of data for DL models to learn from, but the models themselves are evolving to improve without needing much data toward the ultimate goal of DL models that can be trained with small amounts of data.

So far, we’ve covered some of the history and influences shaping the field of ML and DL more specifically. While we haven’t gone into many of the technical concepts too heavily, this gives us a good foundation with which to understand how ML and DL have developed over time and why they’ve risen to prominence. In the following section, we will get more hands-on and get into understanding DL better.

The new – exploring DL

Part of our intention with separating ML and DL conceptually in this book is really to create associations in your mind regarding these concepts. For most technical folks in the field, there are specific models and algorithms that come up when you see ML or DL as a descriptor of a product. Quick reminder here that DL is a subset of ML. If you ever get confused by the two terms, just remember that DL is a form of ML that’s grown and evolved to form its own ecosystem. Our aim is to demystify that ecosystem as much as possible so that you can confidently understand the dynamics at play with DL products as a PM.

The foundational idea of DL is centered around our own biological neural networks, and DL uses what’s often the umbrella term of ANNs to solve complex problems. As we will see in the next section, much of the ecosystem that’s been formed in DL has been inspired by our own brains, where the “original” neural networks are found. This inspiration comes not just from the function of the human brain, particularly the idea of learning through examples, but also from its structure.

Because this isn’t an overly technical book meant for DL engineers, we will refrain from going into the terms and mathematics associated with DL. A basic understanding of an ANN would be helpful, however. As we go through this section, keep in mind that a neural network is composed of artificial neurons or nodes and that these nodes are stacked next to one another in layers. Typically, there are three types of layers:

The input layerThe hidden layer(s)The output layer

While we will go over the various types of ANNs, there are some basics to how these DL algorithms work. Think in terms of layers and nodes. Essentially, data is passed through each node of each layer and the basic idea is that there are weights and biases that are passed from each node and layer. The ANNs work through the data they’re training on in order to best arrive at patterns that will help them solve the problem at hand. An ANN that has at least three layers (which means an input, an output, and a minimum of one hidden layer) is “deep” enough to be classed as a DL algorithm.

That settles the layers, but what about the nodes? One of the simplest models (which we will discuss in detail later in this chapter) is the linear regression model. You can think of each node as its own mini-linear regression model because this is the calculation that’s happening within each node of an ANN. Beyond that, each node does more than just a linear regression calculation as it also applies a non-linear activation function to the result. This activation function then introduces non-linearity into the model, allowing ANNs to capture complex patterns and relationships in the data that linear regression cannot. Each node has its data, a weight for that data, and a bias or parameter that it’s measuring against to arrive at an output. The summation of all these nodes making these calculations at scale gives you a sense of how an ANN works. If you can imagine a large scale of hundreds of layers, each with many nodes within each layer, you can start to imagine why it can be hard to understand why an ANN arrives at certain conclusions.

DL is often referred to as a black-box technology and this starts to get to the heart of why that is. Depending on our math skills, we humans can explain why a certain error rate or loss function is present in a simple linear regression model. We can conceptualize the ways a model, which is being fitted to a curve, can be wrong. We can also appreciate the challenge when presented with real-world data, which doesn’t lay out a perfect curve, for a model. But if we increase that scale and try to conceptualize potentially billions of nodes, each representing a linear regression model, our brains will start to hurt.

Though DL is often discussed as a bleeding-edge technological advancement, as we saw in the prior section, this journey also started long ago.

Invisible influences

It’s important to understand the underlying relationships that have influenced ML and DL as well as the history associated with both. This is a foundational part of the storytelling but it’s also helpful to better understand how this technology relates to the world around us. For many, understanding AI/ML concepts can be mystifying, and unless you come from a tech or computer science background, the topics themselves can seem intimidating. Many will, at best, only acquire a rudimentary understanding of what this tech is and how it’s come about.

We want to empower anyone interested in exploring this underlying tech that will shape so many products and internal systems in the future by making a deeper understanding more accessible. Already, it may seem like there’s a bias – most of the folks who intimately understand ML and DL already come from a computer science background, whether it’s through formal education or through boot camps and other technical training programs. That means that, for the most part, the folks who have had access to this knowledge and pursued study and entrepreneurship in this field have traditionally been predominantly white and predominantly male.

Apart from the demographics, the level of investment in these technologies, from an academic perspective, has gone up. Let’s get into some of the numbers. Stanford University’s AI index states that AI investment at the graduate level among the world’s top universities has increased by 41.7%. That number jumps to 102.9% at the undergraduate level. An extra 48% of recipients of AI PhDs have left academia in the past decade in pursuit of the private sector’s big bucks. Also, while only 14.2% of computer science PhDs were AI-related 10 years ago, that number is now above 23%. The United States, in particular, is holding onto the talent it educates and attracts. Foreign students who come to the United States to pursue an AI PhD stay at a rate of 81.8%.

The picture this paints is one of a world that’s in great need of talent and skill in AI/ML. This high demand for the AI/ML skill set, particularly a demographically diverse AI skill set, is making it hard for people to stay in academia, since the private sector handsomely rewards those who don’t. In the start-up circuits, many venture capitalists and investors are able to confidently solidify their investments when they know a company has somebody with an AI PhD on staff, whether or not their product needs this heavy expertise. Placing a premium on human resources with these sought-after skills is likely not going to go away anytime soon.

Another key thing to remember is the relationship between ML teams and product teams. How the models are chosen, built, tuned, and maintained for optimized performance is the work of data scientists and ML engineers. Using this knowledge of performance toward the optimization of the product experience itself is the work of PMs. If you’re working in the field of AI product management, you’re working incredibly closely with your data science and ML teams (we’ll learn more about specific roles later in the book).

We’d like to also make a distinction about the folks you’ll be working with as an AI PM. Depending on your organization, you’re either working with data scientists and developers to deploy ML or you’re working with ML engineers who can both train and upkeep the models as well as deploy them into production. We highly suggest maintaining strong relationships with any and all of these impacted teams, along with DevOps.

We dream of a world where people from many competencies and backgrounds come into the field of AI because diversity is urgently needed and the opportunity that’s ahead of us is too great for the gatekeeping that’s been going on to prevail. It’s not just important that the builders of AI understand the underlying tech and what makes its application of it so powerful. It’s equally important for the business stakeholders that harness the capabilities of this tech to also understand the options and capabilities that lie before them. At the end of the day, nothing is so complicated that it can’t be easily explained.

ML versus DL – understanding the difference

In this section, we will explore the relationship between ML and DL and the way in which they bring their own sets of expectations, explanations, and elucidations to builders and users alike. Whether you work with products that incorporate ML models that have been around since the 50s or use cutting-edge models that have sprung into use recently, you’ll want to understand the implications either way. Incorporating ML or DL into your product will have different repercussions. Most of the time, when you see an AI label on a product, it’s built using ML or DL, so we want to make sure you come out of this chapter with a firm understanding of how these areas differ and what this difference will tangibly mean for your future products.

As a PM, you’re going to need to build a lot of trust with your technical counterparts so that, together, you can build an amazing product that works as well as it can technically. We will go over some of the basics here, and will be elaborating on these concepts later on. Let’s first take a look at how some of the key concepts that we’ll be discussing are interlinked:

Figure 1.5: The subcategories of ML

ML

In its basic form, ML is made up of two essential components:

The models usedThe training data it’s learning from

These data are historical data points that effectively teach machines a baseline foundation from which to learn, and theoretically, every time you retrain the models with fresh data, the models improve. Retraining alone, however, doesn’t guarantee better performance. It will improve performance if the fresh data is higher quality data, if it’s more representative of real-world conditions, or if it’s better labeled than the original data it trained on.

All ML models can be grouped into the following four major learning paradigms:

Supervised learningUnsupervised learningSemi-supervised learningReinforcement learning

These are the four major areas of ML, and each area is going to have its particular models and algorithms that are used in each specialization. The learning type has to do with whether or not the ML algorithm is learning from labeled or unlabeled (structured or unstructured) data, as well as the method you’re using to reward the models you’ve used for good performance. These learning paradigms are relevant whether your product is using a DL model or not, so they’re inclusive of all ML models. We will be covering the learning paradigms in more depth later in this chapter.