Eagle Eye Magazine Issue 1 2023

and responsible ways and spend time
looking at different possible scenarios.
AI can be seen at the intersection
between people and technology. How
should we shape our ethics to make the
best of this relationship?
I am a firm believer in the necessity of good public and private
partnerships to solve problems. There are existential problems
contained in big issues such as AI and climate change so we need
to create partnerships between thought leaders and business
partners to shape ethical practices that can be globally applied.
These problems are disruptive to humanity across the board and
must be addressed collectively.
There is evidence to show that humans are prone to doing what
machines tell them to do in the context of decision-making
(e.g. we have moved from a garbage in/garbage out mindset to
garbage in/gospel out mindset). How can we make sure that
keeping humans ‘in the loop’ is managed effectively to produce
the best results?
In order for the ‘human in the loop’ approach to be effective, it
must be embedded into the development lifecycle of a project.
This means that the review process relating to the development
of models needs to have an ethical framework and expertise
from different fields (e.g. law, economics) embedded and set to
ask prompt questions, including around risk, at the right time,
every time. Only by having humans interjecting throughout the
development of technological models can we uncover unintended
consequences. And we need policies to make this happen.
Now that the technology is in the hands of everyday citizens,
we have to ask: how do we govern this? It is both exciting
and worrying.
“The most powerful thing
is that if people can see
something, then they believe
they can make it happen for
them too.
There was a recent piece from a
current student at Oxford about her
experience of what is being termed
‘eco-stress’, the feelings of anxiety
and sadness associated with major
environmental and climate issues. I
know many of us share these feelings.
How can we look to both people and
technology to give us hope?
Technology has engendered anxiety in a way never seen before.
In the past, humans had relatively limited exposure to things
based on what they read. Now it is pushed to us 24/7. This can
help with raising awareness of issues, but it also trains our brains
to look for instant knowledge. I think technology is completely
instrumental in creating the levels of eco-stress that we are seeing.
So, what do we do about it? I think we need to govern the use of
technology, we need to consider mental health aspects, perhaps
even require technologists to think about mental health as a core
part of tech evolution.
What key questions do you ask within a business setting that
would also be useful in an educational institution?
What is our purpose? How do we make our talent fit for purpose?
How can we make the best of generational differences? How do
our policies shape us? Do we have understanding partnerships?
How is our work shaping the world at large?
As an institution, how can Queen’s most effectively build trust
to attract as diverse a pool of talented applicants as possible?
Use storytelling. If your reputation differs from your brand, then
show people why the reputation is wrong. Pay attention to the
stories told about you and build external relationships so that the
stories you tell about yourself get heard.
In 2022 you were named the UK’s most influential person of
African or African Caribbean heritage by The Powerlist. What
does this accolade mean to you?
A year on, it means I am in the public eye a lot and, being an
introvert, that is hard. But the visibility means I can create a
platform for the good of all. The most powerful thing is that if
people can see something, then they believe they can make it
happen for them too. I have a responsibility to bring people along
– both people who look like me and people who do not. I am
humbled and honoured by it.
How can businesses make positive changes for the long-term?
I believe that in all settings, people have a responsibility to their
constituents, to those they work for, and to the greater good.
This needs to be considered when developing a brand strategy
in order to be successful and it needs to be communicated to all
employees and stakeholders so they know what they stand for.
To what extent does culture and purpose have to be engendered
from the top before it can be communicated more widely?
Grassroots efforts are important, but the tone absolutely has to be
set from the top.
How can older companies or institutions transform their
traditions by taking the best of what’s gone before and
moving forward?
Spend time identifying your core competencies and distinctive
features. What are you known for? Keep these. Then think about
what you need to bring in and build the new things around the
core identity. Boundaries, real and perceived, need to be removed
and process and rewards will help to drive changes.
Tell us about your time at Queen’s so far.
It feels like a community of deep thinkers! I met some students,
and they had some excellent questions for me. I can see it is a
place that engenders a diversity of thought. So, my question to
them is how can we harness the power of deep thinkers to help
both them and society? I hope my visit has encouraged College
members to think about how they can engage, adapt, and get their
voices heard.
For my part, I have seen the way that teaching is delivered here
in a highly personalised way through the tutorial system. This is
truly priceless. It has made me think about ways my own team
might benefit from Oxbridge’s unique approach.
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