2022 Healthcare Trends: Healthcare Data, M&As, Better Patient Care, AI in Drug Development & Strategic Partnerships

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The COVID-19 pandemic continues to push the healthcare and life sciences industry in entirely new ways. In record time, we’ve witnessed public health officials, vaccine developers, equipment manufacturers, and essential workers take life saving actions—regularly putting their own lives at risk—to respond to the exceptional challenges of our time.
Yet after all the turmoil and uncertainty of the pandemic, record breaking levels of investment continue to come into the market to fuel innovations.
Vaccine development is now measured in weeks rather than years; providers are leveraging telehealth technologies to improve the physician and patient experience; and individuals have embraced a variety of devices to assume greater ownership and control of their personal health.
With that in mind, here are five of the many innovations I see driving healthcare and life sciences for at least the next 12 months:
1. Unleashing the power of healthcare and life sciences data
People have arguably never had as much access and understanding to their personal health data than they can in 2022. They have the ability to understand their genetic makeup, medical history, family history, and activity levels to ensure they are living a healthy lifestyle. Taken together, this longitudinal profile can become the basis for more personalized medicine. Add wearable devices to the mix and patients gain real- or near-real-time updates on their health status.
Further, global regulatory agencies have continued to mandate the need for providers to maintain a longitudinal health record that provides a holistic view of the patient across all the encounters they have had with a health system. Physician surveys conducted by the The Harris Poll and Google Cloud show that a 360-degree view of the patient, across all provider encounters, leads to faster, more accurate diagnosis, and better outcomes.
If secure data access and interoperability can begin to include insurers, researchers, public health officials, and others in the field, the powerful network effects benefiting patients will only grow. When combined with those longitudinal phenome profiles, the opportunities for personalized and preventative medicine enter a whole new era.
2. Healthcare and life sciences M&A boom continues
Although the pandemic initially slowed activity on mergers and acquisitions in the early part of 2020, the healthcare and life sciences industry has seen a rapid rebound and acceleration of deals ever since. The success of COVID-19 vaccines, the importance of telehealth, and the focus on molecular modeling and genomic-based drug development have all boosted investment as organizations look to enter new markets, develop new therapies, and leverage low interest rates while they last.
In 2021, the total funding of US digital health startups surpassed $29 billion across 729 deals, according to advisory Rock Health. That’s almost double the levels of 2020, which itself set records. Analysts at PWC meanwhile estimate M&A investments in biopharmaceutical and life sciences could approach $400 billion this year across all sub-sectors
Clearly, the pandemic has been a primary driver of investment as the focus on healthcare has dramatically increased. Yet the increased activity also reflects changing business models and emerging technologies that are now required to compete in the rapidly evolving space. For organizations to capitalize on these investments, it will take not only great vision and intellectual property but also the right technologies—like cloud—and the right data interoperability models, to make partnerships and acquisitions more scalable, feasible, and seamless.
3. Transforming the patient experience at a new rate
The pandemic has shined a spotlight on the inefficiencies and complexities that exist in healthcare markets across the globe. As wave after wave has surged, global healthcare systems remain overwhelmed on most every aspect of patients’ treatment journeys. Even before COVID-19, healthcare was already one of the largest spend areas for governments around the world. The pandemic has only exacerbated the known issues.
Clearly, administrators, regulators, physicians, nurses, and patients would agree that the processes and models need to change. There’s a need to maintain this momentum and even increase the tempo to achieve lasting change.
Take telehealth. Within months of the start of the pandemic, providers moved to provide more remote capabilities so physicians could still meet with patients virtually to ensure health and safety on all sides. Payers recognized the importance of telehealth and began to update reimbursement rules. And organizations are now reimagining policies in areas such as prior authorization, submission, and adjudication to reduce complexity and bureaucracy while improving responsiveness.
Looking beyond the system, organizations are also recognizing and deepening their understanding of the structural and social determinants of health that impact patient care and health outcomes, especially for historically underserved communities. Private and public sectors are learning from, and increasingly partnering with, the social sciences, public health, biomedical informatics, computer science, public policy and community groups around how to build a mI’ore equitable and inclusive consumer products and Health IT strategies.
The newfound levels of transparency, visibility, and accountability that patients, caregivers, and organizations are achieving will ultimately increase competition and provide a more effective, equitable, efficient and, above all, healthier marketplace for all patients. As we move past the worst of the pandemic, regulators and organizations should keep fighting for progress over business as usual.
4. AI is now a core competency for Drug Development
The ability of organizations like Pfizer, Moderna, Johnson & Johnson, and Astrazeneca to develop COVID-19 vaccines has been a remarkable accomplishment—particularly the historic speed with which they were created and deployed. This innovation acceleration was largely enabled by the use of new drug development platforms that allow researchers to use artificial intelligence and machine learning to model protein and cellular interactions to rapidly advance the science.
No longer must researchers rely on traditional laboratory testing (and retesting). With their improved understanding of the molecular and genetic structure of a patient and, for example, their tumor, researchers can use AI to enable simulations on computers rather than testing in live conditions. This technology can process thousands, even millions of simulations to help identify high-potential candidates for treatment consideration and subsequent analysis.
AI-enabled drug discovery models can eliminate months and years from the research process, which can reduce the time to develop a drug and accelerate the time to treatment for an individual patient. As just one example, consider the work on AlphaFold2 by Google’s DeepMind unit who leverages AI to predict effective protein shapes for new drugs. Healthcare and life sciences organizations already recognize the potential of AI. Now comes the investments to leverage this rapidly evolving technology to support their efforts now and in the future.
5. Ecosystem partnerships tackle complexity and spur innovation
As the importance and growth of the healthcare and life sciences industry continues, we will see even more new players and partnerships emerging to address old problems in new ways. This trend will touch all aspects of the healthcare value chain and will, increasingly, see three- and four-player partnerships emerge to address the complex challenges of today’s healthcare marketplace.
Technology will continue to play a key role as capabilities and platforms will transform all aspects of the marketplace. Cell phones, wearable devices, and other technologies will provide real-time updates and notifications to patients on everything from glucose levels to payments for healthcare services. Voice recognition software will document physician and patient discussions to reduce the burden of record keeping. Real-world data will be used to simplify and confidentially recruit patients for participation in clinical trials.
New players will continue to enter the market to improve health outcomes and reduce costs. Major retailers are among the companies extending their pharmacies to provide additional diagnostic and concierge services, saving patients from additional appointments while boosting prevention. Community organizations are emerging to help identify and care for underserved communities whose health outcomes are significantly lower than the average patient.
For all the exhausting and heart-wrenching challenges of the past two years, the opportunities the pandemic has laid bare cannot be overlooked. We owe it to those who have worked and fought so hard for every life to forge even more new partnerships—and make it easier to do so—so that the next crisis, when it does arise, will never be as bad as the one we’re now conquering. Technology can be the enabler in this effort and help bring us together to continue to conquer the challenges that lie ahead.

How Domino’s Increased Monthly Revenue By 6% with Google’s Analytical Tools
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Pizza purveyor Domino’s is dominating delivery sales around the world. Today, Domino’s is the most popular pizza delivery chain operating in the U.K., the Republic of Ireland, Germany, and Switzerland—and sales just keep growing.
In these regions in 2014, Domino’s sold 76 million pizzas and generated £766.6 million (1.02 billion USD) in revenue — a 14.6% increase from the previous year.
In the U.K. and Ireland, online sales are increasing 30% year over year and currently account for almost 70% of all sales. Notably, 44% of those online sales are now made via mobile devices.
Multi-Device Purchasing Means Fresh Opportunities
Domino’s is a consistent digital innovator. Much of the company’s success stems from early investments in ecommerce and mobile commerce platforms that help people easily purchase pizzas from different devices.
Domino’s sold its first pizza online in 1999. It then launched an iPhone app in 2010, quickly followed by apps for Android and iPad in 2011, and a Windows app in 2012. By late 2014, Domino’s customers could even order pizzas from Xboxes.
The Domino’s marketing team had assembled a variety of tools to measure marketing performance, keeping pace with the company’s rapid innovations. Unfortunately, measuring siloed analytics and channel-focused tools restricted the team’s ability to fully understand all of the different paths to purchase.
Find out how they worked around this challenge with Google Marketing Platform. Download the case study!
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Bra Fit or Brad Pitt? Fun Moments of Using AI for Contact Centers
For many enterprises, the wish to tap into the power of AI is negated only by a lack of know-how: How AI works, what sort and how much data they will need to gather and structure correctly, and how to use the platforms that make AI adoption easier.
Google understands that. Which is why the AI solutions they have built “are basically plug and play, ready to go with our partners, so that you (businesses) can have immediate business value for your specific use case, and for your specific workflow without a deep investment of any kind into machine learning,” says Levent Besik, Group Product Manager, Google Cloud.
Among the more interesting use cases that’s seeing adoption is contact center AI.
“So one thing that we see quite often, especially from our B2C customers, is that they often have this growing pain in their call centers. They face a trade-off between operational efficiency and great customer service. With the advances in language and conversational AI, that doesn’t have to be the case anymore,” says Besik.
That’s exactly the problem in front of Akash Parmar, Enterprise Architect,. “One of the big challenge we had was: how do we effectively manage 14 million calls, which come into our contact center, stores and head office? In the past, these calls were managed by completely different platforms with their own IVRs, with their own routing and reporting solutions. It was expensive, plus the experience across them was very inconsistent.”
Digging deeper, Parmar and team figured that the challenge was in the fact that an IVR couldn’t really capture the hundreds of reasons customers call.
To get around the problem Parmar and team decided to let customer tell them why they were calling. They then used AI to decipher what the customer was saying, extract the customer’s intent from that, and then help them directly, or re-route them to the best department.
Overall, it proved to be a big success, says Parmer. Although there were funny moments.
“In our early days, we were getting some transcriptions from the Speech API, which were not what we expected. It was not word by word and we had to kind of train the model to make sense of it. For example, we started to get calls about Brad Pitt. We were like, we’ve really won the Oscar here. Brad Pitt is calling us. It was not actually call for Brad Pitt. These were calls about bra fit, which it’s a big business for M&S,” remembers Parmer.
Find out how three companies, including Marks and Spencer, are using AI today.
Master AI Prompt Engineering with 6 Proven Tips

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As AI-powered tools become increasingly prevalent, prompt engineering is becoming a skill that developers need to master. Large language models (LLMs) and other generative foundation models require contextual, specific, and tailored natural language instructions to generate the desired output. This means that developers need to write prompts that are clear, concise, and informative.
In this blog, we will explore six best practices that will make you a more efficient prompt engineer. By following our advice, you can begin creating more personalized, accurate, and contextually aware applications. So let’s get started!
Tip #1: Know the model’s strengths and weaknesses
As AI models evolve and become more complex, it is essential for developers to comprehend their capabilities and limitations. Understanding these strengths and weaknesses can help you, as a developer, avoid making mistakes and create safer, more reliable applications.
For example, an AI model that is trained to recognize images of blueberries may not be able to recognize images of strawberries. Why? Because the model was only trained on a dataset of blueberry images. If a developer uses this model to build an application that is supposed to recognize both blueberries and strawberries, the application would likely make mistakes, leading to an ineffective outcome, and poor user experience.
It’s important to note that AI models have the ability to be biased. This is due to AI models being trained on data that is collected from the real world, and so it can reflect the inequitable power dynamics inherently rooted in our social hierarchy. If the data that is used to train an AI model is biased, then the model will also be biased. This can lead to problems if the model is used to make decisions that affect people by reinforcing societal biases. Addressing these biases is important to ensure that data is fair, promoting equality, and ensuring the responsibility of AI technology. Prompt engineers should be aware of training limitations or biases so they can craft prompts more effectively and understand what kind of prompting is even possible for a given model.

Tip #2: Be as specific as possible
AI models have the ability to comprehend a variety of prompts. For instance Google’s PaLM 2 can understand natural language prompts, multilingual text, and even programming codes like Python and JavaScript. Although AI models can be very knowledgeable, they are still imperfect, and have the ability to misinterpret prompts that are not specific enough. In order for AI models to navigate ambiguity, it is important to tailor your prompts specifically to your desired outcome.
Let’s say you would like your AI model to generate a recipe for 50 vegan blueberry muffins. If you prompt the model with “what is a recipe for blueberry muffins?”, the model does not know that you need to make 50 muffins. It is thus unlikely to list the larger volume of ingredients you’ll need or include tips to help you more efficiently bake such a large number of muffins. The model can only go off the context that is provided. A more effective prompt would be “I am hosting 50 guests. Generate a recipe for 50 blueberry muffins.” The model is more likely to generate a response that is relevant to your request and meets your specific requirements.
Tip #3: Utilize contextual prompts
Utilize contextual information in your prompts to help the model gain an in-depth understanding of your requests. Contextual prompts can include the specific task you want the model to perform, a replica of the output you’re looking for, or a persona to emulate, from a marketer or engineer to a high school teacher. Defining a tone and perspective for an AI model gives it a blueprint of the tone, style, and focused expertise you’re looking for to improve the quality, relevance, and effectiveness of your output.
In the case of the blueberry muffins, it is important to prompt the model using the context of the situation. The model might need more context than generating a recipe for 50 people. If it needs to be aware that the recipe must be vegan friendly, you might prompt the model by asking it to answer by emulating a skilled vegan chef.
By providing contextual prompts, you can help ensure that your AI interactions are as seamless and efficient as possible. The model will be able to more quickly understand your request and it will be able to generate more accurate and relevant responses.
Tip #4: Provide AI models with examples
When creating prompts for AI models, it is helpful to provide examples. This is because prompts act as instructions for the model, and examples can help the model to understand what you are asking for. Providing a prompt with an example looks something like this: “here are several recipes I like – create a new recipe based on the ones I provided.” The model can now understand the your ability and needs in order to make this pastry,
Tip #5: Experiment with prompts and personas
The way you construct your prompt impacts the model’s output. By creatively exploring different requests, you will soon have an understanding of how the model weighs its answers, and what happens when you interfuse your domain knowledge, expertise, and lived experience with the power of a multi-billion parameter large language model.
Try experimenting with different keywords, sentence structures, and prompt lengths to discover the perfect formula. Allow yourself to step into the shoes of various personas, from work personas such as “product engineer” or “customer service representatives,” to parental figures or celebrities such as your grandmother, a celebrity chef, and explore everything from cooking to coding!
By crafting unique, and innovative, requests replete with your expertise and experience, you can learn which prompts provide you with your ideal output. Further refining your prompts, known as ‘tuning,’ allows the model to have a greater understanding and framework for your next output.
Tip #6: Try chain-of-thought prompting
Chain of thought prompting is a technique for improving the reasoning capabilities of large language models (LLMs). It works by breaking down a complex problem into smaller steps, and then prompting the LLM to provide intermediate reasoning for each step. This helps the LLM to understand the problem more deeply, and to generate more accurate and informative answers. This will help you to understand the answer better and to make sure that the LLM is actually understanding the problem.
Conclusion
Prompt engineering is a skill that all workers, across industries and organizations, will need as AI-powered tools are becoming more prevalent. Remember to incorporate these five essential tips the next time you communicate with an AI model, so you can generate the accurate outputs that you desire. AI will forever continue to develop, constantly refining itself as we use it, so I encourage you to remember that learning, for mind and machine, is a never ending journey. Happy Prompting!
How to Choose the Right ML Model for Your Applications

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Many of our customers want to know how to choose a technology stack for solving problems with machine learning (ML). There are many choices for these solutions available, some that you can build and some that you can buy. We’ll be focusing on the build side here, exploring the various options and the problems they solve, along with our recommendations.
The best ML applications are trained with the largest amount of data
But first, keep in mind an important concept: the quality of your ML model improves with the size of your data. Dramatic ML performance and accuracy are driven by improvements in data size, as shown in the graph below. This is a text model, but the same principles hold for all kinds of ML models.

The X axis represents the size of the data set and the Y axis is the error rate. As the size of the data set increases, the error rate drops. But notice something critical about the size of the data set — the x-axis is2^20, 2^21, 2^ 22, etc. In other words, each new tic here is a doubling of the data set size. To get a linear decrease in your error rate you need to exponentially increase the size of your data set.
The blue curve in the graph represents a slightly more sophisticated ML model than the orange curve. Suppose you are deciding between two choices: create a better model or double the data set size. Assuming that these two choices cost the same, it’s better to keep gathering more data. It’s only when improvements due to data size increases start to plateau that it becomes necessary to build a better model.
Secondly, ML systems need to be retrained for new situations. For example, if you have a recommendation system in YouTube and you want to provide recommendations in Google Now, you can’t use the same recommendations model. You have to train it in the second instance on the recommendations you want to make in Google Now. So even though the model, the code, and the principles are the same, you have to retrain the model with new data for new situations.
Now, let’s combine these two concepts: you get a better ML model when you have more data, and an ML model typically needs to be retrained for a new situation. You have a choice of either spending your time building an ML model or buying a vendor’s off-the-shelf model.
To answer the question of whether to buy or whether to build, first determine if the buyable model is solving the same problem that you want to solve. Has it been trained on the same input and on similar labels? Let’s say you’re trying to do a product search, and the model has been trained on catalog images as inputs. But you want to do a product search based on users’ mobile phone photographs of the products. The model that was trained on catalog images won’t work on your mobile phone photographs, and you’d have to build a new model.
But let’s say you’re considering a vendor’s translation model that’s been trained on speeches in the European Parliament. If you want to translate similar speeches, the model works well as it uses the same kind of data.
The next question to ask: does the vendor have more data than you do? If the vendor has trained their model on speeches in the European Parliament but you have access to more speech data than they have, you should build. If they have more data, then we recommend buying their model.
Bottom line: buy the vendor’s solution if it’s trained on the same problem and has access to more data than you do.
Technology stack for common ML use cases
If you need to build, what is the technology stack you need? What are the skills your people need to develop? This depends on the type of problem you are solving. There are four broad categories of ML applications: predictive analytics, unstructured data, automation, and personalization. The recommended technology stack for each is slightly different.
Predictive analytics
Predictive analytics includes detecting fraud, predicting click-through rates, and forecasting demand.
Step one: build an enterprise data warehouse
Here, your data set is primarily structured data, so our recommended first step is to store your data in an enterprise data warehouse (EDW). Your EDW is a source of training examples and product histories tracked over time, and can break down silos and gather data from throughout your organization.
Step two: get good at data analytics
Next, you’d build a data culture, get skilled at data analytics, start to build dashboards, and enable data-driven decisions. At this point, you have all of the data and you know which pieces are trustworthy.
Step three: build ML
From your EDW, you can build your models using SQL pipelines. We recommend using BigQuery ML when doing ML with the data in your EDW. If you want to build a more sophisticated model, you can train TensorFlow/Keras models on BigQuery data. A third option is AutoML tables for state-of-the-art accuracy and for building online microservices.
Unstructured data
Examples of how our customers use ML to gain insights from unstructured data include annotating videos, identifying eye diseases, and triaging emails. Unstructured data can include videos, images, natural language, and text. Deep learning has revolutionized the way we do ML on unstructured data, whether you’re looking at language understanding, image classification, or speech-to-text.
For unstructured data, the models you use will employ deep learning. Here, the ROI heavily favors using AutoML. The amount of time that you’d spend trying to create a new ML model from scratch is almost never worth it. You can spend your money more effectively collecting more data than trying to get a slightly better model. Regardless of the type of unstructured data, our recommendation is to use AutoML for small and medium size data sizes.
But AutoML has a limit to scale. At some point, the size of your data set is going to be so large that architecture search is going to get really expensive. At that point, you may want to go to a best-of-breed model with custom retraining from TensorFlow Hub, for example. If you have data sets that are in the millions of examples, you can build your own custom neural network (NN) architectures. But determine if your data set size has started to plateau, by plotting a graph similar to the one at the top of this post. Build a custom NN architecture only after you’ve plateaued, where increasing amounts of data won’t give you a better model.
Automation
Some examples of how customers are using ML for automation include scheduling maintenance, counting retail footfall, and scanning medical forms. The key thing to keep in mind as you pick a technology stack for these problems is that you’re not building just one ML model. If you want to schedule maintenance orwant to reject transactions, for example, you’ll need to train multiple linked models.
Instead of individual models, think in terms of ML pipelines, which you can orchestrate using all of the technologies already mentioned. Then you have three choices for operationalizing, with three levels of sophistication.
- Vertex AI has turnkey serverless training and batch/online predictions. This is what is recommended for a team of data scientists. .
- Deep Learning VM Image, Cloud Run, Cloud Functions or Dataflow feature customized training and batch/online predictions. This is what is recommended if the team consists of data engineers and scientists.
- Vertex AI Pipelines are fully customizable and recommended for organizations with separate ML engineering and data science teams.
When doing automation, the individual models that you chain together into a pipeline will be a mix – some will be prebuilt, some will be customized, and others will be built from scratch. Vertex AI, by providing a unified interface for all these model types, simplifies the operationalization of these models.
Personalization
ML application examples of personalization include customer segmentation, customer targeting, and product recommendations. For personalization, we again recommend using an EDW, because customer segmentation uses structured marketing data. For product recommendations, you will similarly have prior purchases and web logs in your EDW., You can power clustering applications, or recommendation systems like matrix factorization, and create embeddings directly from your EDW for sophisticated recommendation systems.
For specific use cases, choose the technology stack based on your data size and scope. Start with BigQuery ML for its quick, easy matrix factorization approach. Once your application proves viable and you want a slightly better accuracy, then try AutoML recommendations. But once your data set grows beyond the capabilities of AutoML recommendations, consider training your own custom TensorFlow and Keras models.
To summarize, successful ML starts with the question, “Do I build or do I buy?” If an off-the-shelf solution exists that was trained with similar data and with access to more data than you have, then buy it. Otherwise build it, using the technology stack recommended above for the four categories of ML applications.
Learn more about our artificial intelligence (AI) and ML solutions and check out sessions from our Applied ML Summit on-demand.
Cloud and AI Paves the Future of Finance: Excerpts from FIA Boca 2022

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Financial markets were among the first to adopt new technologies, and that has certainly been true of the derivatives markets, which were early adopters of electronic trading. Going forward, new capabilities will transform the way industry participants communicate, analyze, and trade.
I sat down with Google Cloud’s Phil Moyer and former SEC Commissioner, Troy Paredes, for a fireside chat at FIA Boca 2022 to discuss the future of markets and policy, the new technologies that are already paving the way for greater speed and transparency, and how cloud can help promote greater resiliency, performance, and security to enable the long-term vision for the market. The following is a summary of our discussion.
The current state of cloud technology
When it comes to technology adoption, we’re seeing the market and participants adopt cloud technologies, and increasingly, machine learning (ML) on a wider scale. Cloud technology allows for easier, faster, and much more secure experimentation with large datasets and ML.
A recent Google sponsored study by Coalition Greenwich (September, 2021) showed that more than 93% of trading systems, exchanges, and data providers are in some way providing services on the cloud. The same study, revealed that about 72% of the financial industry across the buy side and sell side, intend to consume public cloud-data based market data within the next 12 months.
Data-driven decision-making and risk management have always been, and continue to remain, the cornerstones of the financial markets. Over time, technology innovation has facilitated access to better insights from data, and therefore, better decision-making and the ability to manage risk. That expectation is now mainstream, and will continue to grow in sophistication.
The multi-phased technology trajectory
The movement of exchanges to the cloud will occur in a “crawl-walk-run” fashion, with low-hanging fruits the first to be picked in the near term while bigger, paradigmatic changes will occur over the medium and long term. Some organizations are starting all three stages simultaneously, understanding that each will move at an independent cadence.
The “crawl” phase is one in which foundations are built, starting with organizations moving data to the cloud and experimenting with some degree of analytics. It’s one of the most important phases because it’s where the opportunity to increase transparency and risk management takes shape.
In moving to the cloud, the infrastructure – which in the past relied on a combination of people, processes, and some technology – becomes the code that runs applications. This early phase is key to empowering organizations to shift to a cloud-based, agile-first operating model that makes it easier and more seamless to launch new products in the future, including by freeing up people and resources from IT management to more mission-focused work.
Establishing the cloud operating model simplifies the “walk” and “run” phases where compliance is more automated, latency-sensitive applications are more readily available, and the next generation of exchanges, market participants, and regulators is better prepared to meet future challenges.
The “walk” phase is where much of the innovation happens. Exchanges are making significant progress in leveraging foundational data decisions in the “crawl” phase and innovations in the cloud to improve settlement, clearing, risk management, collateral management, and compliance, and launch new products.
And finally, the “run” phase is where organizations will start to move the latency-sensitive markets to the cloud, as the markets increasingly will demand low-latency and high performance along with transparency and analytics to solve historical obstacles to market access.
Opportunities for both regulators and market participants
Any time significant technological change takes place, regulators explore its implications, particularly with respect to their ability to meet their regulatory objectives.
Increasingly, we are seeing technological change driving more opportunities for regulators and market participants alike. Such changes may also allow better protection of the marketplace, with greater integrity and transparency.
Over time, regulatory regimes – rules, regulations, statutes, interpretations, and guidance – will also adjust to new technologies, both benefiting the marketplace and advancing regulatory goals.
As one example, the cloud is increasing the ability to meet compliance obligations by allowing compliance to be built into transactions. Moreover, predicated on the vision of real-time regulatory reporting, and given the pace of technological change in the marketplace over the last several years, various regulators have been using more advanced analytics. This trend will continue to help them more effectively and efficiently meet their objectives, and monitor and meet the expectations they have for the entire market.
Machine learning’s role in the financial markets
Google Cloud’s head of AI and Industry Solutions, Andrew Moore, said that ML will be doing three key things for us in the next 10 years: giving us meaning, providing concierge services, and serving as a guardian. Extracting information that is critical to investor decision-making can be extremely important. With more data than ever, ML can increase the ability to process it while also becoming more accessible in the cloud and better supporting regulatory objectives.
The technology will likely manifest in trading and anti-money laundering activities as they relate market functions, as well as managing a wide variety of risks – supporting the interests of both investors and regulators in terms of decision-making, surveillance, and protections.
Rather than taking individuals out of the equation, the digitization of markets, assets, and guard rails combined with ML will allow people to focus their expertise in different ways to achieve key objectives.
Building the market foundation for the future
The goals of operational resiliency, security, and privacy will continue to be critical for building the market foundation for both participants and regulators. While technology promises to create advantages in concrete, tangible ways, it will be important to scrutinize potential risks and concerns.
Priority one for technology providers is to build an environment of trustless security, including encryption at motion and encryption at rest, ensuring that markets are operationally resilient while instilling confidence for any exchange that runs on top of that infrastructure. Multicloud architectures and approaches are likely also to be part of the solution for operational resilience.
Throughout time, liquidity has been the outcome of improved access, transparency, and security. Technology providers are responding by sharing both the responsibility for, and fate of, the markets of the future to build an efficient, faster, and more transparent and secure financial industry.
You can learn more about our approach in our newest white paper, Building the financial markets foundation for the future.
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