Whether they’re reading the newspaper on the way to work, or catching up on the latest headlines on their smartphones, readers expect up-to-the-minute news wherever and whenever makes the most sense for them. As a result, media companies are increasingly looking for ways to improve, expand, and simplify their offerings, and they’re increasingly looking to the cloud to do it.

For more than 160 years The Telegraph has been counted on by readers across the United Kingdom and globally for award-winning news and journalism. An early adopter of cloud technology, it’s been a G Suite customer since 2008 and has already been using Google Cloud Platform to analyze digital behaviors to improve engagement and advertising performance since 2016.

Recently, The Telegraph announced it’s migrating fully to Google Cloud. By migrating all their production and pre-production services, they aim to deliver content faster, provide compelling experiences to readers, and reduce environmental impact.

“We are delighted to announce our newest collaboration with Google Cloud,” said Chris Taylor, Chief Information Officer, The Telegraph. “We have always worked closely with Google as they help us to provide our readers with great experiences on our digital products, collaboration software and internet scale through search. Their continued leadership in projects such as Kubernetes are enabling us to build flexible development environments that truly support DevOps.”

Powering the Digital Publishing Ecosystem

The Telegraph produces large volumes of digital content every day. It was imperative for them to find a cloud provider they could trust to support this ecosystem. By working with Google Cloud they have changed the way they see and engage with data: they can collect new information about their products every second and use that to continually hone their strategy. The Telegraph are placing more confidence and trust in the data captured about their content and now have one of the best available pieces of technology for capturing and analyzing the stories they publish in real-time.

Leveraging AI to support journalists

Time is critical when journalists are on a story, and The Telegraph wants to put important data in the hands of its journalists right when they need it. To do this, it will be using AutoML to classify content for journalists and make it more discoverable. For example, a reporter will be able to bring up relevant assets that link to their stories. It will also apply AutoML to classify Telegraph stock photos to help journalists attach compelling visual content to their stories faster.

Building compelling reader experiences with the help of APIs

Readers have an ever-increasing expectation of personalization. To meet this need, The Telegraph launched My Telegraph, currently live in beta, to offer registered readers personalized news experiences based on their interests or the particular journalists they want to follow. My Telegraph was developed on an API management platform provided by Google Cloud’s Apigee. You can learn more about how it’s applying API management to My Telegraph, in this blog post.

Working for environmental good

The Telegraph is the biggest selling quality newspaper in the UK, an accolade which requires it to print and distribute hundreds of thousands of copies each day. Optimal management of print production is important, and by using a combination of the cloud and machine learning, The Telegraph is better able to predict demand for physical newspapers, maximizing sales and minimizing waste. This makes great business sense for The Telegraph but also has great environmental benefit.

It may be surprising to know that U.S. natural catastrophe economic losses totaled $119 billion in 2020, and 75% (or $89.4B) of those economic losses were caused by severe storms and cyclones. In the insurance industry, data is everything. Insurers use data to influence underwriting, rating, pricing, forms, marketing, and even claims handling. When fueled by good data, risk assessments become more accurate and produce better business results. To make this possible, the industry is increasingly turning to predictive analytics, which uses data, statistical algorithms, and machine learning (ML) techniques to predict future outcomes based on historical data. Insurance firms also integrate external data sources with their own existing data to generate more insight into claimants and damages. Google Cloud Public Datasets offers more than 100 high-demand public datasets through BigQuery that helps insurers in these sorts of data “mashups.” 

One particular dataset that insurers find very useful is Severe Storm Event Details from the U.S. National Oceanic and Atmospheric Administration (NOAA). As part of the Google Cloud Public Datasets program and NOAA’s Public Data Program, this severe storm data contains various types of storm reports by state, county, and event type—from 1950 to the present—with regular updates. Similar NOAA datasets within the Google Cloud Public Datasets program include the Significant Earthquake Database, Global Hurricane Tracks, and the Global Historical Tsunami Database.  

In this post, we’ll explore how to apply storm event data for insurance pricing purposes using a few common data science tools—Python Notebook and BigQuery—to drive better insights for insurers.

Predicting outcomes with severe storm datasets

For property insurers, common determinants of insurance pricing include home condition, assessor and neighborhood data, and cost-to-replace. But macro forces such as natural disasters—like regional hurricanes, flash floods, and thunderstorms—can also significantly contribute to the risk profile of the insured. Insurance companies can leverage severe weather data for dynamic pricing of premiums by analyzing the severity of those events in terms of past damage done to property and crops, for example. 

It’s important to set the premium correctly, however, considering the risks involved. Insurance companies now run sophisticated statistical models, taking into account various factors—many of which can change over time. After all, without accurate data, poor predictions can lead to business losses, particularly at scale.  

The Severe Storm Event Details database includes information about a storm event’s location, azimuth (an angle measurement used in celestial coordination), distance, impact, and severity, including the cost of damages to property and crops. It documents:

• The occurrence of storms and other significant weather events of sufficient intensity to cause loss of life, injuries, significant property damage, and/or disruption to commerce.
• Rare, unusual weather events that generate media attention, such as snow flurries in South Florida or the San Diego coastal area.
• Other significant weather events, such as record maximum or minimum temperatures or precipitation that occur in connection with another event.

Data about a specific event is added to the dataset within 120 days to allow time for damage assessments and other analysis.

Driving business insights with BigQuery and notebooks

Google Cloud’s BigQuery provides easy access to this data in multiple ways. For example, you can query directly within BigQuery and perform analysis using SQL. 

Another popular option in the data science and analyst community is to access BigQuery from within the Notebook environment to intersperse Python code and SQL text, and then perform ad hoc experimentation. This uses the powerful BigQuery compute to query and process huge amounts of data without having to perform the complex transformations within the memory in Pandas, for example.

In this Python notebook, we have shown how the severe storm data can be used to generate risk profiles of various zip codes based on the severity of those events as measured by the damage incurred. The severe storm dataset is queried to retrieve a smaller dataset into the notebook, which is then explored and visualized using Python. Here’s a look at the risk profiles of the zip codes:

Another Google Cloud resource for insurers is BigQuery ML, which allows them to create and execute machine learning models on their data using standard SQL queries. In this notebook, with a K-Means Clustering algorithm, we have used BigQuery ML to generate different clusters of zip codes in the top five states impacted by severe storms. These clusters show different levels of impact by the storms, indicating different risk groups. 

The example notebook is a reference guide to enable analysts to easily incorporate and leverage public datasets to augment their analysis and streamline the journey to business insights. Instead of having to figure out how to access and use this data yourself, the public datasets, coupled with BigQuery and other solutions, provide a well-lit path to insights, leaving you more time to focus on your own business solutions.

Making an impact with big data

Google Cloud’s Public Datasets is just one resource within the broader Google Cloud ecosystem that provides data science teams within the financial services with flexible tools to gather deeper insights for growth. The severe storm dataset is a part of our environmental, social, and governance (ESG) efforts to organize information about our planet and make it actionable through technology, helping people make a positive impact together. 

To learn more about this public dataset collaboration between Google Cloud and NOAA, attend the Dynamic Pricing in Insurance: Leveraging Datasets To Predict Risk and Price session at the Google Cloud Financial Services Summit on May 27. You can also check out our recent blog and explore more about BigQuery and BigQuery ML.

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!

It has been seven years since Marc Andreesen’s famous article “Why Software is Eating the World” was published in the Wall Street Journal, and given the slow pace of change in many companies, some executives still may not be taking the threat of being “eaten” seriously enough. 

Software, and platform business models based on software, have the potential to deliver powerful economic forces into virtually any company or industry. Every company has valuable assets—such as data, expertise or access to certain services or user bases—and most of these assets can be delivered via software. Once an asset is expressed as software in a modern way—that is, as an application programming interface (API)—it can be combined with other software to create new applications and digital experiences.

Benefits of this approach, just to name a few, include near-zero marginal cost to scale up APIs for new users or use cases; global reach for both partners using APIs and end users consuming the digital experiences those APIs power; and network effects triggered as more partners use a given company’s digital assets and spread its services into new markets and use cases.

Disruption by software-powered business models

In the last two decades we’ve seen individual companies and entire industries upended by these kinds of software-powered business models. Examples abound: Amazon and the retail industry, Netflix and movie rentals, Uber and ride hailing, Airbnb and hotels, etc. We’ve reached the point that these companies’ names have become verbs synonymous with being “eaten” by software (e.g., “Amazoned” or “Netflixed”).

The most famous examples of digital disruption involve digital natives, of course, but legacy businesses are leveraging software to evolve too. Brazilian retailer Magazine Luiza—a company I’ve worked with through my employer, Google Cloud’s Apigee team—has enjoyed enormous revenue growth and seen its stock soar, for example, as it has built out its digital platform capabilities and transitioned from a primarily brick-and-mortar model to an omnichannel one. The point is, whether a company has been in business five decades, five years or five months, software remains ravenous and is always looking for new companies and industries to “eat.”

Change in the face of serious threats

Facing this threat, how should corporate leadership respond? There are some excellent examples of CEOs who have galvanized their companies and led them through the massive, gut-wrenching change required to pivot in the face of a serious threat. A few of the biggest examples include: 

• In 1995, it became apparent to Microsoft co-founder and then-CEO Bill Gates that the internet was “the most important single development to come along since the IBM PC,” and, if not embraced in haste, a threat to many of Microsoft’s businesses. In May of that year he published the “The Internet Tidal Wave” memo and focused all of Microsoft on adopting and building for the internet. Almost 20 years later, current Microsoft CEO Satya Nadella similarly made the bold decision to redirect the company for a cloud-first world. 

• Facebook went public at $38 per share in May of 2012 but within months, stocks could be had for a little over half that. The concern? Facebook was a desktop-optimized website without a polished mobile presence, and by 2012, consumer attention had begun to accelerate towards mobile at a much higher rate than many initially predicted.  Facebook CEO Mark Zuckerberg reacted by not only proclaiming Facebook a mobile-first company, but also backing up that proclamation with action.  

• Turning to another company I’ve worked with via Apigee, T-Mobile launched its highly visible “Uncarrier” campaign—which offers streamlined, customer-friendly plans and services—while also investing in and executing a new IT vision dedicated to ongoing digital transformation. T-Mobile execs have credited the technology effort, spearheaded by CEO John Legere, with helping the company to introduce new services and better service customers. T-Mobile’s market cap has more than doubled since Legere took over in 2012.  

Keeping pace with changing customer needs

In the face of an existential threat, strong executive leadership is required to pivot the company to safety, as these examples attest. Digital transformationisn’t about deploying new technologies just to make an existing approach more efficient or to add a few new apps or features to the status quo; digital transformation is about keeping pace with changing customer needs by leveraging software platforms to continuously evolve how the business operates. This can be akin to turning an enormous ship—and a ship can’t turn very well without her captain, first mate, and other leaders showing the way.  

Research supports this. A recent Deloitte survey, for example, found that over “80 percent of respondents from digitally maturing organizations say their leaders have sufficient knowledge and ability to lead the company’s digital strategy,” compared to only “22 percent of early-stage business respondents [who] have the same belief.” Similarly, Gartner research finds that CEOs are seeking a “deeper understanding of digital business” as they shift their focus from growth in general to how technology helps them attain it.  

More recently, the onslaught of software devouring the world has been further accelerated by machine learning making everything smarter, voice interfaces changing how people interact with devices, and more. To keep pace, corporate leaders need to galvanize their companies to build and deploy software faster, make systems and data easily accessible inside and outside their companies, and improve digital experiences through not only machine learning but also constant data-driven iteration. 

Seven years after Andreesen’s editorial, the pace of digital disruption is still increasing, and so is the need for strong leadership to pivot fully into digital. Over half of the Fortune 500 has been acquired, merged or declared bankruptcy since 2000—and the companies that survive in coming years won’t be those whose leaders treat technology as an IT concern rather than a core part of the business.