Content Moderation Becoming a Big Business with AI Enlisted to Help 

By John P. Desmond, AI Trends Editor  

Content moderation is becoming a bigger business, expecting to reach a volume of $11.8 billion by 2027, according to estimates from Transparency Market Research. 

The market is being fueled by exponential increases in user-generated content in the form of short videos, memes, GIFs, live audio and video content and news. Because some percentage of the uploaded content is fake news, or malicious or violent content, social media sites are employing armies of moderators equipped with tools employing AI and machine learning to attempt to filter out inappropriate content. 

Facebook has employed Accenture to help clean up its content, in a contract valued at $500 million annually, according to a recent account in The New York Times, based on extensive research into the history of content moderation at the social media giant.  

Julie Sweet, CEO, Accenture

The Times reported that Accenture CEO Julie Sweet ordered a review of the contract after her appointment in 2019, out of concern for what was then seen as growing ethical and legal risks, which could damage the reputation of the multinational professional services company.  

Sweet ordered the review after an Accenture worker joined a class action lawsuit to protest the working conditions of content moderators, who review hundreds of Facebook posts in a shift and have experienced depression, anxiety and paranoia as a result. The review did not result in any change; Accenture employs more than a third of the 15,000 people Facebook has hired to inspect its posts, according to the Times report.  

Facebook CEO Mark Zuckerberg has had a strategy of employing AI to help filter out the toxic posts; the thousands of content moderators are hired to remove inappropriate messages the AI does not catch.   

Cori Crider, Cofounder, Foxglove

The content moderation work and the relationship of Accenture and Facebook around it have become controversial. “You couldn’t have Facebook as we know it today without Accenture,” stated Cori Crider, a co-founder of Foxglove, a law firm that represents content moderators, to the Times. “Enablers like Accenture, for eye-watering fees, have let Facebook hold the core human problem of its business at arm’s length.” 

Facebook has hired at least 10 consulting and staffing firms, and a number of subcontractors,  to filter its posts since 2012, the Times reported. The pay rates vary, with US moderators generating $50 or more per hour for Accenture, while moderators in some US cities get starting pay of $18 per hour, the Times reported. 

Insights From an Experienced Content Moderator  

The AI catches about 90% of the inappropriate content. One supplier of content moderation systems is Appen, based in Australia, which works with its clients on machine learning and AI systems. In a recent blog post on its website, Justin Adam, a program manager overseeing several content moderation projects, offered some insights.   

The first is to update policies as real world experience dictates. “Every content moderation decision should follow the defined policy; however, this also necessitates that policy must rapidly evolve to close any gaps, gray areas, or edge cases when they appear, and particularly for sensitive topics,” Adam stated. He recommended monitoring content trends specific to markets to identify policy gaps.  

Second, be aware of the potential demographic bias of moderators. “Content moderation is most effective, reliable, and trustworthy when the pool of moderators is representative of the general population of the market being moderated,” he stated. He recommended sourcing a diverse group of moderators as appropriate.    

Third, develop a content management strategy and have expert resources to support it. “Content moderation decisions are susceptible to scrutiny in today’s political climate,” Adam stated. His firm offers services to help clients employ a team of trained policy subject matter experience, establish quality control review, and tailor quality analysis and reporting.   

Techniques for Automated Content Moderation with AI  

The most common type of content moderation is an automated approach that employs AI, natural language processing and computer vision, according to a blog post from Clarifai, a New York City-based AI company specializing in computer vision, machine learning, and the analysis of images and videos.   

AI models are built to review and filter content. “Inappropriate content can be flagged and prevented from being posted almost instantaneously,” to support the human moderator’s work, the company suggested.  

Techniques for content moderation include image moderation that uses text classification and computer vision-based visual search techniques. Object character recognition can identify text within an image and moderate that as well. The filters are looking for abusive or offensive words, objects and body parts within all types of unstructured data. Content flagged as inappropriate can be sent for manual moderation.  

Another technique, for video moderation, requires that the video be watched frame by frame and the audio screened also. For text moderation, natural language processing algorithms are used to summarize the meaning of the text or gain an understanding of the emotions in the text. Using text classification, categories can be assigned to help analyze the text or sentiment.    

Sentiment analysis identifies the tone of the text and can categorize it as anger, bullying, or sarcasm, for example, then label it as positive, negative, or neutral. The named entity recognition technique finds and extracts names, locations, and companies. Companies use it to track the number of times its brand is mentioned or the brand of a competitor, or the number of people from a city or state that are posting reviews. More advanced techniques can rely on built-in databases to make predictions about whether the text is appropriate, or is fake news or a scam.  

With little doubt, AI is needed in online content moderation for it to have a chance of being successful. “The reality is, there is simply too much UGC for human moderators to keep up with, and companies are faced with the challenge of effectively supporting them,” the Clarifai post states. 

Limitations of Automated Content Management Tools  

The limitations of automated content moderation tools include accuracy and reliability when the content is extremist or hate speech, due to nuanced variations in speech related to different groups and regions, according to a recent account from New America, a research and policy institute based in Washington, DC. Developing comprehensive datasets for these categories of content was called “challenging” and developing a tool that can be reliably applied across different groups and regions was described as “extremely difficult.”  

In addition, the definitions of what types of speech fall into inappropriate categories is not clear.   

Moreover, “Because human speech is not objective and the process of content moderation is inherently subjective, these tools are limited in that they are unable to comprehend the nuances and contextual variations present in human speech,” according to the post. 

In another example, an image recognition tool could identify an instance of nudity, such as a breast, in a piece of content. However, it is not likely that the tool could determine whether the post depicts pornography or perhaps breastfeeding, which is permitted on many platforms.  

Read the source articles and information from Transparency Market Researchin The New York Times, in blog post on the website of Appen,  a blog post on the website of Clarifai and an account from New America. 

After Some Success, Companies Seek Ways to Accelerate AI Adoption  

By AI Trends Staff  

Companies who have some success with their initial AI projects are seeking ways to accelerate adoption to deliver more value to the business. One researcher has defined an AI Adoption Maturity Model that presents a roadmap for accelerating AI adoption.  

Dr. Michael Wu, chief AI strategist, PROS Holdings

The first stage of the six-step AI adoption maturity model is the digitization of work, turning work in the physical world into digital processes that can be tracked and recorded as data, suggests Dr. Michael Wu, chief AI strategist for PROS Holdings, providing AI-based software as a service for pricing optimization, with a focus on the airline industry.  

“This stage is all about getting the data, which is the raw material for AI,” stated Wu, in an account from ZDNet. “If you are on the digital transformation bandwagon, good for you. You are already in Stage 1 of this maturity curve.” 

Wu felt qualified to create his own AI adoption maturity model from his work in applying data science expertise to analyze consumer behaviors on social media for over 10 years in his previous roles. These included chief scientist at Lithium Technologies, now called Khoros, offering software for customer engagement, online community management, and social media analytics.    

The move to contactless digital technologies will speed the adoption of AI because it is required to scale to the global nature of ecommerce, and because AI is a differentiator against online competition. “Every digital business must and will eventually adopt some form of AI,” he states.  

The critical mass of data required to train AI is high, so it takes a long time for companies to achieve the necessary data volume. In the meantime, companies can derive value from the data they have captured by performing analytics to help managers make better decisions.   

Most companies will begin with descriptive analytics that summarize the data they have collected, in reports and dashboards, perhaps powered by business intelligence tools. As the volume and diversity of the data assets grow, the company may be ready to perform predictive analytics. For example, a manufacturing plant may use mechanical operation data to infer the failure time of certain machinery in order to perform predictive maintenance, Wu suggests.  

Eventually, the company has gathered enough data to perform prescriptive analytics, used to prescribe actions that optimize some outcomes. For example, a pricing recommendation for a product is set to optimize revenue. Marketing automation can prescribe the engagement frequency for a prospect, to optimize the opportunity to convert prospects to customers. Now the organization is ready for the next stage of the maturity curve. 

Wu makes the point that the steps within the first stage of the maturity model are “vendor-agnostic, technology-agnostic and use-case-agnostic.” Rather, they are derived from “social science principles,” which he describes as “not like the fundamental laws in math, physics, or chemistry that are practically absolute. This means there will be exceptions, albeit rare.”  

The successive steps in Wu’s AI Maturity Model he derived from principles in behavioral economics and psychology. He states, “So they are agnostic to vendors, technologies, use cases, industries, business models, etc.”   

The second stage in Wu’s AI Maturity Model is exchange data for automation. “Prescriptive analytics provide the natural transition into this stage,” Wu states. Automate the actions that the AI has optimized, is the suggestion. “Once the AI is trained, it would be able to help us automate that aspect of our work by mimicking our decisions and actions. So essentially, you are exchanging your data for automation,” Wu states.  

To commit to this stage, he suggests that one needs to have faith in the machine, and let it run. “We must be comfortable with letting machines make the call (at least when it’s sufficiently confident) under human supervision,” he states.  

The rest of Wu’s steps provide a roadmap for AI adoption. “Together with AI, I believe we can tackle the biggest challenges facing humanity,” he states. 

Accelerating Adoption After Initial Success  

Organizations that have started out on their road map to AI and have experienced some success, wonder how the process can be accelerated. During the pandemic in 2020, companies put AI through some paces.   

David Tareen, director of AI and analytics, SAS

“The pandemic put AI and chatbots in place to answer a flood of pandemic-related questions,” stated David Tareen, director of AI and analytics at SAS, in an account from The Enterprisers Project. “Computer vision supported social distancing efforts. Machine learning models have become indispensable for modeling the effects of the reopening process.”  

With these initial successes, companies begin to see the way to higher potential value to the business from more AI projects.  “If there’s one reason IT leaders should accelerate the broader adoption of AI, it’s the ability to uncover opportunities that generate real business value through insights and efficiencies where perhaps there were none,” stated Josh Perkins, field CTO at AHEAD, which is a Gold Cloud partner with Microsoft Azure.   

One suggestion is to identify the best use cases and begin with those. “AI and machine learning efforts are best directed at specific use cases, and it may require engaging a broader ecosystem to bring it to life, especially if you have a paucity of AI and ML talent,” suggests Peter A. High, president of Metis Strategy, business and technology consultants.   

Another suggestion is to manage to milestones. “One overlooked challenge with AI initiatives is the time commitment required before tangible results can be delivered,” stated Ravi Rajan, head of data science at Cowbell Cyber, a cyber insurance company. “Without clear goals and planned milestones to show progress, AI projects can rapidly turn into discovery.”  

Regarding staffing for AI, experts suggest a multi-pronged approach to skills acquisition. Expertise in big data, process automation, cybersecurity, human-machine interaction design, robotics engineers and machine learning experts are in demand. Finding needed expertise has become a creative endeavor calling for innovative approaches.   

“In addition to having sophisticated hiring and retention plans, organizations need to work harder to leverage the talent they already have,” states Ben Pring, VP and director of the Cognizant Center for the Future of Work.  “A root-and-branch reform of upskilling and internal career progression is an important element of the multi-factor HR strategy necessary to succeed at this foundational task.”  

Pring is a coauthor of the book, What To Do When Machines Do Everything (2017), and the founder of Cognizant’s Center in 2011. He had worked at Gartner for over 14 years previously.  

Oak Ridge National Lab Worked with Partners to Speed Adoption 

In nuclear energy, engineers at the Oak Ridge National Laboratory (ORNL) found a way to accelerate AI adoption by working with partners.   

“Industry turns to ORNL for scientific and engineering expertise and world-class facilities that can’t easily be replicated,” stated Kathy McCarthy, Associate Laboratory Director of the Fusion and Fission Energy and Science Directorate, in a press release. “Here our researchers share some of the impacts and success of their current industry partnerships.”  

Collaboration led to the production this spring of four fuel assembly brackets produced by 3-D printers that have been successfully installed and are now operating at the Tennessee Valley Authority’s Browns Ferry Nuclear Plant Unit 2 in Athens, Alabama. The components are expected to remain in the reactor for six years, with routine inspections.  

Produced at ORNL’s Manufacturing Demonstration Facility, they were developed in collaboration with Framatome, TVA, and the DOE Office of Nuclear Energy–funded Transformational Challenge Reactor (TCR) program based at ORNL.   

“It took all three vantage points—industry manufacturer, electric utility, and national laboratory—to make this milestone possible,” stated Ben Betzler, TCR program director. “Through this collaboration, we’ve shown that it is indeed possible to deliver a 3D-printed component qualified to operate in what is one of the nation’s most highly regulated industries.”  

Researchers in the TCR program are leading 13 projects selected for DOE’s INFUSE (Innovation Network for Fusion Energy) initiative. 

Read the source articles and information from ZDNet, from The Enterprisers Project and in a press release from the Oak Ridge National Laboratory. 

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