How Deep Reinforcement Learning can help you to make better business decisions.

Photo by Clem Onojeghuo on Unsplash

One of the great promises of digital transformation is to elicit new insights and action instructions from our data with the help of algorithms. This should then lead to better processes, products and new business models. But as is so often the case, this is easier said than done.

One promising approach comes from the field of Deep Reinforcement Learning.

Deep reinforcement learning combines deep neural networks, which excel at recognizing patterns in large amounts of data, with reinforcement learning, in which learning is tied to a reward signal, such as winning a game, as in Go, or achieving a…

The amount of data that accumulates in companies is growing all the time. As a result, the handling of knowledge and decisions will change fundamentally: Self-thinking and self-acting algorithms will identify relevant information and prepare knowledge for us. Digital transformation can thus also be described as a start into the cognitive age.

Electrification, at the beginning of the 20th century, fundamentally changed the world. New automation possibilities revolutionized the economy and society. Such a drastic change is currently taking place again: the Digital Transformation. Its goal is to make all areas of work and private life predictable with self-thinking and…

We are in a communication arms race. I am not talking about the golden age of content or better advertisement or using YouTube instead of Instagram. I am talking about bringing the art of creative knowledge transfer to the complex world of business intelligence. For too long, enterprises have focused on how information is stored and accessed but disregarded how it is actually comprehended and applied. But when organizations effectively translate their complex business topics into easily consumable insights, employees make more effective decisions and are happier as well.

Knowledge transfer in businesses is historically dull and uninspiring. We’ve all…

Konrad Gulla

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