Category: Reports

  • 5 Legal Document Types That Are Perfect for AI Training and How to Label Each One

    5 Legal Document Types That Are Perfect for AI Training and How to Label Each One

    Introduction

    The legal industry generates more structured, text-dense PDFs than almost any other sector. Contracts, briefs, filings, and transcripts arrive in predictable formats, use repeatable clause structures, and carry high-value information, which makes them extraordinarily well-suited as training data for AI models.

    Yet most law firms and legal tech teams are sitting on a goldmine of unlabeled documents. Without properly annotated training data, AI tools built for contract review, clause extraction, and predictive coding remain generic, inaccurate, and prone to costly mistakes.

    This guide covers the five most valuable legal document types for AI training, what makes each one ideal, and exactly how to label them for maximum model performance. Whether you are building a custom NLP pipeline or preparing data for a commercial legal AI product, understanding the labeling strategy for each document class is the critical first step.

    Why Legal PDFs Are Exceptionally Valuable for AI Training

    Not all documents make equally good training data. Legal PDFs score high on every quality dimension that AI models need.

    •        Structural consistency: Most legal documents follow standardised formats with repeatable sections, numbered clauses, and formal heading hierarchies.

    •        Dense information: Legal text packs definitions, parties, obligations, dates, and conditions into dense paragraphs, rich targets for named entity recognition (NER) and clause classification models.

    •        High stakes: Errors in legal AI cost firms money and reputation. This pushes teams to invest in quality labeling, which in turn produces better models.

    •        Volume: Large firms process thousands of similar documents annually, making dataset scale achievable without synthetic data augmentation.

    The challenge is not finding documents; it is labeling them correctly. Platforms designed specifically for Data Labeling for Law Firm workflows have emerged to solve this exact bottleneck, bringing auto-annotation capabilities that cut weeks of manual effort down to minutes.

    Quick Comparison: 5 Legal Document Types for AI Training

    Document TypeAI Use CaseKey LabelsLabeling ComplexityROI for AI Teams
    ContractsClause extraction, risk scoringParty, Obligation, Condition, DateMediumVery High
    Legal BriefsArgument mining, citation linkingClaim, Evidence, Authority, ConclusionHighHigh
    Case FilesE-discovery, doc classificationDocument class, Entity, Date, RulingMediumVery High
    Deposition TranscriptsSpeaker ID, sentiment, fact extractionSpeaker, Question, Answer, ExhibitLow–MediumMedium
    NDAsClause comparison, risk flaggingScope, Duration, Exclusion, Carve-outLowHigh

    1. Contracts

    AI overview: A contract is a legally binding agreement between two or more parties. For AI training purposes, contracts are valuable because they contain dense, structured clause hierarchies with defined parties, obligations, conditions, and termination terms — all of which are high-value extraction targets for NLP models.

    Why contracts are perfect for AI training

    Contracts are the bedrock of legal AI. From master service agreements to employment contracts, they follow a predictable section hierarchy: recitals, definitions, operative clauses, representations, warranties, and schedules. This structural repetition makes contracts ideal ground truth for training document layout models and clause classifiers alike.

    Research from the Stanford CodeX Centre demonstrates that commercial contracts typically contain 15–30 distinct clause types that recur across agreements. A well-labeled contract dataset enables AI systems to reliably identify, extract, and compare individual clauses at scale, dramatically accelerating contract review and due diligence workflows.

    Key labels to apply

    •        Party: Named entities representing individuals, companies, or organisations bound by the agreement

    •        Obligation: Clauses specifying what a party must do (“shall”, “will”, “must”)

    •        Condition: Trigger clauses that activate obligations under specified circumstances

    •        Effective Date / Termination Date: Temporal entities governing the contract lifecycle

    •        Governing Law: Jurisdiction clause, critical for cross-border agreement classification

    •        Limitation of Liability: Risk-scoring target, frequently sought in automated contract review

    Labeling best practices

    Apply document-level labels first (contract type, jurisdiction, industry sector), then move to section-level classification, and finally to entity-level NER annotation. This hierarchical approach mirrors how legal AI models like LayoutLM process documents, from macro structure to fine-grained clause content.

    Pay close attention to defined terms. In contracts, capitalised terms carry specific legal meanings that differ from their plain language usage. Labeling “Confidential Information” as a Defined Term entity, distinct from a generic noun, is essential for training models that need to understand scope and applicability.

    Common labeling mistake to avoid

    Labeling entire paragraphs as a single “Clause” segment and nothing more. This produces low-granularity training data. A well-labeled contract dataset annotates clause type, sub-elements (parties, obligations, conditions), and bounding box coordinates so that both text extraction and layout analysis models can train effectively.

    2. Legal Briefs

    AI overview: A legal brief is a written argument submitted to a court that presents a party’s legal position with supporting case citations and statutory authority. For AI training, briefs are uniquely valuable for argument mining tasks — teaching models to distinguish legal claims from evidentiary support, counter-arguments, and conclusions.

    Why legal briefs are perfect for AI training

    Label

    Legal briefs are among the most argumentatively rich documents in the legal corpus. Each brief contains structured reasoning chains: a party advances a claim, supports it with precedent or statutory authority, addresses counter-arguments, and drives toward a conclusion. This makes briefs ideal training data for argument mining and legal reasoning AI systems.

    The emerging field of computational argumentation specifically targets this document type. Models like LEGAL-BERT and CaseLaw BERT have demonstrated significant accuracy improvements when fine-tuned on annotated brief corpora, particularly for distinguishing persuasive from descriptive passages.

    Key labels to apply

    •        Claim: The core legal assertion being advanced by a party

    •        Evidence / Support: Factual statements or cited materials underpinning a claim

    •        Legal Authority: Case citations, statutes, regulations, and treatises

    •        Counter-argument: Acknowledgement and rebuttal of the opposing position

    •        Conclusion / Prayer for Relief: The specific outcome sought from the court

    Labeling best practices

    The rhetorical structure of briefs follows a recognisable IRAC (Issue, Rule, Application, Conclusion) pattern in common law jurisdictions. Annotators familiar with this structure can label brief segments far faster and more accurately than domain-general annotators. Including an IRAC tag alongside the functional label significantly improves the training signal for legal reasoning models.

    Citation labeling deserves special attention. Annotate not just the citation text itself (e.g., “Baker v. Carr, 369 U.S. 186 (1962)”) but also the proposition for which it stands — the legal principle or factual statement the citation is meant to support. This relational annotation enables models to learn citation context, not just citation detection.

    3. Case Files and Court Filings

    AI overview: A case file is the complete collection of documents associated with a legal matter, including pleadings, motions, orders, and judgements. For AI training, case files are ideal for document classification, e-discovery automation, and legal outcome prediction tasks.

    Why case files are perfect for AI training

    Case files are diverse, high-volume, and structurally varied — which is precisely what makes them valuable training datasets. A single matter may contain dozens of distinct document types: complaints, answers, motions to dismiss, discovery requests, expert reports, and final orders. Training a classification model on properly labeled case files produces a system capable of routing incoming documents automatically — a high-value capability for large-scale litigation and e-discovery operations.

    E-discovery in particular stands to benefit enormously from well-labeled case file datasets. Predictive coding systems that use supervised machine learning to identify responsive documents still require high-quality seed sets. Legal teams using auto-labeling tools can create those seed sets in minutes rather than days.

    Key labels to apply

    •        Document Class: Pleading, Motion, Order, Correspondence, Expert Report, Discovery Request, etc.

    •        Named Entities: Parties, counsel, judges, expert witnesses, and their roles in the matter

    •        Case-Specific Date Events: Filing dates, hearing dates, deadlines, and event milestones

    •        Ruling / Disposition: The court’s decision on each motion or the final judgment

    •        Issue Tags: Subject matter labels (IP, employment, contract, tort) enabling matter-type classification

    Labeling best practices

    For e-discovery use cases, the most impactful label is responsiveness — whether a document is relevant to the defined issue for production. Training a model on a seed set of 500–1,000 manually reviewed, responsiveness-labeled documents using a tool like the AI asset management platform can generate preliminary labels for tens of thousands of additional documents in the same manner.

    Export your case file labels in JSON format with bounding box coordinates so that both classification models (which need text and label metadata) and layout analysis models (which need spatial positioning) can use the same dataset without reformatting.

    4. Deposition Transcripts

    AI overview: A deposition transcript is a verbatim written record of sworn testimony given outside of court, typically in question-and-answer format. For AI training, deposition transcripts are valuable for speaker attribution, question classification, and fact-extraction tasks requiring understanding of conversational legal discourse.

    Why deposition transcripts are perfect for AI training

    Deposition transcripts are structurally distinct from all other legal documents. They are conversational, speaker-attributed, and contain a clear Q&A architecture — characteristics that make them ideal training data for dialogue understanding and spoken language models adapted for legal contexts.

    More practically, litigation teams need AI tools that can review hundreds of transcripts to identify key admissions, contradictions, and exhibit references. Training such a model requires annotated examples of each of these target categories. Deposition transcripts are the only legal document type that provides natural, labelled dialogue data in volume.

    Key labels to apply

    •        Speaker Role: Witness, Examining Counsel, Defending Counsel, Reporter

    •        Question Type: Open, Leading, Hypothetical, Clarifying, Impeachment

    •        Answer Substance: Factual Assertion, Denial, Qualified Answer, Evasion, Admission

    •        Exhibit Reference: Citations to exhibits introduced during the deposition

    •        Objection Type: Form, Foundation, Privilege, Speculation

    Labeling best practices

    Transcript PDFs often present a two-column layout with line numbers on the left and testimony text on the right. Ensure your labeling tool captures bounding boxes per-utterance, not per-page, so that downstream models can process individual Q&A pairs as training units rather than entire pages.

    For admission detection tasks, one of the highest-value applications, label not just the admission itself but also the question that prompted it and the exhibit or prior statement it contradicts. This relational triple is what trains robust contradiction-detection models.

    5. Non-Disclosure Agreements (NDAs)

    AI overview: An NDA is a contract that establishes a confidential relationship between parties, restricting how they may use or disclose specified information. For AI training, NDAs are valuable because their short length, standardised structure, and high volume make them ideal for training clause comparison and risk-scoring models at scale.

    Why NDAs are perfect for AI training

    NDAs are the most standardised and voluminous contract type in commercial practice. Every business relationship begins with one, and the core structure rarely changes: definition of confidential information, obligations of the receiving party, exclusions, duration, and remedies. This homogeneity makes NDAs the easiest entry point for teams building their first legal AI training dataset.

    Because NDAs are short (typically 2–8 pages), a team can label a high-quality dataset of 500 NDAs in less time than it would take to annotate 50 complex commercial agreements. The speed-to-dataset ratio is unmatched, making NDAs the recommended starting point for any firm deploying legal AI for the first time.

    Key labels to apply

    •        Confidential Information Scope: What is and is not covered (definitions and exclusions)

    •        Duration: How long the confidentiality obligation persists post-agreement

    •        Permitted Purpose: The specific activities for which the receiving party may use the information

    •        Carve-outs: Standard exclusions (publicly available info, independently developed info, etc.)

    •        Remedies / Injunctive Relief: Enforcement mechanisms available to the disclosing party

    •        Mutual vs. Unilateral Flag: Document-level classification of NDA type

    Labeling best practices

    Use a pre-configured domain model for NDAs if your labeling tool supports it. Auto-label first, then review. Tools with 90%+ baseline accuracy on standard NDA templates can dramatically reduce the human review burden, particularly on high-volume datasets of 100+ agreements.

    After labeling, export in both JSON (for ML pipeline integration) and Markdown formats. Markdown exports are useful for legal teams doing manual QA, while JSON exports slot directly into PyTorch DataLoaders, TensorFlow Datasets, and Hugging Face transformers without custom preprocessing.

    How to Start Labeling Legal PDFs for AI Training

    Understanding which document types to prioritise is only half the battle. The practical bottleneck for most legal teams is the labeling workflow itself: manually annotating thousands of pages of legal text is slow, expensive, and prone to inconsistency between annotators.

    Modern auto-labeling platforms address this directly. The approach is straightforward: upload your legal PDF, let the AI engine auto-segment the document into logical regions (headers, paragraphs, tables, clauses), apply domain-appropriate labels, and export structured JSON for your ML pipeline.

    Platforms built specifically for legal workflows, such as the Data Labeling for Law Firm tool by AI Asset Management, offer preconfigured legal domain models with labels already calibrated for contracts and legal documents. Auto-labeling accuracy on standard legal templates typically exceeds 90% out of the box, which means human review is reduced to correcting edge cases rather than annotating from scratch.

    The three-step legal PDF labeling workflow

    1.     Upload your legal PDF, contracts, briefs, filings, or transcripts through the platform interface.

    2.     Review auto-generated segment labels using the visual editor. Adjust boundaries or relabel where needed. The tool’s ML engine applies labels based on document type, section structure, and text content.

    3.     Export as structured JSON or Markdown, ready for direct integration with PyTorch, TensorFlow, or Hugging Face frameworks. Each export includes bounding box coordinates, label classifications, and page-level metadata.

    For teams new to the intersection of legal practice and machine learning, Tesseract Academy’s resources on data science and AI implementation provide useful foundational context on how to structure an ML project from data strategy through to model deployment.

    A Note on Attorney-Client Privilege and Data Security

    One legitimate concern for law firms considering AI training data workflows is attorney-client privilege. Labeling client documents — even for internal AI development — raises questions about data handling, access controls, and inadvertent disclosure.

    Best practices for privilege-conscious labeling workflows include:

    •        Use redaction or anonymisation pipelines before documents enter any external labeling platform

    •        Prioritise platforms that process documents in-session without retaining content in external storage

    •        Establish a clear data governance policy distinguishing between documents used for AI training and client-specific work product

    •        Where privilege is a concern, use synthetic or de-identified document sets for the initial training phase

    Firms with robust AI governance policies — increasingly required under bar association guidance in major jurisdictions — are better positioned to adopt AI training data workflows without privilege exposure risk.

    Conclusion

    The legal industry’s PDF-heavy workflows are not a liability in the age of AI — they are a structural advantage. Contracts, legal briefs, case files, deposition transcripts, and NDAs represent five of the most labeling-ready document types in any industry sector. Each follows predictable structures, contains high-density information, and maps clearly to defined label taxonomies.

    The firms and legal tech teams that invest in building properly labeled datasets today are building a compound advantage. Better training data produces more accurate models, which reduces review time, surfaces risk earlier, and ultimately improves client outcomes. The labeling step is not a technical afterthought — it is the foundation on which every legal AI application stands.

    Whether you are a law firm building your first custom contract review model or a legal tech vendor improving your clause extraction accuracy, the document types covered in this guide offer the clearest path from raw legal PDFs to production-ready AI training data.

  • Which AI Language Models Rank Highest for Multilingual Output — and Why the Gap Is Bigger Than the Leaderboards Show

    Which AI Language Models Rank Highest for Multilingual Output — and Why the Gap Is Bigger Than the Leaderboards Show

    Every few weeks, another leaderboard update reshapes how the AI industry talks about model performance. A new release claims the top spot on MMLU, another leads on GPQA, a third dominates in coding benchmarks. For practitioners working with multilingual AI outputs, these rankings arrive with a familiar caveat: they mostly measure what is easy to measure.

    Multilingual AI output quality is one of the hardest evaluation problems in applied machine learning. It resists clean leaderboard placement because quality is deeply contextual. A model that handles English-to-German news articles with precision can fail on legal honorifics in Japanese or produce terminology drift across a 40-page Polish contract. These failures rarely appear in headline benchmark scores, but they carry real consequences for anyone deploying AI-generated language at scale.

    This analysis examines how multilingual AI output is currently ranked and evaluated, which model categories and architectures are consistently at the top, and why the performance gap between ranked tiers is significantly wider than aggregate scores suggest. It also offers a practical framework for applying benchmark findings to deployment decisions, rather than treating them as settled conclusions.

    How Multilingual AI Output Is Actually Evaluated

    AI Language Models

    Understanding rankings requires understanding the measurement systems behind them. Three frameworks dominate current evaluation practice, each capturing a different dimension of quality.

    BLEU (Bilingual Evaluation Understudy) was the standard for decades. It measures n-gram overlap between a model output and a reference translation, producing a score between 0 and 100. Its primary value is speed and reproducibility, it requires no human input and can be run at scale. Its limitation is that it penalizes paraphrase and rewards literal similarity. A model that produces a more natural, idiomatic output can score lower than one that mirrors the reference word for word.

    COMET (Cross-lingual Optimized Metric for Evaluation of Translation) shifted the benchmark standard by incorporating neural representations. Rather than counting matching words, COMET converts outputs into semantic vectors and evaluates the meaning-level distance between source, output, and reference. It correlates more closely with human judgment, at the system level, COMET-22 achieved a correlation of approximately 0.69 with human MQM ratings in WMT24, with newer metrics like XCOMET reaching around 0.72. That is meaningful progress, but still leaves a gap that matters in production.

    MQM (Multidimensional Quality Metrics) is the closest benchmark methodology to professional human review. It involves trained annotators categorizing errors by type and severity, accuracy failures, fluency problems, terminology inconsistencies, stylistic deviations. MQM scores are expensive to produce but provide the granular error picture that aggregate scores hide. For Tesseract Academy’s audience working with AI in data-intensive environments, MQM outputs are the most operationally meaningful data available in the field.

    A fourth category, ESA (Error Span Annotation), was introduced at WMT24 as a hybrid approach combining error marking with an overall 0-to-100 quality score, offering a more practically oriented measure than pure MQM. The field is clearly moving toward layered evaluation rather than single-number rankings.

    The Tier Structure: Where Models Actually Land

    When evaluated specifically on multilingual output quality, not general reasoning or coding, current models fall into three visible performance tiers.

    Tier 1 includes the current consistent top performers. Across independent evaluations in 2025, GPT-4.1 and Gemini 2.5 Pro have led multilingual benchmarks most reliably, appearing in the top positions across the widest range of language pairs, eleven in the Intento analysis alone. Translation-specialized models like Unbabel’s Tower 70B have also achieved top placements in WMT24 human evaluations, leading in eight of eleven assessed language pairs. These systems share common architectural and training characteristics: large parameter counts, extensive multilingual pretraining, instruction fine-tuning on diverse language data, and in specialized cases, domain-specific adaptation.

    Tier 2 comprises strong performers with narrow-scope consistency. Models including Claude Sonnet variants, Llama 4 Scout, and Qwen 2.5 score competitively on high-resource language pairs but show degraded performance on morphologically complex languages or specialized domains. DeepL, while purpose-built for translation and highly regarded for European language fluency, sits in this tier for broader multilingual scope.

    Tier 3 represents general-purpose models deployed in multilingual tasks without optimization. These systems often perform adequately on simple inputs but show error rates of 10% to 18% on translation tasks involving technical terminology, cultural register, or low-resource language pairs, a finding supported by data synthesized across Intento (2025) and WMT24 research. The distinction between Tier 2 and Tier 3 is most visible when inputs increase in complexity.

    Why Top Models Still Underperform on Complex Inputs

    The tier structure above describes average performance across standardized test sets. It does not fully explain what happens under production conditions, and this is where the published rankings diverge most sharply from observed deployment outcomes.

    Three failure modes appear consistently across analysis of high-performing models.

    The first is reward hacking. WMT24 research documented a pattern in which fine-tuned systems learn to optimize for the evaluation metric itself rather than for genuine output quality. When the same metric used for training is used for evaluation, improvement scores are systematically overstated. Unbabel-Tower70B at WMT24 dominated automatic metric rankings but showed less dominance under human evaluation, a concrete illustration of how optimization for a benchmark signal can diverge from real-world quality.

    The second is semantic drift under domain pressure. COMET and similar neural metrics evaluate semantic closeness but are insensitive to pragmatic accuracy. A translation that preserves meaning but misaligns with domain conventions, clinical terminology, legal formality, financial register, can score well automatically while being functionally wrong in context. Analysts at Translated.com have documented cases where models earn high COMET scores on outputs that human reviewers reject on pragmatic grounds. For AI practitioners deploying multilingual outputs in regulated or specialized environments, this gap is not academic.

    The third is morphological failure outside the training distribution. Models trained primarily on high-resource language data reliably fail when the target language has complex inflection systems, honorific structures, or grammatical gender patterns that require long-range contextual awareness. Polish, Finnish, Japanese, and Arabic each expose this failure in different ways. The drop-off between a Tier 1 model’s performance on English-to-Spanish versus English-to-Polish can represent 8 to 12 percentage points in accuracy, a gap the headline leaderboard ranking does not surface.

    What Consistently Outperforms: Architecture Matters More Than Model Identity

    The most durable finding from multi-year MT evaluation research is that architecture decisions predict output quality more reliably than model identity. This has become particularly visible as multi-agent and multi-model workflows have entered production at scale.

    Customized single-model systems represent the current performance ceiling for specialized domains. When a Tier 1 model is fine-tuned with domain-specific training data, equipped with glossaries and translation memories, and prompted with explicit terminology constraints, it can approach near-professional output quality on in-distribution inputs. The Intento 2025 analysis found that MT engines and LLMs enhanced with translation memories, glossaries, and prompt engineering reduced error rates to near negligible levels for well-defined workflows.

    Multi-model architectures represent a structurally different quality guarantee. Rather than optimizing a single model toward a target distribution, these workflows compare outputs across independent systems and identify the points of agreement. The logic is error-theoretic rather than accuracy-optimizing: hallucinations, terminology drift, and register failures are model-idiosyncratic. A model that invents a term or drops a numerical value in one output is unlikely to make the same error in the same way across other independent models processing the same input. Variability tends to increase as inputs become more complex, a pattern MachineTranslation.com data has consistently pointed toward, particularly in translation, where shifts in context, domain, or language structure can introduce subtle inconsistencies, and it is precisely that variability that inter-model comparison is designed to filter.

    This architectural distinction explains a finding that pure leaderboard analysis tends to obscure: single-model systems plateau on complex inputs regardless of their tier placement, while multi-model workflows show disproportionate improvement on exactly the inputs where single models degrade, specialized domains, morphologically complex languages, and high-volume workflows where translation accuracy and terminology consistency across documents matter.

    Trade-offs, Edge Cases, and Where Rankings Break Down

    No evaluation framework captures performance without blind spots. Practitioners applying benchmark findings should account for several systematic limitations.

    Benchmark saturation is the most widely documented issue. Top models now score above 90% on MMLU, effectively removing it as a differentiating signal. The WMT24 metrics research noted that as LLMs increasingly dominate translation benchmarks, traditional metrics trained on earlier model outputs become less reliable as discriminators. Rankings built on saturated benchmarks convey less information than they appear to.

    Domain transfer is rarely measured but frequently relevant. A model that ranks in Tier 1 on news-domain translation benchmarks may rank in Tier 2 on legal or clinical content. Most published leaderboards do not stratify by domain, which means their rankings are averages over distributions that may not resemble a given production deployment.

    Consistency over volume is essentially unmeasured in standard benchmarks, which evaluate individual segments or short documents. For enterprise workflows involving multi-document translation at volume, consistency of terminology and register across a corpus is a distinct quality dimension. A model can produce high-quality individual outputs while producing meaningfully inconsistent language across documents, a problem that aggregate segment-level scores do not detect.

    Human evaluation lag is a structural limitation of the field. The most reliable evaluation signal, expert human review using MQM or similar frameworks, is expensive and slow. Leaderboards update on automated metrics timescales while human evaluations arrive months later. The gap between a model’s ranked position and its human-evaluated quality can be substantial, especially for recently released systems.

    Applying These Benchmarks to Real Deployment Decisions

    For AI teams making model selection and workflow design decisions, several practical principles follow directly from the evaluation landscape above.

    Match the benchmark to the use case. A model leading on conversational Arena rankings may be a poor choice for a multilingual document processing pipeline. Before applying any published ranking to a deployment decision, identify which benchmark dimensions the ranking measures and whether those dimensions correspond to the actual failure modes that matter for the task.

    Test on in-domain data before committing to a system. Published benchmarks are distribution-specific. A meaningful evaluation of a candidate system requires testing it on representative samples from the production distribution, the actual language pairs, domains, and input complexity levels that the deployment will encounter. This is especially important at Tier 2 and below, where performance drops on specialized inputs are steep.

    Treat consistency as a first-class evaluation dimension. For any workflow involving repeated translation of related content, product catalogs, regulatory documentation, technical manuals, evaluate candidates on terminology consistency across a corpus, not just segment-level quality. A system that scores well on individual outputs but introduces terminology variance across a document set will create downstream editing costs that aggregate scores do not predict.

    Account for the customization ceiling. The Intento 2025 analysis found that customization with glossaries and translation memories dramatically narrows the performance gap between Tier 1 and Tier 2 systems. For organizations with well-defined translation requirements and existing terminology assets, a mid-tier model with strong customization support may outperform a Tier 1 generalist on the actual production distribution.

    Consider multi-model architectures where error risk carries cost. Single-model systems offer predictable latency and simpler deployment architecture. Multi-model comparison workflows introduce complexity and require infrastructure capable of running parallel inference. The tradeoff is appropriate when the cost of an undetected error, in regulated content, client-facing materials, or high-volume outputs, exceeds the infrastructure overhead.

    The ranking question that drives most AI model selection decisions, which model is best?, is less useful than the question that evaluation research actually answers: which model is best, for this input distribution, evaluated by this quality dimension, under these deployment constraints? The gap between the first question and the second is where most benchmark misapplication occurs. Closing that gap is the practical value of understanding how evaluation frameworks actually work, and where they do not.

  • 6 Medical Schools Partnered with U.S. Universities — Preparing Doctors for an AI-Driven Healthcare Future

    6 Medical Schools Partnered with U.S. Universities — Preparing Doctors for an AI-Driven Healthcare Future

    The landscape of modern medicine is evolving rapidly. Healthcare systems worldwide are integrating artificial intelligence, telemedicine platforms, and data analytics into everyday practice. For aspiring physicians who envision practicing in these technologically advanced environments, choosing the right medical school becomes crucial. Programs offering strong U.S. partnerships, comprehensive clinical exposure, and global healthcare perspectives provide the foundation needed for tomorrow’s medical challenges.

    The medical schools highlighted here share a common thread: they maintain active partnerships with U.S. teaching hospitals, offer clinical rotations that meet North American standards, and position graduates to pursue residencies and licensure in the United States and Canada. These programs recognize that future physicians need more than traditional medical knowledge—they need exposure to diverse healthcare systems, technological integration, and international medical practices that prepare them for an increasingly connected world.

    What Makes These Medical Schools Stand Out

    Each institution featured here offers distinct advantages for students seeking internationally recognized medical education. They provide pathways to U.S. and Canadian residency programs through USMLE preparation, hands-on clinical training at accredited teaching hospitals, and curricula designed by faculty trained in North American medical schools. Students benefit from smaller class sizes compared to many traditional programs, flexible start dates, and the opportunity to complete clinical rotations close to where they hope to practice.

    The schools maintain accreditation from recognized bodies, ensuring graduates meet eligibility requirements for licensing examinations and residency applications. Their clinical partnerships span major metropolitan areas and community hospitals, exposing students to diverse patient populations and varying healthcare delivery models. This breadth of experience proves invaluable when entering competitive residency programs or adapting to the realities of modern medical practice.

    6 Medical Schools with Strong U.S. Partnerships for Future-Ready Physicians

    1. American University of Antigua College of Medicine — Best for Integrated U.S. Clinical Training

    AUAMED stands apart through its unique collaboration with Florida International University Herbert Wertheim College of Medicine. Students who qualify can complete their entire core clinical rotation sequence at FIU-affiliated hospitals in the Greater Miami area, receiving both their MD from AUA and a Clinical Core Rotation Certificate from FIU. This arrangement provides seamless integration into U.S.-standard clinical training environments. The school employs a U.S.-modeled curriculum with organ systems-based learning, state-of-the-art simulation centers, and early clinical exposure starting in the first semester. AUA has secured approval from key states including California, New York, and Florida for clinical clerkships and licensure eligibility. Graduates have matched into residencies across nearly all 50 states over the school’s 20-year history, demonstrating the program’s effectiveness in preparing physicians for competitive U.S. training positions.

    2. Ross University School of Medicine — Best for Established U.S. Residency Pathways

    Ross University School of Medicine has built a reputation over four decades as a reliable pathway to U.S. medical practice. The school maintains affiliations with more than 70 teaching hospitals across the United States, allowing students to complete clinical rotations during their third and fourth years at locations spanning from Los Angeles to New York City. Ross follows an organ systems-based curriculum in its basic sciences program delivered in Barbados, then transitions students to clinical training in U.S. facilities. The program emphasizes early hands-on clinical exposure and offers multiple start dates annually, accommodating students with varied timelines. Ross graduates have consistently achieved strong residency placement rates, with the school placing more doctors into first-year U.S. residencies than many other international medical schools. The curriculum is accredited by CAAM-HP, with recognition from the U.S. Department of Education that its standards compare favorably with those used for U.S. medical schools.

    3. Saba University School of Medicine — Best for North American Clinical Integration

    Saba University School of Medicine operates under accreditation from the Accreditation Organization of the Netherlands and Flanders, making it the only Caribbean medical school to meet rigorous European accreditation standards. The school offers a comprehensive 10-semester MD program, with basic sciences taught on Saba and 72 weeks of clinical rotations completed at affiliated hospitals throughout the United States and Canada. Saba students complete core rotations at ACGME-approved teaching hospitals, gaining exposure to North American medical practice standards. The curriculum is designed by U.S.-trained faculty and explicitly aligned with USMLE preparation, with students achieving strong first-time pass rates on both Step 1 and Step 2 CK examinations. The school has established particular strength in placing Canadian students into residencies through the Canadian Residency Matching Service while maintaining eligibility for U.S. programs through the NRMP match. Students have completed over 18,000 elective rotations across every medical specialty recognized by the American Medical Association.

    4. American University of the Caribbean School of Medicine — Best for Flexible Clinical Placement Options

    American University of the Caribbean provides MD training with a notably flexible approach to clinical education. Students complete five semesters of medical sciences on the Sint Maarten campus before transitioning to 80 weeks of clinical training at affiliated sites in the United States, United Kingdom, and Canada. The school offers a Clinical Return Home program allowing students to complete core rotations near their hometowns in locations including New York City, Miami, Detroit, and Ontario areas. AUC employs an integrated organ systems-based curriculum with case-based teaching beginning in the first semester, supported by both high-fidelity simulation technology and traditional cadaver laboratories. The school emphasizes smaller class sizes and individualized faculty attention compared to larger Caribbean programs. Graduates can pursue global health electives in six countries, expanding their international healthcare perspective. AUC maintains partnerships with teaching hospitals across multiple countries, positioning graduates for diverse practice opportunities after residency.

    5. St. George’s University School of Medicine — Best for Global Clinical Networks and Residency Success

    St. George’s University School of Medicine distinguishes itself through an extensive global clinical network spanning 85 hospitals and health systems across the United States, Canada, and United Kingdom. Founded in 1976, SGU has graduated over 25,000 physicians who now practice in more than 50 countries worldwide. The school consistently places the largest number of international medical graduates into first-year U.S. residency positions annually, demonstrating its effectiveness in preparing students for competitive training programs. Students can begin their medical education either in Grenada or at Northumbria University in Newcastle, UK, before completing clinical rotations at affiliated sites across North America and Europe. This global approach exposes students to different healthcare delivery systems, patient populations, and medical practice models. SGU offers multiple entry points and flexible start dates throughout the year. The school’s long-established presence and large alumni network provide graduates with connections and mentorship opportunities throughout the medical profession.

    6. Medical University of the Americas — Best for Accessible Entry and Cost-Conscious Training

    Medical University of the Americas offers a more accessible entry point to Caribbean medical education while maintaining pathways to U.S. and Canadian licensure. The school provides a comprehensive 10-semester MD program with basic sciences completed on Nevis and 72 weeks of clinical rotations at teaching hospitals in the United States and Canada. MUA maintains notably small class sizes, typically 30-50 students, enabling close student-faculty interaction that differs substantially from the larger classroom experiences at many other schools. The school has secured approval from California, New York, and Florida for clinical clerkships and physician licensure. MUA is one of only two Caribbean medical schools offering core clinical rotations in Canada, expanding options for students interested in Canadian practice. Students complete 42 weeks of required core rotations followed by 30 weeks of electives, allowing specialization exploration before residency. The school has recently established partnerships with ten additional Canadian elective sites across Ontario, strengthening its North American clinical network.

    Preparing for an AI-Enhanced Medical Future

    AI-Driven

    The integration of artificial intelligence and digital health technologies into medical practice is accelerating. Healthcare systems now rely on AI-powered diagnostic tools, electronic health records with predictive analytics, telemedicine platforms, and data-driven treatment protocols. Future physicians need not only clinical competence but also technological literacy and adaptability to work effectively in these evolving environments.

    Medical schools with strong U.S. partnerships expose students to healthcare systems at the forefront of technological integration. Clinical rotations in North American teaching hospitals provide firsthand experience with advanced medical technologies, electronic documentation systems, and evidence-based protocols that increasingly incorporate computational tools. This exposure proves invaluable when entering residencies where technological proficiency is expected alongside clinical skills.

    The schools featured here prepare students for this reality through curricula designed around North American medical education standards, early clinical exposure, and training at institutions actively implementing new healthcare technologies. Graduates enter residencies with experience navigating modern healthcare delivery systems, positioning them to contribute meaningfully as medicine continues its technological transformation.

    Making Your Decision

    Choosing among these medical schools requires careful consideration of your personal circumstances, career goals, and learning preferences. Consider factors including class size, clinical rotation locations, accreditation status, residency placement rates, and total cost. Research each school’s specific partnerships and understand where graduates have successfully matched for residencies in your intended specialty.

    Visit school websites, attend virtual information sessions, and connect with current students or recent graduates when possible. Verify each program’s current accreditation status and approval in states where you hope to practice. Review USMLE pass rates and understand support services available during basic sciences and clinical training. Calculate total costs including tuition, housing, travel, and examination fees.

    The medical schools highlighted here each offer viable pathways to U.S. and Canadian medical practice, with varying strengths in partnerships, clinical opportunities, and student support. Your choice should align with your specific needs, financial situation, and long-term professional vision. The foundation you build during medical school will shape your entire career—choose thoughtfully and prepare thoroughly for the journey ahead.

  • Liability Adequacy Test: Essential Guide for Insurance Professionals [2025 Standards]

    Liability Adequacy Test: Essential Guide for Insurance Professionals [2025 Standards]

    Insurance companies must assess whether their recorded insurance liabilities can cover future obligations through the liability adequacy test. IFRS 4 requires insurers to check if their insurance liability amounts line up with current estimates of future cash flows at each reporting period. This vital check will give a clear picture of liabilities and protect both the company’s financial stability and policyholder interests.

    Modern liability adequacy test methods use more detailed actuarial calculations than the simple “reasonableness” checks of the past. A general insurance company with £900,000 in estimated liability would need to increase both expenses and liabilities by £124,313 when facing £1,200,000 in estimated claims to pass the liability adequacy test. The entity must recognize an additional loss to correct any understatement that the test reveals. The insurer’s underlying measurement approach determines the test’s exact form.

    This detailed guide explains the liability adequacy test IFRS 4 requirements and gets into LAT (liability adequacy test) application in insurance sectors of all types. Insurance professionals will find practical explanations to implement testing procedures effectively under the 2025 standards.

    Understanding the Purpose of the Liability Adequacy Test

    Insurance contracts come with unique financial complexities because they last long and have built-in uncertainties. The liability adequacy test (LAT) acts as a vital financial safeguard that will give insurance companies enough reserves to meet future obligations.

    Definition of LAT under IFRS 4 and IFRS 17

    IFRS 4 requires insurers to check if their recognized insurance liabilities are enough based on current estimates of future cash flows during each reporting period. The insurer must recognize any shortfall right away in profit or loss.

    The test needs to meet these minimum requirements to comply with IFRS 4:

    • Include current estimates of all contractual cash flows
    • Think about related cash flows such as claims handling costs
    • Account for cash flows resulting from embedded options and guarantees

    LAT applies to liabilities and related assets—specifically deferred acquisition costs and intangible assets that companies get through business combinations or portfolio transfers. Many existing liability adequacy tests compare insurance liabilities’ carrying amount with current estimates of future cash flows.

    IFRS 17 changes the way LAT works completely. The building block model makes traditional liability adequacy testing less important since balance sheet liabilities now show current expectations, assumptions, and time value of options and guarantees. The “onerous contracts” recognition test will replace LAT and work at a more detailed level than the current LAT.

    Key differences between LAT and impairment tests

    LAT and impairment tests work together as financial quality controls on opposite sides of the balance sheet. Industry experts say “LAT is to liabilities what impairment tests are to assets”. Impairment tests check if assets need writing down, while LAT looks at whether liabilities need writing up.

    LAT matches impairment tests for assets. It goes beyond checking liabilities and looks at related assets like deferred acquisition costs and intangible assets from business combinations. This complete view shows how different insurance accounting pieces fit together.

    Most frameworks need immediate profit or loss recognition when LAT shows inadequacy. Companies must adjust cash flow assumptions and discount rates to match current conditions.

    Importance of LAT in insurance contract measurement

    LAT helps manage one of insurance’s biggest risks—inadequate technical provisions in underwriting risk management. This becomes especially important when insurance liabilities don’t reflect current values, which happens when assumptions stay fixed from the start or when embedded options’ time value isn’t tracked properly.

    Insurance companies might understate their insurance liabilities or overstate acquisition costs without proper liability testing. LAT helps remove the risk of inadequate technical provisions.

    Companies only need LAT when one or more building blocks in insurance liability measurement don’t reflect current conditions. Take the unearned premium approach as an example – each building block shows conditions at the start without updates, so companies need LAT both at the beginning and later.

    Most insurers run LAT once a year on December 31, though many do it every reporting date. The test usually involves finding the best estimate of technical provisions with available information. Companies make sure their methods line up with accounting standards and compare best estimates (with risk margins) to technical provisions in financial statements.

    This complete process helps insurance companies stay financially stable. It promotes transparency and builds trust in insurance reporting by making sure there are enough reserves for future policyholder claims.

    Regulatory Frameworks for LAT in 2025

    LAT

    Insurance liability measurement has changed a lot. The regulatory frameworks that govern liability adequacy tests have created a more organized approach. By 2025, insurance companies need to follow several standards to check if their insurance liabilities are sufficient.

    LAT requirements under IFRS 4 vs IFRS 17

    IFRS 4, which dates back to 2004, didn’t give much direction about liability adequacy testing. Insurance companies could keep using their existing methods if they met simple requirements. The standard required LAT for non-life pre-claims liabilities through unearned premium approaches. Life insurance contracts needed current entry value approaches. Companies had to look at current estimates of all contractual cash flows. This included related expenses like claims handling costs and cash flows from embedded options and guarantees.

    IFRS 17 brings a complete change from traditional liability adequacy testing. This detailed standard replaces LAT with an “onerous contracts” recognition test. It works at a more precise measurement level than IFRS 4’s varied methods. IFRS 17 brings these changes:

    • One standard approach that focuses on current values and risk adjustments
    • New timing for profit recognition (linked to service delivery instead of premium receipt)
    • Better ways to review insurer performance based on expected future insurance contract profits

    IFRS 17 and Solvency II share some current measurement principles. Both use probability-weighted estimates of future cash flows, time value of money, and risk allowances. Yet insurance companies say they haven’t saved much money during implementation. The main costs come from these differences:

    • More detailed requirements compared to Solvency II
    • Complex calculations for contractual service margin and risk adjustment
    • Different approaches to cash flow (expenses, interest rates)
    • Different reporting needs (IFRS 17 needs complete balance sheet and P&L, while Solvency II looks at financial position and capital)

    AASB 1023 and FRS 103 compliance mandates

    Australia’s AASB 1023 standard for general insurance contracts now matches IFRS 4 requirements. This standard applies to general insurance contracts from general insurers and Registered Health Benefits Organizations under the National Health Act 1953.

    AASB 1023 requires liability adequacy tests at the reporting entity level by business class. General insurers registered with the Australian Prudential Regulation Authority usually define their business class using APRA’s Prescribed Classes of Business. Companies must report these details when they find deficiencies:

    • The total deficiency in the income statement
    • Write-downs of deferred acquisition costs
    • Write-downs of intangible assets
    • The underwriting result for that reporting period

    The UK’s FRS 103 hasn’t adopted IFRS 17’s approach. The Financial Reporting Council notes that IFRS 17’s approach is quite different from UK company law requirements. They might update FRS 103 after seeing how IFRS 17 works in practice, probably after two full reporting cycles.

    Aggregation levels: Portfolio vs Contract-level application

    Different regulatory frameworks handle aggregation levels in their own ways. IFRS 17 uses a step-by-step grouping approach. It starts by identifying portfolios (contracts with similar risks managed together). Each portfolio then splits into three groups based on profitability:

    1. Onerous contracts
    2. Contracts unlikely to become onerous
    3. Remaining contracts

    IFRS 17 also creates yearly “cohorts” by not allowing contracts more than a year apart to be grouped together. This helps show portfolio profitability trends quickly.

    AASB 1023 takes a broader view and tests at the reporting entity level by business class. The level of aggregation plays a big role in how companies spot onerous contracts and show insurance revenue in their financial statements. This affects how business profitability appears in reports.

    These different approaches to aggregation show a vital regulatory challenge: finding the right balance between detailed measurement and practical implementation.

    Triggering Conditions and Recognition Criteria

    Knowing how to spot insurance liability deficiencies is the life-blood of liability adequacy testing. The switch from IFRS 4 to IFRS 17 completely changes these mechanisms. Traditional liability adequacy tests are replaced by more detailed “onerous contract” reviews.

    When is LAT triggered under IFRS 17?

    IFRS 17 takes a well-laid-out approach to identify problematic contracts through the onerous contract test. A contract becomes onerous at its original recognition if the fulfillment cash flows, plus any previously recognized acquisition cash flows and contract-related cash flows at recognition date, result in a net outflow.

    The standard requires insurers to recognize a group of contracts from the earliest of:

    • The beginning of the coverage period
    • The date when the first policyholder payment becomes due
    • For onerous contracts, the point when the group becomes onerous

    If no contractual due date exists, the first payment is considered due upon receipt. This framework is different from IFRS 4’s approach because it works at a more detailed level. In fact, insurers must review whether contracts form onerous groups before standard recognition dates if facts and circumstances point to their existence.

    Role of expected future cash flows in LAT

    Expected future cash flows are the foundations of liability adequacy testing. Insurers must review current estimates of all contractual cash flows during the assessment. These include related expenses such as claims handling costs and cash flows from embedded options and guarantees.

    General insurance tests look at whether unearned premium liability covers the present value of expected future cash flows for upcoming claims. The core team must add a risk margin to reflect uncertainty in the central estimate. The unearned premium liability becomes deficient if this combined value goes beyond it (minus related intangible assets and deferred acquisition costs).

    Current conditions—not original assumptions—should drive the review of future cash flows. This approach will give proper reflection of changes in claims frequency, severity, or timing in liability measurements. Each expected cash flow needs probability weighting across all possible scenarios plus present value discounting.

    Impact of discount rate changes on LAT outcomes

    Discount rates are crucial in liability adequacy testing as they convert future cash flows into present values. Test outcomes can change dramatically when these rates shift, even with unchanged cash flow projections.

    Under IFRS 17, discount rates must reflect:

    • Time value of money
    • Liquidity risk
    • Non-financial risk

    They must clearly exclude any effect from expected returns on assets held. This is a big deal as it means that some insurers can no longer use asset-based discount rates.

    Discount rates’ importance becomes clear during onerous contract testing. While fulfillment cash flows always use current discount rates for measurement, market movements can trigger recognition requirements. To name just one example, see how lower discount rates might turn previously profitable contracts into onerous ones.

    The Building Block Approach (BBA) handles changes in financial assumptions differently. These changes don’t adjust the Contractual Service Margin (CSM) but show up in profit/loss or Other Comprehensive Income (OCI). So, a discount rate change alone can’t make a group of contracts become onerous under this approach.

    Step-by-Step Mechanics of Performing LAT

    Insurance professionals need to become skilled at several technical calculations and methodological decisions to implement liability adequacy tests. This knowledge will give a proper liability measurement and help comply with financial reporting standards.

    Calculating present value of future cash flows

    The foundation of liability adequacy testing depends on accurate discounting of expected future cash flows to present value. A simple formula helps calculate this – present value equals future value divided by one plus the discount rate raised to the number of periods. Let’s take an example: a company expects to pay £7,941.60 in five years with a 5% discount rate. The present value would be £6,222.24.

    Most insurance companies use a risk-free rate as their discount rate to match observable market variables. The calculation takes into account:

    1. Expected timing of all cash flows
    2. Currency denomination of projected payments
    3. Insurance liabilities’ characteristics (not the backing assets)

    Non-life insurers must discount all claims whatever their size. This changes how short-tail liabilities show up on financial statements.

    Inclusion of risk margins and acquisition costs

    Insurers must add risk margins to their best estimate of technical provisions to account for uncertainties. These margins help calculate compensation needed to cover non-financial risks tied to cash flow amount and timing.

    Insurers can group similar contracts based on actuarial judgment since the liability adequacy test works at portfolio level. The main grouping criteria include:

    • Contracts with similar risk profiles
    • Products managed as single portfolios
    • Underwriting period groupings

    Risk margins play a vital role in all measurement approaches. They help provide enough coverage for changes in claim frequency, timing, and severity.

    Treatment of embedded options and guarantees

    Insurance contracts often include embedded options and guarantees. Their values change with economic conditions. Some examples are profit-sharing options affected by interest rates and return guarantees in unit-linked products.

    Current values of these embedded features are easy to determine. However, getting their future market values for forward-looking applications is much harder. The biggest problem comes from having to assess option values for each year in each scenario. This leads to very long calculation times.

    IFRS 17 includes these embedded features as part of fulfillment cash flows alongside contractual service margin. This method works better than older standards that didn’t consistently capture embedded option values.

    Adjustments to deferred acquisition costs (DAC)

    Deferred acquisition costs show unrecovered investment in insurance policies. These include commissions, underwriting, and policy issuance expenses tied to successful new business.

    Insurance companies follow specific steps when liability adequacy tests show problems:

    They start by writing down related intangible assets. Next, they reduce deferred acquisition costs. If needed, they set up an unexpired risk liability. This step-by-step approach makes sure the income statement shows the full shortfall correctly.

    FASB standards require DAC amortization on a constant level basis over expected contract terms. Companies must write off associated DAC if contracts end earlier than expected. This means taking an extra charge if terminations are higher than assumed.

    Financial Statement Impact and Disclosure Requirements

    LAT

    Liability adequacy testing results are the foundations of financial reporting outcomes that affect insurance entities’ financial statements. Insurance professionals need to understand these effects to interpret test results and explain their financial implications to stakeholders.

    Profit or loss vs OCI reclassification

    IFRS 17 requires insurers to make a choice about presenting insurance finance income or expenses. They can show it all in profit or loss, or split it between profit or loss and other comprehensive income (OCI). This decision must line up with matching IFRS 9 elections for financial assets that back insurance liabilities. The standard requires entities to recognize income and expenses for changes in insurance contract liabilities in specific ways. These include insurance revenue for service provision, insurance service expenses for onerous contract losses, and insurance finance income/expenses for time value of money effects.

    Insurers can use the OCI option to spread expected total insurance finance income or expenses throughout insurance contract groups. This method works like impairment tests for amortized cost assets. Losses must move from OCI to profit or loss when contracts start losing money. This approach ensures quick loss recognition in the main performance statement.

    Shortfall recognition and reversal rules

    LAT deficiencies require insurers to record the full shortfall in profit or loss right away. General insurance follows a well-laid-out approach:

    1. Write down related intangible assets first
    2. Then reduce deferred acquisition costs
    3. Finally, record any additional liability needed

    Shortfalls should be reversed when they no longer exist, which follows general IFRS principles. IAS Board discussions state that “A shortfall should be reversed if it no longer exists. This is consistent with the general approach in IFRSs”.

    Measurement approaches determine the accounting treatment. Current entry value approaches add interest to shortfalls over time, and insurers record income as risk margin decreases. Unearned premium approaches typically avoid interest accrual on shortfalls to match how unearned premiums work.

    Disclosure requirements under IFRS 17

    IFRS 17 requires detailed disclosures that help users evaluate how insurance contracts affect an entity’s financial position, performance, and cash flows. Companies must provide:

    • Separate reconciliations for issued insurance contracts and held reinsurance contracts
    • Explanations of when they plan to recognize remaining contractual service margin in profit or loss
    • Details on revenue recognition patterns and portfolio profitability

    These disclosures help investors understand the fundamental accounting changes IFRS 17 brings. Companies should focus on providing specific information rather than standardized disclosures. The core team should think about:

    • Explaining transition impact and methods used
    • Detailing significant judgments and estimation uncertainties
    • Providing material accounting policy information specific to the company
    • Presenting disclosures at appropriate aggregation levels

    Alternative performance measures might change under IFRS 17, with less emphasis than before.

    Criticisms and Strategic Implications of LAT

    LAT

    The liability adequacy test (LAT) is a vital regulatory safeguard that also brings implementation challenges to insurance entities. Insurance professionals need to understand these implications to effectively guide LAT requirements as financial reporting standards continue to evolve.

    Transparency and early loss recognition benefits

    LAT gives essential transparency by making companies recognize expected losses from onerous contracts in their profit or loss statements. This immediate recognition sends valuable economic signals to investors and regulators that ended up supporting long-term financial stability. Short-term instability might occur when negative issues come to light, but markets typically emerge stronger afterward because weaker entities get identified quickly and must improve their performance. LAT stops risks from piling up by spotting potential issues early.

    Concerns over subjectivity and earnings management

    Notwithstanding that, LAT calculations contain subjective elements that raise concerns about earnings manipulation. Studies show executives sometimes adjust claim loss reserves to enhance earnings, especially when they have uncapped bonuses. Companies with poor corporate governance are more likely to manipulate their reserves. Financial stability can suffer from accounting standards that create unnecessary complexity or volatility. Subjective LAT components might enable earnings management and hurt financial reporting integrity without proper controls.

    Comparison with impairment models in IAS 36 and IAS 37

    LAT works like asset impairment testing but for liabilities—impairment tests check if asset values need to decrease, while LAT looks at whether liabilities should increase. These mechanisms help decide when to show worsening expectations in profit or loss statements. Risk margins in LAT match the measurement approaches in IAS 37 (Provisions) and IAS 36 (Impairment of Assets), which creates complementary quality control systems. This balanced approach will give accurate financial positions from both asset and liability sides.

    Conclusion

    The Liability Adequacy Test serves as the life-blood of insurance financial reporting that ensures companies maintain sufficient reserves to meet future policyholder obligations. This guide looks at how LAT works as a critical safeguard within the insurance industry. The change becomes more relevant during the substantial transition from IFRS 4 to IFRS 17 in 2025.

    IFRS 17 changes LAT approaches completely by replacing traditional methods with granular “onerous contracts” recognition tests. This move shows how the industry aims to boost transparency, recognize losses earlier, and make measurement practices more consistent across insurance entities.

    The calculation mechanics need precision naturally. Companies must determine present values of future cash flows, incorporate risk margins properly, and account for embedded options. Each component needs careful analysis to show an insurer’s financial position accurately.

    The new framework creates substantial impacts on financial statements. Companies still need to recognize shortfalls immediately. The presentation options now let entities distribute insurance finance income between profit or loss and other comprehensive income. Stakeholders can assess insurance contract effects on company performance better with expanded disclosure requirements.

    These benefits come with concerns about subjectivity. LAT calculations could lead to earnings management, which shows the need for strong governance structures and clear methodologies. A properly implemented LAT works effectively with asset impairment testing to create a balanced approach to financial quality control.

    Insurance professionals must grasp both technical aspects and strategic implications of LAT. Those who become skilled at these concepts will guide regulatory changes successfully while keeping financial stability and stakeholder trust intact. The rise of liability testing frameworks makes the industry stronger by promoting earlier risk identification, consistent measurement approaches, and better financial transparency.

    FAQs

    1. What is the purpose of a Liability Adequacy Test (LAT) in insurance? 

    A Liability Adequacy Test assesses whether an insurance company’s recorded liabilities are sufficient to cover future obligations. It ensures that liabilities are not understated, protecting both the company’s financial stability and policyholder interests.

    2. How does IFRS 17 change the approach to Liability Adequacy Testing? 

    IFRS 17 replaces traditional LAT with an “onerous contracts” recognition test. This new approach operates at a more granular level, focusing on current values and risk adjustments, and changes the timing of profit recognition to when services are delivered rather than when premiums are received.

    3. What are the key components in calculating the Liability Adequacy Test? 

    The main components include calculating the present value of future cash flows, incorporating risk margins and acquisition costs, and accounting for embedded options and guarantees in insurance contracts. The test also considers adjustments to deferred acquisition costs when necessary.

    4. How does the Liability Adequacy Test impact financial statements? 

    If a LAT reveals inadequacies, insurers must immediately recognize the full shortfall in profit or loss. This can lead to write-downs of related intangible assets, reductions in deferred acquisition costs, and the establishment of additional liabilities. IFRS 17 also introduces new presentation options for insurance finance income or expenses.

    5. What are some criticisms of the Liability Adequacy Test? 

    While LAT provides transparency and early loss recognition benefits, there are concerns about subjectivity in calculations that could potentially lead to earnings management. Some argue that the complexity of LAT calculations under new standards might create unnecessarily volatile financial outcomes. However, when properly implemented, LAT serves as an effective counterpart to asset impairment testing.

  • Report: AI Readiness and Organisational Culture

    Report: AI Readiness and Organisational Culture

    AI Readiness and Organizational Culture are intertwined; a culture that embraces innovation and data-driven decision-making is essential for successful AI adoption. Companies fostering open communication, continuous learning, and adaptability are better equipped to harness the transformative power of AI. Building AI readiness starts with cultivating a culture that values experimentation, diversity of thought, and a willingness to embrace change.

    This report presents the findings of a survey conducted to assess the perceived importance of AI adoption in organizations and its correlation with organizational culture. The survey aimed to gather insights into the attitudes and expectations of respondents regarding AI adoption within their organizations and industries.

    We asked 35 experts on their opinions and the results were very intriguing. The profession of the respondents included: Business Developer, COO, Chief Strategy Officer,Data Engineer, Founder, Jnr Data Analyst,PHD students, Professors, Project Manager and Senior partner.

    Survey Results:

    Importance of AI Adoption for the Organization:

    On a scale of 1 to 5, with 1 being not ready and 5 being very ready, 42% of respondents rated that their organisations readiness to adopt AI as 3. This indicates a moderate level of readiness.

    However, when asked again about the importance of AI adoption for their organization, nearly 75% of respondents chose a rating of 4 or 5, demonstrating a substantial shift towards perceiving AI and data science as crucial for their organizations.

    Importance of AI Adoption for the Industry:

    When asked about the importance of AI adoption for their industry, over 85% of respondents chose a rating of 4 or 5. This indicates a strong belief that AI has the potential to transform their industry significantly.

    When asked about the importance of AI adoption for their industry, over 85% of respondents chose a rating of 4 or 5. This indicates a strong belief that AI has the potential to transform their industry significantly.

    Expectation of AI’s Impact on Roles:

    When asked how much they expect their roles to be affected by AI, over 74% of respondents chose a rating of 4 or 5, suggesting a high level of anticipation regarding the impact of AI on their job functions.

    Organizational Culture and AI Adoption:

    A significant majority of respondents, over 85%, highly or strongly agreed with the statement: “An organization’s culture is an important pillar for AI adoption.” This underscores the recognition of the role of culture in facilitating AI integration.

    Additionally, more than 60% of respondents highly or strongly agreed with the statement: “An organization’s culture is the most important pillar for AI adoption,” while 22% remained neutral. This indicates that a substantial portion of respondents believes that culture is the paramount factor in the successful adoption of AI.

    Finally the participants were asked: “What improvements in its culture do you think your organisation could make to become more AI-ready?

    Here are some of the answers the respondents gave:

    “To establish a culture that respects and embraces the value and role of emerging technology (including AI), whilst preserving the right balance of, for example, balancing AI/data with professional judgment and experience.”

    “Improving culture for AI readiness might involve fostering a more open mindset towards technology, encouraging learning and skill development, promoting collaboration across departments, and embracing change.”

    “Continuing to mentor and encourage a younger generation of architecture student employees in the incorporation of AI in their daily workflow. Introducing the use of AI platforms in a more diverse range of daily work tasks. Discussing the long term benefits of AI in the workplace and the potential transformation these may have in the future of work.”

    Conclusion

    The survey results reveal a dynamic perspective on AI adoption within organizations and industries. While initial responses indicated moderate importance, a significant shift occurred when respondents considered the role of AI in their organizations and industries more deeply. Furthermore, the consensus among respondents regarding the importance of organizational culture in AI adoption highlights the pivotal role that culture plays in fostering a conducive environment for AI integration.

    As organizations continue to explore AI adoption, these findings underscore the need for not only recognizing the importance of AI but also for cultivating an organizational culture that supports innovation, adaptability, and the effective use of AI technologies. This alignment of culture and technology will be critical for organizations seeking to harness the full potential of AI in the future.

    How can the Tesseract Academy help you?

    The Tesseract Academy can help senior professionals and businesses prepare for the AI-driven future by offering training and education in these emerging fields.

    The Tesseract Academy‘s mission is to help the leaders of tomorrow thrive in a digital world.

    1. We help senior professionals and leaders become AI and Web3.0 literate through our program. Apply now!
    2. If you are a business owner, we can transform your business using AI within 6 weeks (otherwise we give your money back). Learn more about our AI transformation program.

    Get in touch if you have any questions.

  • Report: The Disruptive Impact of Large Language Models (LLMs) on the Software and Coding Industry

    Report: The Disruptive Impact of Large Language Models (LLMs) on the Software and Coding Industry

    Large Language Models (LLMs) have emerged as a powerful tool in the field of software and coding, capable of generating human-like text and performing various language-related tasks.

    In this report, we explore the results of a survey we conducted to understand the perceptions and expectations of industry professionals regarding the disruptive potential of LLMs in the software and coding industry.

    We asked 15 experts on their opinions and the results were very intriguing. The profession of the respondents included: Software developer, Product manager, Entrepreneur, CEO, Data scientist, Marketing & sales, Project management, Other IT professional, Senior Consultant, Platform Services, Executive Legal and Educator.

    Impact on professional landscape

    As you can see 46.7% of respondents believe that Junior Devs will be most impacted by LLMs. This suggests that LLMs may have the potential to automate or streamline tasks traditionally assigned to entry-level developers.

    Whereas, 33.3% of respondents believe that Medium Devs will be most impacted by LLMs. This indicates that LLMs could affect the responsibilities and roles of mid-level developers, potentially requiring them to adapt to new challenges and opportunities.

    Over half of the respondents (50%+) believe that LLMs will have a negative effect on salaries in software development. Conversely, only 20% of respondents anticipate higher salaries as a result of LLMs. This suggests concerns about potential job displacement and reduced demand for certain coding tasks.

    66.7% of respondents believe that LLMs will lead to the creation of new roles in software development. This highlights the potential for LLMs to augment and complement human skills, leading to the emergence of novel job opportunities requiring expertise in working alongside LLMs.

    Nearly 90% of respondents believe that LLMs will bring positive developments for businesses. The survey indicates optimism about the potential for LLMs to enhance productivity, efficiency, and innovation within software development teams.

    73.3% of respondents expect to see fewer coders in the future as a result of LLMs. This aligns with the idea that LLMs may automate certain coding tasks, reducing the need for manual coding labor. However, it should be noted that 20% of respondents do not anticipate this outcome.

    Impact on productivity and business

    A whooping 100% of respondents believe that the synergy between LLMs and no-code development will be a positive development for startups. This indicates the potential for LLMs to empower non-technical individuals in building software applications, reducing the barriers to entry and fostering innovation.

    46.7% of respondents believe that LLMs will help small businesses compete with larger ones. This suggests that LLMs may provide small businesses with access to advanced software development capabilities, enabling them to compete on a more level playing field.

    The final question the respondents were asked was: How do you personally feel about the developments of LLMs and the impact on the world of software development?

    You can see some of the responses below.

    “It’s exciting to see where is technology is going. I don’t feel threatened by it yet, it has only aided my own learning and development.”

    “I feel positive about it as an entrepreneur. However, as someone with technical experience of 20+ years, I understand that LLMs cannot provide all the answers. Technologies like Chat GPT still need human guidance. And teams and projects still need strategy. We may be able to move faster and smarter together, and that’s a positive.”

    “Those who take advantage of the opportunities of LLM will benefit and generate higher income. Those who can only use the new possibilities by default will be replaceable.”

    Conclusion

    The survey results demonstrate a mixture of anticipation, concern, and optimism regarding the disruptive impact of Large Language Models (LLMs) on the software and coding industry. While respondents believe that LLMs may have a significant impact on junior and medium developers, leading to potential job displacement and changes in salary structures, there is also a recognition of the positive developments LLMs can bring to businesses in terms of productivity, innovation, and the creation of new roles.

    Additionally, the survey highlights the potential for LLMs to facilitate the synergy between LLMs and no-code development, benefiting startups and allowing small businesses to compete more effectively. As LLMs continue to evolve and their capabilities are integrated into various aspects of software development, it is essential for industry professionals to adapt their skills and strategies to harness the opportunities presented by LLMs while addressing the potential challenges they may bring.

    How can the Tesseract Academy help you?

    ChatGPT and other AI technologies are expected to automate many routine, repetitive, and low-skilled tasks, freeing up workers to focus on higher-level tasks that require creativity, problem-solving, and critical thinking skills. This will lead to an increased demand for workers with these higher-level skills and a decreased demand for workers who perform routine tasks.

    The Tesseract Academy can help senior professionals and businesses prepare for the AI-driven future by offering training and education in these emerging fields.

    The Tesseract Academy‘s mission is to help the leaders of tomorrow thrive in a digital world.

    1. We help senior professionals and leaders become AI and Web3.0 literate through our program. Apply now for free to reserve a spot!
    2. If you are a business owner, we can transform your business using AI within 6 weeks (otherwise we give your money back). Learn more about our AI transformation program.

    Get in touch if you have any questions.

  • ChatGPT Report: Attitudes and Predictions For The Future

    ChatGPT Report: Attitudes and Predictions For The Future

    ChatGPT is a powerful tool that has revolutionized the way we communicate. It is an artificial intelligence-based chatbot that can generate natural language conversations with humans. ChatGPT is designed to understand user input and respond in a natural and meaningful way. This technology has been used in various applications such as customer service, virtual assistants, and more. With its ability to understand context and generate relevant responses, ChatGPT has become an essential tool for businesses looking to improve their customer service experience. The rise of ChatGPT has enabled businesses to provide better customer service while saving time and money.

    The Tesseract Academy recently done a survey to measure the attitudes and perceptions around ChatGPT and its impact on the workplace.

    We asked 33 experts on their opinions and the results were very intriguing. The sectors the respondents work in include: Finance, Big Tech, IT, Customer Service, Legal, Medical, Insurance, Consulting, Construction and Hospitality.

    Popularity of ChatGPT

    We started off by asking the respondents the following questions:

    1 ) From 1-10 How much have you used ChatGPT up until now? (1 being never and 10 being use it all the time)

    2) From 1-10 How much do you see yourself using ChatGPT in the future? (1 being never and 10 being every day)

    You can see the results below.

    It’s clear from the responses that most people don’t have a lot of experience using ChatGPT right now however, a large majority believe they will use it more often or if not daily in the future. In terms, of usage among colleagues nearly seventy five per-cent of responds said their colleagues either use it sometimes or quite regularly. However, over twenty-five per-cent of respondents said their colleagues do no use or uninterested in it.

    Attitudes and Predictions about ChatGPT

    The next set of questions was to look at the current attitudes and predictions of ChatGPT in the workplace and how much of an effect and role it will play in the future.

    It is clear from results that the attitudes and predictions of ChatGPT’s future are varied. Some experts believe that it will be an invaluable tool for businesses, while only a few are concerned about its potential to replace human interaction. However, there is no denying that ChatGPT can help us communicate more efficiently, quickly, and accurately than ever before, whilst over seventy five per-cent of respondents either agree or strongly agree that ChatGPT can improve their productivity.

    Overall, the future of ChatGPT is uncertain but exciting. Most experts agree that it will have a major impact on how we communicate in the future. As more people become aware of this technology, its use cases are becoming increasingly popular. Furthermore, as more businesses adopt this technology and explore its potential uses, we will get a better understanding of how it could shape our lives in the years to come.

    How can the Tesseract Academy help you?

    ChatGPT and other AI technologies are expected to automate many routine, repetitive, and low-skilled tasks, freeing up workers to focus on higher-level tasks that require creativity, problem-solving, and critical thinking skills. This will lead to an increased demand for workers with these higher-level skills and a decreased demand for workers who perform routine tasks.

    The Tesseract Academy can help senior professionals and businesses prepare for the AI-driven future by offering training and education in these emerging fields.

    The Tesseract Academy‘s mission is to help the leaders of tomorrow thrive in a digital world.

    1. We offer a free data quality and data strategy assessment for your business.
    2. Our certificates and courses are designed for busy executives, decision makers and managers and they can at a fraction of the cost of business schools. You can find them all here.

    Get in touch if you have any questions.

  • The Tesseract Academy 2022 Mega Reports: Data Science and AI, Data-Driven Product Management, Organisational Culture, Project Management and More!

    The Tesseract Academy 2022 Mega Reports: Data Science and AI, Data-Driven Product Management, Organisational Culture, Project Management and More!

    The Tesseract Academy is committed to educating decision makers on topics such as data science, AI and blockchain. This is why we decided to do several surveys and research reports over the last year to look into organizational culture as well as understand the most common problems and attitudes towards data science and AI in organisations. We also looked into data-driven product development, project management and customer churn prediction. We have summed up the results of the five reports below.

    Tesseract Report: Data-driven Product Management is the 2022 trend for product managers

    product manager

    Key Findings: “Data science is clearly part of the future of product management. This will lead product managers acquiring skills in basic data analytics and statistics, whereas data scientists will be expected to have a more in-depth understanding of product management and development. Organisations are looking into a future of cross-functional teams, with individuals picking up skills in related areas, instead of just overspecialising in a single domain.”

    Report Summary:

    The process of overseeing a product from conception through end-of-life is known as product management. Product managers are in charge of the whole lifespan of a product, which includes developing the product strategy, overseeing the product roadmap, and working with stakeholders to make sure that everything comes together as planned.

    According to the product’s survey of experts, they come to know that the use of data science in product management is significant, and experts predict that this use will increase over the next years. Data analytics reveals that, of 100 respondents, 40.7% believe that data analytics is essential to the process and data science will become increasingly significant in product management, according to 29.6%. Moreover, the fact that no participant stated that data scientists should not understand product management was an intriguing finding.

    Actually, about 60% think data scientists ought to be familiar with certain areas of product management. Out of 27 replies, 77.8% agreed that the product manager should be familiar with fundamental data analytics. The top three arguments for why data science would be useful in product management, according to the 26 replies we received, were as follows: creating new products (42.6%), experimenting with new features (50%), and improving current goods using data-driven insights (88.5%).

    Link to full report: https://tesseract.academy/data-driven-product-management-is-the-2022-trend-for-product-managers/

    Tesseract Report: Customer Churn Prediction Through Data Science and AI

    Key Findings:   “Predicting customer churn is a hugely valuable proposition for any company and it is very possible to predict customer churn. There are two core deliverables: A determination of factors that contribute to churn and secondly predictive model that predicts which customers are at higher risk of churn and when they are about to churn.”

    Report Summary:
    A significant issue in the insurance sector is customer attrition. Insurance businesses cannot overlook the significant financial repercussions of client attrition. It’s critical to comprehend what leads to client turnover. There are two sorts of churn in terms of customers leaving: active and passive. When a customer cancels their policy before it expires, this is referred to as active churn. When someone merely decides not to renew their insurance, this is known as passive churn.

    Since many classification models may provide you with a probability that can be regarded as a risk score, a classification model has the benefit of being easy to comprehend. This suggests that the risk of someone churning is inversely proportional with the hazard. For this issue, survival models are more beneficial and alluring. As the name implies, survival models are widely employed in medicine to mimic patient survival.

    Using a survival, we may explicitly define relative risk or the risk of one client in comparison to another, as well as this risk over time. The results shows two primary deliverables: A determination of the elements that influence churn; and prediction algorithm that foretells which clients are more likely to leave and the precise moment when they are about to do so.

    Link to full report: https://tesseract.academy/tesseract-report-customer-predicting-churn-through-data-science-and-ai/

    Tesseract Report: Project management for AI and data science

    Key Findings: “While the space of project management for data science and AI has evolved, there is still lots of work to be done. In order to successfully implement data science and AI projects, companies need to have the right processes in place, and the stakeholders really need to understand the scope and the deliverables of a data science project.”

    Report Summary

    Any firm must perform the crucial task of project management, which is made much more crucial when it comes to AI initiatives. This is so because AI initiatives are frequently complicated and include several participants with various objectives. The decision to consult with several project management specialists to get their advice on the best ways to handle data science and AI initiatives.

    The majority of participants said that they are not utilizing any methodology when asked whether they are using any particular methodologies created for data science and AI. Few people appear to be using CRISP-DM and the Team Data Science Process. Only 29.4% of respondents confidently say “Yes” when asked if the present project management approaches are sufficient for data science initiatives. The existing strategies seem to be lacking something. This may be because software development differs from data science and AI in several ways, making it challenging for approaches created for one field to transfer directly to another.

    The fact that 88.2% of participants said that the current project management strategies for AI and data science should be enhanced further supports. The participants provided a range of answers when asked about the largest problem in project management for AI and data science. Among the explanations given were:  Executives can’t fully understand data science since it is obscure; ensuring that deadlines are adhered to Data strategy and data quality; Results in data science experiments cannot be guaranteed; Establishing KPIs.

    Despite the fact that the field of project management for data science and AI has advanced, more work still needs to be done. Companies must have the appropriate processes in place and stakeholders must truly get the scope and deliverables of a data science project in order to effectively deploy data science and AI initiatives.

    Link to full report: https://tesseract.academy/tesseract-report-project-management-for-ai-and-data-science/

    Tesseract Report: Organisational Culture in the Post-Covid World, the 4-day Workweek, and Hybrid Work

    organisational culture

    Key Findings: “Trends like hybrid working, are here to stay. Some others, like the 4-day workweek are popular, but it’s not clear whether they can be implemented successfully. It’s clear that organisational culture plays a huge role in the success of any organisation, especially in attracting and retaining top talent.”

    Report Summary

    The computer industry and a large portion of professional life were shaken by COVID-19. Hybrid working, remote working, and the 4-day work week are just a few of the new trends that seem to have evolved. It appears that the majority of respondents think that the CEO (45.8%) or the c-suite is responsible for shaping organizational culture. 37.5% of respondents indicated that midlevel managers may guide organizational culture. Most responses to questions concerning organizational culture’s advantages for three organizations centre on three primary points: A higher rate of staff retention (80%); more satisfied workers (68%); Top talent attracting (56%). Out of 25 replies, 56% strongly disagree with retaining competition advantage, 24% agree, and 12% are impartial.

    Almost, 48% of respondents who were questioned about the role of culture in employee wellbeing agreed that it was a very significant component. Only 28% of respondents were indifferent on the topic, therefore it appears that roughly 60% of respondents think their company’s organisational culture is helping with post-COVID rehabilitation. The vast majority of participants appear to be employed in a hybrid environment. Of the 25 replies, 68% were hybrid, 16% were remote exclusively, and 16% were office only.

    Most individuals would want to work hybrid if given the option, and it appears that 80% of people think that this would also be the case in the future. At least 50% of the respondents would like to work full-time for 4 days per week, even though the bulk of them work full-time (more than 80%) for 5 days per week. Only 40% of respondents think that most businesses will provide a 4-day workweek alternative. Perhaps working just four weeks is insufficient for many businesses. Only 8% of people think that a company’s culture does not have a significant impact on its present financial situation.

    Link to full report: https://tesseract.academy/tesseract-report-organisational-culture-in-the-post-covid-world-the-4-day-workweek-and-hybrid-work/

    Tesseract Report: Data Literacy and Science Challenges in Businesses

    Key Findings: “The majority of employees believe that their organisation is not data literate enough and that in order to advance they will need to become more data literate in the future. Data ethics was also a concern and as AI becomes more and more important in our society, we will have to make sure that it is used ethically.”

    Report Summary:

    Two of the most crucial skills for any organization to possess are data literacy and data science. However, organizations find it challenging to acquire these abilities since both data literacy and data science present unique difficulties. The first issue is the discrepancy between the demand from businesses and the availability of qualified data scientists. Because there aren’t enough professionals in this industry, businesses must contend with one another for these limited resources. The absence of data literacy and data science training is the second problem. Sixty-six percent of participants (66.6%) think they understand data literacy well or completely.

    However, more than 50% of the participants said their firm or organization isn’t data literate enough when asked about it. Some of the key justifications offered for why the relationship between the product team and data science is problematic include the following: Data scientists don’t understand the product; product people don’t understand data science; corporate culture. The vast majority of interviewees expressed their dissatisfaction with the management of AI programmers’. This was principally caused by two factors.

    The first is that traditional methods like AGILE do not work well with data science. The second problem is that the company’s data scientists are hesitant to follow a methodology. On the overall growth of the firm, both of these might have a big effect. The majority of responders said that their present organizational culture was heavily data-driven. Still, 27.8% of respondents claimed that their organization’s culture is not at all data-driven.

    All participants (100%) agreed that having a data-driven organization is necessary to remain competitive and outperform competitors.

    Link to full report: https://tesseract.academy/tesseract-report-data-literacy-and-science-challenges-in-businesses/

    How The Tesseract Academy Can Help You?

    If you have any questions or suggestion, feel free to get in touch. We provide both consulting services, as well as online and in-person workshops on all the aforementioned topics, specialising in decision makers with no technical knowledge. We also offer a range of free courses, webinars and frameworks to assist anyone on their AI or blockchain journey. Whether you are a CEO, an entrepreneur or a manager, the Tesseract Academy can help you and your organisation fully understand and implement data science and AI.

  • Tesseract Report: Data Literacy and Science Challenges in Businesses

    Tesseract Report: Data Literacy and Science Challenges in Businesses

    Data literacy and data science are two of the most important skills for any business to have. However, both data literacy and data science have their own challenges that make it difficult for businesses to acquire these skills.

    The first challenge is the gap between the supply of skilled data scientists and demand from companies. There are not enough skilled people in this field, which means that companies need to compete with each other for these scarce resources. The second challenge is the lack of training in data literacy and data science skills. Most schools do not teach these subjects, which means that people need to figure out how to learn them on their own or through other channels such as internships or online courses.

    The Tesseract Academy decided to run a survey to figure out some of the most common problems and attitudes towards data science and AI in organisations. The survey consisted of 36 participants. Their job titles ranged from CEOs and founders to tech professionals and product managers.

    Data Literacy:

    Over two-thirds of participants (66.6%) believe they have a significant or high understanding when it comes to data literacy. However, when it came to their company or organisation over 50% of the participants stated that it isn’t data literate enough.

    The participants were then asked whether they think they will need to become more data-literate in the future in order to advance your career. A whooping 77.8% of participants answered yes (see graph below).

    Data science and communication with other functions:

    As you can see below, the overall majority of participant either agreed or strongly agreed that there is a problem in their organisation interfacing between data science and product.

    Some of the key reasons cited on why they think the interface between data science and the product team is an issue are:

    1. Data scientists don’t understand product
    2. Product people don’t understand data science
    3. The culture of the company

    The majority of participants agreed that they have issues with the project management of AI projects. There were two main reasons for this.  The first one is that the traditional methodologies, such as AGILE, do not apply well to data science. The second reason is that the organisations data scientists refuse to follow a methodology. Both of these can have vital implications to the overall progression of the company.

    AI ethics can be concerning for businesses because the AI will be making decisions for the company. This is a new concept, but one that needs to be addressed and thought about. The fear is that AI will make decisions without considering the ethical implications of its actions.

    The participants were asked how big of a concern they think AI ethics will be for their organisation the future. Almost all of them agreed it is either important or very important (see below).

    Organisational culture and data science

    Organisational culture has been defined as a set of shared values, behaviours, norms and beliefs that are transmitted from one person to another within an organisation. Data scientists have played a significant role in shaping organisational culture as they use data to drive decisions and analyse trends. Data is now being used to shape organizational culture as well by making it more efficient.

    The majority of participants believed that their current organisational culture is highly data-driven. However, there were still 27.8% who said their organisational culture is not data driven at all.  One hundred per-cent of the participants agreed that a data-driven organisational is at least relatively important in order to stay competitive and ahead of their rivals. 

    When asked about what the main obstacle preventing their organisation from becoming data-driven is the participants gave a variety of responses. Some of the reasons cited were:

    1. The c-suite doesn’t fully understand data science
    2. Middle management doesn’t get data science
    3. The workforce is not interested in data science
    4. We have no data science roadmap

    Conclusion:

    It is clear from the results that the majority of employees believe that their organisation is not data literate enough and that in order to advance they will need to become more data literate in the future. 

    Data ethics was also a concern and as AI becomes more and more important in our society, we will have to make sure that it is used ethically. This means that we need to be aware of the potential dangers and do everything in our power to avoid them.In order for AI to be used ethically, it needs to be transparent and accountable. It should explain the reasoning behind its decisions and make the data available for public scrutiny.

    It was also obvious from the results that everyone believed their organisation needs to have a more data-driven culture in order to stay ahead. However, the main issues preventing them from doing so was that the c-suite or middle management doesn’t fully understand data science because they don’t have the technical knowledge to fully understand how it works or how it can be applied to their business. This lack of understanding can lead to them to make uninformed decisions about their company’s data strategy, which may have negative implications in the future.

    This is why the Tesseract Academy is committed to educating decision makers on topics such as data science, AI and blockchain. If you have any questions or suggestion, feel free to get in touch. We provide both consulting services, as well as online and in-person workshops on all the aforementioned topics, specialising in decision makers with no technical knowledge. Whether you are a CEO, an entrepreneur or a manager, the Tesseract Academy can help you and your organisation fully understand and implement data science and AI.

  • Tesseract Report: Do algorithmic stablecoins have a future?

    Tesseract Report: Do algorithmic stablecoins have a future?

    The TerraUSD incident sent ripples through the blockchain and DeFi communities, signaling what was the definitive start of a crypto bear market. This incident was a huge financial disaster for many individuals, but it also raised many interesting questions:

    1. Do algorithmic stablecoins have a future?
    2. Will TerraUSD manage to revive itself?
    3. Is heavy crypto-regulation just around the corner?

    The Tesseract Academy is committed to helping decision makers and the public better understand deep tech such as AI, data science and blockchain. For this reason, we conducted research on the topic of algorithmic stablecoins and TerraUSD, by asking 30 subject matter experts to offer us their opinion.

    Preliminaries: What are stablecoins?

    Our CEO, Dr Stylianos Kampakis writes

    There are three main types of stablecoins:

    1. fiat-collateralized,
    2. crypto-collateralized
    3. non-collateralized (or algorithmic)

    The most famous examples of fiat-collateralised stablecoins are USDC and USDT. The USDC token issued by Circle is backed by $1 worth of fiat currency for every USDC issued. The most biggest stablecoin (by market cap) is USDT , which is backed by a variety of assets. USDT, however, has been very controversial, as its liquidity has many times been disputed. Finally, another example of a stable coin is the BUSD, which has been created by Binance (which is the largest crypto exchange).

    USDT reserves tokenomics

    Crypto-collateralised use crypto instead of fiat assts as collateral. These projects usually follow under the umbrella of Decentralised Finance (DeFi). A great example is DAI, which has been created by MakerDAO. To create DAI, you need to provide some other crypto as collateral. This provides the necessary liquidity to the system. There is also one more token called MKR. The MKR token provides backstop liquidity in case the system accumulates bad debt, and holding MKR also entitles you to vote on how the Maker protocol is run.

    Finally, algorithmic stablecoins are aiming to keep a peg using only algorithms. Algorithmic cryptocurrencies are still backed by crypto, like crypto-collateralised stablecoins. The difference is that in algorithmic stablecoins, this process takes place automatically. The best example of one such stablecoin is Frax.”

    Algorithmic stablecoins report: The Questions

    We asked 5 questions, the last two ones being a open question, allowing the participants to express their thoughts freely.

    1. Is TerraUSD going to be revived?
    2. What is the next year going to look for crypto regulation?
    3. Can algorithmic stablecoins ever work?
    4. What is coming in the next few months in the crypto space? Severe crash? Prolonged bear market? Stabilisation? Or something else?
    5. Any other comments on the current situation with Terra/Luna?

    We had 30 responses in total. 

    Algorithmic stablecoins report: The answers

    Only around 1 in 4 believe that TerraUSD will be revived. Whilst this research was being conducted, Terra announced an actual revival plan, but it looks like most of the participants are not convinced. One of the participants comments:

    The Terraform Labs just announced a new “revival plan”, with a proposal to fork Terra into a new chain dropping $Terra. It is funny to note that the Terraform Labs’ reaction to the $Terra de-peg aimed to save $Terra over Luna by minting a large quantity of Luna (to absorb the $Terra oversupply), then accelerating the Luna lethal fall. Now the Terraform Labs’ revival plan looked “beyond the mere $Terra”, indicating $Terra should not be the priority for the community. There is currently a lot of scepticism about the Terraform Labs’ capabilities (and Do Kwon’s) to run the revival project in light of a contentious management of the crisis.

    TerraUSD algorithmic stablecoin

    The majority of the participants believe that crypto regulation is coming. Again, this comes as no surprise, since this topic is being discussed more and more. It’s possible that regulators will take the TerraUSD incident as an excuse to impose heavy regulation, not only on stablecoins, but also on DeFi and crypto transactions in general.

    A very interesting response pattern was observed for the question below. More than 1 in 3 believe that algorithmic stablecoins can actually work. Also, 50% of the subject matter experts are undecided on the topic, but have not given up completely on the potential of an algorithmic stablecoin working. Our position that partially-collateralised algorithmic stablecoins like Frax and BankX have a better future, given that they combine the advantages of collateralisation with an algorithmic peg.

    can algorithmic stablecoins work

    The 4th question was  “What is coming in the next few months in the crypto space? Severe crash? Prolonged bear market? Stabilisation? Or something else?“. That question was a free text question, as we allowed the participants to freely express their thoughts. Around 85% of the respondents expect a prolonged bear market, with 15% expecting a stabilisation. This comes as no surprise, given the current state of the crypto market.

    The 5th question was “Any other comments on the current situation with Terra/Luna?”

    Some comments that stand out

    The reason I answered “Maybe” to the 5th question is because I actually believed UST could work when I first invested in LUNA in the beginning of 2021. Terra in the beginning was supposed to be a project that would get people to use crypto in everyday life. Particularly using UST as form of payments for real-world goods & services. There was supposed to be alternative sources of demand for LUNA & UST outside of the arbitrage and Anchor yields. Somewhere along the way though Do Kwon’s ego got the best of him and grew the network too fast through Anchor. I got out of Terra a month before the crash. At the time over 70% of the Terra’s $20 billion TVL was in Anchor, that is when I knew Terra was a ticking time bomb. I don’t know if UST would’ve worked if Do Kwon focused more on adoption rather than growth, but Terra would still be around today if he had. With a stronger ecosystem of projects, there would have been more demand for LUNA & UST to support the peg. Maybe that would have delayed the inevitable but for an algorithmic stablecoin to work it needs to offer something other than arbitrage and yield.

    By Gregory Shaheen

    Olaoluwa Samuel-Biyi says that “[…] if any social good financial system like an algorithmic stablecoin can be exploited, it should. Resilience to exploitation must be the defining factor for any trustworthy money system.”

    Also, Viraj Patel, a tokenomics advisor living in New York, says:

    The Terra/Luna situation highlights the need for a proper stable coin. Currently there is a lack of stable coins that can be trusted. The crypto markets would greatly benefit from a fully audited over collateralized stable coin.
    That’s a very interesting opinion, given that this is something our CEO has been working on auditing token economies since laster year. The Tesseract Academy believes that auditing token economies will become a standard service in the very near future.
     

    Summary

    Algorithmic stablecoins are a fascinating idea. The TerraUSD incident brought scepticism to many in the crypto community, as to whether algorithmic stablecoins are really viable. While it looks we are in a bear market, many subject matter experts still believe that the game is not over for this fascinating crypto asset. If anything, the TerraUSD crash will make the community more aware of potential pitfalls, and the crypto-ecosystem will emerge more resilient from this downturn.

    If you are interested in tokenomics or blockchain, make sure to check out our services, or simply get in touch.