Think Forward.

Data is Not the new Oil, Data is the new Diamonds (maybe) 6262

Tariq Daouda, 2 y.
Over the past decade I have heard this sentence more than I can count: "Data is the new oil". At the the time it sounded right, now I see it as misguided. That simple sentence started when people realized that big tech (mostly Facebook, Google) were collecting huge amounts of data on their users. Although it was before (in hindsight) AI blew up as the massive thing it is now, It had a profound effect on people's mind. The competitive advantages that companies who had data where able to achieve inspired a new industry and a new speciality in computer science: Big Data, and fostered the creation of many new technologies that have become essential to the modern internet. "Data is the new Oil", means two things: 1- Every drop is valuable 2- The more you have, the better. And it seemed true, but it was an artifact of a Big Tech use case. What Big Tech was doing at the time was selling ads with AI. To sell ads to people, you need to model their behaviour and psychology, to achieve that you need behavioural data, and that's what Google and Facebook had: Behavioural data. It is a prefect use case, were the data collected is very clean and tightly fits the application. In other words, the noise to signal ratio is low, and in this case, the more data you can collect the better. This early success however hid a major truth for years. For AI to work great the quality of the dataset highly matters. Unlike oil, when it comes to data, some drops are more valuable than others. In other words, data like a diamond needs to be carved and polished before it can be presented. Depending on the application, we need people able to understand the type of data, the meanings associated to it, the issues associated to collection and most importantly how to clean it, and normalized it. It is in my opinion that data curation is a major factors in what differentiates a great AI from an below average AI. Those who misunderstood this concept ended up significantly increasing their costs with complex Big Data infrastructures to drown themselves in heaps of data that they don't need and hinder the training of their models. When it comes to data hoarding and greed are not the way to go. We should keep in mind that data has no intrinsic value, the universe keeps generating infinite amounts of it. What we need is useful data.
Tariq Daouda Tariq Daouda

Tariq Daouda

CEO, co-founder & Head Software Architect of Bluwr. Professor at the Faculty of Medical Sciences of the University Mohammed VI Polytechnic, I specialize in AI for Biomedical applications.


1500

267.0

Agentic AI Beyond Benchmarks: Meta-Agents & the Future of AI Evaluation with Khalil Mrini 253

Tariq Daouda, 1 d.
I recently sat down with Khalil Mrini to talk about his work and international experiences. He has spent time in Marrakech, Switzerland, India, and the United States, each place influencing his perspective in different ways. We also mentioned his visit at the UM6P, his experience of the university, students and innkvative AI curriculum. Khalil presented his new paper on agentic AI. The paper focuses on the use of autonomous agents to evaluate and benchmark other agents: essentially, systems that can test one another’s capabilities. He described how this approach could provide a more dynamic and optimal method for measuring progress in AI research. We ended the conversation by discussing AI ethics. Our exchange raised open questions about responsibility, transparency, and how the field can ensure that increasingly autonomous systems align with human values.
youtu.be/zE7PKRjrid4

A Historical Triptych: How Morocco, Spain, and Portugal are Forging the Success of the 2030 World Cup 366

Imad Khater, 2 d.
The assignment of the 2030 FIFA World Cup hosting rights to the unprecedented trio of Morocco, Portugal, and Spain marks the opening of a new chapter in the history of international and sporting relations. The joint organization of this event confirms an unparalleled dynamic, engaging the three nations in a triangular cooperation whose efficiency will be the decisive marker of this global event's success. This trilateral partnership transcends mere logistical collaboration to become a true lever for strategic development. The question is no longer whether bilateral relations are ready, but how their integration into a strengthened trilateral framework will guarantee the success of a mega-event poised to connect, for the first time, two continents through the medium of sport. Historical ties and geographical proximity provide a fertile ground for a remarkable intensification of relations between these three partners. The announcement of their tripartite bid has, in fact, elevated the need for harmonized coordination in the logistical, economic, and security domains to the level of a strategic imperative. I. The Political and Economic Foundations of Enhanced Cooperation The alignment around the 2030 project is not fortuitous; it is rooted in deep political and economic considerations that mutualize the interests of the three countries. •⁠ ⁠The Imperative of Convergence suffers no ambivalence: Spain and Portugal, while operating within the structural framework of the European Union, recognize Morocco as an essential strategic partner, a genuine gateway and pivot to the African continent. This dynamic is not unilateral; the Kingdom is consolidating its Euro-African anchor with heightened clarity through this same alliance. The World Cup deadline, far from being a simple calendar constraint, acts as a powerful lever, forcing the acceleration—often judged too slow—of regulatory, customs, and security convergence processes among the three capitals. Crucially, the political will displayed at the highest level—symbolized by the direct monitoring of Moroccan commitments by His Majesty King Mohammed VI—stands as a decisive catalyst, ensuring the establishment of a unified and enduring policy line, even in the face of contingencies and fluctuations in political majorities within the allied states. •⁠ ⁠Mutualization of Investments and Benefits: On the economic front, the World Cup represents an unprecedented opportunity to boost trade and investment. The trilateral agreements directly influence the planning of major works: the goal is no longer to build isolated infrastructures, but integrated networks (ports, air links, potential high-speed rail connections) designed for interoperability. The harmonization of tourism offerings and incentivizing fiscal regimes for sponsors and investors is crucial to maximize shared benefits. The success of coordination in the logistical, economic, and security domains will not be merely a performance indicator; it will be the symbol of a collective capacity to manage a complex event on a transcontinental scale. II. Managing Complexities: The Challenges of Co-Development An event of this magnitude, operated by three sovereign states, naturally generates frictions and coordination challenges that require first-rate diplomatic and technical management. •⁠ ⁠The Challenge of Global Security and Integrated Transport: The primary obstacle is the creation of a unified security space for the millions of supporters on the move. This demands real-time information sharing, coordination of law enforcement agencies, and the harmonization of emergency protocols. Concurrently, the transport system must be conceived as a single network. The transit of teams and supporters between Europe and Africa must be fluid, reliable, and ecological, necessitating targeted investments in airport capacity and maritime services. •⁠ ⁠The Cultural and Civilizational Vector: Beyond sport, the World Cup is a diplomatic platform. The secondary, but fundamental, challenge is to move beyond simple technical organization to present an ideal model of intercultural coexistence. Morocco, Spain, and Portugal must invest in promoting their cross-cultural heritages, consolidating the values of peace and mutual respect. This involves qualifying national institutions not only in logistics but also in public management and global media interaction, to avoid the pitfalls of fragmented or sensationalist coverage. III. The Structuring Influence of Bilateral Agreements on Logistics The influence of existing agreements between the three countries is vital for infrastructure development. The current stage is characterized by high anticipation from the private sectors and sports observers, who are watching for the concrete acceleration of construction projects. The overall efficiency of the operation—whether considering the pre-event phase, execution during the tournament, or the post-realization legacy—rests entirely on the solidity of the triangular commitment. The transformation of infrastructures, from stadiums to training centers and reception areas, must be carried out in a spirit of normative alignment. In conclusion, the 2030 World Cup is not merely the sum of three national organizations; it is a project of strategic co-development. The strong historical relations uniting the Kingdom of Morocco, Portugal, and Spain, amplified by a constant and high-level political will, constitute the decisive element for transforming this bid into a resounding success, offering the world a precedent of successful integration between two shores.