## Values-based ethical culture and practices for industryCorporations are built to create profit while competing for market share. This can lead corporations to focus on growth at the expense of avoiding negative ethical consequences. Given the deep ethical implications of widespread deployment of A/IS, in addition to laws and regulations, there is a need to create values-based ethical culture and practices for the development and deployment of those systems. To do so, we need to further identify and refine corporate processes that facilitate values-based design." p.127

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# Values-based leadershipTechnology leadership should give innovation teams and engineers direction regarding which human values and legal norms should be promoted in the design of A/IS. Cultivating an ethical corporate culture is an essential component of successful leadership in theA/IS domain." p.128

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# Wellbeing should be a consideration for all"Increased awareness and application of well-being metrics by A/IS creators can create greater value, safety, and relevance to corporate communities and other organizations in the algorithmic age."While many organizations in the private and public sectors are increasingly aware of the need to incorporate well-being measures as part of their efforts, the reality is that bottom line, quarterly-driven shareholder growth remains a dominant goal and metric. Short term growth is often the priority in the private sector and public sector. As long as organizations exist in a larger societal system which prioritizes financial success, these companies will remain under pressure to deliver financial results that do not fully incorporate societal and environmental impacts, measurements, or priorities.Rather than focus solely on the negative aspects of how A/IS could harm humans and environments, we seek to explore how the implementation of well-being metrics can help A/IS to have a measurable, positive impact on human well-being as well as on systems and organizations. Incorporation of well-being goals and measures beyond what is strictly required can benefit both private sector organizations’ brands and public sector organizations’ stability and reputation, as well as help realize financial savings, innovation, trust, and many other benefits. For instance, a companion robot outfitted to support seniors in assisted living situations might traditionally be launched with a technology development model that was popularized by Silicon Valley known as “move fast and break things”. The A/IS creator who rushed to bring the robot to market faster than the competition and who was unaware of well-being metrics, may have overlooked critical needs of the seniors. The robot might actually hurt the senior instead of helping by exacerbating isolation or feelings of loneliness and helplessness. While this is a hypothetical scenario, it is intended to demonstrate the value of linking A/IS design to well-being indicators.By prioritizing largely fiscal metrics of success,A/IS devices might fail in the market because of limited adoption and subpar reception. However, if during use of the A/IS product, success were measured in terms of relevant aspects of wellbeing, developers and researchers could be in a better position to attain funding and public support. Depending on the intended use of the A/IS product, well-being measures that could be used extend to emotional levels of calm or stress; psychological states of thriving or depression; behavioral patterns of engagement in community or isolation; eating, exercise and consumption habits; and many other aspects of human well-being. The A/IS product could significantly improve quality of life guided by metrics from trusted sources, such as the World Health Organization, European Social Survey,and Sustainable Development Goal Indicators.Thought leaders in the corporate arena have recognized the multifaceted need to utilize metrics beyond fiscal indicators. PricewaterhouseCoopers defines “total impact” as a “holistic view of social, environmental, fiscal and economic dimensions—the big picture”. Other thought-leading organizations in the public sector, such as the OECD, demonstrate the desire for business leaders to incorporate metrics of success beyond fiscal indicators for their efforts, exemplified in their 2017 workshop, Measuring Business Impacts on People’s WellBeing. The B-Corporation movement has created a new legal status for “a new type of company that uses the power of business to solve social and environmental problems”. Focusing on increasing stakeholder value versus shareholder returns alone, B-Corps are defining their brands by provably aligning their efforts with wider measures of well-being."p73-74

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# Empowerment to raise ethical concernsEngineers and design teams may encounter obstacles to raising ethical concerns regarding their designs or design specifications within their organizations. Corporate culture should incentivize technical staff to voice the full range of ethical questions to relevant corporate actors throughout the full product lifecycle, including the design, development, and deployment phases. Because raising ethical concerns can be perceived as slowing or halting a design project, organizations need to consider how they can recognize and incentivize values-based design as an integral component of product development." p.129