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Microsoft And Google Chase Karya: How AI Tool Development Is Improving In India

Elon Musk's revolutionary AI tool, 'Grok,' has emerged as a noteworthy contender in the realm of language models.

Priyanka Kesarwani by Priyanka Kesarwani
November 8, 2023
in AI, What’s Buzzing
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To revolutionize artificial intelligence (AI) for India’s billion-plus population, tech giants Microsoft and Google have set their sights on Karya, a startup founded by the ambitious 27-year-old computer engineer, Manu Chopra. Let’s explore the strategic collaboration between these industry giants and Karya, shedding light on the pivotal role the Indian startup plays in reshaping the AI landscape.

Karya Startup

Empowering Local Languages

Manu Chopra’s Karya has embarked on an ambitious mission to collect text, voice, and image data in India’s myriad local languages. The crucial task of tagging and labeling this data is undertaken by speakers of these languages, forming the foundation for AI chatbots and virtual assistants to deliver contextually relevant results across diverse linguistic landscapes.

Addressing Industry Failures

Chopra, in conversation with Bloomberg, highlights the disparity in pay for the laborious task of data tagging, exposing a failure within the tech industry. Despite the normalization of AI tools, underpaid workers contribute significantly to global AI datasets, especially in local languages.

Microsoft and Google’s Strategic Goals

Microsoft leverages Karya’s resources to source local speech data for its AI products, aiming to reduce gender biases within language models. Simultaneously, Google partners with Karya to gather speech data from 85 Indian districts, with plans for expansion to encompass every district and dialect. The end goal is to develop a generative AI model capable of handling 125 Indian languages.

The Significance of Indian Languages

With existing generative AI models predominantly focused on the English language, India’s diverse linguistic landscape presents a goldmine for Silicon Valley companies. The potential user base of over a billion individuals propels India into a strategic position for these tech giants.

Challenges and Karya’s Innovative Approach

Non-English datasets often suffer from low quality and limited availability, exacerbating the challenges faced by large language models. Karya, headquartered in Bengaluru, addresses these issues by targeting rural workers for tagging and labeling local language content. The app operates offline, providing voice support for those with limited literacy, fostering inclusivity.

Impact of Karya

Supported by grants, Karya has witnessed over 32,000 crowdsourced workers logging into the app, contributing to a staggering 40 million paid digital tasks. This collaborative effort between tech giants and the Indian startup signifies a paradigm shift in making AI more accessible and relevant to India’s linguistic diversity.

In this evolving landscape, the alliance between Karya, Microsoft, and Google stands as a testament to the transformative power of AI when harnessed with a commitment to inclusivity and innovation.

Also Read: AI And Marketing Automation: Transforming The Future Of Marketing

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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