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They are NOT as unaware of things as we are. That’s like someone seeing a software developer googling stuff and saying “see, they don’t know much more than me”.

An expert refreshing their knowledge on Google is not the same as a layman learning it for the first time. At all.

ML Code Exercises 2 years ago

in no universe is that a legitimate ML interview question

Why not? This seems like the ML equivalent of FizzBuzz. If you don't know how matrix multiplication works well enough to implement it, I would argue that you don't know what you're doing at all.

I think the time estimates depend heavily on the field. A mathematician recently told him that it would take him 1-2 weeks (with nothing else to do in that time) to digest a paper outside his main area.

If you seriously don’t think this will be widely abused, then you’re extremely optimistic.

Spreading propaganda is the most obvious use case, assuming the resource requirement remains high. I don’t think it’s far-fetched either. If these models become less resource-hungry, then we’re in for much worse.

The funny thing is that it shouldn't be. There is plenty of potential, but all sorts of (mostly non-technical) factors are getting in the way.

I think a big part of the problem is that most PMs are non-technical, and at some point up the chain so are most managers. Data science, when done thoughtfully, requires you to appreciate minute issues from data collection and management all the way through feature engineering, model selection/design, and validation.

The biggest, hardest bridge to cross was an appreciation of the importance of metrics. For some reason, getting a business person to grok something as simple as precision/recall/F-beta is a near-impossible task. You can do multiple presentations on it (after having honed those presentations over years with multiple manager audiences), and it never sticks. It's always "what's the accuracy?" It's impossible to do good work when your bosses insist on measuring and therefore optimizing for the wrong thing (which in my experience consulting for multiple Fortune 500 businesses, they always do).

Even worse, many organizations have such broken politics/cultures that the managers can't even tell you the big picture of what the project is trying to accomplish. Once you finally piece it together from the people who know their roles in-depth, it becomes clear that what they're trying to do is totally infeasible. At least that was my experience more than half the time.

where's the scientific method? Where's the experiments and rigor?

No time for that, buddy. CXOs need results, ASAP! (This was basically the attitude of my managers at the last place I worked).

That's all fine, as long as you still understand the underlying assumptions and pitfalls. Many people who skim documentation and throw things together haphazardly do not.