{"id":35282,"date":"2023-07-25T09:01:26","date_gmt":"2023-07-25T08:01:26","guid":{"rendered":"https:\/\/www.innovationnewsnetwork.com\/?p=35282"},"modified":"2023-07-25T09:01:26","modified_gmt":"2023-07-25T08:01:26","slug":"can-pioneering-ai-in-organisations-boost-business-productivity","status":"publish","type":"post","link":"https:\/\/www.innovationnewsnetwork.com\/can-pioneering-ai-in-organisations-boost-business-productivity\/35282\/","title":{"rendered":"Can pioneering AI in organisations boost business productivity?"},"content":{"rendered":"
Millions of professionals have started using AI<\/a> in organisations to boost personal productivity.<\/p>\n However, can AI help change culture, implement strategy, and make us more human at work? The next development for organisations will deploy AI for organisational effectiveness.<\/p>\n The world\u2019s leading executive coach patiently listens to me. Probes. Suggests. For hours, if I want. Day or night. Marshall Goldsmith is a trusted advisor for top executives, and now he\u2019s helping me take my business \u2013 and life \u2013 to the next level.<\/p>\n Why do I have this kind of access to one of the most in-demand people on the planet? Free of charge? Because the Marshall Goldsmith I\u2019m talking to is not the real-life individual but his AI alter-ego.<\/p>\n For the last four months, Mr Goldsmith has been training a bot, which he plans to replace him. Feeding the text generator \u2013 technically, the large language model (LLM) \u2013 his 48 books was an easy first step.<\/p>\n Getting the AI to take on Marshall\u2019s conversational personality requires more work. But how much time before the above scenario becomes a reality? According to current indications, not long.<\/p>\n \u201cAfter three months,\u201d Marshall told me at a session on AI I recently convened for the Global Peter Drucker Forum, \u201cGeneration 3 of MarshallBOT can answer questions given to me, I would say in a more articulate way than I can, about 50% of the time.<\/p>\n \u201cThis is a primitive version \u2026 MarshallBOT 22 I have no doubt will be able to answer 95% of the questions I get better than I can \u2013 as judged by me.\u201d<\/p>\n Goldsmith plans to give away all his knowledge and experience of pioneering AI in organisations for the public benefit. If a generation of thought leaders are inspired to give away everything they know, what will this mean for coaching? For learning and development as a whole?<\/p>\n The initial allure of pioneering AI in organisations was its promise of efficiency. Automating routine tasks and reducing human error were the primary selling points. Increasingly, AI is about effectiveness rather than just efficiency.<\/p>\n I work with companies shifting their perception of LLMs from anonymous servants to partners \u2013 or coaches. This is also how cutting-edge models are being designed.<\/p>\n For example, the AI startup Astrid Education began as a language training coach. When Astrid needed to hire more programmers and was inundated with CVs, they used their technology for a second purpose, screening applicants. Issuing automatic speaking tests to candidates cut down initial interviews by 80%.<\/p>\n Now, a third application of their foundational model is the optimisation of customer service or sales calls, with Astrid\u2019s bot listening in and providing feedback.<\/p>\n All this raises the question of IP, data ownership, and privacy. As a storytelling expert, I\u2019m hesitant to share my formulas publicly, knowing they\u2019ll be harvested. When employees asked ChatGPT to improve sensitive code, Samsung accidentally leaked intellectual property, leading some innovative companies to debate whether employees should be allowed to use public AI models.<\/p>\n Andreas Kempf, a ZEISS global leadership team member, explained their cautious approach to AI adoption to me this way: \u201cPioneering AI in organisations is a great opportunity \u2013 to lose your proprietary knowledge.\u201d<\/p>\n One solution is to train local, in-house LLMs on an internal corpus of information. This can then save countless hours in knowledge transfer. Think back to your first few weeks in a new job.<\/p>\n Like me, you may have had questions you never asked because you didn\u2019t want to interrupt busy colleagues \u2013 even though you needed those answers to move forward. Chatbots in companies with high turnover are especially useful for saving onboarding costs and helping newer workers shorten the experience curve.<\/p>\n Chatbots can be equally valuable for established employees by making knowledge available. Companies like the Swiss bank UBS are already pioneering AI in organisations to help managers navigate their career paths. Unblocking the \u2018traffic jam\u2019 for anyone who wishes to tap the knowledge of a senior colleague is an example of the kind of bottleneck AI could help free once and for all.<\/p>\nArtificial encouragement<\/h3>\n
Pioneering AI in organisations takes businesses beyond efficiency<\/h3>\n
Who owns the data?<\/h3>\n
From personal assistant to workplace personality<\/h3>\n