Conversations
about ChatGPT
By Jennifer Eggers, Andersen
Alumnus and Founder
& President of LeaderShift
Insights®
Is
the buzz you are hearing about ChatGPT increasing to the point where it is
difficult to ignore? Are conversations about how to leverage it being met with
confusion? What are the legal implications? Are you beginning to fear that your
competition will beat you to the table on something you are less than familiar
with? Artificial Intelligence (AI) is a lot to bite off, but as it becomes more
accessible, particularly in the form of ChatGPT, it is has the potential to be the
disruptor you don’t want to wish you didn’t ignore. I believe that senior leadership
teams need to have the following critical conversations about the impact of
ChatGPT on their businesses and how to leverage it effectively BEFORE the
competition does:
- Define clear objectives: The first conversation should be about aligning
around clear objectives and identifying areas where ChatGPT can add value
to your business. This may require a bit of experimentation, brainstorming
and prioritization, but ultimately, the leadership team should identify
which business processes could benefit from using ChatGPT so you can focus
your efforts effectively. Examples include customer service, content
creation, and internal communication.
- Assess risk: Another
important conversation to have is to begin to assess the risks associated
with using ChatGPT. Leaders need to ensure that they have strong security
measures in place to protect confidential data and that they comply with
all relevant data privacy regulations. AI systems typically mine the
internet for content. What do you have out there that can be mined? How
are you verifying that what is generated for you is actually true?
- Identify use cases: The next conversation should be about
identifying use cases for ChatGPT. This could include using ChatGPT for
customer support, marketing and sales, and internal communication. A good
brainstorm should be had around every major process in the business to see
if aspects of it might be enhanced by AI and how.
- Evaluate the ROI: Leaders should evaluate the potential ROI of
using ChatGPT. This could include calculating the cost and time savings
associated with using ChatGPT for customer support and content creation as
well as estimating the impact on customer satisfaction and employee
productivity.
- Prioritize Where to Implement ChatGPT: Once the leadership team has identified the objectives, risks,
use cases, and ROI, they should prioritize where to start leveraging
ChatGPT and start implementing. We recommend prioritizing one area where
implementation would be relatively simple to get a quick win first.
Preferably something that can be tested to ensure that the AI is working
effectively and in an area where ChatGPT excels already. The actual
implementation may involve working with a third-party provider or
developing your own ChatGPT solution.
- Train and monitor: The final conversation should be about training
and monitoring. The leadership team needs to ensure that their employees
are trained to use ChatGPT effectively and that they have measures in
place to monitor its performance and effectiveness. AI can rarely (yet) be
left alone to deliver results without human supervision, so you’ll want to
be sure it is monitored effectively and that there is a means for
customers or process owners to elevate out of AI when needed.
In
summary, senior leadership teams need to have critical conversations about the
objectives, risks, use cases, ROI, implementation, and training and monitoring
of ChatGPT to leverage it effectively and add value to their businesses. If you
would like help facilitating these conversations, call us. It’s what we do.
This
article was written with assistance from, you guessed it, ChatGPT!
Jennifer Eggers
is the Founder and President of LeaderShift Insights®, a firm with deep expertise
aligning structure, people, and investments to drive strategy and increase leaders
and organization capacity to adapt in the face of disruption. She is a former
Partner with Cambridge Leadership Group, Vice-President, Leadership Development
& Learning for Bank of America, and has held several other senior roles in
Learning, Organization & Leadership Development at AutoZone and Coca-Cola
Enterprises. She started her career with Arthur Andersen’s Business Consulting
Practice in Metro New York.