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:

  1. 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.
  2. 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?
  3. 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.
  4. 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.
  5. 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.
  6. 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.