Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.
You don’t have to be at the cutting edge of your industry or profession to be working on artificial intelligence.
You’ve probably already heard the term ChatGPT.
That is, if you’re not using it already yourself.
Late in 2022 is when businesses of all sides and individuals started talking about how this easily accessible type of AI really was poised to change work as we knew it. Really this time.
ChatGPT has burst into public consciousness by making it much easier for anyone to use it and see its potential and use cases have been making headlines for reasons good and bad.
Even with this rapid distribution, companies are still very far behind in developing strategies, policies, and best practices, and that needs to change quickly according to today’s guest.
He says the use of ChatGPT AI could have something like a 50% productivity increase for some workers.
Companies need to know how to harness that power and they need to develop a strategy fast.
Ethan Mollick is an associate professor of management at the Wharton School of the University of Pennsylvania.
He’s been researching and teaching on artificial intelligence in his work on innovation and he’s been using ChatGPT himself and in his classroom.
He wrote the HBR article “ChatGPT Is a Tipping Point for AI.” Hi Ethan.
Hello, nice to be here.
What exactly is different about this technology or this ecosystem this time around?
So actually the fact that there’s no ecosystem is part of what’s interesting, but the technology’s not new, right?
GPT3, which is the sort of base generation of this technology’s been around for over a year and it was okay, right?
You’d look at it and it was a distinctly sort of D minus student.
It produced okay work and then when the chat bot came out and the associated 3.5 model, they were just larger models with some additional tweaking but not radical changes in technology.