Transcript
This transcript was automatically generated with artificial intelligence. It’s in the queue to go through a review with human eyes!
00:00:00:00 – 00:01:05:08
Unknown
Hello and thank you for joining today’s special webcast. Unlocking the Power of Generative AI. I am still a little bit short. A senior seller. Here was the Conference Board. I’ll be a moderator today as we progress through today’s presentation, please take advantage of the questions. We would love to send in your questions. Well, we’ll discuss them at the end of the webcast.
00:01:05:10 – 00:01:35:04
Unknown
If you need an attendance certificate for this webcast, click the certificate icon to download the certificate at the end of the session. You can use that to claim your continuing educational credits. If you hold a certification. So I’d like to introduce today’s panelists. I’m thrilled to welcome as some Charles Principal Doug Irwin and Rasshmi Shanker. Associate Principal was Doug Irwin.
00:01:35:06 – 00:01:55:08
Unknown
Excellent. And Rasshmi, take it away. Amazing. Thank you and great to have you all on the call today and thank you for joining us. We’re super excited to be here today and are superseded to talk about this topic and just dive in. So I’ll briefly introduce myself and then I’ll pass it off to rush me to introduce herself as well.
00:01:55:09 – 00:02:23:11
Unknown
My name is Edson Chaves and I’m a principal here Daggerwing Group. I’m also leader on our J.I. Task Force, working across the organization to help our clients unlock the potential through lasting change. For myself, I’ve been helping organizations drive business results by doing the very same thing driving lasting change in organizations. This can be anything from aligning and implementing new visions or strategy.
00:02:23:14 – 00:02:53:12
Unknown
Is new operating models or culture change. That’s all about myself. I want to pass off to rush to introduce myself. Thanks, Edson. Hi everyone. Really excited to be here. I’m Rasshmi Shanker. I am an associate principal at Daggerwing Group. I actually started my career in technology implementing software solutions services for large scale public sector clients and kind of realized I love technology, but I kind of liked people a little bit more.
00:02:53:14 – 00:03:16:10
Unknown
So entered the change management space and have been very passionate about working with our clients on large scale transformation and how that impacts people. So I think and then take it away. Let’s talk to people about how Daggerwing helps organizations with the people side of change, etc. So we’ll share a little bit of a day during we won’t spend too much time here.
00:03:16:13 – 00:03:43:12
Unknown
Daggerwing is a top globally rated change consultancy, and this is something we’re quite proud of. We work with a range of clients, big and small, but for the majority, our clients are bigger, they’re more complex, usually multinational and usually a Fortune 500 organization. And then also, of course, as part of that, we have a sizable presence. So in the past three years, we’ve worked with organizations across 35 different countries.
00:03:43:12 – 00:04:11:12
Unknown
But I want to spend a little bit of time is talking a little bit about staggering and why we’re a little bit different in our approach to change. So unlike a lot of change consultancies, we very much focus on what we call the people side of change. It’s it’s a slightly different approach, but what we find is it’s often the people factors that are part of any change that really drive success over time and determine whether it succeeds or whether it fails.
00:04:11:14 – 00:04:37:13
Unknown
So this is what we ultimately focus on. We focus on those human and psychological factors that really drive successful change. And this can be applied to really anything, whether you’re talking about a new business strategy, culture change, digital transformation. In our experience, these factors that really make the biggest difference and enable you not to only successfully drive the change, but to make sure that over time it sticks.
00:04:38:00 – 00:05:03:12
Unknown
So getting it to the agenda, what we wanted to discuss over the course of the next 55 minutes approximately, we do want to dive into why this is so important for organizations to begin exploring. This is extremely dynamic and shifting space, and it’s absolutely critical that businesses start exploring this. We’ll also talk about one of the principles you can apply to navigate this change.
00:05:03:13 – 00:05:24:05
Unknown
What we found in our experience is that although this is a very new area and is changing quickly, a lot of the same principles that you apply to really any change can be successfully applied here. And then finally, what are some actions that you can start taking now to make progress today? We know that everyone’s probably at a different stage of their journey as it relates to Jenny, I.
00:05:24:06 – 00:05:43:00
Unknown
But we want to give you kind of some ideas and tools to to move forward before we drive into that. We do want to talk a little about Jenny AI and what it can do. You know that everyone’s probably at a different space when it comes to Gene. I’m sure a number of you’ve used it, experimented with it, but some of you might be.
00:05:43:02 – 00:06:11:00
Unknown
So we’re going to start there. So when it comes to Jenny, I do want to provide a bit of a definition of what chatting is, and I’m going to start specifically with traditional Jenny. I auditioned artificial intelligence, so it’s been around for decades, really. It describes algorithms or essentially programing or code that performs a very specific set of tasks, and it’s generally got a narrow scope.
00:06:11:00 – 00:06:40:12
Unknown
And an example of that is analyzing data and providing and making recommendations or predictions. Jenny, Jenny AI, on the other hand, is a more advanced version of and is able to actually create new and unique responses, which basically make it able to handle more complicated and difficult tasks. So a real simple way that I like thinking about it is traditional A.I. is a tool that, you know, excels at pattern recognition, usually with a very specific task in mind.
00:06:41:01 – 00:07:08:00
Unknown
One example is Amazon product recommendations. It leverages past behavior to make future recommendations that are likely to work for you. Jenny AI, on the other hand, is a little more sophisticated and I like to think about it as like a general purpose tool and excels at pattern creation. So you can use it to develop images, video, audio coding and more and more recently video.
00:07:08:01 – 00:07:32:09
Unknown
And if we take that Amazon example even further, you know, a good way of thinking of what can I do differently is not only will it be able to provide product recommendations, but it can also provide also custom content and images that cater to you as a customer. And if you take it even one more step further, Jenny can also be used to leverage that same input to eventually design custom solutions or products for you.
00:07:32:10 – 00:07:57:01
Unknown
So there’s a ton of power in these solutions, and I don’t believe I’m exaggerating when I say that this is really a significant advancement, probably one of the biggest in the 21st century. It’s going to lead to a ton of change for individuals, for business and for society. I think the good news is that unlike what you’ve probably heard, it’s not going to happen overnight.
00:07:57:01 – 00:08:22:05
Unknown
We do have some time, but there’s no doubt that it’s rapidly evolving, especially with all the investment that’s going into it in the recent years. So before we really dive in, we do want to do a quick poll and kind of just a bit of a level set on Jenny. So we do have a question for all of you and we will jump into the points in a second, but we want to basically get your thoughts or hear from you, I should say, on Jenny.
00:08:22:08 – 00:09:34:12
Unknown
And what thoughts were feelings come to mind when you hear this term? So I’ll let everyone jump in, share your thoughts. And once we get some responses, we’ll we’ll move forward. All right. We’re getting some responses. And now. All right. We are going to jump ahead to the results. All right. This is surprising. I mean, there’s so much media coverage on this that often we hear a lot of trepidation and concern.
00:09:34:14 – 00:09:58:11
Unknown
Of course, we’re seeing a little bit of that in terms of some caution. And I do believe that there is importance of being cautious. But I love that there’s a ton of excitement and optimism behind this, which actually goes against, in some cases, what I’m going to share on the next slide, which is really I don’t want to call it fear mongering by any means, but there is a ton of fear and uncertainty around Gen AI.
00:09:58:13 – 00:10:21:09
Unknown
You’ve probably seen all the headlines in the news. A lot of it’s doom and gloom predicting the end of the world and in many cases these are overblown. Without a doubt that being said, there is some real risks when it comes to AI as it relates to people in business, and these are absolutely within our control for the most part.
00:10:21:10 – 00:10:43:08
Unknown
And I’ll share a little bit about these now, but you know, there’s a ton of regular regulatory uncertainty. There are a number of countries right now there are putting in policies to restrict the use of AI. Even some of the top leaders of these organizations like open AI, are pushing and encouraging governments to start putting regulations in place to address some of the concerns.
00:10:43:09 – 00:11:10:02
Unknown
Quality control is also an issue. I’m sure you’ve heard of the inaccuracies of TPP. It continues to improve, but you know, they have their kind of spectrum of hallucinations. For all those inaccuracies that happen, misinformation, and along with that reputational damage through deep fakes, there is bias in training data. And I think what’s often on a lot of employees minds and creates a ton of anxiety is around job displacement.
00:11:10:02 – 00:11:26:10
Unknown
That’s that’s a key thing that a lot of employees are worried about. And then I think more on the business front, there is a question around return on investment. I think a lot of organizations are grappling with the idea of is this going to provide the adequate returns for us to invest in this space? But again, it’s not all doom and gloom.
00:11:26:10 – 00:11:58:13
Unknown
And even though there’s risks, there is a ton of opportunity in this space. I won’t go through all these. I’m sure a lot of you’ve heard of these. But, you know, one example is hyper personalization, which speaks to the Amazon example I provided earlier. Marketing and sales is a huge area related to content development. So whether it’s creating blog post content for advertising, images, you know, the applications are almost endless and new ways of using these tools are basically being discovered on a daily basis.
00:11:58:13 – 00:12:18:02
Unknown
So it really does demonstrate a significant opportunity for businesses across the board. What we want to do to start to paint the picture and we’ll do this really quickly is we acknowledge that many of you are probably familiar with you and I. We do want to provide some, you know, almost tactical examples of what some of these tools can be used for.
00:12:18:05 – 00:12:39:10
Unknown
So for chat CBT, you know, I’ve alluded to some of this, but some examples are it can take a huge body of text in summarize it for you, whether or not you’re looking at a report or you’re looking at transcripts of a webinar that you weren’t able to attend, creating code, that’s a massive opportunity. A lot of organizations are using it to really enable their coders across the board.
00:12:39:11 – 00:13:02:10
Unknown
Even training assistance is another major area where you can have generative AI essentially act as a training assistant to make recommendations on training, but more importantly, to ask or to answer questions of employees who might be confused on a specific topic or item. But what I want to do in the next few slides, I’m going to really quickly just go through some visuals.
00:13:02:10 – 00:13:23:05
Unknown
I really do think a picture is worth a thousand words and in the next few examples we have I think can really demonstrate how powerful these tools are for any of you who’ve not used them. So these are just some examples from a journey which is a generic platform that essentially does text to image really simple. It just takes a few prompts.
00:13:23:06 – 00:13:45:06
Unknown
And these are just some examples that are outputs from that top, right? You can see interior design bottom, right, Some examples of architecture top left. There are some photorealistic images that could be used for, you know, a copy for an ad or replace basically photo studios and photo shoot. So there is tons of benefits in real world applications.
00:13:45:07 – 00:14:08:05
Unknown
You probably notice the image in the bottom left of Pope Francis. I include that because I think was the first time where I felt truly duped by I because the quality of the image also part of me just wanted it to be true. But again, the technology is getting to the point where, you know, it’s difficult to tell the difference between reality and what is generated through A.I..
00:14:08:06 – 00:14:48:12
Unknown
On this next slide, again, just some more applicable applications. You can see some logos in the top left. You can see some web design examples. Even on the bottom left, you can see some storyboarding examples. And these are tasks that would often take hours and hours and hours of someone’s time or organization’s time and again. There’s huge opportunity in the final slide I want to show and this was again, kind of mind blowing, but I remember starting to use mid Journey early on and I was getting kind of outputs that you see on the left hand side and you probably recognize this figure, but in just over a year you can see how quickly this
00:14:48:12 – 00:15:20:13
Unknown
is accelerated. I remember generating images where, you know, there’s too many eyes and too many fingers and now more and more consistently you’re getting almost photorealistic images that are difficult to help. So this clearly shows the power of these tools. And at the rate at which it’s developing, there’s no doubt that businesses actually need to think about the impact to their business, to their industry and to their employees and basically how they’re going to leverage this going forward.
00:15:20:14 – 00:15:49:04
Unknown
So what is the bottom line of all of this? Think first and foremost, it’s important to recognize that Geneva isn’t going anywhere in terms of its it’s here to stay. It is evolving Super rapidly and it’s going to usher in a you know, a new era of development work is going to fundamentally change, whether it’s how we come up with strategy, our operations for businesses, how we the teams are processes and structures.
00:15:49:04 – 00:16:11:10
Unknown
There’s no doubt that these things are going to rapidly change. So ultimately, the bottom line is you can’t ignore this change. Leaders can’t ignore it. They can’t wait to see what happens. The absolute need to take action now. And if you haven’t already started thinking about it, it’s just becoming more and more urgent that you do so create.
00:16:11:10 – 00:16:37:04
Unknown
And if you’re me, you’re listening to this going, okay, so this thing is pretty rapidly evolving. It’s mildly scary. We’re pretty excited about it. You’re saying we can’t ignore it at then, but what am I supposed to do now? And that’s what the rest of the presentation is going to be focused on. We’re going to talk a little bit about how leaders should really approach this uncertain time and our change practitioners.
00:16:37:04 – 00:17:07:02
Unknown
We do have a core set of principles that we generally share with our clients to work through any change. We know that change is really hard and we as people are just hardwired to resist it in general, even if it’s really good for you. So we want us to learn from the past, but experiment with the future. One of the things we talk about a lot is that the fear of unknown is what causes a lot of that resistance.
00:17:07:02 – 00:17:32:04
Unknown
So the same principles that have helped a number of organizations over time with big changes can also guide us through this moment and helping us figure out how we’re going to experiment with the future. If you just take a step back for a second, you can think about over the last however many years we’ve all been here, several advances in technology have impacted our businesses, have impacted the ways that we’ve worked.
00:17:32:07 – 00:17:53:07
Unknown
It may not have happened as quickly or in this like nebulous sort of way before, but it doesn’t mean that we haven’t overcome it and that we haven’t, as people been able to deal with it. And so we really want to focus on a little bit of foundational principles, if you will, that we share with our clients. It’s our do change rate checklist.
00:17:53:09 – 00:18:23:11
Unknown
And we believe that to drive lasting change, it’s very, very, very important to help people understand your vision for it by making it super clear, making sure it’s personal to you, helping people feel like this is easy and not like they’re overwhelmed by it. And one of the things is people are a little afraid. So you don’t want them to not try at all or not experiment because they’re not motivated to do so.
00:18:23:12 – 00:18:47:07
Unknown
And then we also will share some thoughts on how to get it to stick. So I was really quick. This is just the foundational elements we’re going to go through a set of five steps that are related to each of these that talk about how exactly to do that. For Generative, I do our little checklist and I’ll pass it over to Epson to kick off with the first step.
00:18:47:09 – 00:19:19:07
Unknown
Thanks about me. So the first step is charting revision strategy that works for you. A lot of organizations are kind of jumping into this space and for good reason. But what we are often finding is that these attempts often aren’t necessarily connected to the overall business vision and strategy. We are firm believers that you kind of need to jump in and move quickly, but it needs to be in line with the business vision, the strategy as a whole.
00:19:19:11 – 00:19:40:08
Unknown
Otherwise you’re really getting to the territory of doing this for the sake of doing it, and that’s really not a formula for success. What we will say is ultimately your strategy and your vision is going to be very different depending on your business. So depending on your industry, the size of your organization, your capabilities, your talent is going to be different.
00:19:40:08 – 00:20:01:07
Unknown
It’s important that you’re not just copying another organization’s kind of thought leadership in this space that you’re really considering your organization as a whole and what this could mean for you. What we recommend organizations do is, you know, really start with a bit of an audit. You need to kind of assess the potential impact of GDI on your business in its entirety.
00:20:01:07 – 00:20:30:10
Unknown
So looking at operations, process your industry, your customers across the board and take that into account what you should consider is thinking about how can I support your overall business vision and strategy from there and, you know, leveraging those inputs. The next really big step is to set a baseline strategy and vision for how you’re going to integrate Gemini, how it’s basically going to support your business, use the term baseline very intentionally.
00:20:30:12 – 00:21:02:11
Unknown
This is such a rapidly moving space that you’re you’re going to have to change and adjust your vision and your strategy over time. You know, typically people talk about strategies in 2 to 3 year time horizons. That’s not going to be this. You’re going to have to be more willing to continue to assess and adjust over time. But as you think about your strategy, one of the key questions you actually need to answer, you know, crystallize, is what challenges is I really helping you solve as a business across the board and then continually kind of reassessing them.
00:21:02:12 – 00:21:22:13
Unknown
Finally, and we see a ton of organizations doing this is set some guidelines and guardrails for how to leverage Janay internally. This can be in the form of a set of policies, procedures, best practices. Remember, a lot of people are already using Janay, and that’s one of the reasons why people are putting policies in place to protect against those risks.
00:21:22:14 – 00:21:46:07
Unknown
It’s important to be mindful of that. But governance and policies aren’t necessarily intended just to restrict use. What we want to make sure clients are thinking about is think about these policies and guidelines is not a way to necessarily deter employees from using it, but actually to create a safe space so they know what to expect, how they can use it in a safe environment where they’re not going to at the risk level.
00:21:46:08 – 00:22:04:14
Unknown
Right. It creates a lot more comfort in using these tools. And the reason why this is important is because this is changing so rapidly. The more employees use it, the more they’re likely to be able to be ready for this change as it happens so dramatically. What I will say is a lot of companies are kind of jumping in.
00:22:04:14 – 00:22:41:12
Unknown
They’re focusing on a tech aspect of this all. And really what I think often organizations forget is that this revolution is really about people at the end of the day, because companies don’t embrace A.I., it’s their people that do. So it’s extremely important that you start to bring them along this journey with you as an organization. Yeah, and I think like on that note, I can’t even tell you guys how many times I get pulled into situations where it’s kind of baffling, where companies make these big announcements and they’re sharing these big things, but they haven’t talked to the employee population yet.
00:22:41:12 – 00:23:00:07
Unknown
They haven’t primed them yet. Then we get called in to sort of fix it and a lot of it because, you know, employees then react really poorly because they’re like, where did this come from? What are we supposed to do about this? And so it’s really important whether you know the answer or not, to let people know that you are thinking about it often.
00:23:00:07 – 00:23:23:10
Unknown
You know, on those engagement surveys that we see a leaders, you know, favorability even will rise when they’re just being transparent and being vulnerable. You don’t have to tell people this is exactly what it’s going to look like. And this is every single impact and it’s going to be exactly perfectly this rather, what people are looking for is to understand that, A, you are thinking about it as an organization.
00:23:23:12 – 00:23:46:13
Unknown
What are some of the ways that you’re going to approach generative AI and how will you continue to evolve and keep learning about it? The other big thing you hear is you have to prepare people now because we have to acknowledge anxiety that’s around this thing. I think, you know, as we’ve both shared so far, there is that anxiety around it.
00:23:46:13 – 00:24:16:04
Unknown
There is unknown around it. So we have to frame for people, you know, this is what we think is going to change for us, that here’s what’s not going to change for us in this moment based on what we know. So that you start to set expectations and people understand what you want them to do with this, you know, policies, guidelines that make sense in terms of framing the the use cases, but really trying to understand and set expectations for people around what do they need to do to think differently?
00:24:16:04 – 00:24:43:05
Unknown
How should they be acting differently in order to support this change is going to be super, super key and making sure that people are coming along with you and they’re not taken by surprise later on, or that they don’t have to level up and scale up really quickly once you’ve announced your plans. So we really think this is the moment, whether you know the answer fully or not, to begin to prepare people and bring them along.
00:24:43:07 – 00:25:20:06
Unknown
So as and you might talk a little bit about empowering people and how some of our clients are starting to do that. Absolutely happy to cover this. And it’s something I’m super passionate about and very excited about specifically, I think because of so many the risks and uncertainties involved with generating a high, We’re seeing a lot of organizations put in place policies or structures that sometimes limit access of Jenny to very specific populations of employees or, you know, they put in place a body to really govern top down in drive generally.
00:25:20:06 – 00:25:50:10
Unknown
And there’s nothing wrong with having a top down approach by fact leaders. Elements are important, but I’d say we’re big proponents of also driving a bottoms up innovation and empowering your employees to innovate. Again, every business is different. You might be in an industry that is extremely regulated, regulated. So in some cases that might not make sense. But we have clients who are in very regulated industries and they are very much empowering their employees to test similar.
00:25:50:11 – 00:26:11:06
Unknown
And some of the reasons why we recommend this is what first one of the best ways to learn for anyone is through first hand direct experience. So for organizations that want to get ahead instead of catch up, we recommend creating operating entities for employees to test and use these tools, obviously in the context of the policies and the constraints.
00:26:11:06 – 00:26:39:02
Unknown
But there’s a number of different ways in which organizations can do that so that employees are able to start testing and learning. As I mentioned earlier, generative AI tools, by their very nature are general purpose so they can be used for a bunch of different uses. And you’ve probably heard the fact that, you know, new ways are being uncovered of how to use generative AI tools, including, you know, CBT or others for business purposes.
00:26:39:02 – 00:27:08:10
Unknown
And this can lead to greater productivity, greater efficiency and greater business as a greater value for the business as a whole. The other factor to consider is that by empowering employees to use that, these tools are also leading to greater innovation as a whole. Through that sharing, we also starting to set the right mindsets and behaviors. And the reason why this is so important is Jenny AI is evolving so rapidly, obviously much more quickly than we can as human beings.
00:27:08:10 – 00:27:34:06
Unknown
So as you know, changing behaviors and mindsets takes a long time. So it’s more and more urgent that you start to nurture the right mindsets and behaviors to enable generally AI. And then the final point I’ll make is, you know, this is not a field of dreams where you build it. Enable come. There needs to be an approach to not only, you know, providing the tools, but you need to set your employees up for success.
00:27:34:06 – 00:28:03:07
Unknown
So this also means communicating the vision like Roshni had mentioned. But there is a need to provide training and education. The good thing is a lot of these tools are in some respects strictly straightforward, unless you’re developing your own Jenny tools. But if you’re partnering with a major player in this space, a lot of these tools because they use natural language models, are fairly intuitive to use, but there is still a kind of core base of education that you need to provide to your employees, make sure they’re set up for success.
00:28:03:07 – 00:28:27:14
Unknown
They feel confident and they’re not hesitant to kind of dive in, innovate, test and learn. And I think, you know, the the constant learning piece goes right into this with adapting rinse, repeat. We, as we like to say, are in an era of constant change. We’ve all felt it over the last few years and especially it’s good for you and I.
00:28:28:00 – 00:28:51:00
Unknown
We’re change consultants. We’re in business of constant change, so I’m not mad about it. But what we have learned is that one and done isn’t going to work. It’s not a strategy that you can set for many years. You do have to be very intentional as leaders to make sure that we’re continuously monitoring, learning, revisiting and refining that strategy.
00:28:51:03 – 00:29:28:00
Unknown
And we know a lot of our clients every single day. You know, there’s so many priorities. How are we supposed to focus on this? But we think because of that, it’s even more important to make sure there’s a very specific enablement team that’s empowered to really keep up with this, make sure that they’re learning about it. Even if you’re just in the learning stages, you need a specific team that’s focused on thinking about this, bringing it up in conversations and making sure that they’re helping drive those strategic discussions because otherwise it is going to fall by the wayside.
00:29:28:01 – 00:29:50:11
Unknown
And the other piece of this adopt adopting part is, you know, you have to listen to what’s going on and working both through external research internally, how people are using it and consulting with those technology experts, as I’ve said before. So really for us, this cannot be something that’s like, you know, I’ve got it, I’ve mastered it. I took a class on it.
00:29:50:11 – 00:30:17:03
Unknown
Next. Nope, not going to work. We have to keep adopting these policies so that they that you’re keeping up as a business with how the technology is evolving as well, Which then just goes to the next point here. It’s not one and done. Like I said, absolutely. So it seems fairly straightforward, but I can’t emphasize enough how important this is about talking about it again and again.
00:30:17:04 – 00:30:36:09
Unknown
Again, this is a very much dynamic, evolving space. Things are changing quickly and there’s also a lot of anxiety in this space. And generally employees, you know, in working with our clients, have expressed a fair amount of concerns as it relates to Janay AI, what it means for them, do they have the capabilities and the talent to leverage these tools?
00:30:36:10 – 00:31:18:05
Unknown
And there’s also concerns around job displacement, without a doubt. So actively communicating to the organization what your vision is, how it’s changing, if it is changing, what are the impacts of kind of the broader space and how are you thinking about it as a vision is extremely important. But to help employees connect the dots to, you know, from Gen AI to what it means for the business, it’s also super important to share with the organization how Jenny is specifically helping you address your business objectives and goals to help them connect the dots between what they themselves are doing to contribute and the broader business as a whole.
00:31:18:06 – 00:31:44:01
Unknown
And part of that is through telling stories. I know it sounds very simple, but stories are extremely powerful tools that are extremely memorable and relatable. So the more you can tell stories and this is all the way from leadership speaking at town hall events about how they’re acting, we using Jenny and providing specific examples or speaking to areas where they learn Maybe they made a mistake in this space leveraging general AI.
00:31:44:01 – 00:32:05:12
Unknown
And these are some core learnings they want people to learn from. These are absolutely critical. These can also take the form of, you know, for example, traditional white papers that would be shared with customers. The last point, though, about talk about it again and again, you know, I mentioned a lot of the positives about focusing on the vision, the strategy, and how it’s helping drive the business for it.
00:32:05:14 – 00:32:33:00
Unknown
But it’s also important to reiterate the risks and emphasize the policies that you have in place, because those will change over time. And oftentimes, you know, employees forget, you know, they’re not necessarily super focused. So it’s important to reiterate what those key messages are so that they understand how to use these tools safely across the board. Again, that’s going to encourage them to test and use it appropriately and help drive more and more innovation.
00:32:33:01 – 00:32:59:04
Unknown
So that is our kind of five steps. Again, these are tied back to our change checklist and you can kind of see how some of those elements come through. One thing that we haven’t touched on in detail we want to jump in to briefly is around mindsets. We’ve found, regardless of whatever type of change you’re implementing, it often does require a change in mindsets behaviors, and it’s really pivotal to change in the types of mindsets and behaviors you need.
00:32:59:04 – 00:33:26:02
Unknown
For any change tends to vary based on the type of change, whether or not it’s, you know, generally implementation of digital implementation or whether or not you’re implementing a new business strategy. So in the past, after Rush to chat a little about this area and the importance of it, yeah, 100%. And these are net new mindsets. You know, a lot of our clients are have gone through digital transformations.
00:33:26:02 – 00:34:01:04
Unknown
There’s also a big push towards that agile mindset. So nothing on this slide should seem extremely, you know, not new or surprising. The idea of making sure that your employees have that growth mindset, that learning mindset, if people are willing to grow, they’re going to be more likely to embrace change and new possibilities. It’s okay. They’re going to try and experiment and, you know, in case they do fail, if you will, quote unquote, they’re going to be more resilient about getting through it and trying to learn and scale up on the capabilities to test this out.
00:34:01:05 – 00:34:22:06
Unknown
Same thing with that curiosity and experimentation mindset. We really need to have people, you know, be willing to try this out. One of the things that comes up a lot with, you know, many of our clients is that people are very concerned about their jobs and making sure that this generative AI or the tools around it isn’t going to displace their job.
00:34:22:06 – 00:34:42:10
Unknown
So, you know, that sometimes lends itself to people like sort of fearing change and fearing experimentation because they just want to do things as they have been doing and, you know, just keep things status quo. But what we really have to do is help them dispel those myths and talk about, you know, this is really about harnessing this technology.
00:34:42:10 – 00:35:11:04
Unknown
It’s about understanding, experimenting with it to help you do your job better versus being afraid of it so you don’t even try. Same thing with the problem solving mindset. We don’t quite know exactly what this can do yet. We’re going to keep learning. So it’s really about using and testing these tools in that safe environment that you’ve created to help solve problems in new ways and making sure that we are we keep on learning about it, the collaborative attitude mindset.
00:35:11:05 – 00:35:30:12
Unknown
And then I had a really cool discussion about it a little while ago. One thing is you probably can guess it’s, you know, we need to talk to each other about how we’re using it. People in companies are going to try it in different ways, so there has to be a bit of a feedback mechanism and a loop in order to just learn each other as we figure this thing out.
00:35:30:13 – 00:35:55:01
Unknown
But the other part of it is, you know, we have to look at AI and the tool itself as a partner because it is going to help us do our jobs better. And so it’s starting to think about it. I mean, it’s kind of crazy to think about, you know, you’re talking to a robot a little bit, but it is thinking about how you can collaborate with the tool in order to solve some of the challenges that you’re facing as businesses.
00:35:55:01 – 00:36:16:09
Unknown
So these are the kind of mindset that we want people to keep top of mind as you take those five steps. Because, you know, again, they’re going to help enable people to work with this faster and more efficiently in the future. So that’s kind of our mindset shift conversation. That’s and you want to add anything. I feel like you were going to ask me, Yeah, you had me.
00:36:16:09 – 00:36:42:13
Unknown
So while there one thing I would say, you know, we often recommend with our clients going through any type of change, but as you look at these mindsets, it’s super important that organizations kind of dig deep and be very factual and objective about where they are relative to each of these mindsets. Because, you know, if you’re really not on this continuum, right, you know, for example, maybe you will score, you might score low on a number of these factors.
00:36:42:13 – 00:37:11:09
Unknown
It’s going to require a much longer time period or time horizon to get there. So we often use this mechanism of looking at the behaviors and mindsets that you need on a continuum and assessing where an organization is on that. And it’s going to vary. You know, you’re going to pockets of different ways of thinking in an organization based on each function, But it’s a really helpful exercise to figure out, you know, how long it’s going to take to get you there and the effort that you need to put behind it so you’re ready for these tools.
00:37:11:10 – 00:37:39:14
Unknown
The great thing about starting to empower employees to use it now, even, you know, simple tools is you’re starting to subtly send the message that it’s super important and you’ve made a commitment to this and B, it’s allowing employees to self foster those those behaviors and their mindsets. And that doesn’t require a heavy lift. So we’re often encouraging organizations to look at ways they can make this happen sooner rather than later, because you’re starting to hit that ramp and get those behaviors and mindsets in place.
00:37:40:01 – 00:38:01:12
Unknown
So I’m sorry, I just want to throw that in. But it’s something that we often use. So we’re going to jump ahead to some key questions for you to ask yourself, and then we will be jumping into Q&A. So we’ve outlined seven questions in total, and these are all just some helpful things to consider to ask yourself as you move in.
00:38:01:14 – 00:38:30:07
Unknown
We’ve spoken to some of this during the course of this session. First and foremost, how might I support your business vision and strategy? It’s super important to actually set in your your vision itself. Some questions relates that to ask is how does Jenny AI address a real challenge in the business? I did see the kind of a question in the Q a around before we start our vision notion, we educate leaders and that’s absolutely true.
00:38:30:07 – 00:38:50:00
Unknown
We’ve come into situations where, you know, some organizations that could be the CEO of an organization is pushing AI because it’s going to help boost stock prices in their mind. Right? And that’s actually not the right way to go. When we say start with business strategy division, our assumption is the leaders have that education. You know, they’re the executive leadership team.
00:38:50:00 – 00:39:12:13
Unknown
They absolutely should. If that’s not there, that’s the starting point. Right. But that helps you build, that foundation in strategy. So you generally know where you’re moving towards. Number two, what are the potential risks? It felt probably like we leaned very much to the, you know, the optimism and the excitement behind you. And I think it’s pretty clear that Rush Me is super excited about this time as well.
00:39:12:13 – 00:39:37:08
Unknown
I’m just a little bit more monotone in my approach, but there are also risks associated with denial. Jenny, I and it’s super important to think about your business, your industry, and how are you going to implement. Jenny I if it makes sense for your business in the right way. Well, mitigating all the risks that exists, there’s always some level of risk, but it’s about, you know, making some smart decisions and trying to minimize those risks where possible.
00:39:37:09 – 00:39:58:10
Unknown
Another major consideration is do you have the right internal capabilities? We mentioned this mindset as well as culture, and this also includes things like tech infrastructure to effectively leverage AI. It’s super important to think about these things because obviously the consequences on decision making and how quickly you can roll these things out, something’s going to take longer than others.
00:39:58:12 – 00:40:27:09
Unknown
We often find tech in mindsets and culture themselves can be quite difficult to ramp up quickly, and that’s why it’s important to start now. One comment on the tech side is if you’re going to implement your own Jenny AI solutions and develop those, that takes the course much longer. But there is a lot of leaders in this space that you can effectively partner with fairly quickly to start moving in that direction based on your organization.
00:40:27:10 – 00:40:46:14
Unknown
Number four is, you know, Rushmore. You kind of alluded to this a little bit and what we’ve been talking to this round about really getting into the psyche of of the constituents that matter, so in this case, employees, customers and partners. But really think about how they’re feeling. There’s a ton of anxiety in this space. And if that’s the case, you need to address it ahead of time.
00:40:47:01 – 00:41:09:03
Unknown
People tend to be motivated by fear. People are motivated by loss two times more than they are by gains. So it’s super important that you address those at the upfront. You address those anxieties, whether it’s for an employee, a customer, a partner. And related to that, think about how you’re going to communicate your vision strategy. I mean, that’s kind of the North Star for your organization.
00:41:09:03 – 00:41:32:13
Unknown
So it’s very important that you’re aligned on that. It’s important that you communicate it. It’s important that you can see how that vision, the strategy and how you’re leveraging. Jenny AI is going to ultimately benefit individuals, customers, employees, partners. And that’s how you can start to build some momentum when people really understand the why and how it’s going to benefit them as a whole that’s where you get them on board.
00:41:32:13 – 00:41:51:02
Unknown
If you just start to make changes, that’s where you get a ton of resistance because people are worried, they’re anxious and they don’t feel like they’ve been part of the journey. We often say that, you know, if you want to drive change, make sure that you bring people in. People are much more receptive to change when it happens with them, when they’re part of it, versus to them.
00:41:51:02 – 00:42:15:11
Unknown
So that’s just a key consideration. And the number six is about what kind of communications and learning are you going to deliver? As we mentioned, you can’t just put these solutions in place and expect people are going to use them. You do need to provide some baseline training and ongoing education to support them on that journey across the board and then finally, and this feels like a bit of a catch all, but you know, everyone’s at a different stage of their journey.
00:42:15:11 – 00:42:51:14
Unknown
We provide in five steps that we recommend based on our experience to take into account. I think it’s important to kind of reflect where you are along those steps and then within that spotlight. One of the things you can do right now to set up your organization for success, and that’s going to be very different than depending on where you are on that continuum, what industry you’re in, who your customers are, a number of different factors, but our point at the end of the day, it’s quite urgent and important that organizations are jumping on this, the sport, and they don’t ignore it and just wait to see what happens.
00:42:52:00 – 00:43:16:05
Unknown
Awesome. Well, so I think we’re going to jump to Q&A. Unless you have anything to add on these questions. Well, all right. We’re going to jump ahead to the Q&A. Excellent. So, wow, a lot of content packed in a short period of time. There in this crisis, the complexity of the challenges we are all dealing. But Rasshmi, I am in your camp.
00:43:16:05 – 00:43:54:09
Unknown
I’m really exuberant about the opportunities, although I do occasionally have questions to myself my entire career because a lot of the work that I typically do can be accelerated significantly was the use of LGBT or other large language models. So we do have a few questions from the audience. One is related to the specific examples of companies. Why do you have companies that are doing well and are embracing the generative AI solutions?
00:43:54:10 – 00:44:30:04
Unknown
And what is it about their success that that makes this adoption take hold or be of value to the organization? And on the opposite, what companies that are not really doing well was embracing such technology? What is it that gets in the way of of that adoption? And what are some of the downstream implications of that? I think we both probably have responses to this, so I can jump in.
00:44:30:05 – 00:45:10:02
Unknown
There’s some really cool stuff people are doing and doing a great job of it. I think one of the things that we see companies doing well is making sure that they’re setting up a task force of leaders from around the business in different roles. So, you know, there are communications experts, there are people, team experts, strategists, technologists, all of these people coming together to really think about, you know, the journey or the strategy that the company is going to take in the next few years and starting to pinpoint, okay, well, generally I can help here and maybe you can help there and then maybe and really mapping that out, they have a very clear picture
00:45:10:02 – 00:45:32:11
Unknown
of, okay, if we can help in these ten points, which ones do we want to prioritize now versus later? So it’s not just like jumping into it, making assumptions, but companies being really thoughtful and bringing a team of experts together, I think is one of the things that we’re seeing that’s going really well in terms of some of the more problematic behaviors.
00:45:32:11 – 00:46:02:00
Unknown
I think it’s, you know, not trying at all and just sending out these blanket policies that are like, do not touch it. We cannot use it. It’s probably coming from the right space. But the thing to understand is that people are experimenting with it in their personal life. So it is going to be something where you do want to encourage a little bit of use just so that you know, you’re not at the end of the day having people go around your policies and using it in a way that’s really risky versus in the safe sandbox.
00:46:02:00 – 00:46:23:12
Unknown
But we’ll pass that then to to add more to that. Yeah, I mean, I think there’s some general observations and this is like not done via, you know, a representative sample and decision like makes periods. What I see is, you know, organizations that have more of a tech background, we’ve seen more success because they’ve really been in the space for a while.
00:46:23:12 – 00:46:38:05
Unknown
They’ve been thinking about it, they’ve been seeing it come down the line. A lot of organizations now that are maybe outside of this maybe don’t have the tech infrastructure, the capabilities in place. They’re jumping in. And we find that I want to say that by any means. They’re there, they’re drowning, but they’re kind of fumbling their way around.
00:46:38:05 – 00:47:00:05
Unknown
That’s totally normal. You know, it’s part of the process of doing this. But what even in the context, you know, treating all that equally, the organizations that take a step back in, almost slow down to speed up to make sure they have the strategy in place to make sure aligns with the overall business strategy and really put a plan in place for how they’re going to do that.
00:47:00:05 – 00:47:18:04
Unknown
That’s where we’re seeing the most success with some clients that have done a great job of doing that. They’re empowering their people to leverage these tools they’re implementing across literally all of their employees. We have some clients who’ve done that. And again, this is, you know, one thing I will say is this is still very early in this game, right?
00:47:18:04 – 00:47:39:01
Unknown
There’s going to be a lot of new learnings that come out over time. But the more organizations can be more thoughtful plan and just don’t move a million miles a minute without a plan in place. That’s where we’ve seen, frankly, the most success, where we’re seeing organizations struggle. You know, it’s kind of the opposite, where they don’t have a plan in place.
00:47:39:02 – 00:47:58:01
Unknown
We have organizations that are just starting to think about this now. They’re just starting to have conversations at leadership level. And this has been a topic that’s been or should have been on the radar of executives for at least over a year and a half at this point. Right. So making it a priority and something you’re there consistently reviewing, discussing is extremely important.
00:47:58:01 – 00:48:26:04
Unknown
And that’s, again, another factor in where we’ve seen organizations be successful versus not. Well, it’s it’s better late than never. Right. So the best day to start is today. If you have a year and a half ago. So, Paula, have an interesting question to most often risks or concerns that come up in the discussion related generically, really are security, protection of IP and ability to copyright content that is developed by.
00:48:26:04 – 00:49:05:00
Unknown
Jim. Do you have any comments on any of these three particular topics? Yeah, I think it’s, you know, one of one of the things there is it’s as I was talking about earlier, of those like guidelines and those policies, I think the clients that are really successfully navigating that because they are real risk that you’re bringing up, it’s it’s creating that sandbox to play so that there is safety that you, you know, your chief, you know your cyber officers, your technology officers, all of them are coming together to figure out, you know, how do we make sure we protect our data and that it doesn’t get used elsewhere.
00:49:05:03 – 00:49:32:05
Unknown
But you can, through partnerships, figure out how to do this safely. And I think that’s that’s something to consider. It is a real threat. But people are finding ways, even in regulated environments, to create some safe sandboxes to play in. Absolutely. And I think the one unknown area that’s, you know, difficult to control is just future regulatory decisions that are going to be made in different countries.
00:49:32:06 – 00:49:56:13
Unknown
You know, and I think the way to address that, it’s not necessarily to be pessimistic and wait and see. That’s not the answer. But I think it goes back to the point we made about adapt, rinse and repeat. You need to be constantly monitoring the space, right? It’s moving so quickly. It’s very possible regulatory rules are going to be put in place as long as organizations are learning that and adapting appropriately.
00:49:56:13 – 00:50:20:13
Unknown
I think that’s the best course of action. I think from a technical perspective and again, this is not our area of expertise, but we are obviously familiar with technology from a technical perspective. Another consideration is not to get your stuck self stuck into a specific platform. So you might decide to partner with a specific platform, but there’s always risks at play for any partner, even if they’re a leading partner.
00:50:21:01 – 00:50:45:00
Unknown
So making sure from a technical perspective you’re not pigeonholing yourself specifically just that platform. You’re building the infrastructure in such a way that you can expand, use different platforms over time and adjust based on the changing dynamic, the environment. You know, I think undoubtably Microsoft in the opening is kind of the probably premiere leader, but six months from now they might not be.
00:50:45:01 – 00:51:25:00
Unknown
I don’t think anyone would assume that. But again, the space is changing so quickly. So a way of protecting yourself is to kind of spread yourself out in terms of not allowing yourself to be more adaptable and flexible in the future at some point and Jim and Peggy have similar or related questions. And this around the topic of education, right, is generative AI something that can be used to enhance the learning experience or even help different generations learn and serve up as you as you described over personalized content?
00:51:25:01 – 00:51:49:12
Unknown
And if so, what are some of the best practices you’ve seen in educational field, whether inside organizations or educational institutions and how they’re using it? Yeah, I can take this one version of that, but I’ll go ahead. I know. I mean, we might have more context based on your clients. Like I say, this is still very early days in the use of it.
00:51:49:13 – 00:52:21:02
Unknown
From a capability perspective, I think there’s no doubt that this is going to have a very material impact on the education space. There is some defined use cases in terms of major providers that are using it. I think those tools are just starting to be integrated there. Some examples that exist, but I think the next six months or so will be very telling in terms of who are the major platforms from an education perspective, it is a bit of an arms race in that space to integrate and gen AI into existing solutions.
00:52:21:02 – 00:52:44:12
Unknown
Whether you’re a corporation or you’re specifically focused on broader education. So I don’t have a perfect answer by any means for that. It’s a constantly evolving space, but there are some big players that are spending a lot of money in this space, and these tools are going to likely lead to some big developments and some real changes in how we think about education.
00:52:44:13 – 00:53:11:04
Unknown
I do have a personal anecdote. My son was going to the library to study, to have a space to study more about generative models, etc. and I asked him to keep track of all the articles and references and everything else that he’s using, and he said it’s going to be useless because I was hoping to give it to my students to accelerate their learning.
00:53:11:06 – 00:53:42:07
Unknown
And he said, No, no, no, I, I, I had the conversation and I asked a lot of the details on here is my level of knowledge in this particular space, is this particular domain. What would you recommend I learn and what do you recommend I study? So again, back to that notion of personalizing your recommendations and making it really, really specific to your circumstances and in this case, building your own syllabus.
00:53:42:08 – 00:54:14:04
Unknown
So yeah, so was a great example. Yeah. We have another interesting question related to kind of a lot of the change management work that you do and specifically how you alleviate and mitigate fears. Inevitably, humans are going to have questions worried about their jobs, worried about their livelihood. So what have you seen your clients do and how is that transition?
00:54:14:06 – 00:54:37:03
Unknown
I think, you know, I’d start with the last point that I had to make around talk about it, talk about it again and again and again and then the part that we were we’re sharing about wherever you are in your journey, just talk about it. I think we’ve mentioned a few times if there is unknown, if you’re, you know, we find leadership teams often get into this conversation where you’re like, well, we don’t even know the answer yet.
00:54:37:03 – 00:55:05:14
Unknown
You know, once we figure it out, we’ll let everybody know and we’ll cascade the right communication. And it’s like there is no right communication at this point. It’s getting ahead of it and making sure that you know what you do know you’re communicating that much with people to help reduce the fear. And then the other thing I would say is that that idea of experimentation wherever possible, encouraging people to do it and sharing again and again that this is a matter of of trial and error.
00:55:05:14 – 00:55:34:00
Unknown
We’re trying to figure it out. Help us come up with the ideas of how it’s going to help your work. And it’s in that way it’s a little bit less scary, I think the more conversation there is around it. But it’s an I don’t know if you got anything to that to Yeah, just some slight nuances. I think that when we think about change, it tends to evolve a bit of a detailed deep dive on like what are the specific anxieties that people have as we can make assumptions about, you know, job displacement.
00:55:34:00 – 00:55:54:09
Unknown
But I think one of the first steps is to really understand why, because as you dig deeper based on your industry, your organization, the fears might be a bit different than you expect. And you need to probably address those depending on what those fears are. So it’s just to make sure that you’re driving the change, you’re communicating based on actual insights from your organization and from your employees.
00:55:54:10 – 00:56:16:04
Unknown
And then the point that you brought up Russian think it’s super important. And probably one of the more powerful elements is to bring employees along that journey. And I know that sounds kind of superficial and high level, but that includes a number of things, that includes the beginning being very transparent about your vision, your strategy, but also if you if your vision strategy is like, Hey, we don’t really have one, this isn’t generally the direction we want to go.
00:56:16:07 – 00:56:41:12
Unknown
Share that. I think there’s an element of benefit to being vulnerable. I know that that word gets tossed around a lot, but acknowledging as a leader that you don’t have all the answers and that we’re going to work on this and figure it out together can go a long way, obviously, depending on the culture of your organization. But it really key point that Rasshmi mentioned is about bringing them along the journey in terms of like making them involved, right?
00:56:41:12 – 00:57:05:13
Unknown
So often when we’re looking at implementing any type of solution, strategy, whatever it might be, you know, we try to engage employees, whether it be to give focus groups or whatnot, to understand their concerns, but then also create task force for the employee. So they have a say and that way you can create mechanisms where they can share feedback, they can share their concerns, and then you address that you can address in your town halls.
00:57:06:00 – 00:57:26:13
Unknown
So throughout that kind of journey, you’re engaging them so they feel like they’re part of it. In fact, they kind of are there influencing it and they’re much more likely to be excited to be engaged. And then anxiety is likely to be addressed because they feel like they’ve got more influence on the situation. They have a bit of a saying versus, Hey, this is happening complete to me.
00:57:27:00 – 00:57:46:07
Unknown
I have no control. I don’t know what’s gonna happen tomorrow. I don’t know what can happen next month. And the more organizations do that, the more you can successfully address those anxieties, make them feel part of the change and if down the road things do change. Right, and some jobs get displaced, you know, through that process, you’ve been fairly frank, you’ve been them.
00:57:46:08 – 00:58:08:02
Unknown
And at the end of the day, they’re much more likely to understand why. And it also leads to a much more reciprocal kind of event or situation going forward. So that’s one thing we will always kind of coach your clients to do. I know it feels kind of contradictory in some respects and may be difficult to do, but the more organizations can do that, we’ve seen, you know, a good amount of success.
00:58:08:03 – 00:58:35:09
Unknown
So I’ll ask one last question and we have a lot more. Unfortunately, we’ll collect them. Send them your way, Rasshmi and some for you to hopefully follow up. I was also asked the one of the interesting one, but it’s probably on everybody’s mind, right? We may have a task force, we may have an initiative within the company and we can ask employees what are their ideas to use AI?
00:58:35:09 – 00:58:59:05
Unknown
But how? How would they even know what to suggest if they haven’t had the exposure or they haven’t learned? What do they go to learn and upskill themselves? That is a great suggestions. Yeah. Yeah. So I mean, hopefully I’m answering or I understand the question correctly, you know, I think a you know, a task force should be developed with specific criteria in mind.
00:58:59:05 – 00:59:26:03
Unknown
So you should be identifying individuals that have those skill sets and knowledge. That’s not always going to be the case. But I think creating a well-rounded task force that includes individuals with expertise in this space goes a long way. And there’s always going to individuals that are kind of new to this space. What I would say is that there’s a lot of tools out there where, you know, employees can test and learn a lot of genuine AI because it’s using the large language models.
00:59:26:05 – 00:59:47:11
Unknown
It’s fairly intuitive to use and there’s a ton of resources available online that can help you get a basic foundation of it. And there’s more and more coming out every day. So I really think the emphasis is on employees to take charge and do that. If you are on the task force, you need that knowledge. But it’s also not the most complicated tool to use.
00:59:47:12 – 01:00:15:14
Unknown
If you’re surely looking at testing in leveraging in self service, go learn right, get curious. So unfortunately, we’re at the end of the hour. Please keep an eye out for upcoming webcast programing. We have, extending you a big, big, big thank you to both of you and to a bigger wing group. This was absolutely fantastic content, all of you on the line.
01:00:15:14 – 01:00:52:13
Unknown
If you enjoyed the program, please visit the Conference Board dot org forever slash webcast for other programing that we have lined up for you. And and a reminder that we have a new Women Lead festival happening in New York on October 5th and six. Please join us. Hopefully you you are able to make it and with that I believe we are at the end of the presentation.
01:00:52:14 – 01:01:57:05
Unknown
So we have a new app and sites where you can get access to a lot of our content, all of our research connect with each other’s. So please take advantage of it. And without further ado, we’ll wrap up this session. Thank you so much for dialing in today. Thank you. All.
