These are very big numbers in an initial pass. To give you context, the change that happened in productivity when an American plant added steam power in the 1800s was about 25% in productivity. We don’t see productivity improvements like that. The other was a controlled experiment with coding, and they have both found improvements in 30 to 50% improvements of productivity, and that’s for people not trained on the system, not using optimized systems, just pasting things into ChatGPT and it’s related tools like co-pilot and getting results out of it. We have the first early results on productivity from these tools and one is a controlled experiment that was done with people writing business writing. It’s a radical change in a very short period of time. There’s something at the size of the model interacting with the kind of information that’s in there and the chat method that has made them much more useful suddenly. Suddenly they became B minus students in classes and now if you use an even more advanced model like Bing that’s connected to the internet, now they’re A minus students. 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.īut somehow we crossed a threshold of ability with the size of these models that have made them incredibly more useful. He wrote the HBR article “ChatGPT Is a Tipping Point for AI.” Hi Ethan.ĬURT NICKISCH: What exactly is different about this technology or this ecosystem this time around?ĮTHAN MOLLICK: 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. 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. Companies need to know how to harness that power and they need to develop a strategy fast.Įthan Mollick is an associate professor of management at the Wharton School of the University of Pennsylvania. He says the use of ChatGPT AI could have something like a 50% productivity increase for some workers. 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.Įven 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. 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. That is, if you’re not using it already yourself. You’ve probably already heard the term ChatGPT. You don’t have to be at the cutting edge of your industry or profession to be working on artificial intelligence. Mollick wrote the HBR article “ ChatGPT Is a Tipping Point for AI.”ĬURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. He explains the breakthrough, some promising uses, open questions, and what the technology could mean for workers, companies, and the broader economy. He argues that companies urgently need to experiment with ChatGPT and eventually develop policies for it. Managers can’t sit on the sidelines, says Ethan Mollick, an associate professor of management at The Wharton School of the University of Pennsylvania. Early adopters are using them in their daily jobs, and preliminary academic studies show big boosts in productivity. The online application ChatGPT and its integration into Microsoft search engines have put generative artificial intelligence technology in the hands of millions of people.
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