Our company is seeing unbelievable productivity gains, with more on the horizon.
I honestly can’t understand how others are not.
It started with editing, spreadsheets, and modeling.
It spread to research. Then it spread to internal reporting.
And now we are exploring deploying bots en masse.
If you aren’t seeing productivity gains, you are falling behind.
BREAKING: Citadel founder Ken Griffin says AI is "almost certainly" a bubble, noting that companies are struggling to turn AI spending into productivity gains.
However, Griffin says he is bullish on AI's long-term potential.
@smarthelping I think one fits in where you can leverage AI to do more than… especially when you can move faster on analytics and also be able to pivot to execution and tracking
Agree. The opportunity is huge in both.
I get the need for ensuring ROI (and we do track spending).
But I see the most handwringing on ROI from folks who are not using it. It’s almost self-fulfilling.
No one asks for the ROI when buying a new employee a computer. You hire the employee, give them a computer, and if they don’t produce, you part ways.
I view AI similarly. It is almost impossible to quantify many of the benefits, especially before you start spending.
But I do believe equipping employees with the best tools will generate ROI.
Can be tricky to navigate depending on the governance structure.
Scott Kirby, the CEO of United, wants to pay more taxes.
Good news!
The Treasury Department actually has a program that allows one to voluntarily give more to the US govt.
If Scott Kirby doesn’t take advantage of this program, he is just virtue signaling.
If he is virtue signaling, how can anything else he says be trusted?
The only way he can be credible is if he puts his money where his mouth is.
I think this is the core problem for the uncreative: gains are only gains if they can be clearly quantified.
Here’s an example…
I’m the CEO and am presenting on a deal Friday. I put together a summary slide deck on my own in about 2 hours.
This happens so often, we have not hired for an FP&A role which would be six figures.
Plus, I didn’t waste a bunch of time going back and forth.
This fits your feedback…
But if you limit your view to only what can be definitively quantified, you limit the upside.
Research, thought partnership, reporting to get everyone on the same page, diligence- tons of benefits that are hard to quantify.
In theory we could quantify all this somehow but that becomes a creative endeavor itself.
Anyway, point is some will be quantifiable and some will not. No one is skeptical of using computers but no one takes the time to quantify the benefit there- it’s just obvious.