A few weeks ago I told you that the increasing use of artificial intelligence in word and language processing is leading many industries into a process of “creative destruction”. Today, a month later, the company OpenAI released an improved version of GPT 4, and considering what it brings, I decided to dedicate this column to it.

GPT 4 shows advantages compared to the previous version: it is more adept at conversation (includes interaction with images); has more specialized knowledge and ability to build it; minimizes the transmission of stereotypes and is highly adaptable to the needs of the user. Although OpenAI has warned that GPT 4 can “hallucinate”, millions of users have already turned to the search for everything from composing songs and poetry to completing schoolwork, sifting through content and graphics for advertising and coding software. In a long conversation with GPT 4, I tried to see how far its transformative effect will go on industries, companies and employees, and this is what I learned from our conversation:

OpenAI releases new version of ChatGPT and admits it’s so advanced it could ‘harm society’

Company management must redefine strategy, structure and operational systems. Recognize the changes in your customers’ habits due to the use of artificial intelligence that will affect the business. Then address these gaps by innovating your mix of activities, resources and capabilities, formulating an AI strategy as the new centerpiece of your strategic change agenda. Invest in data collection, structuring and management systems, as well as in training and development of learning capacities of personnel who must and can migrate to the new strategic order.

The training and development of professionals in all industries is a challenge to reinvent. A student or employee must enter the logic of joint learning with GPT 4, in order to acquire a specialization in the required field of knowledge. The paradigm of an educator or immediate boss must be a leader, guide and mentor. To do this, they must demonstrate reliability, empathy, and the ability to guide students or employees in building critical thinking.

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In humans, “soft” skills become key to achieving the desired profile. In addition to the ability to manage data, collaborators must reflect empathy; ability to cooperate and learn; communication and building relationships networks. Employees must choose between being specialists in developing solutions or generalists who articulate resources and capabilities. Both profiles are necessary, depending on the competitive reality of each company. Both were always focused on searching for truths and solutions; flexible and able to survive and grow in conditions of work autonomy.

Public bodies must migrate their process-based organizational models to competency-based models, with service centers whose employees have the above profiles. I offer to deal with it later, God willing.

In any case, here is the direction of change, towards the goal of the company that looks like the horizon today. (OR)