Corey Knowles

Most CEOs or CIOs would say, well, you know, we set a mandate and we bought chat GPT for everyone.

And yeah, I don't know why I'm not seeing impact.

And that, I think, speaks volumes to chat as an interface, which is I think chat is actually a very, very powerful interface for exploring an LLM, especially for consumer use cases.

You're like, hey, let's try this, see what happens, try that, see what happens.

And it's really powerful.

However, it's not very agentic.

It doesn't do anything by itself.

You know, it's kind of like an intern that gets a lot of things wrong and will never do anything until you tell them to do something.

And, you know, that's moderately useful.

You know, if you're curious about something, this intern doesn't know a lot about different topics.

But, you know, it's very reactive.

You know, it doesn't do anything until you tell it to do it.

And if you really think about it, we've been talking to a few CIOs around what is the impact of chat on your company?

it's actually pretty hard to measure the impact.

Because if you really think about it, it's like, well, maybe for 25% of tasks, maybe they're 20% faster, let's say.

And so if I was looking to put together this document, let's say summarize a strategy for next year, and I've recorded all the meetings, let's say, maybe the AI helps you with writing that doc or the first draft of the document, for example.

But it's, you know, specific.

It's not sort of broad swaths of impact, if you will.

And in fact, when we talk to CIOs, the way they measure it is they say, well, you know, I think work-life balance is a little bit better for our employees because, again, you know, you can save 20% of time on 20% of tasks.

So that's, you know, it's meaningful.