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Bolster Corporate Culture for Generative AI Disruption

  • Writer: Deborah (Ellen) Wildish
    Deborah (Ellen) Wildish
  • May 30, 2023
  • 4 min read

Updated: Apr 6


Bolster Corporate Culture for Generative AI Disruption

My 2023 learning quest followed a serendipitous path, shifting my attention to generative artificial intelligence (GAI) and more specifically, ChatGPT. I’ll share my learning reflections from reading articles, joining webinars and results from personal experimentation. Many questions will be raised that may be potentially frightening. For a proactive (not reactive) journey into the future of work and innovation (service and product design and delivery) – it’s time to bolster corporate culture for GAI disruption.


We live in an exciting time of technological innovation; however, this will impact and even replace human jobs, work roles and activities. GAI will compete with human capabilities and with speed can generate “open-ended, creative content” for text, images, music, and code.


I joined the Conference Board of Canada panel presentation (April 6, 2023), following the annual PwC CEO survey. One presenter stated that for future viability of Corporations, CEOs must think “150 years into the future”. All CEO panelists positioned GAI as a “game-changer” that will disrupt work (as we know it today), and how Corporations design and deliver services or products.


Dr. Geoffrey Hinton has been in the news, he is a cognitive psychologist and computer scientist (also known as the “Godfather of AI”). He believes that in less than 30 years, GAI will “upend the job market”. GAI poses significant risks and new ethical considerations for humankind.


What human work roles and activities may be assisted by GAI (and possibly become obsolete)? Here are some examples, compiled from various sources: content creators, planners, customer service, sales and marketing, software engineers, visual designers, paralegals, personal assistants and translators. And most especially, activities that require complex problem solving, data analytics, improving operational efficiency, and quality of both products and services.


Let’s apply divergent thinking and ponder potential impacts of GAI in health care.

What health professional activities may eventually be assumed by GAI? Are activities that do not require physical (human) contact at high risk? Could one-on-one health education be provided by a virtual assistant educator? What health care activities are safe(r) from being taken over by GAI? Physical assessment and hands-on clinical care and treatment? These will be tough decisions. Changes that decrease interaction with a human health care provider, may weaken the therapeutic relationship and negatively impact health and well-being.


GAI is trained with textbook information and capable of learning (from mistakes and feedback). ChatGPT was studied by researchers who reported its ability to pass the United States Medical Licensing Exam. Another study demonstrated the value of ChatGPT for medical education.


What new roles may arise from GAI in health care? Perhaps multi-skilled health assistants could obtain and enter data into information systems for several health professions. A critical (systems thinking) question is: “How much money could GAI save the health care system?”


Let’s switch gears and I’ll share one example of my experimentation with ChatGPT. I entered this prompt: “How to solve Canadian municipal government challenges?”


This is an abbreviated version of the ChatGPT response generated:


1. Collaborate and engage community stakeholders and citizens to improve decision-making, engagement and reduce conflict.


2. Improve transparency and accountability with easy access to information about public projects, budgets and performance metrics.


3. Develop innovative solutions - including AI - to help optimize municipal services such as transportation and law enforcement.


4. Collaborate with other municipalities to share resources and expertise.


5. Advocate for more funding from federal and provincial government.


Nothing enlightening about this list but note that AI was included in the third point. I decided to delve deeper with this ChatGPT prompt: “How can GAI maximize cost containment and savings for municipal transportation services?”


Here’s the condensed response:


1. Predictive maintenance: to schedule repairs before a costly breakdown occurs.


2. Optimal route planning: to utilize data to optimate the most efficient bus routes and reduce waste.


3. Real-time demand forecasting: to deploy buses where they are needed most.


4. Predictive pricing: to dynamically adjust pricing for public transportation to maximize revenue.


5. Autonomous vehicles.


Most interesting, was the summary statement (below this list) that exceeded expectations: “... GAI in municipal transportation services can help reduce costs, increase efficiency and improve the overall experience for customers.”


The Canadian Conference Board panel presentation expressed the need for a solid strategy that bolsters corporate culture - to help humans keep pace with GAI and enable Corporations to survive and flourish.


Cinder to Flame helps Corporations solve complex challenges with strategic services that energize people, fuel a healthy corporate culture and ignite major innovation.


GAI is major innovation. Attention to multiple facets of a healthy corporate culture will enable employees (people) to adjust, participate and lead GAI disruption. This requires helping humans embrace radical change, exercise resilience throughout disruption, and feel empowered to take bold action.


Are you ready to bolster your corporate culture?


Humans are invited to an unpredictable chat together: https://www.cindertoflame.ca/contact


If you are interested in background information about how GAI works and current issues, view this MIT GenAI Summit presentation:


© Deborah (Ellen) Wildish, Cinder to Flame 2022-Present. All Rights Reserved.


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