Everyday AI Podcast – An AI and ChatGPT Podcast - EP 376: Can AI Replace a CEO? Our answer might surprise you.

Episode Date: October 9, 2024

CEOs take on a ton of responsibilities to help keep a company running. Do you think that AI can make the same kind of decisions as a CEO? Greg Shove, CEO of  Section, joins us to discuss. Our answer might surprise you.Newsletter: Sign up for our free daily newsletterMore on this Episode: Episode PageJoin the discussion: Ask Jordan and Greg questions on AI and CEOsRelated Episodes: Ep 323: How AI Is Changing Workplace ProductivityEp 238: WWT’s Jim Kavanaugh Gives GenAI Blueprint for BusinessesUpcoming Episodes: Check out the upcoming Everyday AI Livestream lineupWebsite: YourEverydayAI.comEmail The Show: [e-mail] with Jordan on LinkedInTopics Covered in This Episode:1. AI's Role in Decision Making2. AI Adoption in the Organization3. AI and Data Security4. AI Education and ImportanceTimestamps:01:30 About Greg and Section05:00 CEOs tout AI for efficiency, lay-offs implied.09:49 Balancing between operational and strategic thinking is essential.10:52 Episode 310 covered CEO thinking on language models.16:46 AI simulates board members, captures feedback.18:28 Use AI for efficient meeting preparation and decision-making.23:26 Transition to interacting with AI, self-realization.24:16 AI as a helpful companion for knowledge.27:29 Encourage behavior change, integrate AI in marketingKeywords:AI attendee, ChatGPT, Jordan's webinar, AI in meetings, PPP course, AI and large language models, day-to-day operations, Greg Shove, skepticism towards AI, deployment of AI in teams, CEOs and AI adoption, data security and privacy, mistrust of big tech, AI as a thought partner, AI in decision-making, AI in medical decisions, knowledge workers and AI, anxiety about AI, AI course, call center jobs and AI, CEO and AI usage, AI for small business owners, AI as CEO, high low thinking, Everyday AI show, AI education.Send Everyday AI and Jordan a text message. (We can't reply back unless you leave contact info) Start Here ▶️Not sure where to start when it comes to AI? Start with our Start Here Series. You can listen to the first drop -- Episode 691 -- or get free access to our Inner Cricle community and all episodes: StartHereSeries.com Also, here's a link to the entire series on a Spotify playlist. 

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Maybe not yet, but if you're a CEO and you aren't taking AI seriously, you need to. And you need to really take note of today's conversation and the guests that we have on today because I think that AI can almost do your CEO's job. All right. I'm excited for today's show. on, y'all. Welcome to Everyday AI. My name's Jordan Wilson and I'm the host and this Everyday AI thing, well, it's for you. It's your daily live stream podcast and free daily newsletter, helping us all learn what's happening and what's going on in the world of generative AI and how

we can all use that to grow our companies and to grow our careers. So if you're new here, thank you for tuning in. As always, make sure to check your podcast show notes for related episodes and to go to our website. The link is in there at Your EverydayAI.com because each and every day, we recap our expert interview in our daily newsletter, written by a human for humans. So let's talk a little bit about if AI can do your job as a CEO, right? Do you have to be worried about, right? Are we going to have AI CEOs? You know, there's a couple companies have done some publicity stunts around that.

And should every CEO be using AI? Well, I've got a lot of takes on this, but I'm excited for my guests. So let's go ahead and bring our guests on to the show. there we go. We have Greg Shove, the Section CEO and the founder of Machine and Partners. Great, thank you so much for joining the Everyday AI show. Thank you, Jordan. Good to be here. All right. I'm excited for today's show. And for those that aren't aware, tell everyone a little bit about what you all do at Section. Yes, Sections of Business School for the Age of AI. We're an online school. And we make great business education and great AI education radically more accessible,

affordable and just good for anybody who wants to learn online with us. And we do it through live and live cohort learning and on demand, of course. So we make courses and we deliver great outcomes for students, employees who want to kind of, you know, get ready for, particularly for this age of AI. So how do they do their job, how they augment themselves in this moment, which is an AI moment, obviously. And then that machine and partners is an innovation lab and AI innovation lab. we build AI apps and prototypes for enterprise customers.

So we also have our hands on, or I have my hands on, trying to actually build this stuff besides just talking about it. Yeah. So before we get into the kind of the guts of today's conversation, you know, I'm curious as someone that runs in a large online learning center, right, in section, what has the demand been like, right? Are you guys just getting bombarded with CEOs being like, hey, we've been hearing this AI thing is pretty important.

we need to learn it. What, what specifically from CEOs, what has that demand been like? From CEOs, I'd say, you know, muted, not so much. I mean, they want it for their employees. I think CEOs are talking about AI, you know, I mean, I think mentions that AI and Wall Street analyst calls, has gone up right, the last year. Every CEO wants to look like their AI savvy and that they're making their organizations kind of AI, AI ready, which, by the way, is code for saying, we're going to be more efficient, right? We're going to, we're going to save money, which is also code for saying, we're going to, we're going to save money, which is also code for saying, we're going to lay some people off.

So I think that's what the CEO and CFO are trying to communicate. Having said that, I don't think many executives actually have their hands on AI and are not, you know, they're not really using it. I think they want their organizations to be AI ready. And so our demand for AI classes has gone through the roof. Went from zero to over 14,000 students in the last 12 months. So that's great. That's mostly, though, small business.

That's, you know, people with, you know, solopreneurs, side hustlers. People who need an edge. If you think about AI, it's an edge, right? It's a productivity and cognitive edge. And people who need that are students, you know, high school or college kids, right? And then people who work in small business work for themselves, you know, kind of neat. Don't have all the resources of a big company, right? Don't have an ability to call IT or call the data, you know, the data analyst team or, you know, whatever, right?

Can't call a copywriter to write the copy. So those that people, I think, came to AI first. And that's why GPT, I think, OpenAI had such incredible growth. They tapped into that sort of an unserved market, which is people that need a little bit of help, right? and a little bit of a productivity boost. And that's not typically a VP of marketing and a big company, right? They have all the resources they need. Listen, I want to go back to your first question, which is can AI, you know, be the CEO?

I've done six startups, one bootstrap, the other five, including section, backed by venture capitalists. They can take my job. If AI wants the job, AI can have it. It's not easy being a CEO, as I'm sure a lot of your audience knows. And as you know, right? building a small business is not easy. So some days I'm like, hey, dude, AI, you, Claude, you want my job? It's all yours, you know, like, well, let's even talk, yeah, because, you know, I,

and we'll get into even a little bit of your personal usage, right? I'm a small business CEO. I use AI all the time. But even maybe for those, you know, those CEOs may be listening right now who might still be on the fence, right? Or they're like, okay, yeah, I'm pretty sure we need to start using AI. let's just address it for those people. Can AI do their job? Yeah, listen, AI can do, I think, one thing that is critical to all of us. I think the best leaders, best individual contributors

who want to be leaders and the best leaders have this quality that I call high low. They can think and act high low. And high low means you can be strategic when you need to be right. You can think about what's our product strategy. How do we price this product? You know, who's the best customer for the product. How do we find product market fit? That's thinking high, right? thinking low and doing low is I got to write the press release or I have to write the sales outreach email and stuff like that, right? And this idea of going from sort of on the ground to 10,000 feet and moving between those two modes, high low are basically operating modes for individuals and for companies or for teams. And you've got to go up and down, right, between those two modes all day long, all week long, all year long, right? So high low to me is sort of a key requirement to be a leader, I think, in any size business.

And I think most of us, it's not natural to us to be good at both. We're typically, you know, often we're going to be. good at being operators or we're good at being thinkers, not usually both and not kind of at the same time. I think we all have strengths and weaknesses. We all have blind spots, right? We all have strong muscles and weaker muscles. And that to me is the kind of the power of AI. When we think about sort of approaching any decision, we should apply this kind of high, low end lens, right? How to be, again, how to be strategic, how to be tactical. And if you're not really good at that, then use AI is my point of view. Use AI as a thought partner. I think AI currently is undervalued. as a thought partner.

Yeah, absolutely. And speaking of that, we did a whole episode 310 on that exact one. So if you want to go check that out, let's do that. But I want to get to even how CEOs, Greg, think in view, you know, large things, think in view about large language models. So, you know, as an example, I think I'll work with CEOs all the time and they're flabbergasted, right? When I can say, oh, here, we can take your transcript of your last.

meeting and all of a sudden, you know, put your own data in there, run some prompts, and all of a sudden you have an email to shareholders, you have a PowerPoint deck, and it's all built within chat, GBT, and you don't have to leave. I think people are amazed. Do you think that there's maybe a huge disconnect between this kind of topical awareness that CEOs have of large language models and them actually fully understanding the business capabilities? Yeah, for sure. Listen, I think CEOs are like the rest of us. They're getting a lot of their AI news from the media, not media like yours. right but kind of mainstream media and that's mostly misinformation or disinformation it's just

it's hypergloom that's the first thing second thing you think about certainly a larger company CEO they're getting their their AI sort of updates so they're kind of maybe they're even they're kind of they're they're learning about AI from their head of technology typically the CIO CTO that maybe they're engineer and those guys I think are a little more skeptical and I think they're a little more concerned about it because the hype has been you know use AI and you'll be way more productive as an engineer you're not you're not going to need as many engineers I I think most CTOs and CIOs are those kinds of people. Like, yeah, you know, it's helpful, but it's not a game changer, right?

They're not yet hearing from business people. The CEO's not yet hearing from business people like, hey, it made my team that much more productive or they, you know, or we're producing better quality output. So they need to get more stories kind of from their organization around. This is really working and, you know, this is the benefit we're getting. It took a while. Our company's small. Section has 30 employees, right?

And so it took us a while, right? I was like the evangelist initially. And then, you know, I kind of got what everybody else gets, I think, organizationing, a little bit of resistance, a little bit like, oh, here's the CEO, you know, off on a new adventure, you know, talking about AI all the time. And then people start to play with it. And then you know what happens. People bounce off AI, right? They try it, it hallucinates. And no one knows how to prompt. Like, what's prompting, right? That's a weird thing. So people start to play with it, don't get a lot of good outcomes right away. And then they kind of bounce off, right? And you've got to push through that. And a CEO does too. You know, his organization, his or her organization has to push through that. And then they have to individually. They go try AI, right? And nothing, you know, they're not blown away, right? And in part because what's the CEO do all day?

The CEO sits in meetings and tries to make decisions. That's why I think this idea of AI's thought partner is kind of an onlogue for CEOs to realize that if you can use AI as someone to, you know, talk to someone, something to talk to, right? And load your own data. I don't think CEOs get this. You can share safely. And again, remember, CEOs are hearing all the data is not safe. They're going to steal your data, train their models on your data. Again, that's just nuts.

It doesn't work that way, right? You can have private AI or secure AI, individually or as an organization. But the idea of loading your business plan into AI or loading your product roadmap or, you know, information that's important to you and then have a conversation with your AI about it and expose your blind spots, expose some things you haven't thought about, right? Unintended consequences. unforeseen risk. These are things CEOs need to think about that's called high-low and use AI to do that.

You know what? Great, I do have to call out the hypocrisy because I hear this all the time of companies not even wanting to use large language models for that reason for data security and data privacy. And I always ask them, right, like if we're doing consults of people, I'm like, okay, where do you store your files? Oh, you store them in a cloud system. Guess what? That same provider is already has this quote unquote access to the data. So, you know, I always scratch my head about that one, but that's beside the point. Yeah, I think that's a general mistrust of big tech. Honestly, I think that's, you know, at the CEO level or any level, right? I think that's probably some perception that later they'll going to find a way to take our data and either monetize it, you know, or create some advantage from it. And they'll change their, even like they'll change their terms and conditions, which does happen all the time, right?

And the social networks have done that. So I think, frankly, the social networks, the big, big tech social, So it left this pretty pretty significant layer of mistrust around kind of our data, right? Again, I don't think people understand how these models really work, right? They're trained. And then, you know, again, you can work with your own data with these models pretty safely from my perspective. And by the way, my point of view on this is my data is a drop of data in the ocean of data. And so, you know, this idea that my board deck is, you know, is so, I don't know, so special or so proprietary that, you know, they want this data.

Listen, if I was the CFO of a Fortune 500 company, I'm not loading my board deck or business plan into, you know, into GPT. I'm getting a private version of GPT or I'm getting GPT enterprise or I'm getting Microsoft copilot, which are private and segregated, you know, instances. But, you know, for small business, you just manage your privacy controls, right? GPT teams, you know, turn your privacy on, right? Exactly. Exactly. Yeah. And, and, hey, as a reminder to our live stream audience, thanks for tuning in. If you do have any questions, make sure to get them in now. But Greg, I do want to hit rewind just a little bit here and talk a little bit more about this concept of using AI as a thought partner, right? The way that we tell people, you know, we've done, yeah, thousands of live trainings as well.

We tell people to turn chat chbt into a consultant before you ever ask for any output, right? How have you even done this personally? How have you or, you know, in your company maybe, but how have you used? used AI as a thought partner. Yeah, I mean, one of the ways, and this kind of, we started a year ago and we still do it every quarter because we have a board meeting every quarter. And I've got a great board. I have a world-class board at section, the former CEO, Time Warner and Acomy and great investors. And so what we do is we basically ask AI to pretend to be board members before the board meeting.

So when we send our board deck, which is the pre-read, you know, board deck to the human board, we also share it with AI. And these days we focus on GPT and Claude just because it's easy to upload PDFs to those two LMs. And so when we do that with the AI, and then after the board meeting, we take great kind of notes in terms of all the feedback

we got from the human board. We have five people on the human board. We compare the human board to the AI. And for the last year, Claude has basically scored 90 to 93% every time in terms of the advice or insights we get from Claude almost match, right, not quite 100% what the human board told us. And GPT is close behind, right? Usually around 89 to 90%. So that's just a great use case, right? I'm using AI,

and I'm asking AI to adopt a persona. So, and several personas. So, you know, be an aggressive board member that wants growth, be a more conservative board member that wants to kind of drive to break even or profitability faster, right? Things like that, right? Be a board member that's more focused on developing technology value versus sales value, things like that. Ask your AI to adopt a persona and basically play a role with you. So that means I'm better prepared for the board meeting. It doesn't mean I don't need the board, not yet, not just yet. And it probably means the board still needs me, you know, we'll pay the salary.

And by the way, I ask the board to do the same thing now. When I said send the board the deck to read, I say, listen, here's the prompts you should use, kind of, you know, asking AI to play the role of the CEO, right? And kind of really, I think that means we can come to that meeting a little more prepared and a little faster to get to the more kind of the meaty subjects or, you know, get to the real issues we want to talk about, right? And I think we can do that with any kind of meeting we have or any kind of significant decision we have coming up.

Ask AI to kind of be your thought partner. Ask AI to think about it as you would think about it. And then think about someone who's not like you. So if you're detail-oriented, ask AI to be ambitious and aggressive, right, and sort of, you know, blue-sky thinker. If you're a blue-sky thinker, right, if you're always an optimist like I am as an entrepreneur, you probably are, then ask AI to adopt a different persona, right, to be more risk-oriented and to be more concerned around what could go wrong. Or do both, right? I just think that, again, this is an underutilized use case for most of us.

And I think it's most powerful when we share some of our information with AI, a plan, you know, a design, you know, anything, right, you know, a product roadmap, and then ask AI to kind of talk to us about it. I use it for medical stuff all the time. I've got a busted ankle. I need surgery. And I've now got, I've done, I've got five different doctors. As you know, you know what doctors are like, right? You know, kind of overconfident and don't talk a lot because they want you out of their office in about five minutes unless you agree to do the procedure with them. So I got five doctors, five different opinions. These are all top, you know, top doctors at Stanford and so on around here, you know, where I live in Paul Alto. And I'm getting.

kind of confused, right? You know, and again, I'm not going to have AI tell me which one to do, which, you know, which procedure, which doctor. But AI does a great job when I load up my scans and load up my MRI report. AI does a pretty good job of summarizing the different options that are available. And then you can talk to AI about it. Give me the ones, like rank the options that get me playing soccer faster, like with the shortest rehab, right? Give me the options that have the least amount a risk, the least invasive. AI can do that. It's hard to have that conversation with, you know, with docs. They just don't have the time. And I think, frankly, the patience to do it. So I just think that, again, we're not going to have AI make these decisions yet. So the AI

is probably not doing my job yet. But I think it can tee up, I think, the options and give us a good kind of good roadmap to make a decision. Adobe just introduced an entirely new way to create, bringing the power and precision of its creative suite into one conversational experience. Meet Firefly AI Assistant, now live in the Adobe Firefly app, the All In One Creative AI Studio. Powered by Adobe's Creative Agent, Firefly AI Assistant lets you start with your vision, just describe what you want, and shape the outcome as it takes form with the Assistant. The Assistant orchestrates multi-step workflows, drawing on 60-plus pro-grade tools across

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Adobe Firefly AI assistant now in public beta. See it today at firefly.adobie.com. I want to talk a little bit more about this kind of internal case study that you've had of asking your board members, you know, some heavy hitters there, you know, to essentially use AI, you know, as part of their day-to-day, using it as a thought partner. A year in, I think what have you learned? I mean, you gave us some great stats there. I love that in terms of, you know, 93%, I think you said, 90%.

So what have you learned and how have even these people's mindsets on AI in large language models to be a high-level thinking partner? How has that changed after a year? Yeah, I don't know. You know, I don't know how my board thinks about it specifically. It's a great question. How I think about it. And I think in general, I think what happens is we go through this sort of, you know, this shift from, yeah, is this use. or is it going to hallucinate or does it really work to, oh, it's actually, first of all, I think we get to this point where we realize it's pretty easy to interact with AI. And it's getting easier with voice and sort of talking to AI. I think that is another unlock, by the way. Get AI on your phone and start, you know, obviously GPT4, the iOS app's got, you know, talked to conversations with AI or talk to AI. That's another kind of breakthrough because it feels more natural for people to talk to AI, particularly when you think about that thought partner use case.

But I think we go through this kind of transition of, oh, it's kind of, it's pretty easy to, kind of natural to interact with it. And then this idea of I can add my data. So now we're talking about my stuff, right, in conjunction with the AI. And then I think we realize, oh, there's a moment where I got some pretty good advice. It did summarize that document well. And it not just summarized it well, but highlighted a couple things that I didn't think about. And I think that's the moment we all have to get to where we know it can summarize.

We know it can draft. We know it can kind of do a good job with language-based tasks, but how about language-based thinking? And when you see it sort of identify something you hadn't thought about or highlight a risk or, you know, call out a number that is maybe, again, a metric that you hadn't considered, things like that. Then I think that's kind of the unlock where you realize, okay, there's something here for me.

Yeah, you know, I'm a human. I know my shit, but, you know, I don't know at all, right? And maybe this AI can just be this sort of, yeah, this companion kind of cover my basis. Because in those kinds of conversations, those kinds of meetings, you know, you're meeting with an investor, you're meeting with your bank or whatever, you're trying to get a loan. You know, ask your AI to pretend to be, you know, the loan officer at the bank kind of idea and the kind of questions that person's going to ask.

So I just think it's, again, we all have blind spots and the faster we expose those blind spots and move through them and make better decisions, you know, I think that, you know, we're all better off. So, yeah, it can take a while. But when you get that first insight, when you see AI, tell you. you something you hadn't thought of, I think you're like, okay, you know, it's kind of a light bulb moment. You know, one thing that I always think about and, you know, I talked about a couple times on the show before is, you know, especially when it comes to like, oh, can AI do your job, your CEO's job? Or can AI really do this, this task better than someone that's been doing it for 20 years?

Number one, the answer is yes, probably. But I think a lot of people, CEOs, C-suite leaders, decision makers, think of AI as this almost technical implementation piece. I don't think that's it. I think it's actually change management, right? Because I think historically for decades, business leaders have been rewarded for what they do with their own knowledge, with their own domain expertise. But that's what large language models are good at. Right. So what would you say to a CEO that is maybe they're hearing this and maybe they're inspired, but they're still struggling because they're like, no, a large language model can't do this. I got rewarded. I'm where I'm at today as a CEO because of how smart I am. What would you say to them? Yeah, what I'd say is, first of all, as we already talked about, get hands on yourself. You can't really appreciate, I think, the opportunities or the potential unless you get hands on yourself. So get hands on yourself.

That's the first thing. Second thing is, you know, assign the task to someone, a head of AI, the person who raises, you know, the smart kid in the office that raises their hand and says, listen, I want to be the one to figure out AI. Find someone, probably not a technical person. I don't think the head of AI, by the way, should be the technologist. I think it should be a business person who understands workflows, understands tasks, the business problems, and then understands enough about AI to see where the intersections are.

And find the two or three big, specific use cases inside your company organization. Could be an organization like section where, you know, there's only 30 of us, but we've got like there's probably 10 tasks that really are big tasks that we do all the time. For example, for us, it's creating courses, it's writing scripts. So we're a concerted effort with AI to see if AI can make that task or make that job, you know, kind of better, faster, cheaper, better quality. Like, pick some sort of, you know, some highlight use cases and try to really apply AI. That's second.

Third, deploy AI to the team. Pay for it. You know, pay for it, especially for the privacy controls, you know, GPT teams, for example, is $25 a month. Maybe do it for six months. Pay for it and, you know, get everybody kind of. of going. That is the hard part, though, that moment, because I think you're right. There's resistance. It's about change management. You can train them and you have to train them so they know how to use

it. And after that, you've really got to kind of reward and encourage the behavior change. And the behavior change is find these little personal use cases, right? You're in marketing, find the way AI is going to help you in marketing. Right now, you know, the change management kind of theory, right? You've got to get past at least 10% and if not 20%. Typically, change management sort of theorists will tell you past 20%, that's the tipping point. And The rest of your organization kind of follows. And we're not there yet in almost every organization, right? We're not at 20% in terms of AI adoption, in terms of everyday usage.

So if you are serious about this as a CEO or a leader and you want your team, could be a five-person team, you know, 10-person team. You've got to get, you know, three, four, five people in that 10-person team kind of over that hump, right, which is they're using AI every day. You've got to make it safe. You've got to encourage it. You've got to let them upload their data. You've got to do a bunch of stuff.

You've got to recognize where it fails and talk about it. You've got to talk about the wins, talk about the kind of failures. You've got to get past that 20%. We just did a survey, Jordan, of 1,000 knowledge workers. 8% in our survey were what we call in the AI class. And that means two things. Attitudinally, they were acceptant of AI and seeing its kind of power and its value. And then secondly, we tested them for their prompting proficiency.

So we actually ran them through a kind of prompting exercise to see if they could really like, you know, work with an AI. Only 8% passed, right? And our audience is probably a pretty early adopter oriented, right? So, you know, that's not enough, right? It's got to be 10, 15, 20%. So we've got we got a few years to go, right? And we got to get through some resistance. And the resistance is anxiety and anxiety is coming mostly from media, which is, you know, AI is coming for your job. And in some cases it is, quite frankly. You know, 80% of call center operators, in my opinion, will be, 80% of those jobs will be eliminated in the next five years in the United States. That's my perspective on it. So there is some real implications here. But in general, I think

the anxiety is kind of a hyped up media. And speaking of some of these stats, right, like the 8% passed out of 1,000, that's pretty shocking, but not surprising. But Ted here, bringing up a great point that I'm going to turn into a question here. So, saying PWC in their latest CEO survey found that only 30% of CEOs are actually using AI, right? There's been a couple other studies as well that said in the mid-90s, 90% of C-level executives say that AI is a top company priority, yet about 5% are actually incorporating generative AI across their organization. Greg, from your perspective, why is there such a disparity between every single C-suite

leader saying AI is the most important priority, but hardly no one is actually implementing it. Yeah, but that's like saying, you know, cost cutting is a priority, but the CEO is still flying on the corporate jet. I don't know why we're surprised, you know, like CEOs say what they think is important for their organization. That doesn't mean they necessarily want to do it or need to do it. CEOs are busy. No, you know, no one sat down and showed them how to use it. COs are being told it's not safe. Don't load it. Don't load company data into the AI. I don't think. for a CEO AI is that useful unless you can talk to it about your data, right, about your situation. So whether it be personally at home, your travel plans, your medical records, whatever it is,

all those great personal use cases or at work, right, it's likely for a CEO means you want to talk to it about your company and your company data. You know, using just what the model knows about your business is not enough, right? The CEO is not going to get any insight from that. So the CEO needs to feel comfortable. I can load up my, you know, my board deck, right? So this is not surprising. We're early. We're a year and a half in.

You know, so it's going to take it's going to take a decade. Yeah, Greg, we've talked about a ton in today's conversation and could probably keep going for hours. But, you know, as we wrap up today's show, you know, what is maybe that one piece of advice? So maybe, you know, a CEO listening was kind of on the fence and now they're, you know, convinced and they're like, all right, I got to go all in. What is your one piece of advice or one takeaway when it comes to, you know, this concept of AI, really being able to be a thought partner to CEOs? All right. Well, only one's tough. We'll do two. The first one is get AI on your phone.

And when you're in the car, talk to, talk to GPT4 through the conversational kind of interface as a thought partner. It won't have your data, but you'll have a conversation with it. That'll teach you, I think, that AI really can be this thought partner for you. Second one is, anytime anybody comes to you, inside your organization, it doesn't matter how big or small your organization is. They want money. They want a request for, you know, headcount. They have a new project.

They want to prove a long. They have an idea they want to talk to you about. Ask that person, what does AI think? If you do that, your organization will learn very quickly that you are committed to being an AI enabled organization. and that you get it. And they'll go back. And next time they come to you,

they will have asked AI as well. So they will have used AI as a thought partner. And frankly, do that yourself, right? If you're going to ask other employees, you know, what does AI think? Then if you're thinking about something, a decision, then ask the same question.

And, you know, go to Claude. My preference is Claude is a business thought partner. GPT, a close second. But, you know, I use it every day to, and that's the question I ask. What do you think of this? I mean, today's episode, I think has been crucial for CEOs as they start to finally, quote unquote, figure out generative AI in 2024.

Greg, thank you so much for coming on the everyday AI show and sharing your insights. We really appreciate it. Thank you, Jordan. Great to be here. Meet Firefly AI Assistant. Now live in Adobe Firefly, the Allman One Creative AI Studio. Just describe what you want to create in your own words and the assistant handles the rest, orchestrating multi-step workflows across Adobe Creative Cloud apps,

including Photoshop, Premiere Express, and more in one conversational interface. You direct the outcome while the assistant accelerates execution. Stand control with the ability to step in and refine at any time. See it today at firefly.adobie.com. And that's a wrap for today's edition of Everyday AI. Thanks for joining us. If you enjoyed this episode, please subscribe and leave us a rating. It helps keep us going.

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