AI and the future: ‘No one knows anything’: Wharton prof Ethan Mollick

Ethan Mollick is considered one of the best experts in the developing world of productive artificial intelligence, business and economy, but you may not think if you make his promise.

“The leader is not so leader as an expert,” he said to Sharon Epperson from CNBC at the Summit of the CNBC Labor Manager Council in New York on Tuesday.

Professor of Pennsylvania University Wharton School, Federal Reserve President Jerome Powell’dan Jimmy Fallon’a Gen Ai’nin the new world of the professor, the professor who participated in the CNBC event shared a blunt message with human resources officials. “I can tell you, nobody knows anything, Moll Mollick said.

This includes the best AI research laboratories when it comes to labor market and use. “They don’t know what it is useful for. They tell me they use my Twitter [X] Feed to understand cases of use, “he said.

It was a simple point under his words: no company can hire a worker with five years of experience using Gen Ai today. “They don’t exist,” Mollick said.

To be sure, there is some evidence of workplace productivity gains from Gen AI, and Mollick and Chief Human Resources officials at the CNBC WeC Summit shared some evidence from the research with workers in Verizon and Jpmorgan companies from Walmart and real world experiences. However, when it comes to AI and workplace, there was a general agreement that there were more questions for corporate leaders today.

“Obviously we don’t know how the future looks, “he said in a separate summit session with Morgan Brennan of CNBC, Claire Macıntyre Claire Macıntyre. This is the worst version of the technology we will use. “

Based on all answers, you need to get away from the prizes

Most of the progress in AI operates in an area where technology experts define as a “black box”, and experts in the CNBC event, today, said that today AI is a comparative gap in our understanding of the impact of ECI from early education to professional careers.

Macıntyre said that modern career culture is based on rewarding for “answers” and this is a process that began in the education system. However, this is changing for leadership and workers. In particular, the leadership says, “It’s not about getting answers anymore.

Verizon Christina Schelling, who spoke at the same panel with Sam’s Club manager, agreed. For decades, we have been rewarded after being a perfectionist in excellence and labor. ” He said.

“The result is rarely perfect or exactly to progress. Now, how quickly new things you can throw and continue to try, you can continue to try, as we have been rewarded since kindergarten is likely to be a successful model.

“What we’re trying to focus is to learn less as action, but more as a mentality.” He said. He continued: “Wondering and may not learn and feedback literacy.” He says that all this is critical for how culture should develop.

JPMorgan Chase CEO, Jamie Dimon, and the New York Jobs CEO Council, General Manager of the New York Jobs CEO Council, which was initiated by other CEOs of the city, makes it a more difficult equation for employers. “Everyone knows that we will need something slightly different before, but we don’t know how it will look in five or ten years,” he said.

He also drew a direct line to the training that focuses on the organization that focuses on the organization working with College and high schools in New York to prepare workers for jobs that require AI skills to create solid career paths and create a potential to win. “Think of the traditional classes. They look the same as we have learned 100 years ago. Even if the content is different, you do not learn to think critically from a textbook.” He said.

He added that the New York Jobs CEO Council is involved in making Gen Ai a necessity for students, and that Openai would be buried quickly and adopted as a course, and ultimately pioneered the more work role that should be considered for the practical use of AI technology, but this remained as a “if”.

“We don’t have it right now, and it’s hard to evaluate the ability of everyone on the practical side of technology,” he said.

What we know about artificial intelligence, workers and jobs

Barnet said some bets on what will work for workers in the future. First, flexible and constantly learning ability “is a skill in itself,” he said.

The authority added that it is more important than ever because of the “uncertainty of the future” and AI’s skills for us.

Schelling stressed that it has been known for a long time that empathy, curiosity, agility and decision -making skills are important for success. However, they will now be heavier -weighted and they will enter a more complex labor market in the AI ​​world. This is already a data input in recruitment and career development, but at the same time, “it becomes a largely unknown or new thing, so gray becomes a little more meaningful.”

Mollick says logically, because it makes sense, because the current AI is much more people than a machine, so people who are good with people can use it to succeed.

He also pointed to the evidence A study with Boston Consulting Group This showed significant developments from the use of gene AI in work efficiency and A study from Procter & Gamble This performed by the Employees as well as teams as well as teams when supported by AI.

Uz We know that the effect is there, Moll Mollick said, but when it comes to fear of changing jobs, he stressed that a leadership will encounter and carry out a bad way. “I’m worried without imagination, organizations will think that automation is the way to go.” He said. And in the current environment, if they thought that their productivity gains would not return in the form of additional benefits, the workers would be reluctant to embrace AI.

Companies, including Sam’s Club and Verizon, see early adoption results today. In Walmart Company, more than 100,000 façade workers have used Gen AI, including facade executives using chatgpt to help them run their business, and at the same time acting computer vision, inventory counts and other ordinary tasks that can jump.

Verizon also focuses on the facade workers who interact directly with customers, but Schelling said that the company has reached the stage of passing the pilots to the “full -operation transformation … a AI covering company”.

One of the biggest projects in Verizon was using Gen AI to clean all the public information about the company’s more than 100,000 employees to create a better AI system for match workers with potential career paths. The company’s artificial intelligence was able to clear his data on roles and skills to describe abstract career paths, but he could not match real workers without any more complete knowledge of their lives.

“We did not have enough data about the employees, Sche Schelling said. Therefore, we have drawn every public information available with AI about the employees and fused them with internal employee profiles, “he added.

The employees were part of the process-even though they had to disable rather than cocoon, and they were asked to change and change the information if they were wrong. Ultimately, Verizon approached 100% of less than 5% full data set and works for the benefit of employees – it is dragged with appropriate jobs based on their skills, as well as with suggestions for the “10 years of future” for training and certificates that help to organize a job they want.

While workers first hesitates about the fusion of external and internal data, he says that the pilot is seen as a added value in the pilot group, including a rate of wear of less than 1%.

No recommendation for $ 20 per month

Mollick had three structural columns to propose the constructive progress of organizations: Developing AI in leadership, creating AI laboratory and increasing AI crowd.

And they all change very quickly. “Almost everything we know about training is no longer implemented. None of those who want to work four months ago work,” he said. “Fast engineering is no longer important. It doesn’t matter to say the right words or to be beautiful, but it is important to give people the context we make to decide.” He said. “You need to ‘crowded the best AI users and get an idea from the crowd and convert them into products that people use immediately.”

According to Mollick, there is only one way to start doing this. “My advice number 1 is to pay $ 20 a month [Anthropic’s] Claude or [OpenAI’s] GPT or [Google’s] Use for twins and everything you can use legally. “

Mollick says AI uses at least 10 hours a week. “Not so hard,” he said, and you’ll quickly learn what’s good and what’s not good. “You can’t push it down. You should use it as a leader yourself. You can’t say you’ve taken the time to do this.”

As for all the sellers selling vehicles, most of them are selling GTP, Gemini or Claude and AI cannot reach better than anyone else. He said, “I can’t tell you and that no one can tell you unless your laboratory has tried.”

Mollick, “Let everyone do ‘and some people will be good outside the bat and become laboratory and innovation.” He said. “Waiting or taking over the answers is the biggest mistakes that HR leaders can make.” “As soon as you turn them into vehicles, you can understand their use.”

To participate in the CNBC Labor Executive Council cnbccouncils.com/wec.