Category: Talsom

This article was written based on a discussion between Liv (our digital colleague) and OpenAI.   

ChatGPT has been dominating the artificial intelligence headlines over the past few months, following its launch in November 2022. Liv has explored five things every CEO and decision-maker should know about ChatGPT and artificial intelligence in general. First of all, what is ChatGPT all about? It’s an advanced language model capable of generating human-like text and engaging in conversations, based on so-called generative artificial intelligence (AI), and created by the company OpenAI.

ChatGPT is also one of the most important developments in artificial intelligence in recent months, but has several limitations:

• Its database has not been updated since September 2021, so it cannot respond to more current topics. 
• Some ChatGPT-generated information is false or biased. 
• The content generated is quite general and only takes into account the context provided by the user. 

Despite these limitations, ChatGPT has come into worldwide use over the past few months. Aside from all the hype, how is this tool really impacting your company? 

1. How scared should we be that AI will replace our jobs? 

First thing to know about artificial intelligence: every technological revolution has created more jobs than it has destroyed. It is important to understand that AI is designed to complement human capabilities. The impact of ChatGPT and artificial intelligence technologies on the workforce will lead to changes to professional roles, rather than mass unemployment. And thanks to AI-powered automation, collaborators can increasingly focus on higher-value or more strategic tasks. Nowadays, companies and organizations are seeking creativity, critical thinking and human interaction.   

For example, some companies have developed artificial intelligence systems that can analyze data and quickly come up with highly accurate sales forecasts. Traditionally, that same task took days, if not weeks. But no salespeople have lost their jobs. Instead, they now have more time to focus on the higher value-added aspects of their jobs, such as customer relationships and the sales process itself. 

Similarly, some AI services can generate basic programming code. But that’s not putting programmers out of work. Instead, they can write code more efficiently while automating repetitive tasks such as testing. This will allow them to concentrate on more strategic matters, such as system architecture, domain modelling and the user experience. 

2. What role will ChatGPT play at the company level? 

Second thing to know: ChatGPT (and artificial intelligence) can play various roles within a company, from improving customer support to providing instant and accurate answers to questions. The customer experience will be enhanced; engaging and personalized content will be created for marketing, research and data analysis purposes; and decision-making support will be provided. Here are some other examples of what AI will be used for: 

• Automating interactions with customers, providing virtual assistance and offering personalized recommendations. 
• Generating content for marketing campaigns, social media and internal communications. 
• Analyzing data and managing/looking for knowledge to optimize information searches. 
• Serving as a virtual assistant to answer employees’ questions, provide HR information or facilitate internal communications, thus enabling HR staff to focus on more complex tasks. 
• Promoting and reinforcing workplace security protocols (sending out reminders, answering security-related questions or providing employees with guidance on emergency procedures), thus contributing to a safer work environment.  

It should be noted that although ChatGPT can provide interesting forms of support, it should not be used to replace human expertise, particularly in critical or high-risk situations. Collaborators must be trained how to effectively use and interpret ChatGPT’s responses. They must also understand its limitations and know when additional human intervention or supervision is required. 

3. What is ChatGPT’s security risk level for my staff? 

Third thing to know: as with any IT system or artificial intelligence technology, using ChatGPT poses certain cybersecurity risks. Here is a (non-exhaustive) list: 

• Data confidentiality: There is the risk that the information shared in users’ questions might be compromised or disclosed in an unauthorized manner, particularly if appropriate security measures are not put in place to protect it.   
• Vulnerabilities and hacking: As with any software, ChatGPT may present certain vulnerabilities that could be exploited by malicious actors. Robust security measures should be implemented to reduce the risks of hacking or unauthorized access to ChatGPT and related systems. 
• Biased or incorrect responses: ChatGPT generates content based on the training data it receives, meaning that any such content may contain biased or incorrect information. The responses generated by ChatGPT must be verified to ensure that they are accurate, objective and consistent with company policy. 
• Social engineering and manipulation: Malicious actors could use ChatGPT to generate misleading content or engage in phishing attempts or psychological manipulation. User awareness and education are essential to prevent any such manipulation. 
• Denial-of-service attacks: If ChatGPT is used intensively, it could be subjected to denial-of-service attacks designed to make it unavailable or compromise its performance.  

To mitigate these risks, appropriate security measures should be put in place. Organizations must ensure that data shared during conversations is protected and complies with applicable privacy regulations. Implementing robust security measures, such as encryption, access controls and regular vulnerability testing, will help to protect sensitive information. 

When appropriate measures are taken, risks can be minimized and ChatGPT can be used more securely. However, it is important to note that no system is 100% risk-free. Continuous monitoring is required to detect and mitigate threats. 

4. How can employees be encouraged to rely on AI to boost productivity (and not to look for shortcuts)? 

Fourth thing to know: in order to encourage productive (and secure) artificial intelligenceuse, companies should offer comprehensive training programs to inform employees about the capabilities—and limitations—of AI technology. Emphasize the importance of using AI as a tool to enhance productivity, streamline processes and increase human capacities, instead of using it as a shortcut. As artificial intelligence is adopted, be sure to foster a culture that values critical thinking, creativity and problem solving. 

More specifically, take the time to raise your collaborators’ awareness of security issues and best practices for optimizing ChatGPT use (formulating questions, contextualization, gradual experimentation, checking responses, etc.), based on clear guidelines. 

Offer practical training and encourage collaboration and knowledge sharing. By fostering an environment in which collaborators can discuss their experiences and share pointers and best practices, you will be strengthening your teams during this inevitable digital transformation. Lastly, ensure that your employees have adequate technical support. Promote a business culture based on information security and individual accountability.  

 5. What is the next step for ChatGPT, AI and yourself? 

Last but not least, ChatGPT only provides a fleeting glimpse into generative artificial intelligence’s potential. Current research is seeking to reinforce ChatGPT’s capabilities, to improve its contextual understanding and to overcome its limitations. To get the most out of both ChatGPT and AI, be sure to: 

• Stay informed about the latest trends and advances in the field of AI. 
• Identify the areas of your organization where ChatGPT and AI could bring value added and stimulate innovation. 
• Invest in training and professional development programs for your teams with a view to facilitating the adoption of AI. 
• Foster a culture that adopts AI as a tool for productivity and growth. 
• Regularly evaluate and re-evaluate the impact of implementing AI in order to ensure ethical and responsible use. 

ChatGPT and the latest artificial intelligence trends offer companies immense potential. AI is a powerful tool that can enhance your workforce, improve the client experience and stimulate innovation. Understanding ChatGPT’s scope, advantages and limitations will enable you to make enlightened decisions and lead your organization into the future of AI-powered transformation. By adopting artificial intelligence technology responsibly, organizations can maintain and develop their competitive edge, seize new opportunities and stay ahead in a fast-changing digital landscape. 

 

 

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According to the latest IPCC report, global warming of + 1.5 degrees Celsius will have catastrophic impacts worldwide. Countless weather events like droughts, heat waves and floods are already wreaking havoc around the world. These are all putting more and more people in precarious conditions (food insecurity, climate-related migration, access to drinking water, etc.).   

Faced with the pressures exerted by all ecosystems, companies must take short-term action to reduce their greenhouse gas emissions. That’s what 44% of the organizations examined in a study are committed to doing by 2025. However, as the study shows, many companies are overlooking their Scope 3 emissions, which include all other indirect emissions that occur in a company’s value chain. It’s worth noting that Scope 3 emissions account for up to 50% of a company’s total emissions. Worldwide, the eight biggest supply chains are food, construction, fashion, electronics, consumer goods, automotive, professional services and freight transportation. That why it’s important to pay special attention to these sectors and to review their business models to lower the impact on GHG generation.    

Let’s consider the transportation industry, which currently accounts for 25% of global CO2 emissions. With Formula 1 happening in Montreal this month, we wanted to take a closer look at this major event to better understand the transformational journey and business models of companies with a heavy carbon footprint. It’s difficult for an event like this not to come under the spotlight with regards to its carbon emissions. The road to becoming carbon neutral might be rocky if a transformational plan isn’t properly implemented from the start. We’ll use the example of Formula 1 to illustrate the steps organizations need to follow, such as measure their carbon footprint, identify opportunities for improvement, and plan and execute their vision to achieve short-term environmental goals.    

F1’s carbon footprint

The green shift is gaining momentum in many industries, and Formula One is no exception. In 2019 its carbon footprint was over 250,000 tons of CO2. As part of its sustainability strategy, F1 aims to be net zero carbon by 2030. This plan will address the carbon footprint related to travel and logistics, which account for 72% of CO2 emissions, and that related to car engines, which make up less than 1% of CO2 emissions. Since 2014, Formula 1 has taken many steps to reduce the impact of its car engines, including hybridization, sustainable fuel use and electrification. The company strongly believes R&D in this area can greatly benefit the entire transportation sector. Sustainable changes in travel and logistics (including transportation of materials, staff and spectator travel, office and plant operations) need to be well executed to achieve the desired results.   

That’s why it’s so important to measure carbon footprint and identify opportunities for improvement to achieve a green economy. As mentioned earlier, Scope 3 emissions make up a large percentage of total corporate emissions and yet companies still aren’t taking action on them. This shows how important a proper assessment is to making a green shift. This first step will allow you to establish a roadmap for projects and potential changes.  

At Talsom, we’ve developed expertise in Design Thinking, an iterative approach to generating innovative solutions based on a deep understanding of the user experience. In the case of a green transition, Design Thinking allows you to identify opportunities for environmental improvements based on a GHG emission assessment. For example, F1 identified certain measures to implement over the coming years: sustainable materials, recycled waste, better integration of racing tracks with nature; zero-carbon emission cars, optimized and greatly reduced logistics and travel, renewable-energy offices and factories, etc.   

Sustainable change for positive impact

While it’s important to identify the areas of improvement and changes needed for an effective transformation, what about planning and execution? A major challenge is that 70% of the failures to implement a solution are due to human factors. In the case of Formula 1, many stakeholders are involved (employees, teams, spectators, investors, etc.), and they may be resistant to change if it’s not properly planned and executed.    

Our Talsom change management team guides and supports people in their change processes to create faster, more effective buy-in for the solution. As an example, Formula 1 wants its offices and plants to use renewable energy over the next few years. This change has potential impacts for many stakeholders, which is why a proper plan and communications are key.   

Incorporating new business models

As with any business, a major challenge for Formula One is making a sustainable transition while remaining profitable. In the case of F1, it’s important to rethink its business model in an ever-evolving environment, both to mitigate the negative impacts of its overall operations and to create value. With a governance model that emphasizes a continual assessment and realignment of the company to adapt to external changes, you’ll be able to introduce change and ensure your organization’s long-term survival.  

We can’t talk about business models without mentioning the BMC (business model canvas), a synthetic tool developed in 2005. In 2021, a responsible version of the BMC was created to take sustainable development challenges into account. Among other things, it allows organizations to consider environmental and social factors that may be directly or indirectly related, while ensuring that the needs of all stakeholders are taken into account.   

A company’s success is no longer attributable to its financial results or environmental considerations alone, but to the integration of all these principles into its strategy. That means business models will be increasingly driven by environmental and sustainability factors. Accelerated by various pressures caused by climate change, regulatory constraints (municipal, provincial, national and international) and citizens, it’s even more important to have experts who can support you on your transformational journey and help you achieve your objectives. Formula 1 is an example of an organization that has a considerable carbon impact and needs to adapt to environmental challenges.    

If your organization is also working to reduce its carbon footprint, we can help you every step of the way—from project definition to delivery.  

Learn more about Talsom. 

Benefits of working with a management consulting firm

In 2021, 57% of Canadian businesses started a digital transformation. Such are the findings of our latest survey in partnership with Léger. By digital transformation, they mean changes in technological infrastructure, automation, and digital application.

Too often, digital transformation is still considered the responsibility of IT and/or department heads, and too rarely is it part of any process of real collective change. Indeed, setting up new technology involves a total process overhaul that changes the company culture. However, the key barriers to digital transformation are, first and foremost, the lack of tech skills (70%), financial resources (58%) and managerial skills (57%).

Digital transformation goes far beyond choosing the technology. It must be planned out and guided so it can generate lasting advantages and benefits. Between making technology decisions, prioritizing business goals, and providing support during the transformation, it can be helpful to join up with an experienced partner who can guide you through the whole process.

Download an overview of our services

The advantages of working with a partner

A digital transformation project requires many resources and much planning. Day-to-day management, maxed-out teams, and the need for new skills can bog the project down – or even sink it. So, working with an outside partner like a consulting firm can help manage your project better, saving you time and money.

1. Rev up your teams and protect your employer brand

Deploying a technology project requires additional technical resources to set up the chosen solution, and support functions for training, tech support and change management. These new requirements may be temporary. In addition to the labour shortage, which is especially acute for tech skills, plus the time it takes to hire and onboard a whole team, it may be more strategic to call on a consulting firm capable of quickly supporting your teams with the right skills.

At the end of the project, you may choose to add those key skills to your team and release the additional resources – without affecting your employer brand.

2. Anticipate blind spots and create the big picture

 Digital transformation involves a lot more than simply making a technology purchase decision. Indeed, it involves a total process overhaul that changes the company culture. The added value created is correlated to using technology and adopting it in-house. Once the improvement has been targeted, it’s common to move quickly into solution and project deployment mode. There’s a risk of forgetting a field that will be impacted by the change, causing more delays and increasing costs. By working with an experienced partner, you can avoid these blind spots while optimizing the value created by the transformation. Likewise, accounting for adoption and training costs will guarantee success.

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3. Specific or all-inclusive resources to accelerate digital transformation

 “There are almost as many corporate business models as there are approaches to digital transformation. You have to understand that digital is constantly evolving, so goals are adjusted to grow along with the transformation project. A company should think of its digital transformation project as its North Star. It’s a direction to take, a destination that generates a growing added value to become more competitive – and all constantly evolving.”

Olivier Laquinte, CEO of Talsom

Design Studio

This human-centred, empathy-focused practice supports you as you develop your vision and strategy, drawing on a deep understanding of your needs as a company and as individuals (employees, partners and users). From strategic alignment, to new business models using organizational development, to the technological solutions of methods like Design Thinking, our team can help you build an innovation culture and design capacities within your organization.

Technology Strategy

Our approach is based on the risk-management curve so that we can support you in aligning your plan and your strategic vision. Our goal is to help you realize your strategic potential by monitoring technology, revising your business processes, drawing up a technology roadmap, and selecting tech solutions.

Project Management

Whether setting up a PMO, auditing or implementing a program, we always combine recognized models with best practices to tangibly help our clients create a state of mind – and sound project management governance.

Change Management

Lack of training and a failure to account for individual needs is a key barrier to adopting new technology. The change management team gets change adopted by combining know-how, interpersonal skills and proven tools to create a personal approach to mobilizing a team.

A partner with sustainable values

 We at Talsom know that blind leadership doesn’t work. We firmly believe that a strong vision, a clear strategy, and goals that everyone understands – along with shared values – must be built into our traditions, our beliefs and our passions.

An agnostic company

One of the many differences in, and reasons for, Talsom’s success is that we’re not representing, promoting, or selling any technology. Our role is to focus on our clients’ business needs, guide them in choosing the tool best suited to those needs, and guarantee that the implementation plan will be rigorously carried out to achieve their business goals.

B-Corp certified

Talsom is the first Canadian technology consulting firm to be B-Corp certified.

For us, this means rigour and alignment in our strategic operations, for consistency between our values and how we apply them. This certification shapes our company culture, offers our employees better working conditions, and makes us more environmentally and socially effective.

Professionnels d’ici

“SPI – Services Professionnels d’Ici” was born of the drive to help structure the business services industry and the need to attune decision-makers to local buying beyond consumer goods, all to build tomorrow’s winners. Talsom is one of its founding members alongside more than 250 independent business services firms.

Talsom, the preferred partner for your digital transformation

We’re a digital transformation consulting firm based in Montreal since 2010. We’re a partner to local, national and international businesses. We can be your single point of contact from strategy to execution, or we can come in on a specific phase in your process.

To find out more about what we offer and how we can help you on your path to transformation, download our service overview.