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What industries can AI help or harm? (Part 2 of 3 Part Series)

Updated: Aug 15, 2023



OECD’s study showed that people with jobs in finance, law, and medical careers are especially vulnerable to artificial intelligence automation, particularly in European countries.

Finance Legal Medical


A study by OECD [Organization for Economic CoOperation Development] found that 27% of jobs are “in occupations at high-risk of automation.”

Military News shared “While firms’ adoption of AI is still relatively low, rapid progress including with generative AI (e.g. ChatGPT), falling costs and the increasing availability of workers with AI skills suggest that OECD countries may be on the brink of an AI revolution,” OECD stated. “It is vital to gather new and better data on AI uptake and use in the workplace, including which jobs will change, be created or disappear, and how skills needs are shifting.”



The Guardian shared OECD’s study which indicated that the potential for artificial intelligence substitution in the workplace is substantial, causing people to have serious concerns regarding decreased wages and job loss.

Time magazine recently proclaimed “prompt engineering” to be the next hot job, with salaries reaching up to $335,000. Tech forums and educational websites are focusing on prompt engineering, with Udemy already offering a course on the topic, and several organizations we work with are now beginning to invest considerable resources in training employees on how best to use ChatGPT.

According to Harvard Business Review [HBR] a starting point is to determine who is involved in the interaction — individuals, groups of people, or another machine — and who starts the interaction, human or machine.

The result of a person asking a machine what types of potential jobs might come from asking GenAI. ChatGPT is well-known and descriptions of five other types of GPTs are listed below.


  • CoachGPT is a personal assistant that provides you with a set of suggestions on managing your daily life. It would base these suggestions not on explicit prompts from you, but on the basis of observing what you do and your environment. For example, it could observe you as an executive and note that you find it hard to build trust in your team; it could then recommend precise actions to overcome this blind spot. It could also come up with personalized advice on development options or even salary negotiations.

CoachGPT would subsequently see which recommendations you adopted or didn’t adopt, and which benefited you and which ones didn’t to improve its advice over time. With time, you would get a highly personalized AI advisor, coach, or consultant.

Organizations could adopt CoachGPT to advise customers on how to use a product, whether a construction company offering CoachGPT to advise end users on how best to use its equipment, or an accounting firm proffering real-time advice on how best to account for a set of transactions.

To make CoachGPT effective, individuals and organizations would have to allow it to work in the background, monitoring online and offline activities. Clearly, serious privacy considerations need to be addressed before we entrust our innermost thoughts to the system. However, the potential for positive outcomes in both private and professional lives is immense.

  • GroupGPT would be a bona fide group member that can observe interactions between group members and contribute to the discussion. For example, it could conduct fact checking, supply a summary of the conversation, suggest what to discuss next, play the role of devil’s advocate, provide a competitor perspective, stress-test the ideas, or even propose a creative solution to the problem at hand.

The requests could come from individual group members or from the team’s boss, who need not participate in team interactions, but merely seeks to manage, motivate, and evaluate group members. The contribution could be delivered to the whole group or to specific individuals, with adjustments for that person’s role, skill, or personality.

The privacy concerns mentioned above also apply to GroupGPT, but, if addressed, organizations could take advantage of GroupGPT by using it for project management, especially on long and complicated projects involving relatively large teams across different departments or regions. Since GroupGPT would overcome human limitations on information storage and processing capacity, it would be ideal for supporting complex and dispersed teams.

  • BossGPT takes an active role in advising a group of people on what they could or should do, without being prompted. It could provide individual recommendations to group members, but its real value emerges when it begins to coordinate the work of group members, telling them as a group who should do what to maximize team output. BossGPT could also step in to offer individual coaching and further recommendations as the project and team dynamics evolve.

The algorithms necessary for BossGPT to work would be much more complicated as they would have to consider somewhat unpredictable individual and group reactions to instructions from a machine, but it could have a wide range of uses. For example: an executive changing job could request a copy of her reactions to her first organization’s BossGPT instructions, which could then be used to assess how she would fit into the new organization — and the new organization-specific BossGPT.

At the organizational level companies could deploy BossGPT to manage people, thereby augmenting — or potentially even replacing — existing managers. Similarly, BossGPT has tremendous applications in coordinating work across organizations and managing complex supply chains or multiple suppliers.

Companies could turn BossGPT into a product, offering their customers AI solutions to help them manage their business. These solutions could be natural extensions of the CoachGPT examples described earlier. For example, a company selling construction equipment could offer BossGPT to coordinate many end users on a construction site, and an accounting firm could provide it to coordinate the work of many employees of its customers to run the accounting function in the most efficient way.

  • AutoGPT entails a human giving a request or prompt to one machine, which in turn engages other machines to complete the task. In its simplest form, a human might instruct a machine to complete a task, but the machine realizes that it lacks a specific software to execute it, so it would search for the missing software on Google before downloading and installing it, and then using it to finish the request.

In a more complicated version, humans could give AutoGPT a goal (such as creating the best viral YouTube video) and instruct it to interact with another GenAI to iteratively come up with the best ChatGPT prompt to achieve the goal. The machine would then launch the process by proposing a prompt to another machine, then evaluate the outcome, and adjust the prompt to get closer and closer to the final goal.

In the most complicated version, AutoGPT could draw on functionalities of the other GPTs described above. For example, a team leader could task a machine with maximizing both the effectiveness and job satisfaction of her team members. AutoGPT could then switch between coaching individuals through CoachGPT, providing them with suggestions for smoother team interactions through GroupGPT, while at the same time issuing specific instructions on what needs to be done through BossGPT. AutoGPT could subsequently collect feedback from each activity and adjust all the other activities to reach the given goal.

  • ImperialGPT is the most abstract GenAI — and perhaps the most transformational — in which two or more machines would interact with each other, direct each other, and ultimately direct humans to engage in a course of action. This type of GPT worries most AI analysts, who fear losing control of AI and AI “going rogue.” We concur with these concerns, particularly if — as now — there are no strict guardrails on what AI is allowed to do.

At the same time, if ImperialGPT is allowed to come up with ideas and share them with humans, but its ability to act on the ideas is restricted, we believe that this could generate extremely interesting creative solutions especially for “unknown unknowns,” where human knowledge and creativity fall short. They could then easily envision and game out multiple black swan events and worst-case scenarios, complete with potential costs and outcomes, to provide possible solutions.

Given the potential dangers of ImperialGPT, and the need for tight regulation, we believe that ImperialGPT will be slow to take off, at least commercially. We do anticipate, however, that governments, intelligence services, and the military will be interested in deploying ImperialGPT under strictly controlled conditions.


Part 2 of 3 Part Series

Click here to read Part 1


Contact Isabella at LinkedIn



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