MIT Sloan Management Review Article on Three Lessons From Chatting About Strategy With ChatGPT

When Geoffrey Hinton, a pioneer of deep learning, quit Google recently, he made it clear that he is worried about the risks of artificial intelligence. He is not alone. Following the launch of ChatGPT-4, thousands of artificial intelligence experts signed a letter calling for a pause in the development of more-powerful AI systems.

On the other hand, excitement about the opportunities arising from large language models (LLMs) and their speed of adoption is unprecedented. Microsoft was quick to integrate the new technology into its Bing search engine, and the company’s founder, Bill Gates, stated that ChatGPT will “change our world” without necessarily putting jobs at risk.

About the Author

Christian Stadler (@enduringsuccess) is a professor of strategic management at Warwick Business School at Warwick University and coauthor of several books, including Open Strategy: Mastering Disruption From Outside the C-Suite (MIT Press, 2021). Martin Reeves (@martinkreeves) is a senior managing director and partner at Boston Consulting Group and chair of the BCG Henderson Institute. He is coauthor of several books on strategy, including The Imagination Machine (Harvard Business Review Press, 2021) and Your Strategy Needs a Strategy (Harvard Business Review Press, 2015).

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