Consulting companies have become destinations for some companies looking to make the most of these companies’ AI.AI leaders. It uses tools like GPT Enterprise and internal chatbots like McKinsey’s Lilli.bi. .
Working with artificial intelligence can sometimes feel more like art than science.
That’s why many companies are turning to consulting companies for guidance on how to maximize technology.
Top companies not only help companies develop AI tools, boost their workforce and identify potential security weaknesses, but also create chatbots and agents to organize their company’s knowledge and It streamlines everyday tasks. As a result, AI leaders at consulting firms tend to handle AI strategies that can handle a wide range of tasks.
Business Insider asked AI executives from five top consulting companies, Deloitte, EY, KPMG, McKinsey and PwC, to share their best tips on using AI in your everyday work.
The AI leader said he used a variety of AI tools, including models from Openai, Google, Microsoft and Anthropic, as well as internally built tools such as McKinsey’s Lilli, EY’S EYQ and internal versions of ChatGPT in PWC.
Here are some of the tips they give to using AI and how they can make the most of it: The response is edited briefly.
How do you use AI at work?
Dan Priest, US AI Chief Officer at PWC: I do a lot of research on it. For example, I did some analyses about labor productivity and how AI improves labor productivity. A typical search generates labor statistics. Now, AI, a big, powerful basic model, it grabs the facts and statistics of those labor, performs analysis, shows trends, discontinuities, and causes analysis. It’s much more robust. From a research and analysis perspective, it appears as a search engine only as a thinking partner.
You discover blind spots in your thoughts. I was writing the policy and thought it was pretty comprehensive so I did it through GPT Enterprise.
Todd Lohr, Head of the Ecosystem at KPMG: Part of my job as a leader is being able to integrate information. AI is extremely useful in that it allows us to understand trends and markets, and has a broader perspective as a leader, and allows us to integrate and ingest more information.
It was also useful for preparing meetings, following up from meetings, and communicating in terms of communication.
Rodney Zemmel, global leader in AI conversion for McKinsey Digital and Ai companies: We found “Level 1” creative and were able to come up with things we didn’t generally think about. Great help for team brainstorming. I still don’t think of it as having a true, unlimited creativity, a new way to see the world. But that’s not too late.
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What are your go-to AI prompts and advice you have to write a good prompt?
Dan Priest, PWC: I’ve given some context about what I’m trying to do, short, punchy questions, then ask for more and more specific follow-ups and based on what you’re looking at. can be adjusted.
During the week I travel a lot, and if I get 100 or 200 emails in a day it’s really hard to keep up with all of them. Go to Microsoft Teams, activate Copilot, check all the messages from the team and check in email, find the action. I spend 15 or 20 minutes at the end of the day and get the prompt “Identify emails addressed directly to me or have an action for me” and create a list. It’s not perfect, but it’s good at it.
I like cooking and don’t like wasting food in the fridge. So we encourage you to “create a recipe with these ingredients.” List what you want to remove in the fridge.
Rodney Zemmell, McKinsey: Too many people are still using it to look into something. The trick is to get a comfortable building agent that can interact with it and perform simple tasks. Let AI handle 80% of our mediocre tasks. That way, you’ll be better at an exciting 20%, as one of your colleagues likes to say.
Matt Barrington, America’s Chief Technology Officer at EY: Context management is paramount. It maintains separate AI “workspaces” for various focus areas, such as technical Q&A and drafting client communications.
Also, AI on the style and depth of response I want, such as “providing a concise bullet summary” or “acting as a financial expert” or “providing links by quoting reliable sources or references.” Provide clear instructions for:
What challenges do you face with using AI?
Dan Priest, PWC: Changing muscle memory.
I have developed a particular writing style, a particular research method for many years, but I have had to change that. And I would rather change it, but it doesn’t happen overnight.
It’s just like what you learn, you have to be disciplined about learning it, and that’s what it sticks to.
Todd Lohr, KPMG: The biggest challenge is connecting all my individual data sources different. If you want to build your own personal AI, the challenge is to have access to the right information and knowledge.
When I took over in my current role, I have been careful about dealing with this challenge. I put everything in one folder and personally curated the content I agreed to and liked.
Matt Barrington, EY: The main challenge is addressing innovation. There is a constant flow of new models, tools, and features, and it can be difficult to identify the best option for a particular task. I follow the newsletter, take part in AI-focused events, and learn from AI practitioners, but in my view, practical experiments provide information and truly functioning. It’s the most effective way to find it.
It is also important to remember that these models are confident and impressive, but can be wrong. Always verify the information and output before using it.
What do your clients want to know about embedding AI into their business?
Dan Priest, PWC: The question has changed. A year ago they were asking, “What is the killer use case?” “What is the most industrialized use case?” “What is the use case that produces the most savings or biggest defects?” Now, the question we are getting is about these technical use cases. Instead, “How do you evolve your business strategy to leverage AI capabilities?”
Rodney Zemmel from McKinsey: Want to understand how AI agents can integrate with their employees and act like a talented intern who effectively requires the right training. Also, conversations have shifted from productivity alone to growth and productivity, finding ways to do things faster than humans, and doing what humans can’t.
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