P2P

72 P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | W I N T E R 2 0 2 3 community's desire for using AI tools, sooner rather than later, to avoid the proliferation of shadow AI. We recommend starting with a primary and firm- wide internal communication and education initiative, provided alongside a safe and secure, organizationally controlled AI interface where users can experiment with zero risk. Educate and allow users to experiment with: • Basic prompts to understand a GPT LLM's limitations. • Prompts known to provide incorrect answers. • Similar prompts to understand the nature of LLM responses being "non-deterministic" (i.e., you might not get the same answer every time). • Prompts where the LLM will be leveraging an authoritative source of your data as part of generating a response. As part of the education, provide clear guidance and communication to further people's understanding of Generative AI, such as ChatGPT, and how/why it can sometimes be prone to answer incorrectly (with great confidence as well!) and how users can avoid exposure to risks caused by, among other things: • lack of transparency, • accuracy and bias of models, • intellectual property (IP) issues, • sustainability concerns. Like end-users being responsible for the content in their emails, firms are likely to put the onus on end-users to check any work drafted by Generative AI. For this and many other reasons, organizations will need to implement policies and controls to detect the use of data in prompts, biased/inaccurate outputs, and so forth. But rolling out AI is also about getting the basics right. It can be met with or create profound cultural resistance – sometimes for good reasons. Unsurprisingly, given the amount of misinformation about AI, it can foster anxiety, nervousness and fear. Effective change management and communication strategies are necessary to ensure smooth adoption and overcome user resistance or fear related to implementing any AI use case to end-users. Depending on the use cases chosen as high priorities, the change programs can – and should – be highly adaptable, and you can learn from each of these before moving on to the next one. But when it comes down to real business and for AI to be effective, knowledge management teams – and subject matter experts such as PSLs – are the perfect home for honing AI-related skills and ensuring the truth and validity of the firm's data is both protected and leveraged in what we refer to as the AI Sweet Spot (more about this below). The KM function has, in effect, never been more important or relevant than it is now. We recommend creating a a cross-functional and cross-practice Center of Excellence (CoE) within your firm to build and disseminate the expertise and experience gathered around Generative AI. The CoE can ensure the firm maximizes the potential of AI through centralized governance and strategy, helping to bring together the right people, clarifying the objectives, owning the use cases, executing the implementation, and measuring progress. Content-Centric Actions As organizations start to experiment with AI interfaces that work with organizational content, outcomes F E A T U R E S

• Cover