Healthy Doubt, Dangerous Denial. The Perils of Treating AI with Disdain.
As discussions around AI and Gen AI intensify, a wave of scepticism is emerging, questioning the technologies’ ability to deliver. An article in The Times on 29 August references Facebook’s head of AI, Yann LeCun, one of many experts who argues that Generative AI is too flawed to ever develop humanlike intelligence and goes on to say “Technology is not magic. Progress is not always guaranteed.”
Similarly, In the Legal Pricing & Project Management report published earlier this week by the Legal Value Network and the Blickstein Group – “Survey respondents emphasized that AI’s true impact has not yet been seen. 37.7% of survey-takers said that they see generative AI as the “chief rival” to their firm’s “ability to source and maintain business” in five years, while only 3.3% said they see it as the chief rival now. Instead, they said that their “chief rival” now is flat demand in the legal market, with 27.9% saying that this is their greatest concern.”
This scepticism is understandable. It is right to carefully scrutinise new technologies and be sceptical about the promises made by Silicon Valley. It is also correct to point to previous “transformational” technologies that failed to live up to their hype. But – and this is a big But – we need to be careful of missing the obvious in the search for the “transformational”.
Already AI and Gen AI, properly, appropriately, and effectively deployed, is demonstrably improving productivity and efficiency, and reducing cost. This does not mean that AI and Gen AI are the answer to every business problem. Indeed, they have never been suggested to be such, nor have they been suggested to be “magic”. Simply useful.
But for any business leader, or, closer to home, knowledge-based professional, to play down the current impact, effectiveness and opportunity of appropriately applied AI and Gen AI is bordering on the dangerous. Furthermore, those that express disdain about the immediate opportunity and future potential of the technologies, risk overlooking three critical points:
1. What was not even contemplated 2 years ago
Before November 2022, few could have predicted the rapid strides Gen AI would make. A striking early example is Klarna’s Chat GPT-powered AI assistant, which by February 2024, only 14 months after the public release of the first Chat GPT, had engaged in 2.3 million conversations, handling two-thirds of Klarna’s customer service interactions, performing the equivalent work of 700 full-time agents, achieving parity with human agents in customer satisfaction scores and outperforming them in resolving issues, leading to a 25% drop in repeat inquiries. And since then, the technology has only become more effective, as has our ability to integrate it appropriately.
Klarna’s experience isn’t unique; it exemplifies the “appropriate” use of Gen AI. Across sectors, we are seeing this technology deployed not as a gimmick but as a tool that delivers real, measurable business value.
2. Continuous Evolution and the Transformative Potential of AI Agents
Often overlooked by Gen AI sceptics is the technology’s rapid and ongoing evolution. This is not a stagnant field; the pace of advancement shows no signs of slowing down. Each iteration brings with it new possibilities, further expanding the range of tasks that AI can perform and the efficiency with which it can perform them.
Another crucial aspect is the ever more apparent rise of AI agents. These systems, still in their developmental stage, hold the promise to revolutionise how legal departments and law firms operate. Unlike traditional AI tools that primarily respond to commands, Gen AI agents are designed to autonomously interact within dynamic environments. They can plan, execute tasks, collaborate with humans and other systems, and continuously improve their performance using foundation models like LLMs.
For professionals, this means more than just efficiency—it’s about transforming the nature of work itself. By breaking complex tasks down into manageable subtasks and executing them efficiently, they reduce human error and accelerate processes. They also provide real-time support, reducing backlogs, allowing firms to operate more leanly and allocate resources more effectively. By integrating with firm-wide AI platforms, these agents can analyse vast amounts of data, uncover trends, and provide insights that inform better decision-making. The imminent release of OpenAI’s Strawberry and Orion projects is expected to push these capabilities even further, marking another step-change in the evolution of AI.
For professional services firms, this means that the AI and Gen AI of today will not be the same as the that of tomorrow. The firms that thrive will be those that stay ahead of these developments, integrating new capabilities into their operations as they become available.
3. The Potential for Sudden Breakthroughs. Quantum Computing and Beyond
Critics often underestimate the potential for a sudden breakthrough that could drastically and very quickly alter the technological landscape. While it is possible that the pace of AI development might slow, it is equally plausible that it could accelerate. We may witness a breakthrough—perhaps in Quantum Computing—that could completely redefine the rules of the game, rendering traditional methods instantly obsolete.
Such a scenario is not mere speculation. The history of technology is full of instances where a single innovation triggered widespread change across industries. For professional service firms, the assumption that they can simply “tweak the edges” and maintain the status quo is dangerously short-sighted. The technology, even in its current form, makes this a poor business decision.
Action is Important
Professional service firms must recognise that the current and future AI and Gen AI is not something they can afford to dismiss. If a competitor is leveraging current technology to its fullest—making the necessary organisational, commercial, and structural changes while positioning themselves to rapidly adopt new, transformational tools as these become available—then those who dismiss or delay embracing AI may find themselves quickly rendered obsolete.
The choice is clear – embrace AI and Gen Ai as powerful tools that, when used appropriately, can deliver significant business value, or risk being left behind by those who are more willing to innovate and adapt. In a rapidly evolving landscape, success will come to those firms that not only recognise the potential of the technologies but actively integrate them into their strategy, ensuring they are prepared for whatever the future may bring.
While caution in adopting new technologies is prudent, it is equally important not to let scepticism blind us to the tangible benefits AI and Gen AI offer today. The future may be uncertain, but what is clear is that those who fail to act now will struggle to keep up in a world that is already moving on.