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by norseboar
757 days ago
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I think this confuses the responsibilities a CEO may have (write memos, etc) with the responsibilities they must have (ultimate authority/responsibility for company decisions/direction). If a CEO hired somebody to do ~all company comms, and maybe financial modeling, and even make important decisions about company strategy, the CEO did not hire another CEO. The CEO delegated. All managers do this to some extent, that's the point. There still needs to be some entity who says "here is when we'll listen to the AI, here are the roles the AI will fill, etc", and that entity IMO is effectively the CEO. I suppose you could say that entity is the board, and the AI is the CEO, but in practice I think you'd want a person who's involved day-to-day. The article quotes: > "...But I thought more deeply and would say 80 percent of the work that a C.E.O. does can be replaced by A.I.”...That includes writing, synthesizing, exhorting the employees. If AI replaces those things, it has not replaced the CEO. It has just provided the CEO leverage. |
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Exactly. And you could say this about a lot of other roles as well. AI certainly has its flaws, but at this stage it does rather frustrate me when people actively resist using that leverage in their own roles. In many ways I couldn't go back to a world without it.
My days are now littered with examples where it's taken me a minute or two to figure out how to do something that was important but not particularly interesting (to me) and that might otherwise have involved, for example, an hour or two of wading through documentation without it, so that I can move on to other more valuable matters.
Why wouldn't you want this?