Christian Ullrich
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Leaders introduce ChatGPT in isolated steps and create rework across the process
Leaders expect ChatGPT to improve outcomes when they add it to isolated steps, but performance does not improve.
May 8
1
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Leaders set uniform expectations for ChatGPT use and widen performance gaps
Leaders expect uniform gains from ChatGPT, but results diverge across users.
May 7
1
Leaders assign output evaluation to unqualified users and spread errors
Leaders expect ChatGPT outputs to be easy to validate, but users lack the knowledge to judge them correctly.
May 6
Leaders cut capability building and lower decision quality
Leaders expect ChatGPT to raise performance without requiring expertise, but results still depend on user knowledge.
May 5
Leaders fix roles once and create drifting responsibility that degrades outcomes
Leaders expect ChatGPT use to stabilize roles, but responsibilities drift instead as usage evolves.
May 4
Leaders leave ownership undefined, and teams fail to act
People expect ChatGPT adoption to spread naturally, but leaders avoid assigning ownership, which lowers priority, leading teams to ignore the work and…
Apr 30
Sporadic use breaks feedback loops and keeps teams at basic performance
People expect steady improvement, but use of ChatGPT stalls instead.
Apr 29
Leaders give individual access, which isolates capability and breaks team performance
People expect shared capability, but ChatGPT use stays isolated.
Apr 28
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Christian Ullrich
Christian Ullrich writes about how organizations actually use ChatGPT, the wrong decisions they make, and their consequences.
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