Ask Andrew – Why are we all so curious about ChatGPT?

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Ask Andrew – Why are we all so curious about ChatGPT?

ChatGPT is new. It’s AI, but in a seemingly more accessible format than the ‘artificial intelligence’ of old – think of those strange prototype robots at corporate events that weren’t really helpful at pouring drinks but were certainly talking points.

Since November when it was launched, ChatGPT has already piqued interest in every sector and whilst it has been in our consciousness for just a few months, I suspect more has been written about its potential to transform or adversely destroy our norms, than any other topic since the invention of printing in the 14th century.

The big question is how it will affect our industry. Do we need to worry about it and what should we be doing to maximise the advantages that it may present?

Chat GPT is different.  No question about that.  I tried it out as soon as it was available back in November, and I had a similar epiphany to when I experimented with the internet back in 1995: “This is a game changer”.  But disruptive tech comes with its challenges. Here’s my thoughts on the risks, and potential rewards of using ChatGPT.

What is ChatGPT?

ChatGPT is an LLM (Large Language Model, which is the term for generative tech that powers chatbots).  It’s simplicity is that it accesses data and then rationalises what appears to be insight from a culmination of data sets.  Data is interesting and on occasions enlightening but it lacks complexity and multi-dimension.  In contrast, the human brain is one of the most complex and extraordinary structures in our known universe. It uses electricity and chemicals (amongst other elements) to create conscious thought. According to google, our brain has more neuron connections than there are stars in our galaxy – sixty million or thereabouts. That surely cannot be replicated. 

And this is where the use of ChatGPT must be strategically planned and implemented.

The brain uses multiple data sources in decision making. Our left brains are logical and rational, right brains creative and emotional.  Human output and decision making is never determined just from data, no matter how rich the source. From my perspective ChatGPT is just surmised data. It is impressive in its speedy and prolific output, but don’t for a second believe it is ‘right’ - it is only reiterating data, and this is not necessarily factual.  ChatGPT is one dimensional. It is an automaton unable to triangulate data with emotion or that very human trait – feeling.  And for that reason, I cannot see it being trusted, and I’m not alone.

What does this mean for our industry?

If all is to be believed, the use of AI is growing exponentially, with benefits to productivity, efficiency, and client experience. So confident are some that this is the next tech revolution, predictions are being made that AI will raise annual global GDP by 7% (Goldman Sachs Research).

Whilst I agree that productivity and some automated processes could no doubt be enhanced in some areas, I challenge the concept that customer experience can be bettered when not using human experience, empathy and feeling.

In fact, if we take the legal industry at present, according to Reuters those in the legal profession “do not fully trust generative AI tools — and particularly the public-facing ChatGPT tool — with confidential client data.” (Reuters)

In service industries, where cases are often complex, high value or emotionally charged, can an organisation risk the loyalty and trust of their customers by putting them in the hands of artificial intelligence?

This leaves law firms in a situation where they are doubling down on client experience, and adding value at a human level, rather than risking tech in a bid to be innovative. My prediction for the future is that legal and consultancy will continue to help individuals and businesses navigate their world with the nuances and strategic insight that only experience can bring. What will likely disappear is the grunt work that they currently charge for, as AI will take over tackling document changes, policy writing and research.

At ComXo, we’re moving towards leveraging AI engines to help us analyse data patterns and enable our people to act quicker and more decisively, but we will not be replacing them.  Our industry is human at its core, and I believe its interactions will continue to be so too.

Andrew Try, Founder & Managing Director

Written by
Harris

Ask Andrew: Investing in innovation during uncertain times

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Ask Andrew: Investing in innovation during uncertain times

Andrew Try, Managing Director of ComXo talks about how technology can help through uncertain times.

What is the future of the workplace over the next 5 years? When so much big change is happening in the world and influences such as environment, war, economy and COVID, this is a difficult question to predict. However, there are certain companies who are pioneering people, process and technology that are sign posting where the market is heading.

Technology is an obvious enabler, however poor adoption or platforms that do not achieve traction cause huge friction in organisations and user frustrations cause productivity to drop with time and money wasted.

At ComXo a combination of software platforms, re-engineered processes and the expertise of virtual teams are combined to provide personalized business support services 24 hours a day which support technology adoption and drives productivity and return on investment.

The ComXo mantra of "centralise, optimise and virtualise" your business support services cuts costs typically by 30% and transforms client experience which drives revenue and profitability.

At the heart of these virtualised services, used by 9 of the top 20 law firms and the likes of PWC is the ComXo Gateway.

The Gateway is an client branded app available from the app store that gives a workforce access to client specific services, information and workflows available as a combination of self-serve and as a managed service.

The outcome is that any member of staff at any time can access their organisation business support services to reserve a resource, register a request, use a service or find out information. The apps are branded, personalised and self-serve, however in the event that the user cannot get something done instant access to an expert (who knows who the user is and where they are) can pick up the request and complete it for the user.

This 'Self-serve' as a managed service drives 100% outcomes and enables large complex business to deliver an on-demand culture that enhances workforce satisfaction.

The reporting that accompanies the functions allow super users access to dash-boards that return real time information on services such as space utilisation, ground transport use, help desk tickets and new business enquiries through switchboard.

The Business Services App is able to changed and adapted in real time such that new work flows or reaction to a crisis or event can be delivered into the user interface instantly making it perfect for business continuity or highly bespoke set piece occasions.

ComXo integrate into 3rd party software and API to enable easy outsourcing and virtualisation of existing services such as IT and Facilities Help Desk, Meeting Room booking, desk management, ground transport, concierge service, switchboard and business continuity management.

ComXo's Business Services Mobile App is a client branded "Super App" that combines Software as a Service capability with an on-demand 'expert layer' that enables any user to get things done without fuss or friction.

Book a demo with our consultants today.

Andrew Try, Founder & Managing Director

Written by
Amanda

Ask Andrew: Recession, how real are the risks?

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  • Outsourcing
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  • The Office
Ask Andrew: Recession, how real are the risks?

Recession and the risk of ongoing uncertainty is high on the list of business challenges right now. 

The last recession in 2008 saw a calamitous and sudden capitulation of capital markets; was a disaster akin to a tornado … sudden and unplanned.  The aftermath saw business cut hard and fast in reaction to it.  This time things feel more like a drought.  We know we are already in it, and we can feel the economic cogs moving slowly but with potentially devastating consequences.  

The headwinds are many: higher prices, supply problems, war, post-pandemic malaise.  Businesses however will be asking the same questions:  how do I cut costs, become more efficient, become less people dependent, how do I remain good value for my customers… how do I protect my stakeholders? How do I keep my job?

In 2008 ComXo experienced the first wave of office support outsourcing in professional services.  We saw the demand for our technologies and managed services increase, as we pivoted to meet demand for business transformation, helping to drive down costs. 

This time we expect even greater demand. 

 The combination of Brexit and the pandemic have changed so many contributing factors that this upcoming financial period is far harder to predict, with risks across a number of areas. The physical office is being used differently, hybrid work has evolved, data is more abundant and the balance in employee engagement has shifted.  The new corporate world is driven by business service personalisation, on demand access 24/7 to integrated services, insight-driven facilities management, self-service, intelligent triage, and outcome driven KPI’s.  Those that have not yet benefited from the technology dividend and business continuity benefits of support solutions, are likely to embrace it, or risk being out-manoeuvred by their competitors. 

Our professional service customers such as PWC are using ComXo outsourced business services to lead the charge of reimagined client experience, cost rationalisation and new generation business continuity.  Our legal and financial customers are following service roadmaps to do the same.  It is clear to see from our clients’ financial results that this approach works now, and for the future of a successfully functioning enterprise.

 Want to find out more? Talk to our team for insights and case studies that might help your planning.

Andrew Try, Founder & Managing Director

Written by
Andrew Try

Maintaining business continuity during a cyber attack

  • Business Continuity
  • Outsourcing
  • Solution
  • The Office
Maintaining business continuity during a cyber attack

CYBER ATTACKS - FIGHTING THE INVISIBLE ENEMY

When it comes to Risk and Business Continuity the traditional focus on fire, flood and theft has now been replaced with a less visible, but highly destructive threat in the form of cyber-crime, viruses and attacks on business's data and I.T. environments.

Five years ago almost every business had their traditional IT systems and programs sitting separately from their communication technologies - such as their PBX's, conference calls, outbound and inbound phone lines. Today it is more likely that these services sit within the traditional IT infrastructure. On paper this offers huge benefits but has one major flaw; when a cyber-attack hits, it's no longer just internet access, computers and servers that are compromised. All communication channels are vulnerable. In many situations the only option is to go dark and take everything off-line, resulting in no emails, no internet access, no incoming or outgoing phone calls, no conference calls with clients. A business's ability to communicate internally with its own employees, and with the outside world is significantly impacted.

BUSINESS CONTINUITY DURING CYBER ATTACK

As specialists in integrated communications and infrastructure for some of the top firms in The City, managing their global communications, we have supported firms through potentially catastrophic cyber attacks.

Here are our top ten tips on maintaining business should you be subject to cyber attacks or data breaches:

1. Protect your brand at all costs. Perception is reality.

It is unacceptable for a customer focused firm to be unavailable for any length of time.
Being able to demonstrate that regardless of the situation, you are open for business and capable of maintaining high service levels builds trust, customer loyalty and professional respect.

2. Enable your teams to focus on the crisis.

When a crisis hits, you will require total focus, concentrated effort and coordinated teamwork to survive. Create space and mitigate risk by ring-fencing the front line experience. Triaging internal services, information updates and escalation requests engenders an atmosphere of uninterrupted calm and control, and puts you back on the front foot.

3. Provide a serviced virtual meeting place for stakeholders

Continuous communication is the single most important factor during a crisis. An easy-to-use voice conference room that can be accessed at any time is key. A managed audio conferencing service can facilitate requests to ensure agility and fluidity as the situation develops.

4. Keep your staff informed. Duty of care is essential

Defined, well-rehearsed communication channels minimise confusion and insecurity amongst stakeholders and staff. It is vital to have access to up-to-date stakeholder and staff contact lists for consistent communications (e.g. text, email, voice, hotline).
These comms can be invoked through a managed service in the cloud.

5. Ensure access to your knowledge asset

Having an external switchboard provider that understands your processes could enable you to maintain access to key information and business services even during a crisis, ensuring ongoing efficiency and information flow

6. Keep your IT help desk functioning 24/7

Minimising confusion as a crisis unfolds is vital. Getting and keeping key IT capability up and working is a pivotal step to achieve this. Ensuring clear lines open to your IT help desk gives your workforce assurance that the situation is under control. Using a triage capability to answer calls and service requests; fact find, prioritise and escalate - enabling your own IT staff to focus on the higher level problems.

7. Provide your staff with the right tools for remote working

By providing alternative, company sanctioned and network independent communication tools, staff can stay productive rather than having to second guess
the company's risk, security or compliance regime. A BYOD (bring-your-own-device) technology that's simple to use and allows easy billing will encourage staff to continue communicating.

8. Think Global

For global corporates a cyber-attack could mean that all world-wide communication becomes disrupted. Do you have a global resilience plan in place for communication? Is it tested around your key risks and invoked on a regular basis?

9. Create strong supply chain relationships

When a crisis hits, relationships with key operational suppliers become even more important. Maintaining strong connections with the right people in these organisations will help ensure your problem is prioritised. Share your BCP plans with your supply chain and include them in your scenario planning.

10. Protect new business opportunities.

Industry statistics show that up to 55% of switchboard calls to professionals service firms are existing or new business calls. A crisis hits customer confidence and keeping lines open to answer questions, escalate requests or give advice will ensure your customers do not seek out new suppliers

Cyber security is now considered a vital part of any business continuity plan, helping keep the threat minimised with proactive solutions. If it's something you’re considering and would like some guidance talk to our team.

Written by
Amanda

3 key points to prepare for the worst and deliver the best in business

  • Agile Working
  • Business Continuity
  • Company Culture
  • Outsourcing
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3 key points to prepare for the worst and deliver the best in business

In March 2020 I returned to work from my honeymoon in Australia, well and truly still in holiday mode. Given the extent of Australian news coverage at the time I boarded my flight aware of little more than "There's a toilet roll shortage". I was fairly oblivious as to what faced me upon my return to the office.

Expecting this toilet roll emergency to blow over while I tortured everyone with holiday pictures, I was ushered into our boardroom and given a pandemic reality check. I was asked to prepare for our offices to close and get ready to support all of our clients as they faced the same challenge.

So how do you move over 1 million calls and 70 Virtual Switchboard staff to a remote working environment, and continue to achieve an industry leading service level, with 95% of calls answered in 3 rings? We were of course apprehensive, but we found that our business continuity planning had left us well prepared.

Without giving away the ComXo crown jewels, here's my 3 key recommendations to enable your organisation to prepare for the worst in order to consistently deliver the best:

 Plan and TEST your BCP measures constantly.

  • For the past 5 years, ComXo has had a unit of remote working operators logged in ready to support calls in the event there was a crisis with the office.
  • This team of operators had tested our tech, software and logistics ready for a wider scale rollout of remote working.
  • Our disaster recovery site is regularly tested on a scheduled and unscheduled basis.

Look after your people

  • Rather than increase operator workload, we introduced more team huddles, 1-2-1s, training time and regular "check ins" to ensure the team were coping with the pandemic. Parents were given some extra, much needed TLC.
  • The business took a VERY open stance to the uncertainty of the future and the roles we would all need to play in order to ensure that ComXo and our clients prospered during this period.
  • Educating our staff on "The grief curve" allowed teams to meet, discuss and share experiences.
  • The Zoom Christmas cocktail party and online bake off/pizza making competitions kept up team spirit. These were planned sensitively, especially once it became clear that the pandemic was going to loom for a substantial period of time, and we were conscious of Zoom fatigue.

In return, our indomitable staff responded in kind with sickness and absence levels dropping to next to zero!

Our service levels actually increased to 97.7% of calls answered within 3 rings and adverse feedback dropped to an all-time low.

Understand your true capacity

  • If the workload demand of your team regularly exceeds 80% of their maximum work rate, it's possible you are heading for burnout and staff churn. Look to schedule at least 30% capacity for breathing room, shrinkage, creativity and sudden spikes in workload.
  • Diversify your workforce: working with parents, students and full time professionals to align their wants and needs with your own workload forecast is a powerful thing.
  • Recruit ahead of the curve - if you wait until you need the staff, you are already too late.
  • If you can't measure it, you can't manage it. Understand the scientific equation that predicts your working capacity. If you don't have the tech, you can do this by simply and consistently checking in with your team and asking "Hey, on a scale of 1 - 10 how busy have you been this month?"

Ultimately, we have been very lucky that our clientele have had a mostly prosperous two years and we are proud to have been able to support them on this journey. Looking back, what would I change about ComXo's approach to the pandemic? Not a lot. But on a personal note, maybe I would have invested in some more toilet roll when I landed back in England. They weren't joking about that part.

Richard Gostelow, Director of Customer Service

Written by
Amanda