GenAI不仅能提高生产力还能扩展功能（英）

© 2024 Boston Consulting Group1This is the second major field experiment led by the BCG Henderson Institute designed to help businessleaders understand how humans and GenAI should collaborate in the workplace. Our previous studyassessed the value created—and destroyed—by GenAI when used by workers for tasks they had theGenAI Doesn’t Just IncreaseProductivity. It ExpandsCapabilities.SEPTEMBER 05, 2024 By Daniel Sack, Lisa Krayer, Emma Wiles, Mohamed Abbadi, UrviAwasthi, Ryan Kennedy, Cristián Arnolds, and François CandelonREADING TIME: 12 MIN© 2024 Boston Consulting Group2capabilities to complete on their own. Our latest experiment tests how workers can use GenAI to completetasks that are beyond their current capabilities.A new type of knowledge worker is entering the global talent pool. This employee, augmented withgenerative AI, can write code faster, create personalized marketing content with a single prompt, andsummarize hundreds of documents in seconds.These are impressive productivity gains. But as the nature of many jobs and the skills required to dothem evolve, workers will need to expand their current capabilities. Can GenAI be a solution there aswell?Based on the results of a new experiment conducted by the BCG Henderson Institute and scholarsfrom Boston University and OpenAI’s Economic Impacts research team, the answer is anunequivocal yes. We’ve now found that it’s possible for employees who didn’t have the full know-howto perform a particular task yesterday to use GenAI to complete the same task today.Employees who didn’t have the full know-how to perform a particular taskyesterday can use GenAI to complete the same task today.With that in mind, leaders should embrace GenAI not only as a tool for increasing productivity, but asa technology that equips the workforce to meet the changing job demands of today, tomorrow, andbeyond. They should consider generative AI an exoskeleton: a tool that empowers workers toperform better, and do more, than either the human or GenAI can on their own.Of course, there are important caveats—for example, employees may not have the requisiteknowledge to check their work, and therefore may not know when the tool has gotten it wrong. Orthey may become less attentive in situations where they should be more discriminating.But leaders who effectively manage the risks can reap significant rewards. The ability to rapidly takeon new types of work with GenAI—particularly tasks that traditionally require niche skills that areharder to find, such as data science—can be a game-changer for individuals and companies alike.How GenAI Can Equip Knowledge WorkersIn the previous experiment, we measured performance on tasks that were within the realm of theparticipants’ capabilities. (See top row of Exhibit 1.) For tasks where GenAI is highly capable, we1© 2024 Boston Consulting Group3found that augmented workers perform significantly better than humans working without thetechnology. However, when the technology is not capable