Joe Steiner 0:07 All right. Well, welcome everybody to the Frontier Firm session #2. On the first one, we covered some of the org changes necessary to adopt AI. This time we’re going to be talking about. Intelligence on tap. How do we actually encourage employees to use the AI tools and drive adoption and why that’s so important, particularly as you want to gain all the benefits from AI? Over time, it begins with individual employees being comfortable with using the AI technology. I’m Joe Steiner. I’m a solutions architect here at Concurrency, and with me today we have Derek Steckel, who’s a project manager who’s been doing a lot of the trainings for some of our executives. AI and with our customers. So welcome and let’s dive in. So after over the past thirty-five years, we’ve seen a number of technological shifts and changes in in the market, you know, beginning with, you know, moving to personal computing, which people had to adapt to. The Internet, which people had to adopt. Mobile revolution, which organizations and people had to had to work through working from home as hybrid work became a kind of the new normal people had to adapt to. These aren’t all just technological changes. The the key to success in this world is always having people adapt to the technology and then ultimately businesses and process transforms from there. We’ve seen this time and time again that tech emerges in the marketplace, people learn to adopt, which takes a little time sometimes and then. So this has been around for a long time and it’s generally held to be true where you have a small number of people tend to adopt technology early and then that ramps over time and a majority then adopts that first proactively and then reactively because they have to. And then ultimately you have the laggards at the at the tail end and as they do then you see this this overall trend in terms of market adoption increase to its to its full saturation level. This adoption curve from the early adopters to the middle majority, both proactive early. And then reactive late and the laggards, that’s true in both the broader economy and the marketplace, but also within the organization as well. And so let’s talk a little bit about where we see that particularly within the organization and what happens with productivity levels. Here, because we’ve seen this in the past too, where the perception of productivity changes over time and until the productivity benefits are really realized. Frequently what you’ve seen here in the past is that. We have a new technology. There’s a lot of high expectations for what the value that’s going to be seen by this. So for it in our kind of quick example here, we have a new technology that’s said, hey, we’re going to save you 15 minutes a day and if I get an organization of 100 people, you know that’s going to be tremendous. That’s great, but that’s a vision. That’s not the reality at the start of this. You need people to start actually using it. So for early adopters start using this and you start to see these early productivity gains by the few, but frequently those productivity gains are only recognized privately. They have to then use that time for something. Something productive for that to register on any financial or real sense. Early on, if you have a technology that’s saving you 15 minutes, well, you might have Employees that are surfing the web or scroll through social media. Or doing other things that maybe are not as productive right now. It just saved them time. It doesn’t save the organization of the business time right away. So frequently in that early adoption period, you don’t necessarily see the value immediately, but you can start to see you do see the vision. Um, because of that, frequently there’s this period of doubt really in kind of that lines with that early majority section and we’re you see a little of this right now where people are like, well, maybe this isn’t gonna be. The, you know, the windfall that we thought it will be. You start to see those kind of articles like, hey, we’re not really seeing the productivity benefits because at this point, some of the organizations, that’s true. They haven’t taken it all the way yet. And so it takes a little time. You know, at this point, you know, maybe you you have a broader group of people that are using this, but maybe they’re only using that time productively 50% of the time. Well, you know, our kind of model here, well, that saves 1/2 a person. Well, that doesn’t really register and you can’t do much with 1/2 a person. Um. That then frequently though, you’ll see that this continues on from there and you start to have this new normal emerge where you have the more the majority adopts the technology and the value starts to be shown because you have more people doing this. And there start to be these pressures to use that time productively because the organization realizes we can actually leverage these time savings for other purposes. So our example here, we have 60 people, they’re saving 15 minutes a day. And if I’m realizing 75% of it, well, I’ve I’ve saved a person’s worth of time a year. And then from there we go on to, you know, the value realized. But at this point it’s been kind of quietly because of that period of doubt as you know, you weren’t quite at seeing what you expected. Now when you do, you kind of get there and it’s kind of a. A anti-climactic event, but it is real and and the world has changed at that point. You know, we saw this with the Internet, the thekindof.com point where when that busted, you know, people are like, oh, if this is going to be kind of what everybody says. Well, it has changed our world. That’s there’s no doubt about that. Mobile had its. Period like that. And now we’re facing the same thing with AI and ultimately the productivity benefits can be real, but you have to get through this cycle of adoption to get to that point. And again, the productivity savings never get realized until that. Savings in time gets put to productive use. So with that, let’s move on and talk about what we’re facing now, and that is AI. AI is the latest technological revolution of our time. Artificial intelligence does have the potential to drastically change. The way people work and the way businesses are constructed. Let’s go on from to, you know, in order for that to happen, you have to question yourself, OK, are are we ready for this? A I uniquely, unlike some of the technologies in the past, is not a OK push this button. And then push this and you give them training manuals and run them through all that. It’s different. It is a human first technology. It is more than anything in the past about how creative can your people be in terms of interacting with this and what they can do with it because it’s so powerful. But it’s very open-ended and so you really need your people ready to adopt this. And that’s where HR is so important here, because you really need to develop a culture where Employees feel that, hey, I can go and create with this and have the ability to do that and be able to leverage. To create the most business value from this. At the same time, you need it to provide an environment that, OK, we can let them be creative, but we can trust that, right? We’ve secured our data, we’ve secured our systems, we’ve put the appropriate governance guardrails around all this so that frankly. That can your systems can withstand what’s going to happen as people do really start adopting this and leveraging their creativity in these tools. And then the other end, you need leadership to ensure that people are using AI for business value, right? Help guide them to, hey, here’s here’s some places where. Maybe to focus those efforts and do these kinds of things. Not everyone’s going to realize right away what it could do for them. But that that being said, you will see, particularly with A I, kind of a groundswelling of people saying, hey, this is what I could do in my day-to-day. That’s not going to be driven so top down. But you need leadership to help guide that to say, hey, OK, yeah, these are the value and let’s translate this to everybody else. So leadership’s responsibility to ensure that employee uses is for business value and to make sure it’s not just just another toy. Again, something where I saved 15 minutes, great, I can go do something non-productive for that time necessarily. So organizations really need to change to be able to enable users to realize the value. So as we go forward from here, one of the unique things with a I is that unlike in our, you know, historical 15 minutes a day adoption, you really do have the ability to save an hour or more a day. Me on some of those technologies, which changes the calculus for the productivity possibilities here. Same adoption pattern, but you’re actually realizing more time savings really changes the economics of this where we’re in kind of that staged out stage. Previously I’m saving about 1/2 a person in our model. Now I’m saving four times that by having two people’s worth of time. That’s real. That’s you will see that, right. So I think you’re going to see the productivity benefits realized much faster this time around than what we have in some of the previous. Technological evolutions that we we’ve faced over the last 35 years as we you know the the model for adopting all this was presented by Microsoft and that is the Frontier Forum. So within that Frontier Firm concept, Microsoft really looked at, OK, what’s going to happen with business and organizations over time as they adopt AI using some of these patterns of technological adoption that we’ve seen in the past? What are the going to be these next phases that occur and what’s going to be kind of that natural progression that you know this, we’ve seen this, you know these kind of trends before, but what’s what’s that going to look like with a I? Well, it begins with individuals being comfortable with using a I tools. So a human with an A I assistant and we’re going to focus on that primarily today. In our upcoming sessions, we’ll talk about how this then progresses to human agent teams and then ultimately human-led agent operated environments where you there are there’s talk about it, you know we will see in our lifetimes. A maybe single employee, a billion dollar business and that is possible with a I ultimately, but we got a little bit of a little bit of a road ahead of us to get there. So let’s focus today on. The first phase and really the the kind of theme here is intelligence on tap with that AI assistant that I have, you know, whether that’s Microsoft Copilot or others, I have that available to me and for many of us, if you’re using something like Copilot in a number of different places in front of me. And so how am I using that? How can I leverage that to get work done better and faster and really leveraging that AI assistant as digital labor that becomes my intern, if you will, so that that. That agent can fulfill certain core tasks for me or I can focus on higher level activities. This this helps with that assistance, but really helps with this broader capacity gap that’s starting to be seen in in the marketplace. As part of the Frontier Firm, Microsoft did a study on the how the intelligence can help with the capacity gap. They surveyed a number of businesses and a lot of them said both the employees and leaders said, hey, you know. I don’t have enough time to do the work I need to do. At the same time, the leaders are saying, hey, we need more out of these people. We need greater productivity. So you’ve got a you’ve got a conflicting dynamic there. How do we solve for that? Well, A I can produce the the solution for that by saying, OK, I can. Enable people to be more productive by leveraging these AI assistants to get more done so that they feel like, OK, I now have time to get all that you’re that’s being asked of me. Leaders are saying, hey, I’m getting more out of my employees and it solves that capacity gap that’s starting to be seen in the marketplace. So you’re already. Seeing that demand for, OK, make use of that extra time savings that exists in the marketplace already and the technology is there to deliver. So again, we think that this productivity doubt period is going to be shortened this time around because. This is, this is ready to go. So let’s go on and I’m going to hand this over now to Derek, who’s going to talk about the fact that, yes, there is a lot of hyper on this, but it’s well earned. Go ahead, Derek. Derek Steckel 14:22 Thanks, Joe. Like you just did a great job of explaining, Microsoft has this concept of the Frontier Firm, which is really exciting. And then you look at other tech visionaries in the community like Reed Hoffman, who says AI is going to reshape every industry and every job. And you even have someone like Jeff Bezos who talks about agents, about how they’re going to help and assist us and drive how efficient we are in the future. And to be very clear, we all at concurrency agree with that wholeheartedly. But the reality right now looking at a study that McKenzie published in November of last year on the state of. AI in 2025, this is the opening statement from them. Almost all survey respondents say their organizations are using AI and many have begun to use AI agents, but most are still in the early stages of scaling AI and capturing enterprise level value. And it’s not even to mention an MIT study that came out in the middle of last year that opened with this line here. Despite 30 to 40 billion in enterprise investment into Gen. AI, 95% of organizations are getting zero return. So the natural question comes up is, you know, where do you start? If you’re an organization and you want to get the most out of a I, how can you start? You have to start somewhere with this technology, just like anything else. So what we recommend is starting with the individual at heart if you’re a manager. Making sure that your team members feel empowered to start thinking about a I and using a I on their own basis. If you are that individual, making sure that you’re finding ways in different workflows and different flows to say, hey, this is I’m going to default to a I here. I’m going to look to see if a I can do this. By no means am I here to tell you that a I is going to be able to do everything that you can possibly imagine, but I will tell you that you will be surprised as to how many things that a I can help you do. So when we think about that individual level, start with the prompting. Start with finding a tool like copilot to say how can I incorporate a I into my daily work. Workflows. What habits can I change to default to having AI assist me rather than me starting from the ground up? What that’s eventually going to build into is that agent creation, which we’ll get into later today as to what am I doing repetitively on a daily, weekly, monthly basis when I’m coming back to the? The same exact prompt, the same exact use cases that I could potentially automate. Or think about it a different way. What are those centralized areas that my team or myself would like a repository for to ask different questions on? You can create an agent for that, and we’re going to get into that in a little. That’s going to feed into that bigger picture thinking from going from an individual level to more so on the team. You know, oh, I have this great idea that I’m using a I for. I think my team could benefit from this, maybe even my department. Is this something that’s possible within my department to make applicable from what I have to a large. Larger level and maybe even organization wide. Those pie in the sky ideas, turning them into reality and getting the gears turning in your head by working through those things on the individual level. So without further ado, let’s jump right into the system. All right. So I’m in a Copilot browser to start, and one of the things that I want to emphasize when it comes to Microsoft Copilot is it meets you where you’re at because it has access to all the different apps in the Microsoft 365 ecosystem. If you’re consistently in a place like Teams, if you like using the native app. Outlook Word, the Copilot app is all across the board there, so you can get the most out of it. You don’t have to navigate to a separate browser, a separate tool for that. For the demo purposes today, I’m going to be working through the Copilot within the browser. And to start here you’ll see at the top middle of the screen I have the work in the web. So these work piece is something that is specific to the work content that I have at concurrency at my current job. So if I want to go to this plus icon here to add different work content such as. The different people that I work with, different meetings that I have on my calendar, emails within Outlook, Teams chats and messages, that’s all natively here through the work functionality of Copilot. Another way that you can look at that is differentiating between the regular Copilot of. Just copilot chat which is free versus the work copilot which is the Microsoft 365 copilot. So if I just go to copilot.com you’ll see here it’s prompts me to say which copilot experience are you looking for if I navigate to this personal one on the right hand side. That’s going to be that free version that’s accessible to everyone that doesn’t necessarily have those enterprise data protections, that specific logic that you can incorporate on a company wide level. On the left hand side, this is that secure and compliant copilot integrated with your enterprise account under your organizational license. So this is what I would go. And this is what I’m showing right here. To make sure that you’re in the right one, you can always look for in the top right hand corner. You’ll see this green shield icon with a check inside and when you hover over that, that says Enterprise Data Protection applies to this chat. So that’s one way to know that you’re in your work tenant account. Another one is in the bottom left hand corner here. When I look at my name, I can see that this is yes, my work account, my concurrency copilot account. It says Microsoft 365 copilot right here. Let’s get into specific examples, kind of thinking through if I’m on that individual level, how I can make the most. Out of copilot and AI, I think we can all agree that the two biggest areas that we focus on in our day-to-day work life is emails and meetings. We have a lot of emails to answer. We have a lot of meetings to attend to be an active participant on. And a lot of the times with how many much we have on our plate, it can get a little convoluted. We need an assistant. We need an intern to help us navigate that, to help us be better prepared going into a given meeting. Responding to a given e-mail. So here we go. Let’s go ahead and within copilot, let’s say I want I have an upcoming one-on-one with a direct report. Let’s say I just have a one-on-one with someone that I work with on a consistent basis. What I can do here using copilot is I can go and say based on my prior. Interactions with and like I mentioned previously, I can pull in different people here that are across my organization. So here let’s say I’m meeting with Levi shortly. I want to make sure that from talking to Levi. Give me three things. That are likely top of mind for our next sync. Perfect. I will go ahead and submit that to Copilot. And for all of these examples, what I’m going to show you is in a specific notebook or a specific page related to that prompt. So to protect client purposes as well and just obfuscating details. I have here that prompt that I just submitted and then the response section here. This is just a copy and paste of exactly what Copilot would have given me if I go back here and click this arrow. So here the response that Copilot gives me is here are three things likely top of mind for your next. Sync with Levi based on their recent meetings, emails and chats. You’re going to hear me hit home on this a lot over the next 20 to 30 minutes in that because Copilot is in the Microsoft tenant, it’s going to be able to pull from Outlook, it’s going to be able to pull from Microsoft Teams. Teams, it’s gonna be able to pull from any different documents, Excel sheets, anything within the Microsoft 365 ecosystem that you have access to and it deems relevant for this prompt that you submit here. So in the response, Copilot’s telling me you have a two day AI build day coming up with. Given client, here are some things that you should finalize the participant presentation, judging templates and in line. It’s pulling all those different meeting transcripts, emails to show me that there. Second piece, a few follow-ups from meeting with a client for a happy hour, things that we want to make sure that are. On their plate, that third piece here, copilot enablement content, you’ll showcase another different sales training event that we have coming up in a few weeks here at our concurrency headquarters in Brookfield, making sure that, hey, we’re rounding out, we’re being, we’re getting prepared for that in-person event. At the end, Co Pilot’s always going to suggest something as a follow up here. So if you’d like, I can draft a quick prep note to Levi that outlines these three priorities and asks for Matt for any ads before your meeting. Just say draft it and I’ll write it now. This is pretty helpful. If I only have a few minutes going into a meeting and I want to make sure that, hey, what are those things that are going to be top of mind for me to talk to someone about? This is a very quick prompt that takes about 10 seconds for Copilot to return this information for you. Similar concept here is if I maybe not necessarily a sync with a given person, but maybe I have a meeting series. Let’s call it a recurring weekly meeting that I was maybe on vacation for last week. Maybe I just am optional on the invite, but because something is maybe escalated. There’s a topic that I want to hear about or learn about more be on as a manager per SE. I can catch up on that meeting what’s been happening in the past using copilot. So for that I could go back here. To my copilot window and I could say I have a meeting. In, let’s call it 15 minutes. Help me prepare for it. And all I would have to do is either go to this plus icon to add work content and pick that given meeting here. I can also search for that meeting in the search bar, or if you’re someone that is a keyboard whiz, you can type a slash the slash button. And then it’ll start being able to start typing right there. So going back to this next notebook to show that off, I said I have this meeting coming up in 14 minutes, help me prepare for it. And I pulled in directly that meeting into copilot, my response. Got you, Derek. Here’s a tight 10 minute prep you can skim before you join. It’s going to start by giving me the meeting at the a glance. So different participants that are a part of it, a few FYI’s as to who’s coming, maybe who responded that they couldn’t join. Now it’s going to get into what we already know from last week’s call, so from. A previous discussion that I may have missed. Here’s everything that came up via that transcript that I can just kind of skim over right now and next it gives me a 30 minute agenda. So if I just want to make sure that I’m time spacing everything that we should be going over on a given call. Co-pilot’s already generated that for me. It’s not even something I had to ask copilot for. Next targeted questions to ask. So we leave with decisions. So different specifics here as to you know what are we actually looking to get out of this call when we have this 30 minute meeting, am I going to be able to look back on it and say, OK, I got the information that the team needs? Or conversely, my team member got what they needed out of this call and I feel like we’re in a good space to move forward with a given project with a given discussion. Next decisions to confirm in meeting based on prior next steps. So taking what was in that transcript previously in different meetings. And different emails and saying, OK, these are the decisions that we may need to confirm. They were kind of maybe given a verbal, but maybe we wanted something in written format. Copilot’s calling that out here as well. It’s always great for quick links and context to reference if you have additional time, maybe instead of that 15 minute window that you have. Until your next meeting, you can look over these different resources and say, oh, I would like to actually look at that proposal. I would like to look at that previous e-mail chain. Copilot’s pulling that in for me right now. And open the call script and then after call follow-ups maybe a draft that I could send and at the end copilot says if you want I can also drop a one page brief pilot brief with scope KPIs timeline for you to paste into the chat before you hit join. Everything I just showed you here was in response to me putting in this one line prompt of saying I have this meeting coming up in 14 minutes, help me prepare for it. That’s really powerful. That’s awesome and helps streamline all the different information I need to be prepared for this meeting. And to hit home on the intern assistant piece one more time, you may scroll through a bunch of this and say, this 30 minute agenda, I don’t really like it. But hey, what we already know, that’s extremely helpful. Now I’m all caught up on what the team knows here. A I is meant to be your assistant. You can think of it like your intern. It’s not meant to be that end all be all. It’s going to do every single thing for you. It’s going to take over exactly all the different tasks that you need. Consult with it to make sure that you are prepared, you’re getting value out of it, and then you’re that final decision. Decision maker. You’re taking what you need from the output and helping it better your work life and make you more productive. So I hit on meetings there. The other piece is emails, and something that I always like to joke around about is I would imagine that a lot of us on this call have had a few experiences where there’ll be a really long e-mail chain that we’re CC’d into. And it’s something along the one line in the e-mail is at Derek. Can you take a look at this? Can you kind of weigh in, give your input on it? And that can be tough, right? Especially when you have a lot going on in your day. Maybe you have a lot of back-to-back meetings, maybe you have a lot of projects to get to, a lot of emails to get to tasks to. It takes a while to go ahead and reference and whole e-mail, kind of aggregate your thoughts and then respond to something. So with that, that’s a great way to use AI to use copilot for. So I can go ahead with copilot and I can say. Say I want to. I was CC’d into. In e-mail chain, we give an e-mail chain. And I don’t have the best idea. Of what is going on or how I should respond? Can you summarize what the conversation? Has been about thus far. And then ask me a few questions. To help me formulate my response. And then I would go ahead and pull in that given e-mail here that I want Copilot to help me with. Here’s an example of doing it with copilot directly and seeing what I got back. So in my in the response that copilot gave to me when I submitted that prompt, it starts by giving me a summary of the conversation, so the initial outreach by my company. By the company that I work at around, you know what is going on and why did we start this e-mail chain? It gives me the client’s first reply saying that this client raised 4 main points about the given proposal in this in this e-mail chain. It then talks to the follow-up reply that someone at the company on my side worked through with them different suggested timeline, different timelines, stating openness to add comments, clarifying roles and ownership. OK, so I’m getting a better picture of what’s going on in this e-mail chain. And now it says all right, client latest response, the one that CCD you. Latest message is brief, but indicates good feedback, confirms a few things, notes a potential impact that the group might want to look at. OK, so that’s good to know. I have the prior history. What about what’s the situation now? Why am I being brought in? Well, you’re you’ve now been CCD because this client is acknowledging, aligning, signaling and not directly asking you for something, but kind of wants to give you that. And see if you have any additional thoughts. OK, so we’re at essentially at a point where these things are true. Team is ready to move forward once stakeholders approve this person up here is aligned, but we probably want to confirm that because there’s still a few open questions. So Copilot is now doing that second part of my prompt. It’s going to give me a few questions to help me formulate that response. So a few questions to help shape your response. Do you want to prompt approval or wait for them to continue discussion? Do you want to propose a small group terminology alignment meeting now or wait to be asked? And then a few additional ones there. So at the end of that response, copilot says if you’d like, I can also draft a polished reply e-mail in your voice once you answer the questions above. So let’s go a step further here. I said back to copilot in my next prompt answers in order. And for each of those five questions that they gave me, I’m saying I would like to prompt approval for that. No, I don’t really care about that point. Don’t worry about including that in the given e-mail. And Copilot takes that, remembers the context that I had with that original prompt and says great, based off your answers, here’s a polished reply that you can send back. Just like that, being able to catch up on an e-mail that I was just CC’d into. And to actually type out a response, I have a draft that Copilot has given me right here and there. Now again, you may read this draft reply e-mail and say this one paragraph I don’t really like. I don’t really like how Copilot framed that or worded that. That’s OK. You’re the person that’s in control. copilot is your intern to help you streamline different information, get a better sense of what’s going on, and be more productive in your work day. So you may have seen these examples thus far, and I hope it got some of the gears turning. One of the things that copilot is really good at that you have been able to see is just summarizing content, whether it’s those emails, whether it’s different meetings that you’ve had on your calendar with transcripts in the past. Copilot is really great at doing that across the Microsoft 365 ecosystem. So when you’re thinking about different use cases to move forward with, or maybe Copilot could do that besides just the generic emails or meetings, something that you may think about is different documents. You may have, whether it’s legal documents, whether it is just internal proposals that you don’t necessarily have time to read through 10/20/30 pages, look at different inconsistencies, figure out how it relates to a certain aspect of the company, or maybe even a certain aspect of the state or federal law that. That you’re into. If you have to deal with contracts like that, Copilot’s really great at doing that with documents still. So let’s go back here to my prompt window with Copilot and let’s say I wanna say I want you. To be my legal assistant for the day, I’m kind of putting that hat on my on copilot to start. I want you to be my legal assistant. I’d say I have a document that I really need you to read over, refer to, relate to a few different things. So I’m going to say I have a document that I’m going to attach in a bit. That recently came in from a third party vendor. And I’m going to next list out all the different things that I want it to look for. So maybe I want it to look for pieces in that relate to were based in Wisconsin, a Wisconsin law or just Wisconsin law in general. I don’t want to have to know everything about Wisconsin law and then also relate it to a given document. I want to look over things that may be inconsistencies in the document. Let’s say there this vendor is saying something in on page 2, but in on page 13 the verbiage is a little different. But which one is correct? Which one’s incorrect? Copilot’s really good at grabbing both of those things and saying, hey, I skimmed over this document in 60 seconds, let’s call it. These are two things that are different from page A to page B, and when I would type in all the different things that I would want Copilot to look at here. I would then just go ahead and add that file, that document here. Going to this notebook, what I typed out as my prompt of the things I wanted Copilot to look for is up here. So I said you are my legal assistant for the day. I have a document that’s attached that recently that I recently got from a third party vendor that wants to partner with our organization. Please read over the document in its entirety, looking out for any common gotchas or ambiguous language. If there are any stipulations in the contract that I should be mindful of how it relates to state law, please call it out as well. OK, let’s see what copilot gives back. And I’m going to preface this by saying that this took around. Let’s call it a minute, a minute and a half. This is a fairly lengthy prompt and just a lot of research that copilot did in the background here. So you’ll see here. Absolutely. I’ll serve as your legal assistant for this review. Starts with an executive summary. What matters most? So as a business deal, liability and then the Wisconsin angle. So anything that may be specific that I that they want to call out for me next gotchas and high risk terms to address. So there are 11 different pieces here that it’s calling out from this very length. The contract document that I can just skim over here and say, OK, this makes sense to me. This is pretty standard. Wait, what is this? Maybe I should get some additional help. Maybe I should reach out to my counsel that’s on staff. Get my legal department involved here. Again, meant to be an assistant and not the end all be all. Some ambiguities and internal inconsistencies to fix before signature. Anything that’s specific to Wisconsin legal considerations, she’ll and you’ll even see here the sources that are cited in line. We have the American Bar Association, the Wisconsin Bar. It’s pulling directly from reputable sources and you can confirm that too. Get down here to concrete red lines that you can potentially propose if you want to go down that route. Additional cleanups, just maybe things that are spelled incorrectly. Maybe you want to be a little more on the nitpicky side. Maybe you don’t want to be why these Wisconsin citations matter. One quick question to finalize your red lines. And then at the end here it says something really important that I know I kind of talked through a little briefly, but. I want to make sure I hit on says this review is for risk spotting and negotiation support and is not legal advice. If you want outside counsel eyes, especially on different positioning, I can package a concise brief for them. This is meant to help streamline your work, streamline that communication. It’s not meant to sidestep your legal department. It is not meant to sidestep counsel that may be on staff. This is really meant to help them understand what are those things that you want them to potentially look at if you can see. You through copilot that a lot of this stuff is fairly standard with what you’ve dealt with. You can include that summary with them. You can share this with them and say, hey, these seem to be the main questions that I have in this space. Take a look, see if there’s anything else that you wanna kind of peruse as well. It helps them streamline their work and it helps. You streamline your work to. Now I promised I’d talk about agents. Think about this prompt here, how I told copilot that you’re my legal assistant for the day, and I gave that copilot several different things that I want it to look at in terms of. Being my assistant, let’s say you spend a non-trivial amount of your week thinking through different documents, whether it’s contracts, whether it’s just internal proposals that maybe you as an executive need to. Put your stamp of approval on in order for the project team to get moving on that. If you spend a non-trivial amount of time on that, you may not want to have to consistently type out a long prompt like this. It may take, you know, more time than you would like to think through. OK, these are the things I want to consistently look at. That’s where agents come in. You’ll see here on this left hand side, I have a bunch here. Agents help you streamline what you want out of a given task. So let’s say when I want to do a document review. I want to include everything that I have in this prompt and more. Instead of having to go to copilot each time and type out this exact prompt or similar prompt, I can go to an agent that I created and I can just input the document. I don’t have to give it any additional text there in the prompt, any different, any additional knowledge that’s already going to be created in that agent’s knowledge base when you first set it up. So then all you have to do is give it very minimal context and let it go. It’s going to give you something very similar to what you see here. Another great example of that is, let’s say you’re an account executive and when you are prospecting a given client, you want to know a certain number of items about that given client, maybe their market size, market cap, who are the key contacts? What industry they’re in. So if you wanted to know all those things and you used copilot for that, you would have to type in those specific questions. Hey, I’m talking to concurrency today. I want to be able to know all these different things about them. If you have an agent for that, you can go ahead and in the knowledge base of that agent. Type out all those different questions. So then when you go there and you go to prompt that agent, it’s going to just be able to know exactly what you’re talking about and exactly what you’re looking for. Let’s look for a couple. Let’s look at a couple of these here of what I do on a consistent basis with, whether it’s my team or. Just personally at the company. So you’ll see here I have them redacted but client knowledge source and client project agent. If you at your company are working on a given project, if you are working with a maybe a third party. Be a third party. You can create an agent to serve as your knowledge source for that project for that client. So you can have a SharePoint that it points to as its knowledge base to have all the different transcripts from your given meetings. All the different materials, Excel sheets, Word documents that you’re working on with the rest of the team as that knowledge source. So when you share, you can share this agent with other people at your organization and say hey. In terms of maybe upskilling, maybe someone’s new to the project. Instead of them having to comb through all this different documentation and spend time with a lot of different people at your internal company, you know, eating a lot of hours there, they can spend their time upskilling themselves on what the team. Has already worked on for a given internal project or with a client. Being able to upscale there is very huge and very important. Similarly, let’s say you were out for a given week, or maybe you’re a manager and you want a little more oversight into what a project team’s doing. You can have that agent be shared with you and ask a different questions. Maybe who’s owning a different follow up? When did we say we would have this deliverable by? Those are all things that you can answer when you set up an agent like that. The another one that I’ll call out is a project retro agent and I’ll kind of go into the hood a little bit for everyone on the call here as well. So this is something that we have on our concurrency side. So when we do a given project with a client. We’ll make sure that we do a project retro to figure out, you know, how did things go. We’ll do a customer satisfaction score with a given client to understand, you know, what is their feedback for us and then we want to aggregate that into a. Knowledge source to be able to show leadership if they want to see how are we doing on with different clients in a different, maybe a different market segment like cloud projects or a I projects, maybe they’re concerned about a given client making sure that we’re doing really good work with them. How can we streamline that? So what we did is we created a project retro agent that serves as that knowledge source and it has two main functionalities. First, I can log a retrospective. So let’s say that we had that project retro internally, we had the project team on there. We took the transcript. We made sure that we transcribed the meeting and I can go ahead and upload this transcript to this copilot agent and based off its description, which I’ll show off in a second, it’s going to summarize everything in a very digestible format. For other people to take a look at. And then the second functionality are these other three prompts here, these different summaries. So if I’m an executive at concurrency, I can come in and say, hey, provide a concise summary of the retrospectives that have been done in the last, let’s call it three weeks. Or maybe I want to look at a given client, provide a concise summary of the retrospectives done for that client. Then lastly, if there’s a go to market area such as you know, artificial intelligence projects, because the copilot agent here has the instructions to be able to do that, it’s going to be. Able to provide those sources in a nice digestible format. By default, agents are personalized for or only shared with you and not others, but you can if you want to share them with other people. You’ll see here that the instructions that I have for this given agent, there’s no code, there’s no Python, no SQL. It is just general instructions that I have told this agent how what to do, what are its actions. So that main action, those second actions, all I’m doing here in this window is describing to this copilot agent what I want it to specifically do, going back to that previous example of a document reviewer. What I would have put here is pretty much similar to that prompt that I put into Copilot to start the different things that I wanted to look for. Maybe I wanted to have more of a legal focus, maybe I just wanted to look at different inconsistencies. That’s where I can just put different bullet points here and type it out directly. No code needed. Right. I want to round out this part of the presentation with some do’s and don’ts of when you’re using copilot, what to think about here. Joe and I like to say treat copilot like an intern and that intern level knowledge having that trust but verify mindset. To of hey, like this person can do good work, but let’s just make sure that it’s in a good place that I’m looking at the different sources here. I’m consulting with the right experts as well to make sure, hey, this is my sidekick. It’s not necessarily my end all be all. When you’re thinking about what to do and don’t, one of the hardest things to think about is integrating it AI into your daily workflows. I always use the example of a year and a half, two years ago I would be talking to different people like this and I would just be going to a browser. To do search, I literally did not use any AI tools. It’s so hard to break those barriers, to break those habits, to be able to say, OK, I’m gonna default to Copilot for this. Like I started off by saying Copilot can’t do everything for you, but you’ll be very surprised as to how many things it’s going to. To help you with, to assist you with, to be able to do right. What not to do is saying things like AI did this task for me. AI says we should do this. AI thinks otherwise. It may seem obvious, but you will lose the room. You will lose credibility very fast if you. Show that A I is just where you’re just getting your information from and you’re not really doing anything with it. You’re taking a response that copilot gave you and just copy pasting it into an e-mail. You’re taking it as 100% truth. You want to make sure that this is something that you’re using alongside you to empower. Empower you to be that intern, be that assistant, but it’s not necessarily your end all be all. So using it to using AI as a consultant, helping it steer you, move you in the right direction, but not your end all be all. All right, Joe, back to you. Joe Steiner 49:58 No, very well stated, Derek. Very well stated. I I hope everyone here got that. You know what Derek is describing. Most of those prompts took him 30 seconds to type, maybe a minute and a half to get a response. And you have all that work done in 5 minutes that you might have spent 10/20/30 minutes more researching, looking up, questioning different things, typing up, drafting things it creates for you. All that very quickly that’s generating those responses for you. And so there are immense, immense productivity benefits from this right away. The other thing here is be creative with this, right? So you can’t hurt. Things with this, you’re asking questions, ask questions. I think Derek had some very good problems in there. Were there more natural language questions there? The other thing you can do is there’s a microphone option on there and they’re improving the voice interaction there. You can talk to it. That’s a good way to get interfacing with it. Just start asking questions. See what happens and get comfortable with it. As the more you do that, I think the more you’re gonna see. We’re gonna rapidly escalate through this period of doubt, which Derek cited in terms of the McKinsey study. I think if you can start learning how to leverage copilot the ways that Derek was showing. And taking that further yourselves, we’re gonna see this period of doubt really shrink. We’re gonna get past that very quickly to really realizing the value. Now part of realizing the value here is putting in the right framework in the organization for this starts with technology. Make sure that you’ve got a modern cloud environment that has the the right operational governance tooling in there. Secure the technology that that underlies this so that as people are being creative in there, it’s if they’re operating in a safe space. Enabling the people, I think this is the biggest part of this is, is enabling the people to be creative, encouraging them to ask questions, to be inquisitive, to be curious and and enabling them with the tools so that they’re able to leverage this. To get more done and then from there we will see the the business transformations that that are possible from this. So there are other things we can do beyond copilot with AI, but really it begins with with things like copilot and that AI assistant getting comfortable with what’s possible. With a I so that you can start dreaming up what that next next point of leverage will be. Again, within these things, the technology, the people and the process, there are a number of different pieces of this, all of which we here at Concurrency can help you with, whether it’s developing a secure cloud foundation, doing data governance. Securing endpoints and and access to tools like AI, building a collaboration platform like Derek mentioned SharePoint so that I can have that that trusted body of knowledge behind this and helping you use Copilot and to organize your organization so that you can leverage. AI further on top of which we can help you with building out more in depth AI enabled business processes, leveraging your data state, you know changing modernizing business apps and building purpose built custom AI. And ML models here. So it’s a huge opportunity here and hopefully you can see just taking this first step at enabling yourself, enabling those around you to be able to leverage this tool, you’ll be able to realize the full value from this as we continue. Next time we’re going to talk about how do we take this and say, OK, I built this agent now as Derek started to share, I can build these other agents for me and I’ll have other AI tools. Well, the next step of this process was we look at the Frontier Firm model is all right, I start to build a team where I’m the manager, I have all these agents. Working for me, helping me with different things and focusing them on certain areas so that they’re better at that. And then this agent’s better at this and this agent’s better than this. So I can get real high value answers from all of these things and really start building. Instead of moving away from work charts, you start building work charts. How do I? Structure work around jobs that need to be done, the functional expertise required, and how do I leverage these tools in new ways? It starts to create new work charts out of this. The other thing that’s going to have to be managed is how to what’s that human agent ratio that’s best for my business. I could you know me operating with 120 agents may not be as effective or efficient as me operating with 10 to 20. And so we’ll we’ll talk more about that in the in the in the next session and we by expecting that I think February or March we’ll we’ll send that schedule out again that dialing in that. Human agent ratio is important. Too few. You’re not realizing the full productivity, too many, and it becomes unmanageable at some level. So how do we find that right balance of as we’ve gotten comfortable using agents, how do we expand that in a manageable fashion? And so with that, we welcome you to continue your journey with us and on your own to exploring what all is possible within the Frontier firm and hopefully gaining all the benefits from a I faster so that you don’t have. That period of doubt lingering on you for any longer than it needs to. If you’re interested in putting these ideas into action, we welcome you to contact us. We’d love to have a 20 minute conversation with you to follow up on what’s possible for your team. I want to thank Derek today for for joining us if anybody has any questions. You can put them in the chat or in the Q&A. We’d be happy to take the last few minutes here answering any questions anybody has. But otherwise, thank you for your time today and please join us again in our next sessions coming up in February. Thank you. Derek Steckel 56:09 Thank you.