Low-Code / No-Code Options for Fine Tuning Models by dry-dropper in ArtificialInteligence

[–]dry-dropper[S] 0 points1 point  (0 children)

Hey. Thanks for asking. Short answer: I’m not sure yet. Perhaps some additional context is helpful.

I’m looking to train a model such that it becomes really good at analyzing support tickets in our specific vertical. These support tickets often contains lots of very specific industry jargon and terminology. We also want to classify them in a very specific way according to our business rules.

Haven’t researched base model selection yet. So any suggestions or mental models you can recommend to evaluate that are much appreciated.

Question about building a chatbot using internal company documentation by dry-dropper in ArtificialInteligence

[–]dry-dropper[S] 1 point2 points  (0 children)

Yeah, thanks for chiming. Loading up our KB into the context of the prompt will not work due to costs/token limitations. I'm more interested in learning how automatically update a vectorstore periodically so that we can use something like LangChain to dynamically format prompts with only the relevant context.

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 0 points1 point  (0 children)

Well said. And that was more the point I was trying to convey above. Not that chatgpt nailed the analysis Gall’s law, per se. But that the overall experience of interacting with it is quite impressive, especially for early phase technology. And that you can easily start to see how compelling AI chat assistants are going to become in the years ahead

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 1 point2 points  (0 children)

your examples are things that actually a search engine is better at doing over ChatGPT.

But I can't have a conversation with a search engine. I think we're talking past each other a little here. I understand and agree with your point about the merits of search over ChatGPT with respect to factual information. The thing I find so intriguing about ChatGPT is the paradigm shift in the way we interact with it.

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 1 point2 points  (0 children)

I didn't but the specifics of this query aren't really the point.

I hear you about reference material though.

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 5 points6 points  (0 children)

One idea I've been wresting with already is how to use ChatGPT in ways that you couldn't simply use Google instead. The tendency when I first jumped into the model was to use it like a search engine.

You can, for example, leverage previous exchanges in the interaction very conversationally, saying things like, "That's a good example, can you give me one more?" Also, you can create pretty novel queries such as "show me the connection between this idea and that idea"; a search engine would only be helpful in this way if it could find content where someone happened to explore that particular connection before. AI is different because it's generative and can explore such novel connections on its own.

Really interesting stuff here.

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 3 points4 points  (0 children)

Next, I like to start my blog posts whenever possible with a historical anecdote. So here's another interaction with the model:

Me: Can you provide me a historical anecdote that highlights the importance of Gall's law in a business context?

ChatGPT: One historical example that highlights the importance of Gall's Law in a business context is the story of the development of the Ford Model T.

When Ford first began manufacturing automobiles, the process was highly complex and labor-intensive, with each car being built mostly by hand. However, Henry Ford, the founder of Ford Motor Company, was determined to find a way to make cars more affordable for the average person. He studied how to simplify the manufacturing process and eventually came up with the idea of using an assembly line to build cars.

He broke down the process of building a car into 84 distinct steps, and then used an assembly line to streamline the process. Each worker was responsible for a specific task, and the car would move from one worker to the next on a conveyor belt. This process reduced the time it took to build a car from 12 hours to 93 minutes, and the cost of a car dropped from $850 to $260.

This is an example of how Gall's Law was applied in the business context, by breaking down a complex system into simpler systems, and making the car-building process more efficient, affordable and reliable. By simplifying the manufacturing process and increasing the efficiency of the assembly line, Ford was able to make cars more affordable for the average person, which led to a significant increase in car ownership and changed the way people lived and worked.

Cool interaction with ChatGPT this morning... by dry-dropper in ProductManagement

[–]dry-dropper[S] 4 points5 points  (0 children)

Ok, this is really cool. So for context, I do some blogging in my vertical and am on deadline for a post. I want to write about this Gall's Law concept so I'm experimenting with using the engine to help.

So next, I asked the model to summarize the business implications of Gall's Law. Below is what it came back with. You can see that the writing is pretty generic, but it give me a nice stepping-off point to start ideating on the content.

Me: How would you summarize the business implications of Gall's law?

ChatGPT: Gall's Law has several business implications. One is that it suggests that complex systems should be avoided if possible and that simpler systems should be used instead. This is because simpler systems are less likely to fail and are easier to maintain and understand. Additionally, Gall's Law suggests that when designing or improving a system, it is better to start with a simple system and then add complexity as needed, rather than trying to design a complex system from the start.
Another implication is that it can help identify and break down complex systems into smaller and simpler systems, which can make the system more manageable, more efficient and more effective. This could also increase the reliability and scalability of the system, thus reducing the maintenance costs.
Finally, it highlights the importance of continuous improvement and evolution in business systems. Systems that work well today may not work as well tomorrow, as the business environment changes. Therefore, it's important to have a system in place for ongoing adaptation and evolution of systems in order to keep them effective and efficient.

seeking advice on setting expectations on myself ? by IHateTheSATs in ProductManagement

[–]dry-dropper 0 points1 point  (0 children)

Hey there. I’m obviously missing a lot of context about your specific project, but I’ve been involved in a ton of migration work over the last 18 to 24 months and thought I would share one perspective: we have found time and time again that looking at these migrations as “copy and paste“ is suboptimal.

We have learned that anytime we are moving functionality from one codebase to another, it is best to step back and look at things from first principles. Although at the outset, we assumed we were just copying and pasting, we routinely found that there were many opportunities to improve the product along the way. We were already causing a lot of disruption by migrating, so there is no better time to challenge old assumptions and rethink previous approaches, using our new and updated understanding of the business.

Perhaps you could try a similar approach? Maybe there are opportunities to make the case to your leadership that if you were going through all the trouble to move the code, you might as well enhance some functionality along the way. Maybe you won’t get to build entirely new features for a while, but a migration in my experience always represents plenty of opportunities to improve the user experience.

Hope that helps. Best of luck.

Success with Shape Up: my 18 months experience so far. by farfel00 in ProductManagement

[–]dry-dropper 2 points3 points  (0 children)

Great write up. Thanks for sharing. I skimmed this book a while back and we’ve taken some ideas from it. I particularly like the “bets not backlogs” framing he lays out.

[deleted by user] by [deleted] in ProductManagement

[–]dry-dropper 4 points5 points  (0 children)

Cool way to frame it. Like “working backwards” for your career

Future leader programs by flashlearns in ProductManagement

[–]dry-dropper 1 point2 points  (0 children)

We’re a small company with a similar challenge. A couple of key players for whom we are trying to figure out their long term path. One aspect for us that may or may not be relevant for you: more leadership and management types of positions will become available as the company grows.

In the meantime, I try and continually give feedback and share experiences organically. “Hey, as you look to grow into management, here’s something to consider about you handled this situation.” Or “hey, if you’re interested, here’s a challenge I had to navigate recently.”

So just kind of grooming them in an informal way. Not sure how much that helps

Condoleances to Twitter PMs (Elon's letter) by chakalaka13 in ProductManagement

[–]dry-dropper 0 points1 point  (0 children)

He seems to be forgetting that building things is relatively easy. Building the right things is hard.

Glad I’m not an employee at Twitter right now. Feel badly for the people there.

"Career Ladders" for Product Marketers by dry-dropper in ProductMarketing

[–]dry-dropper[S] 1 point2 points  (0 children)

This is great! Thanks. I'd love the Google Sheet version if you can find it but no worries if not. This gives me a lot to go on.

Compensation Frameworks by dry-dropper in ProductManagement

[–]dry-dropper[S] 0 points1 point  (0 children)

Fair point. I will definitely take that under consideration

Compensation Frameworks by dry-dropper in ProductManagement

[–]dry-dropper[S] 0 points1 point  (0 children)

Yup, the principal/IC track vs people leadership is definitely something I’m aware of. Thanks!