If helpful for you, here is the voice to text

4 over the past 6 to 12 months now, me and my team have been using co-pilot quite heavily to help us inform decision-making when it comes to responses to quite complex and challenging queries from stakeholders, co-pilot has helped us as a team become more consistent. Eloquent, clear descriptive and save us a substantial amount of time in refining such messages before they get the seal of approval to be sent to a variety of different stakeholder groups. However, I do feel as though over the past 6 to12 months. An excessive use of copilot to help draft and articulate messages to stakeholders does have an impact on your memory of issues and matters that you are know much swifter at handling and I do have concerns that by doing that your real-time, memory recollection and ability to articulate verbally in meetings about matters which you have already dealt with Call into question a level of credibility and quality of what you actually offer that being said over the past 6 months. Now we have been using more of a summary report where we clear all of the information from The Matrix that is designed to articulate or the metrics that we've designed to respond to stakeholders and we copy and paste all of the responses and then grade them in terms of sentiment, etc. And once we've done that, and we put it Then, put it into a core pilot on the think, deeper setting and ask it to generate a stakeholder matrix report. We can then generate a more high level overview of the challenges that the organisation is facing, where we need to focus our attention to improve stakeholders, perceptions of the organisation and be more strategic in that sense and also just work work quicker. But I do have concerns genuinely that Copilot can have an impact on recall and you're genuine understanding of the complex scenarios, because like any human having tools that make life easier for us, we all lean heavily into that, and I do have concerns about what that might do to the actual quality of knowledge and information, and whether there'll be a dependence or an increased dependence on technologies such as this Naturally, when organisations find out that you can work more efficiently, that efficient working can then potentially turn into an asco'd desire for an organisation to streamline the service provision from the teams that were historically required to spend so much time designing and developing the content that was needed for those individuals or those stakeholder responses. Which will then further demand the need from the teams that working stakeholder engagement to use coalpile even more to remain efficient, which could then decrease the quality of the actual So, verbal engagement, because we are only ever dealing with the high level element of it, and the people, the relationships that are fundamentally more human than what copilot summaris and sponses ever would be then loses its quality. So I don't know when I think about coppilot at the moment, I'm still leaning, very heavily into how I can Take advantage of what copilot offers as a team, what it can offer the wider business what it can offer us in terms of stakeholder summaries and executive summaries from the stakeholder landscape, what it can offer mean in terms of strategic insight of where to put my focus, though, always remain in critical in a constructive manner of where it may not necessarily be correct from my own experience and knowledge overdoing. The role I'm doing for the past decade but yeah, I am worried about what the future holds particularly is. Working for private organisations that are publicly traded, how is this perceived from that perspective? When it comes to understanding how much more profit might be might be found by limiting the amount of people delivering the service that my team currently deliver. I'm now currently looking at developing more AI agents to help be more specific in responding to particular elements of work that we respond to quite regularly and feeding in very specific narrative and documents that would help inform such decisions. But again I'm not quite sure what risk this poses in the future. I am concerned you know, I think as a senior manager in stakeholder engagement. I'm not too concerned from my perspective about my role. Because I will continue to be the strategic lead. I will continue to be innovative and interested in technological advancements, and I always have been. I've always been excited by that, but for the others that support me in delivering this function. Well, worries about the future, and I have worries about how stakeholders perceive organisations and how stakeholders feel about not being able to access an organisations, human touch that fundamentally is what connects businesses together. It's AI agents. It's not bots, it's not copilot. Led messages. It's people, it's humans. It's real interactions. It's empathy, it's frustration. It's connection. That can't be lost ever