The first Industrial Revolution (I.0) resulted in tremendous implications, most notably replacing human labour and introducing alternative energy sources - water, steam, electricity, and oil. Subsequently other revolutions also brought great changes like, division of labour (2.0), introduction of IT systems (3.0), cyber physical systems(4.0) and human robot co working(5.0) Ever since then, to overcome the challenges of unprecedented times, organisations have adopted the new-age business model templates offered by disruptive technologies (Olabode et al., 2022). New-age disruptors like AI, machine learning, analytics, robotics and blockchain offer distinct competitive advantages in providing superior customer experiences, driving higher revenue and growth (Agyei-Boapeah et al., 2022). The organisations, therefore, continue to stay relevant in the local and global markets and additionally, overcome the “transform for success” or “hibernate and perish conundrum” (Finzi, Lipton, Firth, & Lu, 2019).

As ChatGPT has already taken the world by storm, there is a consensus after the trial by millions of users – that it is the ultimate disruptor that can shake up nearly every business & social, economic and personal activities - forcing even the tech giants like Microsoft and Google to announce integrating a chatbot into their operations. Foreseeing ChatGPT as a potential threat, Google's founders Larry Page and Sergey Brin are pondering how to respond to a threat posed by ChatGPT to traditional search engines (Olinga, 2023). The disruptor can potentially turn organisations, especially business processes, upside down.

Future organisations need to rethink how workers should be retrained and reskilled to infuse AI into every product and service. Organisations are expected to seize the opportunity to create new processes that positively impact employees and customers and not threaten the future workforce. It should reframe how future work needs to be reorganised, improve jobs, and empower employees to adapt to the new changes (Khan & Garg, 2023). The researchers are also expected to offer insight into how future organisations should shape up to accommodate the workforce, recommend solutions to reinforce employee creativity and recommend strategies to retrain employees.   

References

1. Agyei-Boapeah, H., Evans, R., & Nisar, T. M. (2022). Disruptive innovation: Designing business platforms for new Financial Services. Journal of Business Research, 150, 134–146. doi:10.1016/j.jbusres.2022.05.066
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2. Finzi, B., Lipton, M.,  Firth, V., &  Lu, K. (2019). Retrieved from https://www2.deloitte.com/us/en/insights/topics/leadership/how-ceos-can-disrupt-the-business-disruptors.html
3. Khan, S. K., &  Garg, A. (2023). Retrieved from https://eightfold.ai/blog/chat-gpt-future-work/
4. Olabode, O. E., Boso, N., Hultman, M., & Leonidou, C. N. (2022). Big Data Analytics capability and market performance: The roles of disruptive business models and competitive intensity. Journal of Business Research, 139, 1218–1230. doi:10.1016/j.jbusres.2021.10.042
   CrossRef
5. Olinga, L. (2023). Retrieved from https://www.thestreet.com/technology/chatgpt-is-the-new-disruptor-in-chief-but-theres-a-catch