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*It has been translated using AI
“The introduction of artificial intelligence (AI) does not immediately increase productivity. At first, it’s rather inconvenient, but if you stick through that section, at some point, productivity will soar sharply to the J-shape.”
SK Telecom CEO Jung Jae-hun suggested ‘AX’s J Curve’ that a significant productivity improvement can be achieved only when the initial productivity decline is endured in the process of converting artificial intelligence (AX). It is explained that the introduction of AI does not immediately increase work efficiency, but that practical results can be achieved only by modifying the existing work method
In a special lecture on “Choices and Opportunities in the AI Era” held at Seoul National University’s 1st Engineering Center in Gwanak-gu, Seoul on the 1st, CEO Chung cited “J Curve” as a pattern he discovered while leading SK Telecom’s AX over the past year. The lecture was the first class of a joint AI course operated by SK Telecom and Seoul National University for 10 years. CEO Jeong, who entered the public law department of Seoul National University in 1987, has been on the platform of his alma mater for the first time in more than 40 years.
He actually experienced the J-curve phenomenon while promoting AX at SK Telecom. It used to take about 50 hours for a developer to modify the system according to a customer request. It took more than 500 hours to replace it with AI. This is because AI agents had to be newly created and verified hundreds of times. However, now that the system has been built through trial and error, the same task can be handled in an hour.
CEO Chung suggested three ways to go beyond J Curve’s valley: “Looking unfamiliar,” “Extremely face-to-face,” and “getting uncomfortable.” They say that they should ask again “Does a person have to do this work?” and “Is the current order of work best?” and set a goal that is difficult to achieve in the existing way. He said, “We are asking the question, ‘How will we redesign this work if AI is premised?’ in front of all SK Telecom’s work.”
The prospect of AI eliminating jobs weighed on the possibility that the work itself would change. During the Q&A session with the students, he said, “Just because five people used AI to do what 10 people should do, it doesn’t mean that the other five will lose their jobs,” adding, “If we did what 10 people could do in the past, we can now challenge new things that we couldn’t do before.”
However, as AI replaces junior work in industrial sites, the “junior paradox” of reducing the channel for new employees to learn work is pointed out as a task. The process of acquiring the experiences and tacit knowledge of seniors by performing simple tasks can disappear. CEO Chung stressed that a situation where it is difficult to predict the future could be an opportunity for current university students. Since AI has not been determined what it will change, it is explained that rather than following the correct answer, you should ask yourself questions and create your own domain. “The most unpredictable period in human history has come,” he said. “If you think it’s an opportunity, it can be a real opportunity. It is because the future has not yet been confirmed,” he said. He then advised, “If you become a talented person who asks questions and has personality and communicates well, your choice will be an opportunity.”
When asked by a student whether AI can empathize better than humans, he emphasized the role of humans. CEO Chung said, “Even if AI quickly increases its technological capabilities, people should eventually take charge of value judgment and direction setting.” “It will be up to people to judge and decide on the value until the end,” he said.
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