there is strong reluctance from employees to reveal that LLMs have boosted productivity and/or automated certain tasks.
The thing with “boosting productivity” is tricky, because productivity is not a linear thing. For example, in software development, using a new library can make adding new features faster (more functionality out of the box), but fixing bugs slower (more complexity involved, especially behind the scenes).
So what I would expect to happen is that there is a month or two with exceptionally few bugs, the team velocity is measured and announced as a new standard, deadlines are adjusted accordingly, then a few bugs happen and now you are under a lot more pressure than before.
Similarly, with LLMs it will be difficult to explain to non-technical management if they happen to be good at some kind of tasks, but worse at a different kind of tasks. Also, losing control… for some reasons that you do not understand, the LLM has a problem with the specific task that was assigned to you, and you are blamed for that.
The thing with “boosting productivity” is tricky, because productivity is not a linear thing. For example, in software development, using a new library can make adding new features faster (more functionality out of the box), but fixing bugs slower (more complexity involved, especially behind the scenes).
So what I would expect to happen is that there is a month or two with exceptionally few bugs, the team velocity is measured and announced as a new standard, deadlines are adjusted accordingly, then a few bugs happen and now you are under a lot more pressure than before.
Similarly, with LLMs it will be difficult to explain to non-technical management if they happen to be good at some kind of tasks, but worse at a different kind of tasks. Also, losing control… for some reasons that you do not understand, the LLM has a problem with the specific task that was assigned to you, and you are blamed for that.