Comprehensively testing a product like ChatGPT is difficult. The range of tasks it might perform is wide, as is the range of ways to prompt it to complete said tasks; the industry’s own benchmarks are imperfect and hotly contested; it’s a proprietary product trained on data its parent company is not eager to discuss. Attempts to sketch out the model’s limits from the outside amount, in the end, to prompting a secretiveIt’s also, maybe, not the point.
Microsoft, a multitrillion-dollar firm, is by far the largest investor in OpenAI, reportedly pouring more than $10 billion into the company so far. In exchange, Microsoft gets to integrate OpenAI’s technology across its product line: In its office-productivity software, its meetings software, its search engine, and through GitHub, its hugely popular programming platform.
Through its own API, and through cloud computing services offered by Microsoft, OpenAI has been courting corporate customers of its own — in other words, clients who will pay far more than a few tens of dollars a month for back-end access to OpenAI’s tech. A future in which OpenAI’s products are primarily experienced through enterprise software — which is to say, at work, supplied by users’ employers — isn’t just a plausible outcome but one that Microsoft and OpenAI are banking on.
” operational costs, it was initially free for anyone to try, and, during this unsustainable period, more than 100 million people did. It was consumer-oriented and open-ended, inviting users to figure out how they could use it to their own advantage: to speed up their work as programmers, copywriters, emailers, or students; to become suddenly and mysteriously more productive.
ChatGPT’s worried power users aren’t quite wrong, in other words; they’re just focused on the wrong question. Maybe ChatGPT is getting dumber! Maybe its users are running out of new things to do with it. Just as likely is the possibility that it has served its primary purpose, not just as a tool through which OpenAI could explore the potential uses of its own models with the help of millions of testers but as a historically effective fundraising tool for its parent company.
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