AI is incredible, how can analysts have an edge?

I’m writing this because similar to others, I am noticing the rapid improvement in AI in regards to Excel & Powerpoint.

My questions to seniors and other analysts, is how does one gain an edge over another analyst? Claude can do PPT and Excel - how can top bucket be distinguished, politics? 

, 

29 Comments
 

Managing Director in IB-M&A

By actually understanding the point of what they are doing and being able to function without AI. You are pointless if all you know is AI. 

I can see this and I am trying to get a layer deeper into the companies we do, the rationale behind deals and strategy of leadership.

My question about this though, how does this actually add value to the team? I can understand these things but I will not have a better grasp on these things than my seniors aso/vp/md? Long winded way to say do you see it as an edge if ultimately you know the answer anyway?

 

Analyst 1 in IB-M&A

Managing Director in IB-M&A

By actually understanding the point of what they are doing and being able to function without AI. You are pointless if all you know is AI. 

I can see this and I am trying to get a layer deeper into the companies we do, the rationale behind deals and strategy of leadership.

My question about this though, how does this actually add value to the team? I can understand these things but I will not have a better grasp on these things than my seniors aso/vp/md? Long winded way to say do you see it as an edge if ultimately you know the answer anyway?

Well what you think is good work is actually likely total slop in a good package that your associate has to spend more time correcting than if you had done the work yourself without AI. A strong analyst in today’s environment knows how to fix the work AI does and make it appropriate, thoughtful and not read like it was done by AI (which is plainly obvious). That takes understanding. There are analysts in my group that have figured out and those who haven’t and it’s a world of difference

 

Can you please apply a little bit of intelligence here? The base-case assumption is obviously AI improvements will continue and the second derivative of improvement w respect to time will also continue to be positive. So exponential delay in the value-add you propose. Which is the scenario for which OP is presumably worried. Which everyone under the age of 30 should be worried about. Come back to me on that please… thx

 
Funniest

blastren247

Can you please apply a little bit of intelligence here? The base-case assumption is obviously AI improvements will continue and the second derivative of improvement w respect to time will also continue to be positive. So exponential delay in the value-add you propose. Which is the scenario for which OP is presumably worried. Which everyone under the age of 30 should be worried about. Come back to me on that please… thx

Pls reformat my logos. Thx.

 

Analyst 1 in IB-M&A

Managing Director in IB-M&A

By actually understanding the point of what they are doing and being able to function without AI. You are pointless if all you know is AI. 

I can see this and I am trying to get a layer deeper into the companies we do, the rationale behind deals and strategy of leadership.

My question about this though, how does this actually add value to the team? I can understand these things but I will not have a better grasp on these things than my seniors aso/vp/md? Long winded way to say do you see it as an edge if ultimately you know the answer anyway?

Said differently, obviously I know the answer but it’s worth my time to pay you to have the answer and make it look pretty so I don’t have to do it

 

[Taking a break from editing AI slop to respond to posts on WSO]
 

The edge is the same as it was before AI. Be the analyst whose work I don't have to check three times, who catches problems before I do, and who can figure things out without being spoon-fed instructions.

1. Understanding the bigger picture. Don't lose sight of said bigger picture.
2. Get really good at prompting, context, etc.
3. Catch common AI tells and eliminate them.
4. Do more than what you're asked. Be proactive.
5. Beat it into your approach that you demand excellence. 90% right while saving time is not good enough.  Get it 110% right.

 

That’s what they said about you when the calculator came out… Boomer.

If technology upgrades made everyone dumb, then we wouldn’t have got this far

 

classic behaviour from the ones afraid of what the new tec can do with their jobs.

[dont bother my title] but today the weak review should be actually to the ones that dont know how to use AI: Understanding that [unfortunately] AI is not there yet, it is sloppy, needs review and you will never get the best material if you dont know what a good outcome would look like

 

people are hating on you in the comments, but i actually agree here. though the assumption is all analysts are using ai just the ones where it is obvious are making it hard for me to justify having them on the team when they are just copy pasting from claude

 

Are you saying this based on your estimates of how much AI is being used by each individual or is IT actually tracking token spend?

 

Someone drops out of the UBS client golf day. MD remembers you play and asks you to fill in.

On the back nine the client asks what you think about rates. But you're not up on your Macro. Check your phone like you're checking yardage, ask the agent for a quick take. Tell him cash yields are attractive but there’s a reinvestment risk people aren’t really thinking about. Then ask how financing costs are affecting his business. He talks for the next three holes.

Mid-summer feedback is “commercial maturity beyond his level.” Get the return.

 

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