671 - Why Your Company May Not Exist to ChatGPT?

Why Your Company May Not Exist to ChatGPT

When I sit down with CEOs and executives to talk about artificial intelligence, the conversation usually starts with anxiety. The anxiety is rarely about the technology itself. It is about the size of the commitment. Many leaders assume that taking AI seriously means signing up for a twelve-month program before they even know if the effort will pay off. That assumption has been the real obstacle, so we built something to remove it.

Over the past year, we have run a twelve-month program to help companies build a long-term AI strategy. It works well, but it also taught us something important. Very few companies want to commit to a program of that length before they understand what they are working with. That hesitation is not a lack of ambition. It is ordinary caution before a long-term bet on unfamiliar ground.

So we changed the question. Instead of asking companies to trust us for a year, we asked how to build that trust in three months. That question changed how we designed the entire offer, and it turned out to matter more to executives than the depth of the long-term program itself.

Here is a simple exercise I recommend to every CEO I work with. Open ChatGPT, or any other major model, and search for your own company. For a surprising number of businesses, very little comes back. They are not recognized. They do not appear in the answers these engines generate, even though employees, customers, and prospects now use these tools daily to research companies and form first impressions.

That gap is not a technical detail. It is a trust problem. When a company is invisible inside the systems a growing share of the world consults by default, that invisibility shapes how the company is perceived, whether it participates in the conversation or not.

This is the problem the sprint was built to solve. Rather than opening our engagement with a twelve-month commitment, we designed a focused three-month product with one goal: move a company from zero visibility to being recognized, accurately and on its own terms, inside ChatGPT and the other leading AI models.

The scope is deliberately narrow. The sprint does not try to solve every part of a company's long-term AI strategy. It solves one problem well, establishing the visibility and trust that has to exist before any larger transformation can be credible.

That narrow scope also makes the sprint easy to say yes to. The financial commitment is modest, the timeline is short, and the outcome is concrete. For a CEO who is not ready for a year-long program, but who can no longer ignore how AI models shape perception of their company, the sprint offers a credible, low-risk way to begin.

I have come to believe the biggest barrier to AI adoption at the executive level is not a lack of understanding. It is the absence of a reasonable first step. Twelve-month programs are valuable, but trust does not start there. Trust starts with a result a CEO can see, on a timeline a CEO can commit to, at a cost that does not need a board debate.

That is why we built the sprint before we built anything else. Getting started well is not a smaller version of the strategy. For most companies today, it is the strategy.

I have watched this three-month step change how executives talk about AI internally. Once a company can see itself clearly inside these models, the conversation shifts from whether to act to what to build next, and that shift is worth far more than the size of the program that follows it.

Highlights:

00:00 Why A Sprint Exists

00:21 CEO Visibility Gap

00:53 Three Month Sprint Offer

01:12 Easy Buy Commitment

Links:

https://www.jensheitland.com/links