Consulting and AI: A New Horizon or The End as We Know It?

It seems consulting is in for a massive overhaul one way or the other. The most anticipated change is, of course, the disruptions caused by AI. These changes are easy to imagine, as various AI models become more technically sound and capable of complex functions. As various models are trained to carry out functions associated with consulting, it is possible consulting itself will become an entirely AI-powered field. This may happen, but it may be possible that consultants still have a role in the emerging landscape of consulting.

The field is already shifting as major firms invest heavily in AI tools and train their workforces to keep pace with rapid change. Firms such as McKinsey, Deloitte, Bain & Company and multiple others have already announced major future investments in AI. These companies are seeking consultants who can understand both the technology and its business implications, bridging the gap between technical outputs and strategic decisions. It is believed that human judgment and expertise remain central to the consulting role. Some firms have claimed that they see do not see AI as a replacement for consultants, but that it will reshape what consulting work looks like. Changes will include speeding up routine tasks, encouraging the importance of creativity, client-handling, and problem-solving. Most firms and employers are now maintaining that consultants will still be in high demand. However, those who thrive will be the ones who adapt quickly to the coming changes, learn continuously due to the high rate of change, and integrate AI into their toolkit as effectively as possible. The consultants who fail to do this may fall behind entirely, without the requisite strengths demanded by the new AI-charged market.

Prominent tech leaders, such as Uber cofounder Travis Kalanick, warn that consultants who rely on repetitive, instruction-based work may be in “big trouble” as AI becomes faster and more capable. Kalanick even predicts that in the future, getting a consultant will be as simple as pushing a button. That being said, the belief is growing that the consultants who focus on embedding AI tools into their work, shaping strategy, and applying judgment in complex situations are expected to remain in demand.
The reality will, of course, take shape as the models improve and major firms learn the true benefits of AI (and which claims are overblown). As this happens, consultants will adapt and engage with the new markets accordingly. The only question is, who will be left behind as this transition occurs? Will it be new graduates, or more traditional consultants? It is the one aspect of consulting that will need the most careful consideration: the people who choose to make it their profession.