Consultant, heal thyself

AI’s consulting conundrum: From human experts to AI advisors—And the jobs, industries, and corporate strategies caught in between.

Consultant, heal thyself

I once had a doctor who smoked: a real Marlboro Red chainsmoker. Sure, it was the 90s, but still. Every visit, with a voice like gravel in a blender, he’d fat-shame me with a BMI chart that seemed designed for sparrows. He was a skilled physician, no doubt, but the irony was glaring.

Consulting firms now embody a similar irony. Their model, based on pyramids of knowledge workers with marked-up bill rates, feels like a relic in the AI era. The market agrees: over the past two years, the Magnificent Seven’s valuations have surged 104%, and the S&P 500 has climbed 27%. Meanwhile, IT services giants? Their stocks have barely twitched. The consultants claim front-row seats to the AI revolution; the smart money begs to differ.

Where do professional services go from here? That’s the $64,000 question, and nobody has a clear answer.

I make a habit of reading or watching nearly everything the global systems integrators produce. (I know.) These days most of it is…stunningly dull.  Convoluted and over-PR’ed.

Such rhetoric reminds me of an earlier era, when cloud computing gained traction. The IT establishment at the time (e.g. IBM, Oracle, and SAP) insisted they’d dominate. Yet, they couldn’t articulate clear value propositions and framed the cloud as impossibly complex (security! integration! standards!), requiring a vast array of their proprietary products. Of course, they lost big to outsiders: the online bookstore, the Xbox maker, and the search engine. These disruptors started with first principles-thinking, solving small problems with ruthless efficiency.

The same shift is brewing in consulting. The old model is fracturing. By 2035, consulting will likely remain a massive industry, but the leaders atop the league tables may well have unfamiliar names.

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