The End Of Consulting As We Know It? Yesterday’s model in Today’s world
A few weeks ago, Usman Sheikh posted a sharp analysis of the inflection point facing consulting on LinkedIn.
In response, I shared what I believe to be the “deeper story” behind the trends he identified. A story that seems to be resonating with many insiders.
We all feel it: “the clock is speeding up.”
We’re living in an age where time feels compressed. Six months of change now happens in ONE.
And what used to be a theoretical discussion (diagnosis?) is quickly becoming operational reality.
What do I mean?
After speaking with many insiders across firms in the US, Europe, and Asia, the same patterns are showing up:
→ Budgets are tightening.
→ “Sure-thing” projects aren’t that sure anymore.
→ Clients are growing more SKEPTICAL, demanding harder proof of ROI.
Consulting is hitting a wall.
Not because of AI alone, but because “long-standing cracks” are finally WIDENING.
I think the deeper story is that the majors are nearing a radical inflection point driven by a few core dynamics:
1️⃣ The real crisis isn’t so much “AI replacing consultants,” but rather the exposure of the ROI GAP in consulting.
As most clients face budgetary pressure, they’re getting better at quantifying value DELIVERED vs. PROMISED.
The industry is facing a “transparency revolution” it wasn’t built for. This is the true market correction.
2️⃣ Their most fundamental contradiction: these firms have build themselves into giants by PROMISING TRANSFORMATION while incentivizing dependency.
The whole business model of “solving problems without fully solving them” is now at risk.
3️⃣ As AI shifts the focus (and mindsets) to RESULTS OVER PROCESS, consulting’s core flaw become evident: it’s designed to SELL TIME, not outcomes.
The next wave likely won’t be about “AI expertise,” but about firms that only get paid when clients succeed (outcome-based pricing).
As we move into a world of “AI-powered results” (i.e. “SILICON DAYS”), the industry will be FORCED to transition from its “man days” model, just as steam engines introduced “horsepower” as a more efficient alternative to horses.
SO, IS BIG CONSULTING DEAD?
I wouldn’t bet on their total collapse anytime soon.
Big firms still hold several strong cards. One of which, as Usman pointed out, shouldn’t be underestimated:
“Bonus points for helping with playing politics and providing management with plausible deniability when things go wrong”
To which I’ll add:
Throw a few “under-the-table financial incentives” into the mix, and I think it’s safe to say Big Consulting still has plenty of good days ahead.
And to be clear:
When I say they still have “good days ahead,” I mean the firms as ENTITIES. NOT the workforce, especially not juniors and mediors.
So, NO: Big consulting isn’t “dying,” but it’s MUTATING.
The question is no longer IF change is happening – it’s already here.
The real question is: WHO will lead it?
Best,
Gaetan Portaels