Across the consulting industry, artificial intelligence (AI) is prompting organizations to reconsider how they operate and who they hire. While firms traditionally relied on large teams of junior staff to perform research and analysis, AI’s growing capabilities now challenge that model by delivering these services faster and often more reliably. Some industry observers expect more streamlined teams and a stronger emphasis on experienced consultants in direct collaboration with clients. Businesses are evaluating what they truly need from consulting partners as technology opens the door to new service models and operational efficiencies.
Reports last year highlighted consulting’s resistance to digital transformation, but the current shift is more substantial. Rather than just offering digital tools or platforms as supplementary services, firms are actively reducing their entry-level hiring and leaning into senior talent, a marked departure from the consulting pyramid model that dominated over the past decades. Where earlier coverage emphasized job displacement fears, the present realities increasingly focus on altered business models and contract structures. The gradual adoption of outcome-based pricing, recently gaining traction at McKinsey & Company, signals that consulting firms are adapting at a structural level.
How is AI Impacting Consulting Firms’ Staffing Models?
AI systems now automate tasks previously assigned to junior consultants, such as market research and project analysis, which has led McKinsey & Company and the “Big Four” firms — KPMG, Deloitte, EY, and PwC — to reconsider recruitment for entry-level positions. The automation wave is reflected not only in hiring freezes but also in adjustments to wage structures for new consultants. Senior consultants and partners are now expected to provide value in areas where AI tools cannot, such as strategy development and navigating complex client relationships.
Is the Traditional Consulting ‘Pyramid’ Model Disappearing?
The long-standing model of consulting firms — a wide base of junior roles supporting a few senior figures — is being challenged as automation handles much of the work at the lower levels. Arda Ecevit, co-founder of NexStrat AI, explained,
“The current pyramid model will gradually shift with a shrinking at the bottom half of the pyramid.”
This shift means firms are likely to have fewer entry-level employees and put more emphasis on roles held by seasoned consultants.
What Human Skills Remain Essential in Consulting?
Although specialized AI platforms can perform some key consulting tasks, there are skills that machines cannot easily replicate. These include leadership, managing organizational change, and aligning stakeholders across complex environments. Ecevit emphasized,
“People will continue to play a critical role in leadership, motivating organizations through change, implementing strategy, aligning stakeholders and navigating ‘tricky’ internal dynamics.”
As a result, consulting firms and clients are prioritizing expertise in both AI fluency and interpersonal engagement.
Recent frameworks split consulting roles into AI facilitators, engagement architects, and client leaders. The first group applies advanced tools to generate insights; the second group interprets those insights and makes strategic recommendations; and the third group manages executive relationships and helps organizations adapt. As outcome-based pricing becomes more common and firms downsize junior staff, expectations for consultants’ skills are changing.
Industry observers foresee that as AI continues to replace routine consulting tasks, firms must differentiate through human insight, creative problem-solving, and the ability to guide organizational change. For professionals aiming to remain relevant in consulting, building proficiency with AI tools alongside strong leadership skills will be crucial. These trends suggest a significant impact on the career paths for future consultants, encouraging more specialized knowledge and adaptability. Stakeholders should closely watch the evolving consulting landscape to align their strategies with new service models and client expectations.
