AI consulting questions grow as clients demand real transformation

This column is less about a single company and more about a structural shift in where value sits as AI matures. Classic strategy consulting has been built on information asymmetry and bespoke analysis. Large language models collapse a good chunk of that informational gap, at least for the first drafts of benchmarking, market scanning and even basic process redesign. What remains irreplaceable is political work inside clients: aligning incentives, getting people to accept new workflows and rewriting org charts so that AI systems actually get used.

For the race to AGI, this matters because it tells us where the bottlenecks are moving. If AI can generate solid plans but organizations cannot execute them, the frontier will be limited less by model quality and more by institutional capacity. That in turn shapes which players win: firms that pair strong AI tooling with deep change‑management capabilities may outcompete both pure consultancies and pure model vendors. It also suggests that as models get closer to general intelligence, the hardest problems may be labor, governance and culture, not algorithms.