The Impact of AI Systems on Management Consultancy Work

Proux, Clément; Berger, Benedikt

Abstract

This chapter examines the impact of artificial intelligence (AI) systems on management consultancy work. Drawing on a literature review and eight semi-structured interviews with internal and external consultants from various European organizations, we explore how AI systems influence consultants’ work practices, job characteristics, and professional identity. Our findings indicate that consultants currently exhibit varying familiarity and limited integration of AI systems into their routines, mainly due to time and organizational constraints. Consultants predominantly view AI as a tool for automating repetitive, low-value-adding tasks, such as information processing and analysis, thereby freeing time for client interactions and complex problem-solving. While acknowledging potential risks—including data security, overreliance, and skill erosion—consultants largely do not perceive AI as a threat to their core value proposition, which centers on human-centric activities. Rather than substituting consultants, AI systems are enhancing their capabilities and reshaping task distribution. The chapter concludes by discussing implications for practice and proposing directions for future research on the evolving relationship between consultants and AI systems as these technologies advance.