The coveted job of elite consultant – touted as the surefire ticket to leadership and a six-figure salary – has been dealt a crushing blow by the rapid march of artificial intelligence. For decades, top graduates have flocked to firms like McKinsey, eager to hone their analytical skills in an environment that promised unparalleled career progression. However, this 'apprenticeship model' is now under siege as AI tools increasingly take over the bread-and-butter tasks associated with junior roles.
Historically, the traditional pathway for aspiring consultants involved developing critical skills such as sharp analysis and synthesis through hands-on client work. This provided a rich foundation for career advancement. However, the integration of AI platforms – including BCG's Deckster, Bain's Sage, and McKinsey's Lilli – has altered this landscape dramatically. These tools can process hundreds of thousands of prompts each month, rendering junior staff responsible for fact-checking AI outputs rather than driving analysis.
Ex-consultants are divided on the implications of these changes. Romil Depala, a former analyst now in private equity, recalls that just ten years ago, the business analyst programme offered unparalleled training. Today, however, this expertise risks becoming redundant as AI assumes core responsibilities – developing frameworks, creating work plans, and creative ideation.
The adoption of AI has also been driven by client demand. Businesses are eager to integrate this technology across their operations, necessitating complex transformations that require 'deep implementation expertise'. This shift has prompted consulting firms to adopt a 'service-as-software' model, partnering with frontier AI companies. Junior staff now find themselves tasked with arduous work under compressed delivery times and fixed fees – offering limited scope for traditional learning and development.
As a result, the type of talent these firms recruit is undergoing a fundamental transformation. Final-round interviews may include tasks that showcase proficiency in internal AI tools. While publicly championing emotional intelligence and creativity, firms appear to be prioritising analysts who can run multiple AI agents simultaneously – extracting intellectual property from existing assets at pace.