Who Trains Consultants in an AI World?

By Tom Rodenhauser, Managing Partner at Kennedy Intelligence I Consulting Industry’s Strategic Insights Partner I Host and Editor of Consultants Talk

Can the Apprentice Model Survive?

I spent time this month a former colleague and industry veteran on our companion Consultants Talk podcast. He has had considerable experience and leadership roles at Big 4 firms and elsewhere Among the many topics we discussed were the challenges facing the consulting industry. One question that sparked considerable debate: Does the rise of AI poses an existential crisis for the next generation of consultants? 

For as much as AI is revolutionizing the process of consulting, there’s an underlying disconnect with how AI will help consultants become consultants. The consulting industry has always been very much an apprentice model. Essentially consultancies – large and small – establish training regimens that everybody must complete to learn the craft. Whether it’s a specialized firm or a global consultancy, new hires always follow some type of learning path. 

Set aside for a moment the requisite technical skills and domain expertise. I’m talking more about the ability to carry oneself with client executives as an advisor and counselor, where junior-level consultants attempt to convey the wisdom of their wizened partners. 

AI is reshaping consulting, but who prepares the next generation for this new reality?

There are some firms with models that have junior staff who are attached to the partner and are part of the same team throughout, as individuals develop within the firm. There are other firms with rotational models, which provide experience with different types of partners and engagements. And then there are some where you're not going to get a whole lot of partner time – just drive the spreadsheets (not a good model BTW!). 

For small and specialized firms, where the partner-to-consultant ratio remains low, such training remains relatively straightforward; it’s a “watch-what-I-do” approach that was very specific to the work that was being performed. For the global partnership firms, the average ratio of consultants to partners exceeds 100:1 As a result, the apprenticeship model has become extremely diluted. 

With professional services, having a great mentor – somebody who looks out for you as you grow as a young professional – is critical. Mentorship also nurtures and sustains a firm’s culture. Critics suggest that consulting firms are all the same, hence the shorthand for MBB, Big 4, IT BPO/ITO, etc.  In truth, the nuances between a McKinsey or Bain, or an Accenture and Capgemini, are quite profound for both buyers of consulting services, and people like us who evaluate the firms and the industry. 

The Challenge of Mentorship: Who Trains Consultants in an AI World?

If we look to the near-term future and posit that AI will take away the more rote repeatable-type tasks, that’s great for efficiency. But that scenario doesn't change how junior practitioners learn the business of consulting, how they learn about relationships and making change happen. That all happens at a human level. 

Ultimately, the unresolved question of Who Trains Consultants in an AI World? may determine which firms sustain their culture and client credibility, and which risk becoming hollow shells powered only by efficiency gains.

I haven't yet figured out the prompt command for that challenge. 

About the Author: Tom Rodenhauser has been tracking the global consulting industry for 30 years. Kennedy Intelligence helps leaders adapt to changing landscapes and position their firms for success. Reach out to discuss: 

• Briefing sessions with leadership to discuss the latest industry developments in the context of your consulting firm’s strategy. 

• Purchasing a copy of the 2025 Global Consulting Industry Navigator report, and custom intelligence into your specific professional services markets. 

• Strategic and operational performance reviews of your consulting firm considering our last industry benchmarks. 

• Kennedy M&A deal advisory services, including an indicative valuation analysis of your professional services business. 

Note: This article is for educational and informational purposes only and does not constitute investment, tax, or legal advice. The views and opinions expressed in this article are those of the author and do not represent the views of any affiliate organization. Any opinions or views expressed are as of the date written and are subject to change without notice and may be updated or modified at any time.