As CEO, I do not see this as questioning the value of consultants. Rather, I see it as an opportunity to return to what truly defines the strength of our profession: the quality of listening, understanding context, asking the right questions, and supporting decisions through to implementation.

AI can generate answers. It can suggest useful directions. But it does not always understand an organisation’s history, its constraints, internal dynamics, or unspoken priorities. It cannot replace trust built over time, nor the judgment gained through real-world experience.

The role of the consultant, and of the expert, therefore becomes even more demanding. It is no longer just about providing expertise, but about helping organisations filter information, create clarity, challenge assumptions, and turn ideas into tangible results.

For us, AI is an enabler. It allows us to free up time for what matters most: meaningful dialogue with our clients, a deep understanding of their challenges, high-quality support, and the successful execution of transformation initiatives in real-world environments.

As answers become increasingly easy to generate, the true differentiator will lie in the quality of the questions, the responsibility behind decisions, and the strength of human relationships.