Human Trust & Automation: Will AI Replace Consultancies?

As AI integration becomes more common within business operations, its potential to overshadow human skills is becoming a topic of conversation.

The concern is that AI advancements may result in the replacement of human roles, a trend that is already being seen.

In consulting, this worry is increasingly common, but the perception often misrepresents reality.The world's leading consulting companies, rather than competing against AI, are enhancing their roles by providing CEOs and executives with strategic guidance amidst AI's rise.

“McKinsey is dead [because of] AI. Except they’re not,” argues Stuart Winter-Tear, Strategic Advisor for AI Product Strategy in a LinkedIn post.

“Because the riskier the world gets for executives [because of] AI, the more they need someone to lean on – not for insight, but for absolution.”

Stuart identifies a core misconception about consulting’s purpose here, saying: “The people cheering for the downfall of the Big Four don’t understand what those firms are actually for. 

“They imagine these institutions exist to deliver information, facts and knowledge. But in a world of LLMs and infinite data, facts are cheap. Knowledge is abundant. 

“What’s scarce is the emotional permission to act – and the insulation to survive if it goes wrong.”

So, what are leading consultancy enterprises doing differently to responsibly use AI?

What businesses are using AI responsibly for consultancy and how?

Consultancies face the challenge that, while LLMs process vast information, they fall short on addressing the political and emotional intricacies in executive decision-making.

Consulting firms have shifted focus towards creating proprietary tools for managing corporate risks in the AI age.

McKinsey

Companies like McKinsey are not merely competing with AI but are developing customised systems that integrate AI while maintaining accountability frameworks.

Historically, consultancies like McKinsey used expert-driven insights to help clients.

However, with billion-dollar AI investment stakes on the line, this approach required strengthening.

McKinsey has advanced by developing intelligence layers that fuse public records, licensed content and long-term client data.
The firm’s Gen AI platform, Lilli, synthesises more than 100,000 internal documents and records to back strategic decisions uniquely.

“We bring the best of our firm’s knowledge to our clients,” explains Erik Roth, McKinsey Senior Partner, emphasising clear, evidence-backed recommendations drawn from extensive institutional knowledge.

Deloitte
Similarly, Deloitte emphasises responsible AI through its 'Trustworthy AI' framework, which safeguards clients against ethical and operational AI risks via comprehensive checks for bias and data handling.

“Trust is a key driver of value and a critical component to harnessing the power of AI,” says Beena Ammanath, Executive Director of the Deloitte AI Institute, underscoring how trust frameworks translate into competitive risk management advantages.

Accenture and Microsoft 

Accenture collaborates with major tech firms like Microsoft, leveraging an investment of US$3bn in AI to create tailored solutions.
These partnerships steer clients through AI adoption — from initial projects to full-scale deployment — ensuring security and responsibility.

“We help clients move from pilot projects to scaling securely and responsibly,” says Julie Sweet, Accenture Chair and CEO, highlighting the custom-tailored, industry-specific AI tools they offer clients.

Human psychology driving consulting demand despite AI advances

Stuart identifies how AI's impact on consulting is misunderstood due to human psychology.

“This isn’t a knowledge problem. It’s a human one,” he argues, referencing Security Expert Ross Haleliuk’s observation that senior executives need cover rather than information.

As Ross notes, executives seek, not just knowledge, but backing from reputed advisors, making consulting firms vital in distributing responsibility and providing security.

“Senior execs at large companies aren’t dumb... What they need is cover, a credible third-party to endorse a course of action so that if it fails, the board isn’t asking, ‘Why did you pursue this strategy?’” Ross says.

Stuart concludes that strategy involves navigating complex human elements like fear and ego, aspects AI cannot replicate.

“We’re not rational optimisers. We’re social, narrative-driven, blame-sensitive animals. We seek affiliation, fear shame and avoid risk we can’t share,” Stuart says.

“Too many people like to think that tech is the solution to everything, but unless they’ve taken classes in social sciences like psychology or spent time studying human behaviour, they probably have a very oversimplified understanding of the world they live in.”