The Future of Consulting: Why It’s No Longer Business As Usual

Think about how consulting used to work. You’d have a few trusted firms, often chosen based on reputation, ready to deliver advice, strategy, or implementation when the C-suite called. Procurement wasn’t deeply involved, and the consulting industry operated largely in a tight-knit, relationship-driven world. But times have changed—and fast.

Today, clients have more control and options than ever before. You don’t have to rely on one big firm to handle everything. With AI, data platforms, expert networks, and new market entrants, you can choose between boutique specialists, consulting platforms, et traditional global players, depending on what your business needs. And procurement teams, often seen as cost-cutting enforcers, are stepping in with structured strategies that are transforming how companies engage with consultants—making projects more efficient, competitive, and accountable.

However, all this flexibility can lead to new challenges. Some organizations try to consolidate too aggressively, while others lose sight of the strategic value of consulting by focusing purely on price. Meanwhile, clients often struggle with fragmented supplier models, misaligned goals, et a flood of data that’s hard to make sense of without expert guidance.

So, how do you take control without losing sight of what matters most? The answer lies in understanding the trends shaping today’s consulting industry and using that knowledge to build a smarter engagement strategy. In this article, we’ll explore four key areas:

1. The rise of AI, data, and automation and how they’re changing consulting workflows.
2. The growth of small firms and consulting platforms, offering specialized services but with their own limitations.
3. The collision of consulting with professional services, blurring the lines between strategy, technology, and execution.
4. Procurement’s evolving role in driving consulting efficiency and value.

By the end, you’ll have a roadmap for navigating this dynamic consulting landscape, empowering you to do more with consulting—without breaking your budget.

Let’s dive in!

The Rise of AI, Data, and Automation in Consulting

There’s a lot of buzz out there about AI taking over consulting jobs. News headlines love stories about robots replacing consultants, but let’s be real—consulting isn’t going away anytime soon. What AI, automation, and data tools are doing, however, is reshaping how consultants work and what clients expect from them.

Clients now have easy access to tools and platforms that can handle tasks consultants used to charge hefty fees for. Want market research? Platforms like Statistique, CB Insights, et IBISWorld provide real-time data. Need industry expertise? Networks like GLG ou Catalant connect you with specialists without the need for a full-service engagement. Benchmarking? AI-driven tools can compile competitive intelligence faster than ever.

For more on how AI is reshaping procurement and consulting, check out L'IA générative dans les achats : Un changement de donne ou un simple battage médiatique ?

More Data, More Tools—But More Complexity

This explosion of data sounds like a dream, right? But here’s the catch: access to data isn’t the same as actionable insight. Many companies find themselves drowning in information they don’t know how to use. It’s one thing to pull reports from an analytics tool; it’s another to understand what that data means for your business strategy. Without context, companies risk making decisions based on incomplete or misleading data.

This is where value-driven consulting comes in. While consultants are no longer the sole gatekeepers of information, their role is evolving. Clients expect them to interpret data, identify key trends, and translate findings into strategic action. Simply delivering a 100-slide presentation packed with numbers isn’t going to cut it anymore.

Automation’s Real Impact: Freeing Consultants for Strategic Work

Let’s address the elephant in the room: automation isn’t replacing consultants—it’s replacing the low-value tasks they used to do. Collecting data, crunching numbers, and building reports can now be done in a fraction of the time thanks to automation. This gives consultants more bandwidth to focus on high-impact tasks like:

• Crafting strategic recommendations tailored to your business.
• Managing complex, multi-stakeholder projects.
• Innovating solutions for transformation initiatives.

For clients, this shift is actually a good thing. You’re no longer paying for the grunt work. Instead, you can hold consultants accountable for delivering real results.

However, here’s where things can get tricky. Some consulting firms are still stuck in the old model, where much of their fee structure is based on labor hours. Firms that haven’t embraced automation may struggle to provide the same level of efficiency as those that have invested in digital transformation. As a client, it’s in your best interest to demand transparency about how your consulting partners are using automation to drive value.

Choosing the Right Consulting Approach: It’s Not About AI for AI’s Sake

Let’s face it—AI is everywhere these days. Every consulting pitch seems to come with a shiny new tool promising predictive insights, automation efficiencies, and trend reports powered by machine learning. But here’s a question you should be asking: Do we really need this AI tool?

It’s easy to get caught up in the excitement around fancy tech and buzzwords. But at the end of the day, AI doesn’t solve problems on its own. Just like transformation numérique is an enabler, not the transformation itself, AI is merely a tool in the consultant’s toolbox. What matters isn’t whether your consulting partner uses AI—it’s whether they can solve your business problem.

The real focus should be on expertise and problem-solving capability, not shiny dashboards. A well-designed AI tool is only valuable if it helps deliver actionable insights and better outcomes. Without strategic thinking and human creativity, all the algorithms in the world won’t make a difference.

Questions to Ask Instead of “Do You Use AI?”

When evaluating consultants in this tech-driven landscape, focus on the bigger picture. Here are some strategies to guide your approach:

1. Ask how they’ll solve your business problem: It’s not about automation for its own sake. Ask your consultants what they’ll do to address your specific pain points and how any technology (including AI) will enable better outcomes. The goal is to drive results, not churn out more reports.
2. Look for real expertise, not just tech: A consulting partner should be able to put the data in context and connect it to your business strategy. Whether they’re using AI or a more traditional approach, what matters is their ability to turn insights into action.
3. Ensure the focus is on outcomes, not deliverables: Instead of asking for endless data presentations, focus on impact-driven solutions. Your consultants should tell you not only what’s happening but what you should do about it—and why.
4. Challenge the hype: If a consulting firm is pitching a proprietary AI platform, ask the tough questions. How exactly will it provide value? Can they prove it with real-world case studies or examples? Technology that adds no clear value isn’t worth your time or money.

AI Is Just an Enabler—The Expertise Still Matters

AI tools can certainly enhance consulting workflows—automating data collection, speeding up analysis, and improving project efficiency. But let’s not fall into the trap of thinking AI is the star of the show. Successful consulting engagements still require:

• Big-picture thinking to identify long-term strategic goals.
• Creativity to solve problems in innovative ways.
• Relationship-building to ensure alignment with stakeholders and effective change management.

These qualities are inherently human and can’t be automated. You need consultants who can challenge your assumptions, identify blind spots, et lead transformation, not just those who can deliver shiny reports.

At the same time, clients who understand how to leverage AI as a supportive tool can gain a strategic advantage. The most effective organizations don’t fixate on AI itself. They focus on finding the right mix of expertise and technology to drive value, using AI where it makes sense—but never at the expense of human insight.

So, if it’s not all about AI, what other options are shaking up the consulting world? In recent years, small consulting firms and expert platforms have gained traction, offering specialized services and greater agility. But are they the right fit for every project? Let’s explore how these smaller players are changing the game—and where they might fall short.

Small Firms and Consulting Platforms Are Rising—But They’re Not a One-Stop Solution

Over the past few years, small consulting firms and expert platforms have seen a surge in popularity. It’s not hard to see why—they promise specialized expertise, faster turnaround times, et personalized service. Many clients have grown tired of the high fees and bureaucracy that can come with larger consulting firms. These nimble players seem like the perfect alternative: they’re quick to adapt, easy to work with, and don’t come with layers of administrative overhead.

But here’s the thing: small doesn’t always mean better. And consulting platforms—while incredibly useful in the right context—aren’t a replacement for all your strategic needs. The reality is more nuanced, and clients need to carefully assess when these options are the right fit and when they aren’t.

The Appeal of Small Firms and Platforms

Small firms excel at niche expertise. If you need deep knowledge of a specific industry or problem, you might get better results by partnering with a boutique consultancy that specializes in that area rather than a larger, generalized firm. For example:

• UN digital marketing boutique might deliver faster, more innovative solutions than a large firm that only has a small marketing practice.
• UN sustainability consulting firm may provide highly targeted guidance for ESG strategies, without the hefty price tag of a global brand.

Similarly, consulting platforms tels que GLG, Catalant, et Talmix offer on-demand access to industry experts and specialists. Need someone with firsthand experience in launching a product in China? These platforms can connect you with someone who’s been there and done that—often at a much lower cost than engaging a full consulting team.

For clients, this approach offers flexibility and control. You’re no longer tied to a single provider and can customize your consulting engagements to fit specific needs.

The Limitations of Small Players and Platforms

However, small firms and platforms aren’t perfect for every situation. Here’s why:

1. Capacity Constraints: Small consultancies may lack the resources to scale up for large, complex projects. If your initiative spans multiple regions or requires extensive coordination across business units, a smaller player may struggle to keep up.
2. Fragmentation Risks: When working with multiple specialized providers, there’s a risk of misaligned goals and communication breakdowns. Without a clear project leader, you might find yourself spending more time managing vendors than focusing on the project itself.
3. Project Management Gaps: Platforms like expert networks and freelance marketplaces are great for quick, tactical needs but don’t offer end-to-end project management. If your project requires sustained oversight, you’ll need either an internal PMO or a lead consulting firm to maintain alignment and momentum.

In short, while small firms and platforms excel in targeted engagements, they’re not ideal for large-scale transformations that require extensive resources and multi-stakeholder coordination.

When Should You Choose Small Firms or Platforms?

So, how do you decide when to work with a smaller player or platform? Here are a few scenarios where these options shine:

• Highly Specialized Expertise: If your project requires deep knowledge of a particular market or technical area, a niche player may deliver better results than a generalist firm.
• Short-Term Tactical Needs: For tasks like validating market assumptions, conducting competitor research, or gaining industry insights, platforms that provide on-demand access to experts can be a cost-effective solution.
• Lower Complexity Projects: If your project is well-defined and doesn’t require extensive coordination, a small firm can provide a lean, agile approach.

However, for complex, cross-functional initiatives—such as organizational redesigns or global transformation programs—you’ll need a partner who can scale up and provide consistent oversight across multiple teams and regions.

Balancing Small and Large Partners

Many successful organizations have found that the best approach isn’t either-or but both-and. By combining the strengths of small firms, platforms, and larger partners, you can tailor your consulting strategy to fit different project phases and needs. For example:

• Use platforms for early-stage research and diagnostics.
• Engage a specialized boutique to design a targeted solution.
• Bring in a larger firm for full-scale implementation and long-term support.

The key is to maintain alignment and accountability across all partners. Even if you’re working with multiple small firms, you need a clear project owner to ensure that everyone is pulling in the same direction.

Client Strategy: Exploring the Consulting Ecosystem

With the rise of platforms and small firms, clients now have more power than ever to shape their consulting engagements. But with great power comes responsibility. To avoid fragmentation and inefficiency, you need to:

• Clarify roles and expectations: Define who’s responsible for each part of the project and how deliverables will be coordinated.
• Evaluate scalability: Make sure your providers can handle the scope and complexity of your project—or plan for how you’ll manage scale internally.
• Prioritize alignment: Whether you’re working with one firm or five, alignment with your strategic objectives is essential to maximize value.

We’ve explored how small firms and platforms are reshaping the consulting landscape. But there’s another critical trend clients need to be aware of: the growing overlap between consulting and other professional services. IT, HR, and engineering firms are now offering consulting capabilities, while traditional consulting firms are expanding into software and managed services. Let’s take a closer look at how these blurred lines are affecting clients and the consulting industry.​

Blurring Lines—The Collision of Management Consulting, IT Consulting, and Professional Services

Once upon a time, management consulting and IT consulting were two distinct worlds. Management consulting firms focused on strategy, operations, and organizational change, helping executives tackle big-picture questions like market entry, restructuring, and growth strategy. Meanwhile, IT consulting firms handled the technical nuts and bolts—from ERP implementations to cloud migration projects.

But over the past two decades, these two worlds have collided. Management consultancies now offer full-scale technology services, while IT firms position themselves as strategic advisors on digital transformation. Just when clients thought the battle was between strategy and tech, a new wave of professional services providers entered the arena.

Today, the consulting value chain is more crowded than ever, with firms from all corners of the business world staking a claim. From internal consulting teams à software providers, everyone wants to be a strategic partner. So, how do clients make sense of this rapidly changing landscape?

For an in-depth look at hidden influencers in procurement and strategy, read Les métaconsultants dévoilés : les acteurs cachés du pouvoir dans la stratégie d'entreprise et les achats.

A Brief History: When Management Met IT

In the early 2000s, the consulting industry began shifting as transformation numérique became a top priority for businesses. Clients needed both strategic insight and technical expertise to stay competitive. In response, firms started breaking down silos between strategy and technology:

• Management consulting firms like McKinsey, BCG, and Bain began acquiring or partnering with IT specialists to offer technology advisory services.
• IT consulting giants like Accenture, Capgemini, and IBM expanded their services to include conseil stratégique, often competing directly with traditional management firms.

The result? Clients could finally find strategy and technology services under one roof—or so it seemed. In reality, many firms struggled to integrate these two skill sets seamlessly, leading to coordination issues and service gaps. Still, the pressure for cross-functional expertise continued to grow.

The New Players in the Game

Fast forward to today, and it’s no longer just a management-vs-IT debate. The boundaries between consulting, professional services, and technology companies have blurred beyond recognition. Let’s look at some of the new players shaking up the market:

1. Professional Services Firms: Companies that traditionally focused on operational services—like IT, HR, and engineering—are building consulting arms. Des entreprises comme Deloitte et PwC have become known for their advisory work as much as their audit and tax services, while engineering giants aimer AECOM are offering consulting on infrastructure strategy and project management.
2. Software and SaaS Providers: It’s not just about products anymore. Tech giants like Microsoft, Salesforce, and AWS are increasingly stepping into advisory roles, offering strategic consulting around cloud adoption, CRM implementation, and data analytics.
3. Internal Consulting Teams: Large corporations are investing heavily in internal consulting capabilities, sometimes offering their expertise externally. These teams often focus on cost transformation, operational efficiency, and digital innovation, allowing companies to rely less on outside partners for repeatable services.
4. Turnaround and Restructuring Firms: As economic cycles shift, turnaround specialists aimer AlixPartenaires et Conseil FTI have positioned themselves as leaders in crisis management and restructuring—areas traditionally dominated by management consultancies.
5. Marketing and Communications Agencies: The line between consulting and marketing strategy has also blurred. Agencies like Accenture Interactive et Publicis Sapient now offer business strategy services that compete directly with traditional consultants, particularly in customer experience and digital transformation projects.
6. Business Intelligence and Market Research Companies: Firms that provide des informations fondées sur des données (e.g., Gartner, Forrester, Euromonitor) are increasingly positioning themselves as strategic partners, offering guidance on everything from industry trends to competitive benchmarking.

Opportunities and Risks for Clients

On paper, more options mean more opportunities for clients. You’re no longer limited to a handful of global consulting brands. Depending on your needs, you can:

• Partner with an IT consulting firm to implement a new digital strategy.
• Bring in market research experts to support your go-to-market plan.
• Engage an engineering services provider to handle both infrastructure strategy and execution.

However, this diversity also introduces risks. Not all firms are equally skilled at managing end-to-end consulting engagements. You may find yourself juggling multiple vendors, each with competing priorities, inconsistent communication, et misaligned objectives. Additionally, some providers may overreach, trying to sell consulting services outside their core expertise.

For example, a software company might offer strategic advice on digital transformation but lack the hands-on experience needed to manage organizational change. Similarly, internal consulting teams may face internal resistance if they lack the authority or buy-in to drive strategic initiatives across departments.

How Clients Can Navigate the New Landscape

Given the complexity of today’s consulting ecosystem, clients need to develop a clear strategy for supplier selection and engagement. Here are a few guiding principles:

1. Define Core Needs: Be specific about what expertise you need for each phase of your project—strategy, implementation, or execution. This will help you evaluate whether a firm’s capabilities align with your objectives.
2. Balance Integration and Specialization: In some cases, you may want an integrated partner that can manage a large transformation project. In others, you may prefer a multi-vendor model, where specialized firms handle different components. Understand the trade-offs of both approaches.
3. Assess Industry Expertise: Firms with deep experience in your industry can provide contextual insights that generalists may miss. However, beware of firms that attempt to stretch beyond their expertise.
4. Evaluate Collaboration Capabilities: Even if you’re working with multiple providers, there should be alignment on overall goals. Look for partners who are willing to collaborate across disciplines rather than protect their own turf.

A Fragmented Market, but a Win for Clients

While it may seem chaotic, this fragmentation of the consulting landscape is ultimately empowering for clients. You have more flexibility to choose providers that fit your needs, more control over how projects are structured, and more opportunities to drive innovation through diverse perspectives. The key is to build a strategy that leverages the strengths of different providers without losing sight of your broader business objectives.

With this in mind, let’s turn to another critical trend reshaping consulting: how procurement teams are approaching consulting services—and why traditional tactics aren’t always working.

Procurement’s Approach to Consulting—Why Traditional Levers Aren’t Working

If you’ve worked in procurement—or even worked with procurement teams—you’ve probably seen it all: volume bundling, supplier base rationalization, competitive tenders, specification optimization and the infamous price-based negotiations. These traditional levers have been the backbone of procurement strategies for decades, and in many industries, they work beautifully. But when it comes to consulting services? Things get complicated.

The truth is, many companies are struggling to get control of consulting spend, and it’s easy to see why. Consulting isn’t a commodity—it’s a complex, high-value service where expertise, collaboration, and flexibility matter. Apply traditional procurement levers too aggressively, and you end up either driving up costs ou compromising quality. Clients rationalize too much, try to force everything under rigid control, or default to the lowest bidder—none of which delivers sustainable results.

So, what’s the solution? It’s not about scrapping these levers but adapting them to fit the complexities of consulting. Let’s break down each one to understand where things go wrong—and how to get them right.

1. Volume Bundling—Good in Theory, Tricky in Practice

On paper, volume bundling sounds like a smart move: consolidate your needs, reduce duplication of projects, and negotiate better terms by giving a single supplier more business. And when done right, it can absolutely deliver synergies and cost savings. But here’s where it falls apart: consulting isn’t one-size-fits-all.

Too often, companies try to bundle unrelated projects under a single provider. They assume that by giving one firm all the work, they’ll get better rates. Instead, they end up paying more because:

• Niche expertise might not exist within a single firm.
• The consulting firm adds risk premiums to cover areas outside its core capabilities.
• The lack of specialized attention leads to subpar results.

The smarter approach? Bundle with precision. Identify areas where synergies truly exist—such as related projects within the same business unit—and avoid bundling just for the sake of volume. Focus on avoiding redundant projects, not squeezing every project into the same supplier contract.

2. Managing and Optimizing the Supplier Base—More Nuance, Less Big Brush

Another key procurement strategy is rationalizing the supplier base: limiting the number of providers to reduce complexity and increase leverage. This makes sense in industries like manufacturing, where you want fewer suppliers delivering consistent quality at scale. But in consulting, excessive supplier rationalization can backfire.

Here’s why: Consulting requires a balance of flexibility and control. If you lock yourself into a rigid panel with only a few large firms, you lose access to boutique specialists, micro-consulting options, et emerging providers that might offer better expertise for specific projects. Worse, you risk creating a bottleneck where internal stakeholders feel restricted and frustrated by a lack of options.

The solution? Build a tiered supplier panel. Instead of a single global panel, structure your supplier base to reflect different needs:

• Tier 1: Large firms for complex, multi-functional projects.
• Tier 2: Niche firms for specialized expertise and smaller engagements.
• Tier 3: Micro-consulting and expert networks for on-demand insights.

This approach ensures stakeholders have access to the right mix of providers while maintaining oversight and governance.

3. Competitive Tendering—The Most Powerful Lever (If Done Right)

Let’s be clear: competitive tendering is one of the best procurement tools for consulting. It drives transparency, fosters healthy competition, and levels the playing field. But here’s the catch—it only works if you do it properly.

Many companies make critical mistakes, such as:

• Writing poorly defined RFPs that favor incumbents.
• Focusing solely on price without evaluating content and expertise.
• Selecting providers based on personal relationships instead of objective criteria.

The key to success is crafting strong RFPs that set clear expectations. Make sure you:

• Define specific, measurable outcomes et evaluation criteria.
• Ask for detailed staffing models et pricing structures that reveal hidden costs.
• Ensure your evaluation process includes both content quality et price competitiveness.

This allows you to select the best candidate, not just the cheapest.

4. Specification Optimization—The Most Challenging Lever

Specification optimization—refining project scope to balance costs and deliverables—can have a huge impact on consulting spend. But let’s be honest: it’s also the hardest lever to pull effectively. Why? Because changing the scope changes the outcome. And while that might sound risky, it’s not always a bad thing.

Consultants (us included 😁) do a great job of explaining why a particular setup is “ideal.” But here’s the truth: there’s no single right way to structure or staff a project. There are multiple ways to approach an RFP, and multiple price points that depend heavily on factors like:

• How the project is delivered: Do you need senior advisors leading every meeting, or can junior consultants handle key tasks under supervision?
• Your team’s involvement: How much time and expertise are your internal teams willing to contribute to the project?
• The depth of expertise required: Are you looking for a comprehensive strategy overhaul or a focused, tactical solution?

These factors affect not only the project scope but also staffing models, timelines, and ultimately price. So, the right price isn’t necessarily the lowest—it’s the price that delivers the right results for your business objectives.

To get there, procurement teams and stakeholders need to collaborate closely. This requires knowledge to assess different project setups and frameworks to evaluate trade-offs effectively. Investing in experienced procurement professionals who understand consulting can help you optimize specifications without sacrificing project outcomes.

5. Price-Based Negotiation—Stop. Just Stop.

Let’s not sugarcoat it: price-only negotiation doesn’t work for consulting. Full stop. When companies focus solely on getting the lowest bidder, they:

• Drive away top talent, as high-quality firms won’t lower their fees to unsustainable levels.
• End up with inferior deliverables, prompting complaints from stakeholders.
• Pay more in the long run due to costly project failures and overruns.

Consulting is a service where quality and expertise matter. Instead of obsessing over price, clients should focus on value-based negotiations. This involves balancing pricing discussions with assessments of capabilities, expertise, and alignment with project goals.

The Game Changer: Professionalizing Procurement for Consulting

So, what’s the real solution? It’s simple but powerful: professionalize your procurement team. Companies that excel at managing consulting spend invest in training procurement professionals to understand:

• The nuances of consulting services.
• How to support stakeholders with tailored procurement strategies.
• How to apply the right levers—competitive tendering, supplier panels, and specification optimization—without rigidly applying one-size-fits-all tactics.

By empowering procurement teams with knowledge, tools, and flexibility, you create an environment where consulting engagements deliver both cost efficiency and high impact.

We’ve now covered how traditional procurement levers can both help and hinder consulting engagements. But these procurement challenges are just one part of a larger trend: the explosion of the consulting value chain. As new players, models, and service options emerge, clients have more control than ever to design the consulting strategy that works for them. Let’s explore how this changing landscape can become an opportunity rather than a challenge.

The Consulting Value Chain Is Exploding—And That’s a Good Thing

The consulting industry has never been more diverse or dynamic. AI and automation, the rise of small firms and platforms, et the collision of consulting with professional services have completely changed the landscape. On top of that, approvisionnement has stepped in, no longer leaving consulting as the private playground of the C-suite. What used to be a category managed by a handful of senior executives is now getting structured attention and investment, opening the door for businesses to achieve better results at more manageable costs.

This shift can feel overwhelming at times. After all, more options mean more complexity. But for those who understand how to leverage this evolving ecosystem, it’s an opportunity to do more with consulting, not less. The key is to take control of your consulting strategy and build a flexible, structured approach that balances innovation, expertise, and cost-efficiency.

The Benefits of Procurement’s Role in Consulting

For years, consulting engagements operated largely outside the reach of procurement. Senior executives would select their preferred firms based on relationships, reputation, and urgency, with little transparency around costs ou value delivered. This led to inefficiencies, with many companies paying inflated fees without clear performance metrics.

But that’s no longer the case. Procurement has invested in the consulting category, and while the transition has been rocky in some places, it’s ultimately a positive development. Here’s why:

1. Increased Accountability: Procurement brings much-needed rigor and transparency to consulting engagements. By implementing competitive tendering et supplier management strategies, companies can make better-informed decisions and hold consulting partners accountable for results.
2. Better Cost Control Without Compromising Value: With the right procurement strategies (think tiered supplier panels et specification optimization), companies can optimize consulting spend without defaulting to the lowest bidder. This allows businesses to invest in high-value projects while cutting unnecessary costs.
3. Empowering Stakeholders: When procurement works in collaboration with business units, it enhances decision-making rather than limiting it. Teams gain access to a diverse pool of providers, ranging from small niche firms to large global players, giving them the flexibility to tailor consulting engagements to their specific needs.

Ultimately, procurement’s involvement isn’t about squeezing costs—it’s about ensuring that companies get the most value out of their consulting investments.

Leveraging the Trends: Building a Winning Consulting Strategy

With the consulting value chain exploding, it’s essential to approach supplier selection and engagement strategically. Here’s how companies can connect the dots between today’s trends:

1. Use AI and Automation to Boost Efficiency
   Leverage automation tools et data platforms to streamline lower-value tasks. This applies not only to your consultants but also to internal processes. For example, procurement teams can use data analytics to track project performance, monitor spending, and assess supplier quality over time.
2. Maintain Supplier Flexibility
   The era of a one-size-fits-all global panel is over. Companies need tiered supplier models that combine large firms for complex projects, niche consultancies for specialized needs, and platforms for on-demand expertise. This allows stakeholders to adapt their consulting approach to fit each project’s scope and objectives.
3. Integrate Strategy and Services Thoughtfully
   As more professional services firms et tech providers move into consulting, clients must evaluate service models carefully. Sometimes, partnering with an integrated provider makes sense—particularly for projects that span multiple disciplines. In other cases, it’s better to work with separate experts to avoid potential conflicts of interest or diluted focus.
4. Enhance Procurement’s Capabilities
   Investing in professional procurement talent is a game-changer. Companies that train their procurement teams to understand consulting can optimize tendering processes, write better RFPs, et support stakeholders more effectively. This is crucial for balancing quality and cost across engagements.

Realigning Consulting Engagements for Maximum Impact

So, what’s the endgame? It’s not about cutting consulting spend to the bone ou chasing the lowest price. Instead, businesses should aim to:

• Maximize ROI by selecting partners who can deliver measurable outcomes.
• Focus on collaboration between procurement and stakeholders, ensuring alignment on project goals.
• Continuously evaluate consulting needs and supplier performance, adapting your strategy as new opportunities arise.

With the consulting ecosystem growing more diverse, clients have never had more control. By taking a structured yet flexible approach, companies can achieve more ambitious results without breaking their budgets.

The Bigger Picture: Consulting as a Strategic Lever

In this new era, consulting is no longer just a cost center—it’s a strategic lever that can drive innovation, transformation, and growth. Businesses that master the art of supplier management, value-based procurement, et stakeholder collaboration will unlock new levels of efficiency and impact.

The consulting value chain may be exploding, but that’s not something to fear—it’s something to embrace. With the right approach, you can harness this dynamic landscape to build stronger partnerships, smarter strategies, and better business outcomes than ever before.

Consulting is evolving faster than ever, driven by technological change, new market entrants, et increased procurement oversight. The companies that will thrive in this landscape aren’t the ones clinging to outdated models—they’re the ones adapting. Whether it’s through AI-enabled tools, agile niche providers, or integrated service partnerships, the future of consulting is all about flexibility, accountability, and innovation.

Embracing the New Consulting Landscape

The consulting industry has changed dramatically—and it’s not slowing down anytime soon. AI, automation, niche players, and cross-functional services have reshaped what clients can expect from consulting engagements. At the same time, procurement’s growing influence has brought transparency and structure to what was once a C-suite-controlled category. The days of blindly following brand reputation are over. Now, companies have the tools, knowledge, and options to get more value from consulting than ever before.

But here’s the challenge: choice comes with complexity. With so many options—boutique firms, large global players, consulting platforms, and hybrid models—it’s easy to feel overwhelmed. That’s why businesses need to be strategic. It’s about finding the right balance between control and flexibility, expertise and scale, et cost and quality.

The good news? You don’t have to do it all alone. By investing in your procurement and consulting strategy, empowering your stakeholders, and focusing on clear goals and alignment, you can turn this new landscape into a powerful opportunity. The consulting value chain isn’t breaking apart—it’s expanding to offer you more ways to innovate, transform, and grow.

Whether you’re embarking on a major transformation or seeking expert advice for a targeted problem, the key is to stay adaptable. Evaluate your needs carefully, select partners who align with your objectives, and continuously improve your engagement strategy. This isn’t about doing less with consulting—it’s about doing better.

Welcome to the future of consulting. It’s your time to take control and make it work for you.