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1、Consulting reimagined,powered by AIIBM Institute for Business Value|Research BriefForewordOn the cusp of convergenceWe are embarking on one of the most significant transformations of our time as a result of AI,across nearly every industry and profession.Consulting is no differentin fact,it is likely

2、 to be one of the most disrupted,given the labor-based business at its core.We are on the cusp of a new era of consulting,one where science and technology are being combined with skills and expertise to create extraordinary value faster.Business models are changing as the consulting and client relat

3、ionship evolves to deliver new forms of value creation.That is why this particular study from the IBM Institute for Business Value is so unique.We decided to take on the consulting and AI topic directly,by diving into insights from organizations across the globe that engage with consultancies,to bet

4、ter understand the expectations buyers have of their consulting partners in this AI era.This study describes how clients expect consultants to use AI to help them reimagine whats possibleand they also want AI to help them get more for their money.At IBM we are embracing this change.We are supercharg

5、ing our 160,000 consultants expertise with AI support so we can create better outcomes,faster and at scale,for our clients.We call our approach the science of consultingand we believe,as the only global consultancy at scale inside a technology company,we are unique in our ability to embrace this opp

6、ortunity so we can be better partners.We welcome your input and your thoughts.Mohamad AliSenior Vice PresidentIBM ConsultingConsulting reimagined,powered by AI2AI optimism abounds.Key takeawaysTrust is central to success.Consulting buyers say no AI,no deal.75%of consulting buyers expect AI to have a

7、 positive impact on their use of consulting.66%say theyll stop working with consulting organizations that dont incorporate AI into their services.70%of buyers say the use of AI in consulting will make them buy from fewer,more trusted organizations.Software and talent are converging to create new val

8、ue.Are your consultants accelerating progressor sticking to the status quo?Consulting reimagined,powered by AI3As AI makes it easier for humans to wield technology,software is supercharging talentallowing people to create business value in ways that werent previously possible.In this environment,org

9、anization leaders expect to work with consultants who are using AI to tackle complex problems with unprecedented speed and precision.They want trustworthy partners who are obsessed with resultsand can help them adapt to rapid change.To understand how expectations are evolving,the IBM Institute for B

10、usiness Value,in collaboration with Oxford IntroductionRedefining consulting value for an AI futureExecutives plan to increase overall consulting spendbut they expect consultants to deliver greater value with AI.Economics,surveyed global executives who buy consulting services(see“Research methodolog

11、y”on page 6).We found that 75%expect AI to have a positive impact on their use of consulting.So,its no surprise that 86%of consulting buyers say theyre actively looking for services that incorporate AI and technology assets.Two-thirds go even further:Theyll stop working with consulting organizations

12、 that dont incorporate AI into services provided.Figure 1Consulting buyers want AI-powered servicesexpect consulting services to incorporate AI for improved productivity and quality.89%say theyre actively looking for services that incorporate AI and technology assets.86%say they want more digital de

13、livery models.80%Consulting reimagined,powered by AI4Thats because consulting buyers know they cant run tomorrows business with todays skills,processes,or technologies.In key functionsled by customer service,IT,research and development,and marketingorganizations are already tapping into AI to drive

14、productivity and unlock resources for cycles of innovation and new revenue streams.This explains why enterprise spending on AI surged 78%between December 2022 and March 2024.1Expansion from data center to business processesBusiness needLower cost of skilled labor in offshore locations(e.g.,India)Low

15、er cost of technical development and deployment2000sGlobalization2010sCloudNowGenerative AIIncreased demand for cloud integration,application migration,and modernizationNew demand fordigital labor and assets to deliver consultingand IT servicesScaled expertise and better quality at reduced cost of s

16、ervice deliveryCost of SupplyBut AI as a tool can only take organizations so far.It needs to be married to the right expertise,skills,and capabilitiesand easy for people to useto deliver real business value.And this dependency promises to fundamentally change how consulting services are delivered an

17、d consumed.Figure 2The evolution of consulting deliveryAI must be married to the right expertise,skills,and capabilitiesand easy for people to useto deliver real business value.Consulting reimagined,powered by AI5New technology improves productivity,of course.But truly transformational technologies,

18、including AI,also create opportunities to reimagine what can be done,creating whole new businesses,industries,and economies(see“Innovation and expectations,”page 7).Rather than replacing consultants,AI makes them even more essential.In fact,86%of consulting buyers expect to spend more on consulting

19、in the future,and 94%expect AI to positively impact consulting efficiency.As a consequence,average consulting spend,which is 2.8%of total revenue today,is expected to climb above 4%by 2026an increase of more than$500 billion annually when applied across the Fortune Global 500.But not all consultants

20、 are created equal.Well discuss how the consulting operating model is changing,how consulting relationships need to adaptand what business leaders should look for as they build trusted,long-term partnerships for an AI-enabled future.The cost of reinventionResearch methodologyThe point of view develo

21、ped in this paper has been informed by insights obtained from a survey of 400 C-level executives across 14 industries and 6 countries from June to August 2024.This was an anonymous,double-blind survey conducted by Oxford Economics.That means respondents were not aware that IBM originated the survey,

22、nor does IBM have direct visibility into the specific people or organizations that responded.All respondents fit within specified parameters:they lead organizations with an average annual revenue of approximately$33 billion and are large consumers of consulting services.The survey asked questions ab

23、out their current use of consultants and how they view the introduction of AI in consulting.The data from the survey has been complemented with insights from IBM client engagements,as well as interviews with technology and consulting executives involved in the development and use of AI assets for co

24、nsulting.Rather than replacing consultants,AI makes them even more essential.Consulting reimagined,powered by AI6Thats because new innovations and technologies do more than make existing work more efficient.They also increase our expectations about what can be done and what we want.Consider ATMs and

25、 online banking.While these innovations reduced the need for bank tellers who handled deposits and withdrawals,they created new jobs in IT,In 1930,John Maynard Keynes famously suggested that,within a hundred years,people would only work 15 hours per week due to the remarkable pace of technological p

26、rogress.2 Things didnt turn out that way.software development,and cybersecuritywhile giving bankers more time to focus on less transactional client needs,such as building wealth.Automation,including robotic assembly lines,self-service kiosks,and customer service chatbots,continue to generate new opp

27、ortunities and ways of working.The same is happening with consulting.AI and other digital technologies are enabling consultants to deliver existing services faster and cheaper.But theyre also creating a vast range of new opportunities for consulting companies to deliver more and different value to c

28、lientspersonalizing each engagement beyond what was possible for humans without AI assistance.This is ushering in a new innovation model that is iterative,agile,and experience-centricsetting a new bar for executives to measure consulting partners against for the future.PerspectiveThe truth about inn

29、ovation New technologies do more than make existing work more efficient.They also increase our expectations about what can be done and what we want.Consulting reimagined,powered by AI7As AI opens a new world of business opportunity,the companies that reinvent themselves the fastest can gain a compet

30、itive edge.And executives expect their consultants to help them rise to this challenge.89%of buyers now expect consulting services to incorporate AI for improved productivity and qualityand 80%say they want more digital delivery models.While buyers expect consultants to use AI to help them reimagine

31、 whats possible,they also want AI to help them get more for their money.78%of consulting buyers say they expect cost savings and delivery benefits.Its the dream scenariomore value faster,and at a lower cost.But can consultants deliver on these demands?Only if they take a technology-driven approach f

32、ocused on evidence-based experimentation,continuous iteration,and user-centric design.To achieve impact at scale they must embed expertise into AI models and codify knowledge so that it is consistent and replicable across engagements.In this model,consulting partnerships become much more symbiotic.C

33、onsultants arent contracted to solve a single problem or streamline an isolated process.Theyre charged with identifying widespread opportunities to improve business performance and designing solutions to deliver specific outcomes.Instead of contracting for time-boxed engagements with specific,limite

34、d deliverables,organization leaders and their consultants build long-term partnerships that deliver continuous value.Consulting firms become less focused on completing point-solution projects and more focused on delivering sustained business results across strategy and advisory,systems integration,B

35、PO and business process operations,and cloud-managed services.Supported by AI assistants that can manage much of the basic work involved with implementation,consultants can focus on the complex,mission-critical tasks that require human expertise.A new consulting dynamicSay goodbye to the one-and-don

36、e consulting delivery model.Consulting reimagined,powered by AI8Just as the emergence of software-as-a-service made specialized software available to a wider audience on a routine basis,AI assistants have democratized many technical skills.When consultants are supercharged with a network of easy-to-

37、use AI tools,they can do more to drive transformation and accelerate innovation.They can help address barriers that keep organizations from deploying new delivery models,including organizational inertia,security concerns,and resistance to change.In this landscape,consultants with deep tech know-how

38、are needed to gain a competitive edge.For instance,anyone could use an AI assistant to code new applications,but an experienced software developer can use AI to develop higher quality code much faster.To capitalize on new opportunities to drive differentiated innovation,consulting buyers must look f

39、or providers that have already made meaningful headway with AI,from incorporating AI assistants into daily tasks to fine-tuning their own large language models to creating ready-to-use AI offerings.The ability to access and use high-quality data will be what sets these consulting organizations apart

40、.Most importantly,buyers need to partner with providers that take a multi-modal and multi-model approach.They need access to platforms that integrate multiple capabilities into different workflows,deployed in the environment that best meets their needs.Consulting organizations that have consumable,s

41、afe,and secure AI models,agents,and assistants working in collaboration with each other and with human consultants can tap the full range of AI capabilitieswhether developed in-house or accessed through ecosystem partnersand deliver much greater value to consulting buyers.Its not just about having t

42、he right technology.Its about harnessing the wisdom of the crowd,as well as the expertise of consultants and partners,to get the best possible solution to every problem,every time.Opinion-ledTraditional consultingConsultingreimaginedUnpredictableSiloed knowledgeExhaustive planningTime-basedEncumbere

43、d by dataLinear processesEvidence-drivenReliable outcomesDemocratized expertiseQuick-to-iterateResults-obsessedEnhanced by AIOpen collaborationFigure 3Redefining the consulting operating modelConsulting reimagined,powered by AI9So,what are consulting buyers looking for?People:Individual consultants

44、should have a vast repository of AI-enabled assets at their disposal,as well as deep technology expertise.Theyll be able to generate custom AI tools tailored to a specific client or situationand tap a knowledge base that can augment their experience at a speed,breadth,and depth unimaginable up to th

45、is point.Supercharge consulting relationships with AIAI assistants,reusable assets,and proven methods power a continuous improvement flywheel.In every area of the business,buyers expect consultants to evolve their people,partnerships,and pricing to reflect the possibilities introduced by AI.For stra

46、tegic development,for example,63%of buyers expect AI to be used as a supporting tool to a large extent while only 24%see it as a source of automation.For IT support services,58%anticipate AI will be used for support while 38%expect it to be used for automation.All this can change how consulting rela

47、tionships work.For example,when an organization needs to redesign part of its operation,a consultant using AI can quickly tap into its data to quantify the potential impact of different initiatives.Recommendations that used to take weeks to create can now be delivered in days.But consulting buyers s

48、hould still expect a personal touch.Consultants can use AI as a sparring partner to encourage innovative Consulting reimagined,powered by AI10and creative thinking.But that only works when consultants have a strong tech background to build on.The right people still make the difference.Partnerships:C

49、onsulting buyers have become more discerning,looking for strategic partners that provide greater long-term value.73%say the use of AI in consulting will make them more critical of the consulting services they buy and 70%say it will make them buy from fewerand more trustedorganizations.They expect st

50、rategic partners to deliver more,help them develop the in-house skills needed to use their technology more effectivelyand bring a broader range of capabilities to each engagement.The most in-demand consultants will be those who act as orchestrators and conduits for clients,bringing the best of what

51、consulting can offer through a network of in-house and ecosystem capabilities.Figure 4 Navigating the convergence of software and servicesAssets and platformsServicesProductization of services for valueAssetization of servicesfor productivityAutomation of functionProduct-led technology10%90%5%Labor-

52、led consultingSkilled talent and expertise95%Industry transformationValue assets at scale50-70%30-50%AI-enabled productivityAsset-led delivery80-90%10-20%Pricing:Today,consulting services are typically charged based on hourly or daily fees associated with the people delivering the work.As consulting

53、 shifts from solely people-based to a blend of human expertise and technology assets,pricing will begin to reflect the value a partnership deliversnot just the time it takes to get a specific job done.Outcome-based pricing will become more important,as will value realization tracking and the incorpo

54、ration of asset licenses into consulting fee structures.Already,73%of consulting buyers say they want new pricing models from vendors because of their use of AI.Consulting reimagined,powered by AI11More and bigger models and assets are not always better.Its about using the right tools at the right t

55、ime for what youre trying to do.Good governance,trust,and transparency should be at the core of how assets are used.Business leaders across the board are already demanding this discipline.90%say clear governance around AI in consulting services is important.93%say theyll only use consulting services

56、 from organizations that are transparent in their use of AI.And 82%say theyre Building on a foundation of trustAs with anything AI,governance will be key to AI-enabled consulting.Left unchecked,vast security and ethical risks can proliferatewith costs spiraling out of control.Consulting buyers will

57、need to be strategic and responsible in selecting partners and using AI models and platforms that fit their needs.concerned about the unethical use of AI in consulting services.As in the rest of the world,when it comes to consulting services,trust comes from experience.Thats why business leaders sho

58、uld look for consultants who spend every day on the front lines of applying cutting edge technology to business.Theyre most likely to know where AI can be most effectiveand its limits.Tapping experts who have been part of the development of technology assets is key(see“Engaging everyone for greater

59、impact:The watsonxTM challenge”on page 13).Consulting reimagined,powered by AI12After collaborating with team members to achieve one of these goals,many IBMers shared that they gained a better understanding of how AI can be applied to business needs.The interactive,hands-on challenge let participant

60、s move beyond abstract generative AI concepts to being able to design gen AI-infused solutions for realistic ways of working and customer challenges.For example,the team that won the Chairmans Award,the highest prize the challenge had to offer,collaborated to show how IBM Consulting Advantage,IBMs A

61、I assistant and agent platform,could be used to complete urgent projects.Case studyEngaging everyone for greater impact:The watsonxTM challengeIBM conducted a“watsonx challenge,”a hands-on experience designed to bring the AI-building capabilities of watsonx to all IBM employees.3 With more than 141,

62、000 participants,employees formed teams that focused on quickly crafting a solution to one of several challenges,including:Create a custom productivity workflow to enhance the already-automated AskIBM experience.Create new or combine existing AI assistants to address a client or role-based business

63、need in a new or innovative way.Build a generative AI application for a use case supporting internal team productivity.Create a RAG-based generative AI workflow.(RAG is a method that improves the quality of LLM-generated responses by grounding the model on external sources of knowledge.)Add new know

64、ledge and skills to improve the accuracy of answers provided by IBMs AI tools.The assistants helped the team complete a real-world project,generating user stories,tasks,source code,test scripts,and more.Using Consulting Advantage resulted in a 95%reduction in the delivery timeline.Plus,by automating

65、 each step of the process,the team estimates it reduced bugs by 97%.Consulting reimagined,powered by AI13AI-enabled transformation is destined to have major ramifications for operating models across industries and around the world.Organizations will start adapting their own internal services models

66、and consume internal services in the same way they are changing their use of consulting.Were already witnessing significant impacts in functions including HR,finance,and customer service,where AI has become the critical transformative ingredient.Blending people and technology.Working collaboratively

67、 across AI and softwareand organization.These principles are becoming central to how services are designed,delivered,and consumed.And there are important moves you need to make now.Here are four key steps to help you start working with partners and advisors who take a technology-fueled approach to c

68、onsulting.Action guideA new paradigm for the services economy1.Raise your expectations Expect moreand expect it for less.Move from a narrow focus on service-level agreements(SLAs)to SLAs plus objectives and key results(OKRs).Encourage consulting partners to look for continuous opportunities to advan

69、ce shared objectives and design solutions focused on outcomes rather than chase short-term fees and invoicing targets.Shift your consulting spend to enduring value.Make consumable technology assets a key part of your services purchase model to deliver continuous value for your organization.Adapt pro

70、curement processes to allow for iterative and faster consult-to-operate cycles.2.Focus on trusted relationships Select strategic partners that act as gateways to deeper and wider capabilities and assets.Ensure they blend their in-house and ecosystem skills and technology for your advantage.Reduce co

71、ordination and fragmentation challenges by placing the responsibility for orchestration on trusted preferred partners.Establish governance,ethics,and security guardrails for AI and make them the core criteria for how you engage with consulting organizations.Demand transparency in how AI is used by c

72、onsultants working for your organization.3.Open your technology aperture Embrace open technology,interoperability,and open standards to allow you to tap the wide range of AI capabilities and assets.Use open-source resources to reuse and adapt existing assets instead of creating new ones for every ne

73、ed.Define how you want to share data and make your systems accessible to consultants and assets.Determine what data can be shared,with whom,and for what purposes.4.Strengthen internal capabilities Enhance your organizations absorption capacity.Prepare your people for new service delivery at higher s

74、peed through change management,training,and engagement.Embed AI-enabled consulting in your internal and external services model and adapt the way you deploy services within the enterprise.Augment internal services functions with user-centric AI assets and new ways of working.Consulting reimagined,po

75、wered by AI14Authors Matthew CandyGlobal Managing Partner,Generative AIIBM Consultinghttps:/ DolphIBM Fellow and CTO,IBM Consulting Assets and Industrieshttps:/ LinManaging Partner,Strategy,M&A,Transformation,and Thought LeadershipIBM Consultinghttps:/ DencikResearch DirectorIBM Institute for Busine

76、ss Valuehttps:/ Notes1.As share of IT spend.Goehring,Brian,Manish Goyal,Ritika Gunnar,Anthony Marshall,and Aya Soffer.The ingenuity of generative AI:Unlock productivity and innovation at scale.IBM Institute for Business Value.June 2024.https:/ibm.co/scale-generative-ai2.Keynes,John Maynard.“Economic

77、 possibilities for our grandchildren.”Essays in Persuasion.Macmillan&Co,London,1933.3.Internal IBM data.Contributors Mihai CrivetiNduwuisi EmuchayKaren FeldmanTeresa HamidChris HayAmy HutchinsAB Vijay KumarEileen LowryMichelle MattelsonLuq NiaziAnthony MarshallCindy AndersonTegan JonesConsulting rei

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