Transformation of Work Even high-level executives such as McKinsey partners may be affected by the adoption of AI. AI systems may be able to automate decision-making and strategy implementation, making the role of the partner less essential. Additionally, AI systems may be able to gener- ate insights and advice for clients, reducing the need for partners to provide their own expertise. These answers seem reasonable. A lot of the “grunt work” that the analysts and associates perform—which includes a lot of web searching and drafting PowerPoint slides—could be per- formed by tools such as GPT-4 and Tome. And, to the extent that a client hires a management consulting firm to provide the conventional wisdom on a topic, why not turn to AI to conduct a truly comprehensive review of the source data? Management consultants who are unable to add value beyond these standardized activities will suffer. A firm can’t pay young analysts and associates to “turn the crank” and then charge the client ten times their salary for their output. But management consultants who can take the time that AI frees up and focus instead on generating more unconventional insights could devote more of their time to this high-value activity and deliver even better service to their clients with the help of AI. One potential issue is, if management consulting firms aren’t hiring armies of bright young university and B-school gradu- ates to perform the basic tasks of management consulting, how will the next generation of partners learn their craft? Let’s see if AI can solve the problem. Reid: In the future, how might management consulting firms use AI to help train and upskill entry-level analysts and associates, if those young consultants aren’t get- 129