5 best practices for implementing Generative AI in consulting firms
Generative AI is taking the world of consulting by storm, with firms across all corners of the globe contemplating how to roll-out the technology within their organisations, both operationally and in how they work with their clients.
1) Strategy and Scope
For consulting firms, an effective Gen AI strategy should begin with a focus on identifying targeted use cases in line with their business strategy. By identifying internal challenges that AI can address – such as streamlining knowledge management, enhancing data analytics capabilities, and automating repetitive tasks – C-Suite leaders can develop a roadmap that optimises operational efficiency while preparing consultants to work with AI in client contexts.
This internal-first approach builds a solid foundation, enabling consulting firms to later expand Gen AI into external client-facing applications.
Executives can begin by conducting an internal audit to pinpoint high-impact areas where Gen AI can add operational value. For example, knowledge management systems can be upgraded with Gen AI-powered insights, allowing consultants faster access to relevant case studies, industry trends, and past project results.
Cross-functional workshops with operations, IT, and HR can help set realistic goals, ensuring that each Gen AI use case aligns with both current operational demands and future expansion plans.
2) Infrastructure and Integration
Successful Gen AI integration in consulting relies on a robust infrastructure that supports data-driven insights while safeguarding sensitive client information. Consulting firms must assess their technical readiness and how they collect, manage and use data by looking at existing data systems, data-sharing protocols, and workforce capabilities. Data is the lifeblood of the AI era, and organisations that lack a strategic approach to collecting and curating it will face challenges. The quality and quantity of data directly determine how effectively companies can leverage AI tools for innovation and competitive advantage.
To bridge any gaps, the C-Suite should lead an infrastructure readiness assessment, covering data integrity, storage, cybersecurity, and internal workflows. Establishing partnerships with third-party data providers or cloud services, if needed, can ensure scalability and compliance. Furthermore, developing an upskilling program within the firm will help consultants and staff gain proficiency with AI tools, integrating these capabilities smoothly into client projects.
Overall, effective adoption requires a mix of tools, talent, and secure data management practices that collectively allow the seamless use of Gen AI across projects.
3) Compliance and Governance
Compliance and ethical governance are foundational in consulting, where client trust is paramount. Gen AI applications bring unique risks related to data privacy, regulatory compliance, and bias, all of which require diligent oversight.
Consulting firms must establish governance frameworks that address these risks comprehensively, setting clear boundaries and controls to manage AI responsibly. C-Suite leaders can establish a governance committee, drawing members from legal, compliance, IT, and client services. Together, they should create policies that define acceptable AI uses, outline data handling protocols and mandate compliance checks.
Educating consultants on these guidelines and establishing an AI ethics policy are essential steps, ensuring the firm not only adheres to regulations but also maintains transparency with clients. Critically, such a governance committee should keep pace with updates in regulations and ensure that such changes are integrated within the company’s AI use.
4) Monitoring and Evaluation
Unlike traditional tools, Gen AI requires constant evaluation and refinement to stay aligned with client expectations and evolving business objectives. Regular monitoring not only ensures AI systems continue to deliver value but also allows firms to adapt their tools based on real-world performance and client feedback. In consulting, this adaptability can be the difference between a one-time solution and a long-term client partnership.
A recent Harvard Business Review study conducted among over 700 Boston Consulting Group consultants is a good example, with AI-equipped consultants accomplishing tasks much faster than their counterparts without AI support. Over the course of a year and hundreds of consultants, this adds up to significant time and possibly cost savings.
A periodic review process – quarterly or biannually – should be established to assess these metrics and recalibrate AI models where necessary. Client feedback channels are critical in this process, as they enable direct insights into how AI-driven solutions are perceived and whether they deliver the expected value.
5) Culture
For consulting firms, building an AI-positive environment is crucial and underpinning this should be a culture of experimentation. Consultants must feel comfortable incorporating AI into their workflows and testing the capabilities of these tools. They should see it as an enhancement to their expertise rather than a replacement. Leaders can model this shift, encouraging a mindset that views AI as a tool for unlocking deeper insights, improving client outcomes, and fostering innovative approaches to consulting.
Fostering a positive culture and offering the opportunity to experiment with Gen AI tools without the fear of failure if a use case doesn’t perform as expected will potentially help firms achieve digital maturity faster.
C-Suite executives can launch initiatives like ‘AI Exploration Days’, where teams experiment with Gen AI tools on sample projects. Workshops that showcase AI applications in areas such as client reporting, research, and strategic analysis can further demystify AI, fostering an environment where employees are not only comfortable with AI tools but also enthusiastic about integrating them into client services. This approach also creates opportunities for the next generation of knowledge workers to contribute their unique perspectives, fresh ideas, and digital fluency, enriching the organisation’s ability to innovate and adapt in an AI-driven landscape.
Conclusion
Gen AI offers consulting firms unparalleled opportunities to enhance the creativity, efficiency, and quality of their work. Yet, the complexity of Gen AI means C-Suite leaders must approach its adoption with a coordinated strategy to ensure it strengthens, rather than disrupts, client trust and firm operations.
AI-related ideas and use cases can emerge from unexpected places within an organisation and creating the opportunities to capture these is key. The next generation of knowledge workers, having grown up with technology and digital devices, brings a natural familiarity with AI-driven tools and can be a valuable source of fresh insights and innovative applications. Encouraging cross-functional collaboration across teams and generations can unlock creative AI opportunities that might otherwise be overlooked.
By focusing on these five key areas consulting executives can drive meaningful, sustainable adoption across the organisation. Importantly, these five pillars should be approached holistically, as a unified framework, to maximise Gen AI’s transformative potential while aligning with the firm’s long-term vision and values.
The approach should meanwhile not be considered a “one-off” exercise. Technology and AI evolves quickly, and tomorrow’s capabilities may well outshine today’s. Instead building AI readiness should be seen as an endeavour, a continuing exercise that will help businesses adapt as AI transforms the world.
