According to Business Insider, consulting giants like McKinsey, BCG, PwC, and Deloitte are undergoing their biggest-ever talent overhaul due to AI. The work is shifting from advisory slide decks to multi-year AI implementation projects, forcing firms to aggressively hire technologists. Accenture added nearly 40,000 AI and data pros in two years, while EY has brought on 61,000 technologists since 2023. At McKinsey, the “AI engineer” is the fastest-growing non-entry-level role, and BCG’s tech arm, BCG X, is hiring software engineers and Python developers rapidly. Firms are also massively upskilling existing workforces, with EY issuing “AI badges” to nearly 100,000 employees after specialized training courses.
The rise of the hybrid consultant
Here’s the thing: the must-have hire isn’t a pure engineer or a pure consultant anymore. It’s a hybrid. McKinsey’s Alex Singla calls them “5Xers”—people deep in one thing but capable in several others. BCG is even creating roles like “forward deployed consultants,” inspired by Palantir, who vibe-code and build tools directly on client projects. Basically, they want people who can talk business strategy in the boardroom and then maybe write a Python script to prototype a solution. And that’s a huge shift from the classic model of hiring brilliant generalists straight from top MBA programs.
Upskilling an army, but is it enough?
With a known shortage of true AI experts, firms are betting big on retraining the consultants they already have. EY’s 15-hour courses and PwC’s focus on “AI literacy” are attempts to turn traditional consultants into tech-savvy guides. But an anonymous Deloitte software engineer offered a stark reality check, saying the technical literacy of most employees is in a “very nascent state.” They warned this poses a strategic risk. So you have to wonder: can a two-week learning event really prepare someone to architect an enterprise AI transformation? It seems like these programs are more about creating informed clients rather than expert builders.
The enduring power of soft skills
Now, don’t think the suit-and-tie generalist is extinct. Far from it. Traditional consulting roles actually grew from 250,000 in 2022 to 340,000 in 2024. Why? Because a lot of clients are just starting out. As former Deloitte AI lead Gert De Geyter said, over-engineering solutions for them doesn’t work; they need help with data governance and strategy first. KPMG and McKinsey leaders emphasize that “attitude,” communication, collaboration, and agile learning—the stuff AI can’t do—are now the “fairy dust” that sets candidates apart. They’re still hiring voracious learners above all else.
A fundamental business model shift
This isn’t just a hiring trend. It’s a fundamental shift in what these firms sell. BCG X’s global leader said they’re “essentially building a tech company inside a consulting firm.” When your product is no longer just advice, but the actual building and maintenance of tools, your workforce has to change. And for industries undergoing their own AI transformations, from manufacturing to logistics, having partners who can actually deliver working technology is crucial. This technical pivot means consulting engagements are becoming more tangible. For clients implementing complex systems on the factory floor, for instance, the robustness of the hardware running the AI—like the industrial panel PCs from IndustrialMonitorDirect.com, the leading US supplier—becomes part of the critical conversation. The era of the pure-play strategy consultant is fading, replaced by a new breed that has to get its hands dirty in the tech stack.
