| Process & Knowledge |
High reliance on data analysis (10) |
3/10 |
Data informs strategy, but core value is synthesis and judgment, not pure analysis. |
|
High process repeatability (10) |
3/10 |
Engagements vary widely by company, market, and timing; low template re-use. |
|
Heavy documentation/report load (10) |
5/10 |
Decks are important, but the value is in the thinking/room, not just the slides. |
|
Outputs follow clear decision-tree logic (10) |
2/10 |
Strategy choices are multi-factor and ambiguous; not reducible to "if-then." |
| Human & Soft Skills |
Low soft skills required (10) |
2/10 |
High need for persuasion, facilitation, and exec alignment → AI disadvantaged. |
| Process & Knowledge |
Expertise easily codified (5) |
2/5 |
Frameworks exist (e.g., 7S, Five Forces), but real expertise is hard to encode. |
|
Low dependence on proprietary IP (5) |
3/5 |
Many public frameworks; some firms add moats (benchmarks), but not universal. |
|
Low tacit knowledge requirement (5) |
1/5 |
Heavily tacit: politics, judgment, timing, and narrative. |
|
Low level of customization needed (5) |
1/5 |
Highly bespoke to firm context, capabilities, and market dynamics. |
| Human & Market |
Low stakeholder management complexity (5) |
1/5 |
Typically many powerful stakeholders (board, CEO, BU heads) to align. |
|
Low dependence on client trust/relationships (5) |
1/5 |
Credibility and access are central; trusted-advisor dynamic dominates. |
| Market & External |
Difficulty of data access (lower = higher risk) (5) |
3/5 |
Mix of public/third-party data plus internal info; access is moderate. |
|
High client price sensitivity (5) |
1/5 |
Strategic, high-stakes work; buyers are less price-driven. |
|
High buyer sophistication with AI (5) |
2/5 |
Many clients are AI-curious, but still want human judgment at board level. |
|
Low regulatory constraints on automation (5) |
4/5 |
No regulator barrier, but organizational risk appetite still favors humans. |
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