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Welcome to 2018! Exactly 20 years ago, we witnessed management consulting’s shift to its third generation. The industry’s first generation (1920s-1970s) was extremely staid, as evidenced by knee socks and bowler hats. From the late ‘70s to the mid ‘90s, technology was a storyline, but only in the context of “enterprise solutions.”

From the late ‘90s onward, the big accounting firms’ usurped traditional MCs. The blurring of services coincided with some head-snapping industry swings, and the ensuing two decades saw divestitures, reconstitution, and ultimately consolidation.

Now we’re at the cusp of another epoch, one that promises even more significant changes to both the competitive landscape and the very definition of management consulting. And like the effects of global warming, the pace of change will accelerate dramatically. With that in mind, here are some considerations:

• Artificial Intelligence, Analytics, Big Data … all the code words for knowledge consolidation and openness will expose those management consultants who practiced the time-tested art of taking one client’s solution and applying it to less-informed prospects. Expect a surge in negative coverage of the industry from duped customers.
• While there will be whiffs of mega-mergers, don’t expect the blue-chippers to be receptive (unless the valuations are ridiculous). I’ve predicted that the partner model will be challenging for these firms — McKinsey’s upcoming partner election will be very telling. But at the same time, the Big 3 have embraced digital and are masters at guiding clients through chaos.
• First-gen consulting was all US. Western Europe came to the forefront during the next generation. Now the rest of the world is watching and adapting. As such, expect EMEA and APAC to dominate the next decade.

I still question Clay Christensen’s 2013 HBR prognostications about the industry’s demise. But clearly disruption in consulting will be a central theme for the foreseeable future.