How European consulting firms can overcome generative AI resistance
The promise of generative AI in consulting is clear: streamlined research, faster proposal development, and more time for strategic thinking. But as many consulting firms are discovering, realizing that promise at scale requires more than just rolling out a new tool. Experts from LexisNexis share how consultancies can overcome resistance to generative AI tools.
According to the report ‘How Management Consultants Are Leading the Gen AI Revolution’, 76% of consulting firms are already implementing or trialling generative AI (Gen AI) tools. Yet beneath the surface, scepticism remains. Many consultants remain wary, as they feel uncertain about the technology’s accuracy, its role in their work, and the broader implications for client relationships.
For leaders within these firms, the challenge isn’t just selecting the right Gen AI platform. It’s about managing change across functions with a people-first mindset that drives improved performance.
Why Gen AI Resistance Persists
The barriers to Gen AI adoption aren’t always technical. In many cases, they’re cultural. The report found that 27% of consultants highlight Gen AI’s lack of empathy and contextual awareness as a concern.
In a people-centric profession where nuance, trust, and judgment are paramount, that concern is not unfounded. Others raised issues around quality control, ethical use, or simply not understanding how Gen AI fits into their day-to-day workflow.
This resistance is rational; consulting teams are protective of their expertise and reputation. Addressing these concerns isn’t about convincing people to “just try it.” It requires a clear, transparent, and strategic approach to change.
Lead with Transparency and Trust
Before consultants will adopt Gen AI, they need to trust it and the firm’s plan for using it. That starts with clear communication.
Leaders must articulate not only what Gen AI can do, but also where its boundaries lie. This includes explaining that Gen AI is designed to support consultants and researchers, not replace them. It can accelerate low-value, time-consuming tasks, freeing up time for deeper, human-driven insight; setting expectations around output quality, attribution, and verification; and establishing ethical guidelines and use policies.
Train for Fluency, Not Just Functionality
Training is one of the strongest predictors of successful adoption. Yet many firms stop at surface-level tool demos or one-off ‘how-to’ sessions – this is a missed opportunity. Our report shows that 42% of consulting firms now offer high-level AI training – nearly three times the cross-industry average. These firms recognize that adoption depends on fluency, not just familiarity.
Effective training should be tailored to roles and workflows (for example: how Gen AI supports research analysts versus engagement leads); equip teams to think critically about Gen AI outputs (for example: how to verify, refine, and communicate AI-generated work to clients); and include training on ethics, bias, and the importance of human oversight.
The goal isn’t just to explain how the tools work, but to help people see why they’re valuable. Firms should also encourage informal knowledge-sharing by offering office hours with AI specialists and recognizing and rewarding innovation. When teams feel empowered to experiment and safe enough to ask questions, they build lasting confidence.
Integrate AI Into Real Workflows
Gen AI tools often stall when they’re seen as optional. To drive adoption, they must be embedded into the core of how teams work. According to our research, 56% of consultants using Gen AI report saving 3-4 hours per day by automating time-intensive tasks like research, slide drafting, and summarizing long reports. However, for many, these efficiencies remain siloed to individual experiments.
To create real value as a data and information leader, you can integrate Gen AI into platforms consultants already use (e.g. knowledge repositories, CRM systems, or document templates) and prioritize everyday, time-consuming, and repetitive tasks (e.g. creating client pitch decks or pulling competitive insights).
Track performance improvements and share them widely so teams can see how Gen AI helps, not just hear that it might.
By integrating Gen AI capabilities into platforms and processes consultants already use, firms can make AI adoption feel like a seamless part of their workflow rather than an extra step.
Track, Share, and Scale What Works
Once adoption begins, momentum builds – but only if it’s measured and celebrated. Firms should track time saved on repetitive tasks, usage trends by team or project type, and qualitative feedback on where Gen AI helps (or hinders). Don’t keep wins and successes quiet.
When a trusted colleague shares how Gen AI helped deliver a proposal faster or prepare more thoroughly for a meeting, it builds curiosity, boosts confidence, and paves the way for smoother adoption across the firm.
Conclusion
The success of Gen AI in consulting doesn’t hinge on the latest model – it depends on people. And people need clarity, confidence, and support to change how they work. For partners and leaders, that means taking a leadership role not just in implementation, but in transformation.
By focusing on transparency, fluency, and integration, leaders can turn Gen AI from a point of resistance into a firm-wide advantage. When teams understand Gen AI and trust its value, they’ll lead the charge – not resist it.
