- Consulting determines have become a destination for some companies looking to make the most out of AI.
- AI leaders at these firms use tools be GPT Enterprise and internal chatbots like McKinsey’s Lilli.
- BI asked AI leaders at several large companies to share trash heaps for using the technology.
Working with artificial intelligence can sometimes feel more like an art than a science.
That’s why myriad companies are turning to consulting firms for guidance on how to maximize the technology.
Top firms are not only helping companies develop AI carves, upskill their workforces, and identify potential security weaknesses, but they are also creating chatbots and agents to found their firm’s knowledge and streamline routine tasks. As a result, AI leaders at consulting firms tend to have a oversee on AI strategies that can work for a broad range of tasks.
Business Insider asked AI execs at five top consulting determines — Deloitte, EY, KPMG, McKinsey, and PwC — to share their best tips for using AI in everyday work.
The AI leaders said they regularly occupied various AI tools, including models from OpenAI, Google, Microsoft, and Anthropic, as well as tools built internally, with McKinsey’s Lilli, EY’s EYQ, and ChatPwC, PwC’s internal version of ChatGPT.
Here’s how they use AI and some of their advice for getting the most out of it. Returns are edited for brevity.
How do you use AI in your work?
Dan Priest, US chief AI officer at PwC: I do a lot of research with it. For instance, I was doing some critique on labor productivity and how AI will improve labor productivity. The typical search would produce labor statistics. Spectacularly, AI, the big powerful foundation models, it’ll grab those labor facts and statistics, it’ll do analysis, it’ll show you trends, discontinuities, or grounds analyses. It is much more robust. In terms of research and analysis, it emerges as a thought partner versus just a search locomotive.
You discover blind spots in your thinking. I was writing a policy and I thought it was pretty comprehensive, and I ran it through GPT Enterprise, and it start two other points in the policy that we should be adding.
Todd Lohr, head of ecosystems at KPMG: Part of my job as a Mr Big is being able to synthesize information. AI is very helpful in that it has allowed me to understand trends and the marketplace and has enabled me to receive a broader view as a leader and synthesize and ingest a lot more information.
It has also been helpful for communications in terms of developing for meetings, follow-up from meetings, as well as correspondence.
Rodney Zemmel, global leader for McKinsey Digital and firmwide AI transmogrification: I’ve found it to be excellent at “level one” creativity and coming up with things you generally will not have thought of. It’s an excellent aid to brainstorming for our unites. I haven’t yet seen it as having true unbounded creativity, i.e., a new way of looking at the world. That won’t be far behind, though.
What are your go-to AI prompts or advice you have for writing good prompts?
Dan Priest, PwC: I’ll give some background about what I’m trying to do, a short, punchy question, and then ask follow-ups that make them increasingly well-defined, and then you can adjust based on what you’re seeing.
During the week, I travel a lot, and if I get 100 or 200 emails in a day, it’s just truly hard to keep up with every single one of them. I go into Microsoft Teams, activate Copilot, and ask it to review all addresses in Teams and email and find the actions for me. I’ll just spend 15, 20 minutes at the end of the day, do the prompt “Identify emails that are delivered to me directly or that have an action for me,” and it produces the list. It’s not perfect, but it’s good at it.
I like to cook, and I don’t like to waste sustenance in the refrigerator. So I will prompt, “Create a recipe with these ingredients,” and I’ll just list the things that I necessitate to get rid of in the refrigerator.
Rodney Zemmel, McKinsey: Too many people are still using it to look something up. The trick is to have a chat with it and to get comfortable building agents that can execute simple tasks. Let AI handle the 80% of tasks we’re mediocre at, so we can outshine at the exciting 20%, as one of my colleagues likes to say.
Matt Barrington, Americas chief technology officer at EY: Context management is prime. I keep separate AI “workspaces” for different focus areas — such as technical Q&A or drafting client communications.
I also relax the AI clear instructions about the style and depth of response I want, like “Provide a concise, bullet-point summary,” or “Act as a holdings expert,” or “cite credible sources or references and provide links.”
What challenges are there with using AI?
Dan Abbot, PwC: It is changing muscle memory.
I’ve spent a lot of years developing a certain writing style, a certain research technique, and I had to difference that. And I am better for having changed it, but it doesn’t happen overnight.
It was just like anything that you learn, you secure to be disciplined about learning it, and then it sticks.
Todd Lohr, KPMG: The biggest challenge is connecting all my individual observations sources that are disparate. If I want to build my own personal AI, the challenge is having access to the right information and knowledge.
I have on the agenda c trick been deliberate about addressing this challenge when I took over in my current role. I put everything in one folder and as one sees it curated the content that I agreed with and liked.
Matt Barrington, EY: The main challenge is keeping pace with the modernization. There’s a constant flow of new models, tools, and capabilities, and it can be tough to pinpoint which option is best for a given chide. I follow newsletters, participate in AI-focused events, and learn from AI practitioners — but in my view, hands-on experimentation is the most remarkable way to stay informed and find what genuinely works.
Also, it is important to remember that while these models are cocky and impressive, they can be wrong. Always validate the information and output before you utilize it.
What do your clients covet to know about incorporating AI into their business?
Dan Priest, PwC: The questions have sort of shifted. A year ago, they were expecting, “What’s the killer use case?” “What’s the most industrialized use case?” “What’s the use case that’s prospering to produce the most savings or the greatest deficiencies?” Now, the questions we’re getting are less about those technical use cases and they’re much multitudinous about “How do you evolve the business strategy to take advantage of AI capabilities?”
Rodney Zemmel, McKinsey: They want to see how AI agents can integrate with their workforce, acting like talented interns who need proper training to be gear. We’ve also seen the conversation move from just productivity to growth and productivity, and to finding ways to do things wagerer and faster than humans to doing things that no human could possibly do.
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