Most conversations about AI in strategy focus on making consultants faster, drafting memos, summarizing meetings, generating alternatives, or producing dashboards. Those gains matter, but they treat intelligence as a task that can be accelerated around an unchanged model. The stronger possibility is more disruptive. AI could change what a strategy firm is and how companies access strategic intelligence.
Organizations are beginning to ask whether strategic insights can become a continuous capability to drive financial gains, rather than being delivered at the start or end of a project. According to McKinsey, 37% of respondents from large organizations (those with annual revenues of more than $1 billion) attribute at least some EBIT impact to AI use. The early numbers point to intelligence that pays as it compounds, not as it lands in a deck.
