Latest / Best of LinkedIn: Strategy, M&A & Investments / Best of LinkedIn: Strategy & Consulting CW 14/ 15

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Best of LinkedIn: Strategy & Consulting CW 14/ 15 · Best of LinkedIn: Strategy, M&A & Investments

• 0:00
  Speaker 1: Provided by Thomas Allgeier and Frennus, based on the most relevant LinkedIn posts about strategy in consulting from CW-IV and XV.
• 0:08
  Speaker 1: Frenness is a B to B market research company supporting consultancies with the Market & Competition perspective for example in commercial due delegances CDD.
• 0:17
  Speaker 1: CDD engagements.
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  Speaker 1: don't forgive slow starts, Frenas embeds directly into your consulting team as a white label market and competitive intelligence partner.
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  Speaker 1: slide ready fully adapted to your clients.
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  Speaker 1: design an operational within twenty four hours.
• 0:31
  Speaker 1: you can find more info in the description.
• 0:33
  Speaker 0: yeah honestly that kind of operational speed is exactly what we're gonna be unpacking today
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  Speaker 1: right?
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  Speaker 1: I mean imagine waking up at like six AM finding out your biggest competitor just outbid you.
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  Speaker 1: But before you even pour your coffee, Your AI agent has already analyzed their move and it's repriced to your outstanding proposals.
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  Speaker 0: It sounds totally like a sci-fi thought experiment right?
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  Speaker 0: But its actually an employed workflow happening now in professional services!
• 0:58
  Speaker 1: So welcome to this deep dive.
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  Speaker 1: today we are exploring the top strategy and consulting trends across M&A private equity and venture capital And we pulled straight from conversations dominating LinkedIn Right Now
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  Speaker 0: Exactly Because we are looking at, well a fundamental rewiring of how these sectors operate.
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  Speaker 0: Yeah Like the conversation is completely moved past the initial AI hype cycle.
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  Speaker 1: yeah We're not just talking about what these tools might do someday
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  Speaker 0: right now?
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  Speaker 0: We're looking at how top-tier firms or actively tearing down their legacy models you know restructuring pricing and ironically enough placing an unprecedented premium on raw human judgments.
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  Speaker 0: I
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  Speaker 1: love that And I want to start by just, you know throwing out the old playbook entirely because The first major shift we are seeing is Just the death of static strategy.
• 1:47
  Speaker 0: Oh absolutely.
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  Speaker 0: The traditional cycle Is collapsing under its own weight Right
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  Speaker 1: like that old corporate planning Cycle where leadership just vanishes To some off-site retreat in November and then they produce this beautifully formatted fifty page PDF In January
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  Speaker 0: Which they then blindly execute for twelve months.
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  Speaker 0: It's too slow.
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  Speaker 1: Yeah, the market moves way too fast for a yearly PDF.
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  Speaker 0: Honestly by the time that document even clears the final compliance review The macroeconomic assumptions it's built on are usually completely obsolete Which
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  Speaker 1: is why Ben Jones over at PA Consulting Is championing this really cool concept of live strategy.
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  Speaker 0: Oh yeah I saw using AI agents to monitor global market signals, twenty-four seven.
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  Speaker 0: Exactly!
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  Speaker 1: But the mechanism of how they actually test this strategy is what really caught my eye.
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  Speaker 1: Jones talks about using... he calls them synthetic personas and vibe coded prototypes
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  Speaker 0: which are such a wild term vibe coated prototype.
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  Speaker 1: it's just to clarify for you listening A synthetic persona isn't just your traditional buyer persona.
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  Speaker 1: slide with a stock photo and fake name.
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  Speaker 0: Right, they're not making up marketing merit.
• 2:51
  Speaker 0: No
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  Speaker 1: firms are using large language models trained on massive lakes of their actual customer behavioral data.
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  Speaker 1: you know support tickets purchasing history.
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  Speaker 1: They build highly nuanced digital twins of the actual customer base
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  Speaker 0: Which changes entire feedback loop.
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  Speaker 0: I mean instead spending six months in millions dollars building product Just to see if it resonates.
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  Speaker 1: You just run it through the synthetic personas instantly.
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  Speaker 0: Right, The AI simulates thousands of complex customer reactions.
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  Speaker 0: It stress tests the move before you ever deploy real capital
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  Speaker 1: And the vibe-coded prototypes.
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  Speaker 1: take a step further.
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  Speaker 1: Because you aren't debating bullet points on us anymore.
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  Speaker 1: The AI rapidly spins up functional mockups or entirely synthesized brand campaigns
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  Speaker 0: So the stakeholders can actually interact with a strategy in real time.
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  Speaker 1: Exactly, they get a visceral feel for the direction not just this dry intellectual understanding.
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  Speaker 0: and when you scale that capability up to the executive suite The role of leadership completely transforms.
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  Speaker 0: like You.
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  Speaker 0: stop spending board meetings looking at the rearview mirror.
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  Speaker 1: Yeah no more debating last quarter's variance against a plan built a year ago.
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  Speaker 0: Right the executive conversation becomes a live response to signals happening today.
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  Speaker 0: The AI synthesizes the market noise, flags the anomalies that actually matter and just it frees up cognitive load so leaders can focus on the horizon.
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  Speaker 1: Okay but I have to play devil's advocate here for a second.
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  Speaker 1: if your strategy is entirely alive aren't we just inviting absolute chaos?
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  Speaker 0: How do you mean?
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  Speaker 1: Well, it sounds dangerously close to day trading your corporate strategy.
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  Speaker 1: Like You see a trending topic on social media the AI flags at competitors press release and suddenly you're pivoting Your entire supply chain On a random Tuesday afternoon.
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  Speaker 0: that is yeah.
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  Speaker 0: That's the most critical risk of adopting this model And it forces a much deeper question about what a corporation actually optimizing for pure go bro shared some deeply relevant insights.
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  Speaker 0: looking at the GCC that addresses this tension perfectly.
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  Speaker 1: Oh, the Gulf Cooperation Council right?
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  Speaker 1: Yeah
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  Speaker 0: he points out that for the last decade corporate strategy was utterly obsessed with just one metric which is efficiency.
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  Speaker 1: Right!
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  Speaker 1: The whole lean management era strip-out the fat eliminate redundancy minimize inventory
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  Speaker 0: Which is a fantastic strategy if you live in a perfectly stable world.
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  Speaker 0: But the reality of a live strategy means you are hyper aware of market shocks.
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  Speaker 0: So Goebbrel argues we have to shift from pure efficiency toward resilience and
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  Speaker 0: anti-fragility.".
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  Speaker 1: So what does that look like in practice?
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  Speaker 0: Well, he uses this Strait Of Hormuz crisis as real world stress test.
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  Speaker 0: when tanker traffic in that region plummeted by ninety percent The companies running those highly centralized ultra lean operations were completely paralyzed.
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  Speaker 0: they had zero buffer.
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  Speaker 1: Oh wow, so the pursuit of maximum efficiency is actually what made them fragile.
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  Speaker 0: Exactly!
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  Speaker 0: The organizations that actually thrive in this environment.
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  Speaker 0: they don't day trade their strategy based on every little blip.
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  Speaker 0: They use live signals to build strategic redundancy.
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  Speaker 1: Ah, okay.
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  Speaker 1: so intentionally absorbing the costs of localized capabilities and supply chain buffers?
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  Speaker 0: Right it's a fundamental shift from an just-in time philosophy to adjusting case philosophy.
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  Speaker 0: The live strategy gives you early warning And antifragile structure ensures that you survive it and capture market share while your lean competitors are scrambling.
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  Speaker 1: Okay, so if corporate strategy needs to be that alive and that resilient then the consulting firms and private equity advisors guiding these companies have a massive
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  Speaker 0: problem.
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  Speaker 0: Oh!
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  Speaker 0: A total structural collapse of their traditional model?
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  Speaker 1: Yeah because you cannot advise a real-time live strategy corporation If your own operating model requires a twelve week engagement cycle just to mobilize a team.
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  Speaker 0: Right, Gaz Tahr framed this beautifully on LinkedIn.
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  Speaker 0: He calls AI a meteor for the consulting industry.
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  Speaker 1: I love that analogy, it's like the asteroid that wiped out the dinosaurs.
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  Speaker 1: Exactly!
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  Speaker 0: The fundamental laws of business physics haven't changed but the species that survive this impact are going to look completely different.
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  Speaker 0: He says.
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  Speaker 0: the industry built its fortunes on baking pies.
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  Speaker 0: Massive
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  Speaker 1: monolithic labor intensive engagements Like dozens of consultants over many months.
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  Speaker 0: But client appetite has fundamentally changed.
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  Speaker 0: it demands cupcakes.
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  Speaker 1: Cupcakes, yes!
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  Speaker 1: Clients want smaller highly modular incredibly fast outcome-driven work.
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  Speaker 1: they want a problem solved in three weeks not a sprawling transformation program that takes three years.
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  Speaker 0: and delivering cupcakes completely breaks the traditional consulting pyramid
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  Speaker 1: because the old model relies on a partner at the top selling Passing it down to managers
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  Speaker 0: who then leverage an army of junior analysts and offshore developers at the bottom To actually grind out the deliverables.
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  Speaker 0: It naturally creates this massive telephone game Of information loss,
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  Speaker 1: right?
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  Speaker 1: The strategic intent gets totally diluted by the time it Meaches the junior analyst formatting the slides
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  Speaker 0: exactly so Rupesh Dandekar Proposes a new framework that entirely bypasses This he calls with the intelligence arbitrage POD
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  Speaker 1: .This is such a cool concept.
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  Speaker 1: Walk us through how a POD actually functions like on a Tuesday afternoon.
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  Speaker 0: Okay, so instead of deploying a twenty-person team you deploy highly concentrated PODs just three to five senior practitioners partners or directors with deep battle tested domain expertise.
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  Speaker 0: Right
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  Speaker 1: because they know exactly what broken processes look Like.
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  Speaker 1: They don't need a month To conduct interviews
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  Speaker 0: Exactly!
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  Speaker 0: They drop directly into the client environment and Instead of delegating to junior staff They use advanced AI agents to execute the grunt work themselves.
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  Speaker 0: They analyze financial models, draft technical requirements and generate dashboards
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  Speaker 0: autonomously.".
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  Speaker 1: So they're compressing a three-month twenty person engagement into a three week sprint just by scaling their own senior judgment.
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  Speaker 1: instead of human headcount?
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  Speaker 0: The AI becomes the leverage!
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  Speaker 0: The Senior Partner is suddenly doing the work of ten analysts but with thirty years of strategic context applied.
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  Speaker 1: But wait, here is where the entire business model hits a wall.
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  Speaker 1: If a senior partner finishes their work in three weeks instead of three months... The traditional time and materials billing structure completely implodes!
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  Speaker 0: Oh it's a disaster for billable
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  Speaker 1: hours….
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  Speaker 1: Right if you bill by hour deploying AI means that your aggressively penalizing yourself for being efficient—the faster you deliver – the less money you make.
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  Speaker 0: It is an existential pricing crisis.
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  Speaker 0: Rajeev Pazhai points out many firms are panicking trying to pivot directly into saucepricing
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  Speaker 1: treating consulting services like a fixed monthly software subscription.
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  Speaker 1: Yeah,
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  Speaker 0: which completely ignores how professional services actually work.
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  Speaker 0: SAAS assumes as standardized repeatable product but in M&A advisory value is co-created with the client
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  Speaker 1: Right.
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  Speaker 1: if the clients internal data isn't absolute disaster.
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  Speaker 1: A standardized AI tool isn't going to save engagement.
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  Speaker 1: You can offer flat subscription fee when the client side variables are that volatile.
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  Speaker 0: It'll destroy your margins.
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  Speaker 0: So Uppani suggests the industry will land on a hybrid model to survive.
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  Speaker 0: You charge a fixed base fee that covers the premium, human elements governance accountability strategic judgment
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  Speaker 1: and then you attach bounded outcome components.
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  Speaker 0: exactly because AI makes The execution highly predictable.
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  Speaker 0: firms can confidently tie A big portion of their fees To measurable KPIs like specific cost reduction percentages And
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  Speaker 1: the pressure to restructure around this is intense.
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  Speaker 1: James Ardoud highlighted that PWC just merged its global risk and consulting businesses into one platform.
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  Speaker 1: We're talking about twenty four billion dollars in revenue
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  Speaker 0: massive integration, And the official corporate line cited client complexity.
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  Speaker 0: but O'Dowd hit the nail on the head.
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  Speaker 0: It happened because AI compresses delivery times so drastically right.
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  Speaker 1: clients won't tolerate slow internal hand-offs between silo departments anymore.
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  Speaker 1: if The tech integrates this solution in seconds.
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  Speaker 1: the organization has to match that
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  Speaker 0: And delivering these rapid outcomes requires a radically different approach to technology, like we are moving way beyond just pasting text into a chat interface.
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  Speaker 0: Oh
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  Speaker 1: the tooling evolution is staggering!
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  Speaker 1: Some do make an outline this practical workflow replacing traditional analysts.
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  Speaker 1: You start with Gemini to rapidly synthesize external market search.
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  Speaker 0: Then you feed those insights onto a Chat GPT Excel plugin.
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  Speaker 0: So it acts as a quantitative junior analyst.
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  Speaker 1: Yeah, you can literally converse with your financial models to spot anomalies.
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  Speaker 1: then You use lovable which is a rapid prototyping tool To spin up tangible software interfaces instantly.
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  Speaker 0: but the client visualizes The solution immediately rather than looking at wireframes.
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  Speaker 0: and finally Claude steps in to generate the highly visual branded slide narratives.
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  Speaker 1: It's a huge productivity leap But it is still fundamentally linear.
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  Speaker 1: Indra Prasad-Godtok's approach takes us into the next paradigm.
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  Speaker 1: Right,
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  Speaker 0: he built that structured external brain a private ecosystem detailing all his proprietary frameworks and past project successes.
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  Speaker 0: Exactly!
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  Speaker 1: So when a massive RFP lands on his desk His AI assistant accesses that external brain And drafts a tailored response in about forty minutes.
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  Speaker 1: But the autonomous agent he built is The Real Game Changer.
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  Speaker 0: The one that reads the news at six a.m.. Yes,
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  Speaker 1: it monitors regional news and competitor press releases.
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  Speaker 1: overnight It woke him up with a briefing that a competitor was opening A local AI office in a city where He Was bidding.
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  Speaker 1: Wow And he had the intelligence to completely reprice his proposals and secure local partnerships before His very first client meeting of the day.
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  Speaker 0: That perfectly illustrates a critical warning from Matthias Elcesser regarding the AI bubble.
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  Speaker 0: He notes that, The vast majority of corporate world is still stuck in one-to-one relationship with AI.
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  Speaker 0: A human types of prompt?
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  Speaker 0: The machine gives an output
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  Speaker 1: It's faster but it's still linear
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  Speaker 0: Exactly!
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  Speaker 0: The organizations will achieve exponential dominance are runs building what he calls end to M systems
• 12:33
  Speaker 1: meaning multiple humans interacting with multiple autonomous agents.
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  Speaker 0: An agentic ecosystem, one senior partner orchestrates five specialized AI agents.
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  Speaker 0: they independently query databases draft code and crucially the interact with each other.
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  Speaker 0: They validate work and challenge assumptions without human intervention.
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  Speaker 1: Okay, I have to jump in here because the idea of an agent-to-agent economy is fascinating but also kind of terrifying.
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  Speaker 1: How
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  Speaker 0: so?
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  Speaker 1: Well if my firm deploys an end-to-'em system And...my client deploys one We essentially have bots negotiating with bots.
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  Speaker 1: It sounds exactly like algorithmic trading on Wall Street where two bots get confused and trigger a flash crash that wipes out billions.
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  Speaker 1: Yeah, if my digital twin and a vendor's digital twins start independently negotiating a master services agreement aren't we just accelerating towards a hallucinated disaster?
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  Speaker 1: That nobody actually authorized.
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  Speaker 0: it's a profound structural risk.
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  Speaker 0: Peter Jonathan Jameson explored the dark side of this agent to agent economy And he warns have too massive pitfalls.
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  Speaker 0: The first is the trust deficit.
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  Speaker 0: Trust
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  Speaker 1: stuff's it, meaning what exactly?
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  Speaker 0: In M&A private equity and consulting trust is the actual product being sold.
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  Speaker 0: An AI agent can perfectly mimic your tone in format emails but it cannot replicate genuine human intent.
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  Speaker 0: you can't build a resilient client relationship through proxy bots.
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  Speaker 1: right when things go wrong a client needs to look a human in the eye
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  Speaker 0: Exactly!
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  Speaker 0: And The second risk Jameson points out might be even more dangerous long term...the learning paradox.
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  Speaker 1: Okay, break that down for us.
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  Speaker 0: Professional growth in these high-stakes environments is entirely driven by discomfort.
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  Speaker 0: a junior analyst learns to read the room By sitting at a tense negotiation.
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  Speaker 0: A manager develops judgment by navigating pushback from a hostile stakeholder.
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  Speaker 1: So friction is the mechanism For building expertise.
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  Speaker 0: Yes so if we deploy AI agents To absorb all of daily friction Drafting tough emails Smoothing over data discrepancies Low level negotiations We remove the mechanism Of learning.
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  Speaker 1: Oh, wow.
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  Speaker 1: So if junior professionals never experience the friction how do they ever develop this strategic judgment required to become senior partners?
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  Speaker 0: We risk creating a lost generation of professionals who know how to prompt an AI but have zero intrinsic judgement.
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  Speaker 1: brings us to the ultimate constraint in fields like M&A and private equity.
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  Speaker 1: AI gives you speed, but it cannot manufacture courage trust or strategic honesty.
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  Speaker 0: Exactly.
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  Speaker 0: Tanya W brought up a chilling point about how this plays out in procurement and due diligence.
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  Speaker 1: Yeah, she said the biggest risk isn't just hallucinations because those are easy to spot.
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  Speaker 1: if you're paying attention The much more insidious threat is AI bias validating bad human decisions
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  Speaker 0: The confirmation bias loop.
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  Speaker 1: Precisely Let's say an executive has a gut feeling they want to acquire specific target.
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  Speaker 1: They feed that biased premise into an AI agent.
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  Speaker 1: The AI doesn't challenge the
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  Speaker 0: premise.
• 15:28
  Speaker 0: It just instantly generates a beautifully formatted, deeply convincing fifty-page due diligence report supporting it.
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  Speaker 1: Right!
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  Speaker 1: It adds illusion of rigorous math to bad idea without actually adding any objective truth.
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  Speaker 0: And in past A poorly thought out M&A thesis usually looked messy.
• 15:47
  Speaker 0: Spreadsheet had errors Narrative was thin.
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  Speaker 0: Today bad decisions look dangerously polished.
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  Speaker 1: So if an investment committee won't aggressively challenge a flawlessly written AI report, billions get deployed based on very fast highly confident utterly wrong assumptions
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  Speaker 0: which completely elevates the premium.
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  Speaker 0: Tobias Blazer shared a perfect example regarding private equity firms executing carve-outs of family owned businesses.
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  Speaker 1: Right, because family business don't usually fail from bad strategy.
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  Speaker 1: they fail because no one challenges the sacred cows!
• 16:21
  Speaker 0: Exactly.
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  Speaker 0: and internal employees never gonna walk into the boardroom until The Founding Family need to sell off the legacy plant their grandfather built.
• 16:28
  Speaker 0: it's political suicide
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  Speaker 1: And an AI agent can highlight the inefficiency in seconds but It Can't Look A Proud Founder In The Eye and Navigate The Emotional Weight Of That Legacy?
• 16:38
  Speaker 0: That requires immense human courage and empathy.
• 16:41
  Speaker 0: Jonathan Flack highlighted another deeply human limitation when advising family offices on location strategy.
• 16:48
  Speaker 1: Yeah, choosing a location isn't just a mathematical optimization problem for tax rates.
• 16:52
  Speaker 0: Right Does the location align with the families culture?
• 16:55
  Speaker 0: Can you attract a star chief investment officer who actually wants to move their life into that city?
• 17:00
  Speaker 0: An AI agent optimizing for tax efficiency does not care where your kids go to school.
• 17:05
  Speaker 1: The human factors ultimately dictate the success and Tiger Tiagrajean and Antonio Cusimano synthesize this perfectly,
• 17:15
  Speaker 0: because AI flattens the execution layer.
• 17:18
  Speaker 0: Anyone with the right tools can crunch the data and build the slides now.
• 17:21
  Speaker 1: So execution isn't the bottleneck anymore, The real leadership differentiators are now deeply human traits authentic connection inclusive listening intense curiosity And the courage to provoke uncomfortable thinking in your clients.
• 17:35
  Speaker 0: AI handles that tactical heavy lifting but the leaders of tomorrow master the vision and the relationships.
• 17:42
  Speaker 0: as we wrap up this exploration of live strategy, the meteor hitting consulting want to leave you with one final thought.
• 17:48
  Speaker 0: To consider
• 17:49
  Speaker 1: let's hear it
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  Speaker 0: if AI agents are constantly monitoring market signals and evaluating competitor moves twenty four seven then The entire concept of the traditional deal cycle is dead.
• 18:00
  Speaker 1: wait really?
• 18:00
  Speaker 1: The whole deal cycle.
• 18:01
  Speaker 1: yeah
• 18:02
  Speaker 0: in M&A due diligence has always been a frantic thirty-day sprint after signing a letter of intent.
• 18:08
  Speaker 0: But if your end-to-end system is continuously analyzing every target in real time, due diligence no longer an event.
• 18:15
  Speaker 0: It's a continuous stream!
• 18:16
  Speaker 1: Oh wow so you're effectively underwriting companies months before they even go up for sale?
• 18:20
  Speaker 0: Exactly consider this what happens to your market share when you already know the exact value of a Target Before The Investment Bank Even prints the teaser?
• 18:28
  Speaker 0: yeah You can't just optimize the past anymore.
• 18:32
  Speaker 1: If you enjoyed this episode, new episodes drop every two weeks.
• 18:36
  Speaker 1: Also check out our other editions on private equity Venture Capital and M&A.
• 18:40
  Speaker 1: Thanks so much for listening to This Deep Dive And don't forget to subscribe!