Everything is being transformed by AI and digital platforms, including how teams are working together and how fast we can bring client results. It is not only automation. It's acceleration. One of the things consultants used to spend hours on is compiling data, cleaning spreadsheets, preparing decks. That grunt work can now be dealt with in a few minutes using AI tools. It is the equivalent of less time in the weeds and more time resolving real business issues. It is changing the consultant job to that of a strategist. It is also no longer a passive process of learning. Upskilling is infused into the labour process. Performance data on platforms help in determining knowledge gaps and deliver content that is relevant at this moment and not in a quarterly training program. It is not that people are learning faster, but also that they are applying what they learn in real-time. The future is no longer hypothetical anymore, human-AI teaming exists. You have analysts brainstorming with LLMs, auditors doing quality checks with predictive models, and managers doing decision-making with AI copilots. The companies who do this right will not only work faster, but they will think faster.
AI is changing the way consultants work by shifting their roles from task execution to a more strategic-based role. Since AI handles repetitive tasks, such as data analysis & compliance checks, consultants are now able to focus on creative problem-solving and building client relationships. For example, AI can help identify top candidates for a position but consultants should still evaluate other important qualities such as emotional intelligence & team fit. This shift will require consultants to gain new skills and familiarity with technical areas such as data analysis & AI ethics as well as other soft skills such as emotional intelligence and critical thinking. EY is focused on upskilling its teams to ensure they can work effectively with AI to help them adapt to clients' changing needs. The outcome is a more strategic, AI driven engagement which offers more value to clients.
With the entry of AI and digital platforms, we have revolutionized the way teams can work in cooperation, upskill themselves and serve patrons. Application of technologies like machine leaning and automation has led to the fact that activities that took longer to achieve earlier are accomplished in a fraction of that time. Workforces are able to work across borders and functions and can dedicate their time to work. The very tools provide new opportunities related to employees constantly upskilling themselves and keeping up with a technology environment that is constantly evolving at a fast pace.
New digital tools integrated with AI to help teams do their best work faster and better are evolving quickly, and changes are palpable at EY/Elikhani. These developments have allowed teams to make things easier, work more effectively and provide better quality of value to their customers. AI allows for tools that teach team members to upskill and better serve the organization and its clients. Along with automation, it has also contributed towards developing more collaborative and multi-faceted teams which have increased the innovation and problem-solving propensity of EY.
AI is re-writing the job of consultants - less manual grunt work, more strategic thinking. The change that I have observed reflects the way engineering teams leverage AI tools to do debugging, prototyping and automate workflows. In companies such as EY, AI is not going to get rid of consultants, but rather transform them into systems architects. They are supposed to lead the clients through more and more complicated tech stacks, rather than create PowerPoint decks. The learning has transitioned into continuous calibration. AI driven feedback loops are currently being added to how consultants learn regulations, tax code, or risk models in a weekly up-skilling process. Just like the developers do it is train, test, iterate. Human-AI teaming is not poetry, it is practical: it takes NLP tools a few seconds to summarize a 400-page long contract and allow teams to advise at the velocity and depth they can. There is also a shift in the value delivery model. Clients are not interested in having answers, but they are interested in explainability. Consultants, however, are necessary there: they take all AI-derived insights and convert them into choices that could be used by stakeholders. And that is the new bar.
At EY, it is not a matter of replacing but rather about approaching the way teams work as a unit in a different way. AI is transforming the cadence of internal cooperation. AI technologies are now used to run routine research, data pulls and formatting and remove this burden off consultants, allowing them to spend more time on decision-making and conversations with clients. The paradigm is shifting towards insight creation rather than task performance and that alters who you recruit, and how teams are constructed. Learning-wise, upskilling is no longer a thing that you plan. It occurs within the stream of work. Digital systems in EY now provide training prompts depending on the activity an individual is performing in real time. A consultant who is constructing a model will get prodded with short videos or hints specific to that particular task. This saves on the learning curve without removing people off projects. The larger change is the way that consultants conceptualize value. It was the matter of being more knowledgeable than the client. Now it is of assisting the client in interpreting the data that moves so fast and take action on it with certainty. Artificial intelligence would do the hard work but people still have judgment, timing, and nuance. The new edge is developing on that balance.
Spotting Risks At EY, AI and digital tools are changing how our M&A research teams work. We no longer spend hours building company profiles or market data by hand. Instead, we use AI to pull insights faster and with more detail. That shift lets us focus more on what the findings mean, such as spotting risks, fit, or leadership patterns. Inside the firm, our teams are learning new skills to run these AI workflows. As a result, our role is moving from data gatherers to hands-on insight partners. It is faster and gives clients sharper and more tailored intelligence.
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As well, digital platforms have revolutionized our training as a team — we can keep current on the latest news and advances in marketing technologies that are truly happening in real-time with specific support and training. Service teams that look ahead are already using AI-based learning platforms to maintain a competitive edge in the industry trends, as well as upskill workers who work alongside - but do not compete with - their own artificial intelligence. AI-driven learning platforms provide a targeted skills gap analysis that suggest focused trainings on the client requirements and industry advancements. For example, when Google released changes to their algorithm, our system immediately recommended appropriate courses & summaries of expert analysis which we used to update client strategies within days rather than weeks. Within six months, our team's technical skill level increased by 65%, proving that AI can laser-target learning for immediate business demand rather than generic professional development. This evolution also marks a change for consultants — instead of being experts in static knowledge, they should be seen as lifelong learners who leverage AI to help them learn new skills more quickly and focus on the uniquely human abilities, such as empathy and creativity. We are shifting from being information guides to trusted advisors with access to AI-driven intelligence that provides more comprehensive understanding and customized answers. Teams that combine AI-powered learning with human judgment and relationships can add great value to clients by combining both a deep knowledge of best practices in general, as well as the context that makes every client unique and requires bespoke answers.
As someone working in digital marketing at Lusha, I've watched AI transform our team collaboration from basic task management to intelligent workflow automation that predicts project bottlenecks before they happen. We're constantly learning new digital skills through AI-powered platforms, which has helped us become more efficient while letting us focus on the creative aspects of marketing that still need that human touch.
The creation of AI at EY and use of digital platforms is among the biggest disruptors of working and creating value in teams. Since the AI will complete the routine work and then present the recommendations on the basis of the evidence, the consultants will have more time to dedicate to the other and more significant tasks, developing a strategic plan and building relationships with the clients. The internal communication has also been made less stiff and the teams are able to communicate and share ideas through the digital technology and work in real time regardless of where they are situated. This transition does not only generate productivity but also helps to deliver faster output to the needs of their clients hence giving EY teams a heavy competitive advantage in the dynamic business environment. The upskilling involves the focus on a hybrid model where the significant emphasis is placed on the human-AI teaming. The consultants are now expected to be familiar with the conventional ideas of consultancy as well as to familiarize themselves with the Artificial Intelligence tools that exist and can be employed to automate the analysis of data, trends forecasting and optimization of solutions. The interpretation of this tendency is that the learning and development are becoming more technical and now the consultants are carriers of human knowledge and the results enhanced by artificial intelligence. The potential value of consultants to their customers has become more inclusive and dynamic since consultants can no longer be termed as consultants, they are the individuals who are integrating strategies with technology.
At EY, rapid advances in AI and digital platforms are changing how we collaborate, learn, and deliver value—consultants are transforming into orchestrators of both human intuition and machine intelligence. By far the largest shift has been the adoption of AI-enhanced knowledge-sharing systems offering dynamic connections from anywhere in the world to internal case studies, client outcomes, and/or subject-matter experts within seconds. These very real-time access points compress the learning curve, accelerate decision-making, and enhance the application of knowledge within client teams on delivery engagements. In the learning and upskilling space this week, clients using EY's digital credentials platform are immersed in engaging with live client project delivery work. It is not abstract—even theoretical training is grounded it in the context of emerging client areas of need. If consultants are completing credentials in the areas of AI ethics or blockchain, their credentialing badge is not simply another credential, it is knowledge they will immediately be applying to their current work in financial services, supply chain, or sustainability. Human-AI teaming is no longer just an emerging concept, it is core to how we are doing work. As we start to embed work with digital agents providing co-working capabilities including report generation, compliance reporting, and tax scenario simulation, consultants are now unencumbered and can pursue matters of context, form a strategic relationship with the client, and deliver true value. What's evolving most is the definition of value. Clients no longer want just recommendations, they expect delivery at speed, with predictive insight. AI isn't replacing consultants; it's amplifying them. And the firms that thrive are the ones that build ecosystems where tech and talent evolve together.
I am using the opportunity of the sentiment analysis provided by AI to modify how my team addresses our market. Every day Delta reviews more than 10,000 actual customer conversations per month to provide a real-time pulse of how each campaign is performing. This puts a fine edge on our message, answers my question of what customers are interested in and identifies gaps before they become lost sales. When I see sentiment swing in hours of a new product launch I know where to put the two fingers up or where to pivot. Information eliminates guesswork, and accelerates our decision making. When we had a campaign that caused a surge in negative feedback, I switched out the creative overnight, pulled in our product expert to answer their questions directly and had five-star reviews increase 14 percent in a week. The advantage of speed will help our brand to keep on the forefront and convert the dissatisfied customers into brand loyalists. I make AI insights work and I am seeing customer loyalty and revenue increase as a result.
Being a developer of AI and digital systems, I have received an opportunity to see the way this kind of tool can transform the manner of operation of a team and development. AI is replacing the routine jobs so that human beings can be more involved in creative work and solving important problems. It is also transforming our ways of working, interlinking work to make it more aligned, responsive and effective. AI is making a massive shift in teamwork and minds. The new success is the ability of teams to collaborate, to learn every time and integrate with intelligent systems. It is no longer a substitute of people, it is a supplement to the capabilities that people possess. These are people who will carry out this change and who will not only sustain being competitive but they will be at the head. As in the world of AI, new competitive advantage is ability to learn, adjust and move fast.
Wavespace is a novel direction to teamwork undertakings at EY. I conduct online workshops in which AI gathers all the information and individuals on the spot. Solutions go on the offense against issues and AI provides insights when decisions are made. We cut down on project schedules by seventy percent and delivery was more painful, as nothing can move faster than that team can think. Right at the beginning, the speed increases, ideas are quickly put to the test and projects have traction. I do not take a single step without measuring it with my marketing background. I observe the leap at the engagement rate and the increase of the decision speed. The satisfaction of the clients grew by a third when Wavespace was introduced. The clients remember those instances when their feedback alters the outcome. It also generates trust quickly, and each of the sessions feels personal and relatable. This is the new measure of client work, should you wish to get discussed results.
In my experience running a digital marketing agency, EY's AI platforms have revolutionized how medical professionals collaborate and share insights, similar to how we've adapted our own training processes. We've found that their digital platforms not only streamline routine tasks but also create more time for creative strategy sessions, allowing our team to focus on delivering higher-value services to our plastic surgery clients.
The integration of AI in our property management platform has revolutionized how we handle tenant screening and maintenance requests, reducing our response time from days to just hours. I've found that combining our team's expertise with AI-driven analytics helps us make better investment decisions and provide more value to our clients, especially when predicting market trends and optimizing rental pricing.
In our real estate operations, I've witnessed how AI platforms have revolutionized the way we handle property assessments and team communication, especially when coordinating multiple house viewings and transactions simultaneously. Recently, we started using an AI-assisted scheduling tool that syncs with our digital platforms, which has not only streamlined our internal processes but also helped our agents spend more quality time with clients instead of doing paperwork.