Why McKinsey is Betting on Humans for Clients and AI for Admin

McKinsey & Company’s Global Managing Partner, Bob Sternfels, has revealed a significant structural shift in the consulting giant’s workforce, marking a pivot toward a more “client-centric” model.

In a recent disclosure, Bob noted that the firm has increased its client-facing roles by 25% over the past few years, while simultaneously shrinking its back-office and administrative functions.

The Shift to Client Proximity

The surge in client-facing personnel—which includes consultants, data scientists, and industry experts—reflects a strategic move to provide more direct value in an increasingly complex global economy.

Bob emphasized that the modern consulting landscape demands deeper, hands-on engagement rather than just high-level strategy.

By expanding this segment of the workforce, McKinsey aims to embed its teams more closely within client operations to drive execution and digital transformation.

McKinsey Automation and Back-Office Contraction

Conversely, the “middle” and “back-office” segments of the firm are undergoing a period of contraction.

The aggressive adoption of technology and artificial intelligence to streamline internal processes largely drove this reduction.

Functions that previously required manual oversight—such as basic research, data entry, and administrative scheduling—are being automated.

This “productivity gain” allows the firm to reallocate resources toward front-end consulting while maintaining a leaner corporate structure.

Industry-Wide Implications

Bobs’ comments highlight a broader trend across the professional services sector.

As generative AI becomes a staple in the workplace, the value proposition is shifting away from information processing and toward relationship management and complex problem-solving.

This “barbell” effect—where the front end grows while the middle disappears—is expected to influence how competitors like BCG and Bain & Company structure their global teams in the coming years.

A Leaner, Faster McKinsey

This workforce rebalancing follows a period of rapid expansion during the pandemic.

By thinning the administrative layer and boosting the ranks of those on the “front lines,” McKinsey is positioning itself to be more agile.

Bob suggested that this evolution is not merely a cost-cutting exercise but a fundamental redesign of how a global consultancy operates in an AI-driven era.

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