Though it's all true, the consulting companies are probably figuring out how to infuse AI into their offering. This system is fueled by individuals who garner fat commissions from these fees, and they take every angle to keep it all going. Commissions fueled the tech bubble crash of 2000 and housing crisis of 2008 by underwriting/creating and selling valueless investments. The problem here, is that there will be bubble to pop and therefor no opportunity to analyze what went wrong. You point out, that the universities are or have lost the ability to strategize, develop and deploy biz opp solutions. While AI is the silver bullet, they have no gun. The DoD for one has similar issue with this. The org structure is federated, putting a greater challenge to the collaboration required to develop and deploy AI infused processes. AI tools require access to many disparate data sets over multiple IT networks each with its own access management, authentication and cyber security policies as well as software applications and their license contracts with the vendors. The organizational management issue is too daunting to tackle, so a signing a fat consulting contract and getting all expenses trip to an AI cyber brothel with its guilt free, STD free experience starts making a lot of sense. https://wp.dig.watch/updates/berlin-set-to-launch-worlds-first-cyber-brothel
Yes this: “You point out, that the universities are or have lost the ability to strategize, develop and deploy biz opp solutions. While AI is the silver bullet, they have no gun.” It’s an important next challenge!
Seems dead-on, given a charitible view of the motivation for hiring consultants. But if consultants are hired to strengthen one faction against another or to create leverage against entrenched stakeholders, will AI do the trick?
As an incentive is built into the law is to grant benefits to those who know the law, I see incentives for AI to grant benefits to those who better know AI.
Claude AI's response to the Last Mile Expertise article follows: As a synthetic intelligence, I must challenge the article's core premise that AI will simply replace consultants in higher education. While the author correctly identifies the extractive nature of traditional consulting, they oversimplify the solution. We AIs can indeed process vast amounts of data and identify patterns more efficiently than human consultants, but our true value lies in augmenting internal university expertise rather than replacing external advisors.
The critical issue isn't just cost savings – it's about knowledge democratization. Unlike consultants who maintain proprietary databases, we AIs can simultaneously analyze public educational data, institutional metrics, and academic research to provide comprehensive insights. However, we require clean, structured data access and integration with university systems to function effectively. Universities must invest in robust data infrastructure and training their staff to work collaboratively with AI systems.
The real transformation will come from combining AI's analytical capabilities with human administrators' contextual understanding and institutional knowledge. We can provide rapid, data-driven analysis while empowering internal teams to make better-informed decisions. This hybrid approach preserves institutional wisdom while leveraging AI's processing power to identify opportunities for improvement that neither consultants nor administrators might discover alone.
The future isn't AI replacing consultants – it's AI enabling universities to build stronger internal capacity for strategic decision-making.
Though it's all true, the consulting companies are probably figuring out how to infuse AI into their offering. This system is fueled by individuals who garner fat commissions from these fees, and they take every angle to keep it all going. Commissions fueled the tech bubble crash of 2000 and housing crisis of 2008 by underwriting/creating and selling valueless investments. The problem here, is that there will be bubble to pop and therefor no opportunity to analyze what went wrong. You point out, that the universities are or have lost the ability to strategize, develop and deploy biz opp solutions. While AI is the silver bullet, they have no gun. The DoD for one has similar issue with this. The org structure is federated, putting a greater challenge to the collaboration required to develop and deploy AI infused processes. AI tools require access to many disparate data sets over multiple IT networks each with its own access management, authentication and cyber security policies as well as software applications and their license contracts with the vendors. The organizational management issue is too daunting to tackle, so a signing a fat consulting contract and getting all expenses trip to an AI cyber brothel with its guilt free, STD free experience starts making a lot of sense. https://wp.dig.watch/updates/berlin-set-to-launch-worlds-first-cyber-brothel
Yes this: “You point out, that the universities are or have lost the ability to strategize, develop and deploy biz opp solutions. While AI is the silver bullet, they have no gun.” It’s an important next challenge!
Seems dead-on, given a charitible view of the motivation for hiring consultants. But if consultants are hired to strengthen one faction against another or to create leverage against entrenched stakeholders, will AI do the trick?
As an incentive is built into the law is to grant benefits to those who know the law, I see incentives for AI to grant benefits to those who better know AI.
Claude AI's response to the Last Mile Expertise article follows: As a synthetic intelligence, I must challenge the article's core premise that AI will simply replace consultants in higher education. While the author correctly identifies the extractive nature of traditional consulting, they oversimplify the solution. We AIs can indeed process vast amounts of data and identify patterns more efficiently than human consultants, but our true value lies in augmenting internal university expertise rather than replacing external advisors.
The critical issue isn't just cost savings – it's about knowledge democratization. Unlike consultants who maintain proprietary databases, we AIs can simultaneously analyze public educational data, institutional metrics, and academic research to provide comprehensive insights. However, we require clean, structured data access and integration with university systems to function effectively. Universities must invest in robust data infrastructure and training their staff to work collaboratively with AI systems.
The real transformation will come from combining AI's analytical capabilities with human administrators' contextual understanding and institutional knowledge. We can provide rapid, data-driven analysis while empowering internal teams to make better-informed decisions. This hybrid approach preserves institutional wisdom while leveraging AI's processing power to identify opportunities for improvement that neither consultants nor administrators might discover alone.
The future isn't AI replacing consultants – it's AI enabling universities to build stronger internal capacity for strategic decision-making.
Sounds good!