Send message to Author

Short abstract:

This paper explores the recent resurgence of AI in corporate environments. As AI was stated as a strategic priority, many firms turned to consulting firms for implementation. We examine the role of these market intermediaries in spreading and operationalizing the AI hype over the past decade.

Long abstract:

This paper examines the resurgence of artificial intelligence (AI) since the mid-2010s, marked by its integration as a strategic priority in major corporations seeking to modernize their internal processes. Many of these companies sought the expertise of consulting firms to realize their AI ambitions, highlighting the pivotal role of these firms as 'market intermediaries' (Bessy, Chauvin; 2013). Our study focuses on how consulting firms have influenced the diffusion and practical operationalization of AI hype in enterprises over the past decade.

There has been a progressive evolution in corporate engagement with AI, moving from initial trial-and-error approaches that often seemed more trend-driven than strategically grounded, to a more mature and discerning approach. This shift is often encapsulated by the industry saying, "We don't do AI just for the sake of AI." This study critically analyzes the role of consulting firms in this evolving landscape. These firms face the paradox of capitalizing on the AI hype while advising their clients against blindly following trends.

We explore how consulting firms navigate this hype, often cautioning against the perils of trend-chasing while simultaneously opening up new market opportunities. We also discuss their role in fostering the emergence of an “AI governance” in companies to move beyond proof-of-concept stages. This paper argues that consulting firms play a crucial role in operationalizing the hype within organizations, providing meaning, tools, and a tangible form. We offer insights into how these actors shape and translate the AI hype into actionable strategies within the corporate sector.