<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Business Models on Alberto Domínguez</title><link>https://www.albertodominguez.co/en/tags/business-models/</link><description>Recent content in Business Models on Alberto Domínguez</description><generator>Hugo</generator><language>en-US</language><lastBuildDate>Fri, 11 Sep 2026 08:00:00 -0500</lastBuildDate><atom:link href="https://www.albertodominguez.co/en/tags/business-models/index.xml" rel="self" type="application/rss+xml"/><item><title>The End of the Pyramid: Consulting in the Age of Artificial Intelligence</title><link>https://www.albertodominguez.co/en/manage/future-consulting-genai/</link><pubDate>Fri, 11 Sep 2026 08:00:00 -0500</pubDate><guid>https://www.albertodominguez.co/en/manage/future-consulting-genai/</guid><description>&lt;p&gt;A few days ago, a &lt;em&gt;Financial Times&lt;/em&gt; analysis touched on a sore spot that many across professional services have long tried to avoid: the impact of artificial intelligence is not merely a technological disruption; it marks the structural collapse of the operational model upon which modern consulting was built.&lt;/p&gt;&#10;&lt;p&gt;For decades, leading firms operated under a predictable framework: a steep pyramid powered by an army of junior analysts and associates grinding through data, transcribing stakeholder interviews, assembling pitch decks, and building financial models. That volume of operational effort was neatly bundled and sold under billable hourly rates.&lt;/p&gt;</description></item></channel></rss>