Welcome to the first edition of The Sharp End. Each month we’ll cut through the noise to bring you the signals, stories, and shifts that matter most for strategists, researchers, and insight professionals.

Written by Francis Nicholson an expert in Recruiting Insight & Strategy Leaders & Helping Brands Hire Better & Talent Find Purpose.

Our opening theme is retrainability. Accenture’s recent cuts show how companies are already sorting their people into those they will invest in — and those they won’t. For strategists and researchers, this question is no longer abstract: AI is beginning to nibble at the very edges of our craft.

This issue looks at how that line is being drawn, what it feels like on the frontline, and the tools you can use to prove your value. Because the sharp end of the AI transition isn’t about technology alone — it’s about who gets carried forward, and why.

📈 Market Signal: Who Can’t Be Retrained?

Accenture has just cut more than 11,000 jobs in three months and told staff more departures are coming — not because business is collapsing, but because the firm has decided some employees simply can’t be retrained for the AI era.

The consulting giant, which employs nearly 800,000 people worldwide, is spending $865mn on restructuring as it races to align its workforce with client demand for AI and data-driven projects.

In the past two years, Accenture’s AI and data workforce has grown from 40,000 to 77,000 people — a doubling that shows exactly where investment is flowing.

Why it matters for strategists and researchers:

• Skill adjacency: If your role touches data, insight, or digital delivery, you’re more likely to be reskilled than replaced.
• Learning velocity: Firms invest in people who’ve adapted before and can prove they’ll adapt again.
• Value horizon: Reskilling that doesn’t produce results within 12 months rarely makes the cut.

Takeaway: Retrainability is becoming a new professional currency. If you can’t show it, don’t expect employers to bet on you.

🗣 Frontline: “If AI Can Do the Decks, What’s Left for Me?”

“I’ve built my career on turning consumer research into clear strategy. Now clients are asking if they really need a team to do that — or if AI can churn out the insights faster and cheaper. I can see the tools getting better by the month. Part of me is excited to use them, but another part is worried: if AI can write the deck, what’s left for me?”

That’s how one strategy director at a global brand described the tension. The core craft of research and strategy — synthesising data, pulling threads, telling the story — is exactly what generative AI is beginning to nibble at.

And it’s not just candidates feeling the pressure. One CMO we spoke to put it bluntly:

“We don’t need strategists who tell us what the data says. We need strategists who tell us what to do about it.”

Why it matters:

• For strategists and researchers, the retrainability question is sharper than ever: what new value can you bring that AI can’t?
• For employers, the risk is assuming that “research” or “deck writing” is the whole job. The human edge lies in judgment, provocation, and credibility with decision-makers — areas where AI still lags.

The anxiety is real, but so is the opportunity: those who integrate AI into their toolkit, while doubling down on influence and storytelling, are the ones most likely to be deemed worth retraining.

🔧 Sharp Tools: 3 Ways Strategists & Researchers Can Prove They’re Retrainable

1. Frame Better Questions AI is good at answers, weak at defining problems. Show that you can ask sharper, more commercial questions that AI won’t.
2. Blend Machine Output with Human Judgment Don’t just use AI — challenge it. Turn outputs into compelling arguments that persuade decision-makers.
3. Make the Story Stick A model can write a deck, but it can’t read a room. The ability to land a message with executives or clients is what sets retrainable strategists apart.

Takeaway: Retrainability in this field isn’t about coding skills. It’s about proving you can sit at the intersection of AI outputs, human judgment, and organisational influence.

🌟 Case in Point: From Planner to AI-Literate Insight Lead

Not every story is one of anxiety. One senior brand planner we spoke to recently has already pivoted successfully. Faced with shrinking budgets and rising expectations, she took the lead in experimenting with generative AI tools to accelerate early research synthesis.

Instead of fearing replacement, she positioned herself as the translator: testing outputs, spotting blind spots, and shaping them into compelling recommendations for senior leadership.

Her reward? A newly created role as Insight Innovation Lead, where she now guides how the business blends AI with traditional research.

The lesson: Retrainability isn’t just about technical skills. It’s about curiosity, experimentation, and making yourself the person who shows others how to use new tools wisely.

👤 People Move: Retrainability at the Top

EY has promoted Nicola Morini Bianzino, its global Chief Technology Officer, into the role of Global Managing Partner for Client Technology.

What makes the move interesting isn’t just the title change, but what it signals: the firm’s most retrainable leaders are those who can pivot from technical depth into client-facing influence.

Why it matters: Retrainability isn’t just for analysts. At the top level, the people rising fastest are those who can bridge worlds: from technologist to strategist, from data to story, from back office to boardroom.

✂️ Closing Thought

AI isn’t just another tool in the strategist’s kit. It’s a sorting mechanism. The winners won’t be those who know the most — but those who prove, day in and day out, that they can be retrained, reinvented, and still matter.

👉 In the AI era, retrainability is your strategy.