Archives for July 2026

When we gathered for our 2026 CIG Global Conference in Warsaw, we wanted to get past the buzzwords and find out what our consultants across 40 countries are really doing with AI. The takeaway? We’ve moved well past the experimental phase. While we’re embracing these new tools, we remain steadfast about the one thing that never changes: the necessity of human judgment.

If you ask an executive search consultant for the first word that comes to mind when they hear “AI,” you’ll almost always hear the same answer: “speed.” That starting point says something.  We work in a profession built on high-stakes decisions, relationships, and accuracy – so our instinct is still to reach for a word related to a stopwatch.

But we wanted to look deeper. We surveyed our firm leaders, consultants, and coaches to see where AI sits in their daily work, what’s genuinely helpful, and what still keeps them up at night. We’re sharing these results transparently, because the companies we advise are wrestling with the exact same questions. We believe the firm you trust with your most critical leadership decisions should be open about the tools it uses to get there.

From Curiosity to Capability

The big headline? AI is no longer just a theory at Cornerstone. Over 90% of our respondents are using it in some capacity, and more than half have moved on to actively integrating it into multiple workflows. We’re seeing everything from full integration to limited experimentation. It’s not the story of a firm that flipped a switch overnight – it’s the reality of a diverse, global network figuring out how these tools fit into their independent practices.

Where AI Is Being Used in Executive Search

We saw a clear pattern when we asked where AI is currently moving the needle. Our consultants are leaning on it heavily for the analytical heavy lifting: research, company analysis, drafting position specs, and identifying candidates.

Noticeably, use drops off when things get personal. When it comes to candidate outreach or crafting interview questions, our teams still prefer a human touch. This distinction isn’t accidental. We’re using AI to compress hours of preparation and synthesis, which then clears the way for the high-value, human-to-human work that clients actually pay us for.

Beyond search, AI has become a reliable partner for marketing, content creation, and – crucially for a 40-country network – translation and localization.

Reclaiming the Search Consultant’s Morning

Ask a consultant where they’re saving the most time, and the answer is clear: writing, research, and proposal generation. These were the tasks that used to eat up their mornings before the “real work” could even begin.

We’ve said before that the old recruiting model was about 80% finding candidates and 20% on the rest. Those proportions have flipped. By taking the weight of preparation off their desks, AI is freeing our consultants to spend more of their week on the assessment and cultural fit work that defines our firm.

What Concerns Us with AI Usage

We didn’t just ask about the wins. When we pressed our attendees on their concerns, the results were unambiguous. At the top of the list: confidentiality and data privacy.

What’s just as interesting is what *didn’t* make the cut. Concerns about cost or ROI were non-existent. Our members aren’t worried about whether AI is worth the investment; they’re focused on protecting sensitive client data and ensuring the human relationship remains the center of our work. The blockers to further adoption aren’t the technology itself—they’re the typical challenges of training, change management, and building the right culture.

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The Bottom Line for AI

Our leaders near-universally believe that AI will strengthen firms that combine technology with sound judgment, and weaken those that try to use it as a substitute.

Particularly the Mid-market and large family-owned businesses are asking us the same questions we’re asking ourselves: Where does AI add value instead of noise? How do we adopt it safely? How do we keep our relationships at the center of the process? The answer is that the problem isn’t the technology. It’s the discipline and leadership you bring to using it.

The consultants who will matter most in the coming years are the ones who can do both: have the curiosity to adopt new tools and the judgment to know where they don’t belong. We’ve been identifying and developing those leaders for 35 years, and that’s the same lens we’re applying to AI.

Tools will keep changing. People are the cornerstone of what we do, and that won’t change. We’ll keep using AI where it earns its keep, keep human judgment where it’s essential, and stay candid about both.

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About this survey

Results were gathered live via Mentimeter at the Cornerstone International Group 2026 Global Conference in Warsaw. Participants were member-firm leaders, consultants, and coaches from across our 40-country network. Question formats varied (single select, multiple select, open text, and 1 to 5 ratings), and the number of responses ranged from roughly 19 to 38 per question. The figures are directional, reflecting the views of the leaders in the room rather than a formal market study.