What Do Managers Actually Do All Day? And What Happens When AI Takes Over?

Let’s Talk About That

Let’s start with the question many of us have dared to ask, perhaps quietly, over our morning coffee while observing a manager hustling between meetings: What do managers actually do all day? If you’ve dared to peek behind the curtain, the answer might be less inspiring than the glossy brochures of (E)MBA programs would have you believe.

Theoretically, managers exist to “get things done.” It’s a noble calling, one that implies leadership, strategic direction, and that sprinkle of inspiration that turns teams into high-performing units. In reality? Much of a manager’s day is consumed by activities that could be described as…bureaucratic time-sinks. Reports, endless PowerPoint slides, meetings (many of which exist to justify another manager’s existence), and administrative drudgery that nobody ever talks about. Meanwhile, the “getting things done” part—arguably the core of the job—has been increasingly outsourced to consultants, project managers, and change managers, creating a trillion-dollar ecosystem of millions of professionals all busy doing what the manager’s role should have been.

The truth is, these "semi-permanent" roles should never have become as entrenched as they are. Consultants, project- and change managers were intended to offer specialized knowledge, not to take the wheel from management and navigate the business. Yet, time and time again, we see these roles step in, often taking on responsibilities that rightly belong to managers. Occasionally, external expertise is needed, but these consultants should be advisors, not decision-makers. It’s the leadership and managerial backbone that should be at the helm, making strategic decisions and guiding teams—not outsourced players who come and go.

The Cost of Outsourcing Leadership: The Trillion-Dollar Ecosystem

Consider the scale of this phenomenon: Only the Big 4 employ approximately 500,000 people globally. Add to that the many other consultants, project managers, and change managers out there, and we’re looking at a massive workforce that, in many ways, is duplicating what managers should be doing. Change management alone is expected to be a $2 billion market this year (2025). AI is poised to disrupt these markets significantly, but even if we’re not erasing entire job categories, the need for so many external players will start to shrink fast. I know I am generalising here but the point needs to be made.

This shifting landscape is accelerating with the rise of AI. Scheduling meetings, generating reports, analyzing data, and even elements of strategic planning—AI is already nibbling at the edges of what many managers spend their days doing. This means that a significant portion of the “busy work” that clutters a manager’s schedule could soon be handled faster, better, and more cost-effectively by algorithms.

The True Core of Management: Leadership

Here’s where the story takes an interesting turn. With the rise of automation and AI, managers are being forced to face the one part of their job that can’t be easily outsourced to machines: leadership. Not the “synergize-to-maximize” buzzwords we hear in every corporate training session, but the real, roll-up-your-sleeves leadership that requires emotional intelligence, empathy, and the ability to help people succeed. It’s about fostering trust, guiding teams through uncertainty, and providing support in the messy, human elements of work.

For decades, managerial roles have been dominated by technical skills and operational efficiency. Task delegation, financial management, and process optimization have taken precedence over the soft skills that define great leaders. And that’s a problem—because in an AI-driven world, those soft skills will be precisely what still sets them apart. Yet, most business schools are still stuck on the idea that teaching case studies and financial models is enough. They're not diving deep enough into the human side of leadership. I said most, not all, as the military training systems—built over years of rigor—have a clear advantage. Leadership training in the military is not just a set of theories; it's a lifestyle, cultivated over years of immersive training and real-world experience. Business schools, by contrast, are still in the shallow end of this pool.

The Fall of the Consultant-Industrial Complex

As AI starts to reshape the managerial landscape, a domino effect hits the ecosystem of consultants, coaches, and facilitators. If AI can analyze organizational bottlenecks, propose solutions, and execute tasks faster than a roomful of consultants, what will happen to this multi-billion-dollar industry? This is a valid concern. But while consultants may take a step back, their role isn’t completely obsolete. The future of consulting may lie in helping managers develop what they’ve been avoiding: the human side of leadership.

Consultants can still offer specialized insights, but the true driver of business success will shift back to where it belongs—within the company’s leadership team. Instead of consultants steering the ship, they’ll be supporting the leadership in honing the critical human skills that drive real change. Ironically, this could bring us full circle. Management’s real purpose—guiding, supporting, and serving teams to help them succeed—might finally be restored.

The Path Forward: A Call to Action

So, where do we go from here? For business schools and universities, the answer is clear: shift the focus. Equip future managers with the skills that algorithms can’t replicate. Communication, conflict resolution, empathy, and the ability to navigate the complexities of human behavior should be the cornerstone of any managerial education and...training, not just PowerPoint again. It’s about cultivating leaders who can inspire, connect, and guide teams in meaningful ways—skills that transcend spreadsheets and algorithms.

And for current managers? Brace yourselves. The “busy work” that once served as a buffer between leadership and actual decision-making is disappearing. This is your opportunity to rediscover the true essence of your role. Your teams don’t need another spreadsheet update via mail or a meeting about a meeting; they need clarity, encouragement, and a leader who removes obstacles rather than creates them. The future of management is paradoxically simple: less managing, more leading.

So yes, AI will put an end to many of the soul-crushing meetings that could’ve been emails or completely scrapped. But more importantly, it offers managers the chance to rediscover leadership as it was always meant to be: human, direct, and inspiring.