Why You Are Accenture, Deloitte, IBM, and PwC’s #1 Priority—But Not in a Good Way

Struggling with SI contract negotiation? Learn how you can cut costs, regain control, and secure better terms with top consulting firms.

Accenture recently released its earnings, and on the surface, things seem fine. Revenue is up slightly, AI bookings are growing, and leadership is pushing a positive transformation narrative. But if you dig deeper, the numbers don’t quite add up.

• Accenture has spent $11.1 billion on acquisitions over the past three years.
• But in that same timeframe, total revenue has only increased by $3.3 billion.
• That missing $4 billion in expected revenue? It must come from somewhere—and that “somewhere” is their existing clients like you.

This isn’t just about Accenture. The same pressures are being felt across the consulting industry. Deloitte, IBM, and PwC are all dealing with the same market dynamics. AI and automation are reshaping how companies invest in IT services, and the traditional consulting model is under pressure.

That’s why, if you’re an existing client, you’re now their #1 priority. But not in a good way.

Why IT Executives Are Seeing Rising SI Costs

With new business slowing, consulting firms are focusing on extracting more revenue from current customers. That means aggressive renewal pushes, expanded scopes that drive up costs, and pricing structures that favor the SI—not the client. If you’re not actively managing the relationship, expect to see costs rise, flexibility shrink, and contract terms shift in their favor.

When Revenue Pressures Rise, Clients Pay the Price

When a consulting firm faces financial pressure, it doesn’t absorb the impact—it passes it onto its clients. That’s when client-first thinking shifts to revenue-first behavior:

• Scope expansions become less about delivering value and more about increasing billable hours.
• Pricing adjustments aren’t inflation-driven; they’re about protecting profit margins.
• Long-term SOWs aren’t about stability; they’re about locking in revenue before clients realize their leverage.

If you’re working with an SI today, you’re no longer just a strategic partner; you’re a financial priority. And when a consulting firm sees you that way, you need to pay close attention to how the relationship is evolving.

How SIs Justify Higher Costs

These firms won’t present this as a revenue grab. Instead, expect service expansions framed as “strategic enhancements,” especially in AI and automation. These will be positioned as transformative solutions, but many will quietly increase billable hours and expand contract scope without tangible cost benefits.

At the same time, pricing adjustments will be justified as “market realities.” Consulting rates will creep up under the guise of shifting skill demands, software licensing fees will rise without clear justification, and project timelines will stretch, subtly driving up total costs.

Clients will be told this is just how the market is moving, but that explanation ignores a key fact: If AI and automation are creating efficiencies, why aren’t costs going down?

The Push for Longer-Term Contracts

More concerning is the push for longer-term, fixed-price SOWs. These multi-year agreements will be positioned as a hedge against market volatility, but the real objective is to secure predictable revenue for the firm while limiting client flexibility. Once locked in, it becomes far harder to renegotiate for better pricing, AI-driven cost reductions, or service flexibility.

Every major SI cannot afford to lose major contracts right now. That means clients who understand their leverage have a rare opportunity to renegotiate on their terms.

Taking Back Control: A Strategic Approach to Your SI Contract Negotiation

Most companies don’t think they can renegotiate with their SI. Others hesitate because they don’t have the time or aren’t bold enough to push back. But the reality is, this is the best moment to take control of the relationship.

Step 1: Gather the Right Information

Most companies go into negotiations relying on what their SI tells them, rather than having a full, independent understanding of their contract, pricing, and leverage. That’s exactly how SIs keep control.

• Assess whether you’re getting the value you paid for.
• Identify where costs have crept up unnecessarily.
• Determine whether efficiencies like AI are benefiting the SI while you continue paying inflated rates.
• Understand your real alternatives—not just the perceived difficulty of switching.

Step 2: Turn Insights Into Leverage

Reframe the conversation from “Can we lower costs?” to “Here’s what needs to change for this relationship to continue.”

When backed by market intelligence, contract benchmarks, and a clear strategy, this puts the SI on the defensive. They will come prepared with pre-scripted reasons why price increases are necessary, long-term contracts are beneficial, or new services are must-haves. But when you anticipate their playbook and counter with data, the negotiation shifts in your favor.

Step 3: Execute with Confidence

The key to success is controlling the conversation from the outset, setting clear expectations, and ensuring the SI sees real consequences if they don’t meet them.

• Perceived competition can force meaningful concessions, even if switching providers isn’t your primary goal.
• Governance is an overlooked tool. SIs thrive in ambiguity, and tightening accountability measures is often more valuable than securing a lower rate.

The Time to Act is Now

The biggest mistake companies make isn’t being too aggressive; it’s assuming they don’t have leverage at all. SIs want you to believe your pricing is locked in, your contract is rigid, and your ability to push back is limited.

The truth is, clients who take a structured approach to renegotiation see millions in savings, greater flexibility, and stronger service commitments, often without making any major operational changes.

Companies that act now will lock in better terms while SIs across the industry are under pressure to retain business. Those that wait will find themselves locked into their SI’s financial recovery plan instead.

We’ve worked with companies that thought they had no leverage, only to uncover significant cost savings and contractual improvements in their SI contract negotiation. See how others have done it here. If you’re ready to explore your options, we can help you assess your situation and build a strategy that works for you.