In a significant strategic shift aimed at eliminating operational fragmentation, PwC has unveiled plans for a sweeping reorganisation of its global consulting business. This move comes as the rise of artificial intelligence and the threat of major upheaval reshape the industry, prompting the network of local partnerships to pursue a more unified approach against more tightly integrated rivals .
According to a report by Stephen Foley in New York and Laith Al-Khalaf and Ellesheva Kissin in London for the Financial Times , a blueprint being drawn up by international leaders seeks to standardise services across the globe. The plan involves increasing the use of shared staff in centralised locations such as India to ensure consistent quality and capability deployment. PwC UK has made the first tangible move under this strategy, announcing to staff on Tuesday that it would merge its risk and consulting divisions. This consolidation brings together two of its three advisory businesses—which sit alongside audit and tax—while the deal advisory unit will remain separate .
The reorganisation addresses a structural weakness inherent in the Big Four model. Unlike most multinational corporations, PwC, Deloitte, EY, and KPMG operate as networks of locally owned partnerships under an international umbrella. This often creates complexity and disjointed service delivery when serving multinational clients. In response, rivals have previously merged member firms or handed significant power to central bodies, though EY’s plan for a radical solution—merging its locally owned consulting businesses for a US stock market floatation—ultimately failed due to internal conflict .
Internally, the push for tighter integration is led by Global Chair Mohamed Kande, the first consultant to hold the role. While Kande has advocated for a more cohesive structure, sources indicate he has pulled back from the most radical integration options to avoid friction within the network. The politics of the reorganisation remain sensitive; while global bosses have long pushed for common standards, national member firms have historically resisted ceding control over parts of their business. The objective is to standardise training and demand planning, directing client projects to the parts of the firm with the highest appropriate capabilities .
The firm will also leverage shared technology platforms, such as the AI-led “PwC One” suite of products recently launched by the US business. This focus on artificial intelligence is not merely a tool for efficiency but a core pillar of survival. The Big Four are increasingly pivoting to “managed services” – multi-year contracts where they take ownership of critical tasks like anti-money laundering compliance – to counter the disruption of their core business by AI. PwC has reportedly set a goal for managed services to generate 20% to 25% of global advisory revenues, with Tom Rodenhauser, managing partner of K2 Consulting Research, noting that AI is fundamentally altering the industry’s cost structures .
In the UK, the newly merged division will be led by Jonathan House, currently head of consulting, starting in July. Claire Reid, the current head of risk, will transition to the role of chief technology and innovation officer. The enlarged unit will employ approximately 4,600 people and generate annual revenues of about £1.1bn. PwC UK Senior Partner Marco Amitrano stated that the decision aligns with global integration efforts alongside colleagues in the US and global firms. He argued that merging service lines helps tackle complex multinational projects, using cybersecurity as an example of an issue that cuts across geopolitical risk, technological advancement, and business strategy, thereby requiring faster, coordinated advice rather than delayed responses