PwC is launching a significant overhaul of its worldwide consulting operations, aiming to standardize services and integrate staff sharing across different national partnerships. Bosses see the current fragmented structure as a competitive weakness against rivals offering more unified global solutions. This move addresses client frustration over inconsistent service delivery across borders.

The reorganization gains urgency amid rapid AI adoption threatening industry structures. As a tangible first step, PwC UK is merging its risk and consulting divisions, creating an enlarged advisory unit encompassing 4,600 staff and generating roughly £1.1bn in annual revenue. This internal consolidation seeks to better manage complex client issues that inherently cross traditional service lines.

Unlike typical multinationals, the Big Four operate as networks of locally owned entities, a setup that inherently complicates multinational client servicing. While global leaders push for integration, local member firms often resist ceding operational control. This restructuring focuses on aligning technology platforms, such as the US-launched AI suite, and standardizing training globally.

Global Chair Mohamed Kande is championing tighter integration but has pulled back from the most radical separation options to avoid alienating the partnership network. The structural adjustments signal a clear intent to deliver seamless expertise, ensuring a client’s location does not restrict access to the firm’s full capabilities, according to PwC US CEO Paul Griggs.