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5,433 Reviews
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PwC US Chairman & Senior Partner Robert Moritz
Robert Moritz
1,163 Ratings

    PwC Consulting - does not lead in quality and impact; but better work/life balance

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Senior Manager in London, England (UK)
    Former Employee - Senior Manager in London, England (UK)

    I worked at PwC full-time (more than 3 years)


    - Generally, much better at managing work/life balance. Hours are not as terrible, when compared to the norm at top tier consulting firms. Those that stay in the office past 7pm are generally seen as workaholics.
    - Nice people. Down to earth. You will make friends there
    - Lots of opportunities to shape your own career and explore a wide variety of business problems, across both functions and industries.
    - Healthy focus on general training and people development (e.g. core consulting skills such as communication, people management, etc... not as much on technical / content-oriented training)


    - Too commercially focused; not enough focus on truly building the quality of talent, approach / methods, and maximising the impact and value delivered for each and every client, on each and every project
    - As a result, junior staff are more interested in knowing the "right partners", and "selling work" to get ahead. Few people are actually truly and primarily focused on the quality of the work, on the impact they can have on clients, and on building a practice that is based on market-leading thought leadership, insight, and capabilities
    - I do hope this changes with the acquisition of Strategy&. Though, PwC has struggled to (a) retain, and (b) build on the strengths of other recent acquisitions
    - Lots of people get disillusioned by the promotion process. Not at all transparent, and clearly not merit-based. As a result, the really good, talented people lose patience and leave. Those that thrive in a much more "it's about who you know" environment (generally, content-light) do well.

    Advice to ManagementAdvice

    Building a practice that wins in the market needs building both demand and supply. Put as much emphasis on both.

    Demand-side: OK
    - PwC, generally, can get access to the right Execs in the industry
    - Staff KPIs are oriented around the demand-side: utilisation targets; sales targets to make it to Director / Partner
    - Good brand (though often still seen as auditors, and often run into "I didn't you know PwC did that too")
    - There is always someone who knows someone (e.g. alums, across the Audit practice as well) who can get the firm in the door
    - Also, early on, junior staff are already encouraged to build a commercial mindset...which is not necessarily a bad thing. People are generally always on the lookout for opportunities to make the connection, help clients, and do client work

    Supply: Not great
    - Build a proper practice. The capabilities, generally, are there. They're not harnessed nor encouraged
    - I can't think of any KPI I was ever measured against that is focused on building practice capability: trainings conducted, thought pieces written, how I was pulled in to support and provide thought leadership on a pitch or project, etc
    - Put in place an op model that identifies the talent you need to keep and retain them. Too many good people have left / are thinking of leaving.
    - Put in place an op model that pushes staff to continuously improve. Too many people coast. I can't believe part of my bonus pool paid for such mediocre talent. How about some form of up or out?

    Positive Outlook
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