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Organizational Development Chris Peterson At Dss Consulting.

PricewaterhouseCoopers is a multinational professional services network of firms, operating as partnerships under the PwC brand.

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PwC firms operate in countries, locations, withpeople. The trading name was shortened to PwC on-logo writing p w c in September as part of a rebranding effort. PricewaterhouseCoopers International Limitedbased in London, United Kingdom, [11] is a co-ordinating entity for the global network of firms.

It manages the global brand, and develops policies and initiatives, to create a common and coordinated approach in areas such as risk, quality, and strategy. It does not provide services to clients.

How it works

As of [update]PwC is the fifth-largest privately owned company in the United States. InWilliam Cooper founded an accountancy practice in London, England. It became Cooper Brothers seven years later when his three brothers joined. InRobert H. MontgomeryWilliam M. Lybrand, Adam A. Ross Jr. By the late 19th century, Price Waterhouse had gained recognition as an accounting firm. The original British firm opened an office in Liverpool in and then elsewhere in the United Kingdom and worldwide, each time establishing a separate partnership in each country: the worldwide practice of PW was, therefore, a federation of collaborating firms that had grown organically rather than being the result of an international merger.

In a further effort to take Deevlopment of economies of scalePW and Arthur Andersen discussed a merger in [19] but the negotiations failed, mainly because of conflicts of interest such as Andersen's strong commercial links with IBM and PW's audit of IBM, as well as the radically different cultures of the two firms. It was said by those involved with the failed merger that at the end of the discussion, the partners at the table realized they had different views of business, and the potential merger was scrapped.

After the merger, the firm had a large professional consulting branch, as did other major accountancy firms, generating much of its fees. The major cause for growth in the s was the implementation of complex integrated enterprise resource planning ERP systems for multi-national companies.

PwC came under increasing source to avoid conflicts of interest by not providing some consulting services, particularly financial systems design and implementation, to its audit clients.

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Since it audited a large proportion of the world's largest companies, this was beginning to limit its consulting market. These conflicts increased as additional services including outsourcing of IT and back-office operations were developed. The fallout from the EnronWorldcom and other financial auditing scandals led to the passage of the Sarbanes—Oxley Actseverely limiting interaction between management consulting and auditing assurance services.]