PwC Management Consulting vs Strategy& ?
Can someone explain the difference between PwC Management Consulting and Strategy&? I understand that Strategy& is the former Booz & Co., but it does not appear that Strategy& is the name of all of PwC's MC operations.
Strategy& has yet to be fully integrated into PwC's consulting practice (details on the deal in the following article: http://www.theaustralian.com.au/business/softly-softly-strategy-as-pwc-…).
Similar to Monitor Deloitte and Deloitte S&O, I wouldn't be surprised if Strategy& retains separate branding from PwC Advisory to preserve the cachet of Booz & Co.
Here's a good read for what's currently happening between Strategy& and PwC MC: https://www.firmsconsulting.com/consulting-rankings/pwc-strategy-ceo-ce…
A commentator says that Strategy& will become merged more and more into PwC until eventually PwC Consulting will be slightly stronger through the acquisition and Strategy& will no longer exist.
So answer to your questions is, it doesn't really matter between PwC and Strategy& in the long run.
Thanks for the answers everyone. Very helpful.
Well, if a commentator says that it obviously has to be true.
Let's face it, PwC MC has widely never been able to compete with the large strategy consulting firms, while Booz&Co has been around with top level assignments for decades. There's way more opportunity for PwC to build up a proper strategy consulting practice outside its own brand and operating structures than by integrating Booz and losing most of what made it a premium strategy consulting company - which is btw what happened after integrating Monitor into the structures of Deloitte.
As long as strategy& can keep or improve its revenues and price point, PwC MC and S& will certainly work under different brands.
I left PwC about a year ago so not sure how much has chanced since. But basically when I had left, Strategy& was a part of PwC, but separate from PwC Advisory. They acted alone, had their own HR team, did their own recruiting and what not. Although to the public it was all under one firm, internally they were still operating independently.
Like many mentioned the goal down the line is to fully integrate them, but not sure how long of a plan that is.
In terms of how the work differs, honestly it really depends on what group, meaning what vertical (industry), and horizontal (function, eg. tech, ops, strategy, etc.) you're placed into. The Booz acquisition offered PwC access to more strategy engagements [potentially] but that's for more for certain industries that PwC was really weak in.
Keep in mind that PwC had made previous acquisitions relatively recently as well: PRTM, Diamond, the Cambridge Group and some other ones I'm forgetting. Each offering their specialty/niche that help expand PwC's presence. PRTM really upped the operations focus of their consumer group (and probably a few other industries im forgetting), Diamond was major in Insurance, specifically Strategy and IT, Cambridge Group was about Pricing and Market strategy, and all of these fell under the PwC side (not Strategy&) when I left. So if you were in those groups, the work were probably somewhat similar to Strategy& but you were in a different industry, since you were probably working with legacy people from those respective firms that were bought out.
With that said, if you were in one of the groups that were built up from PwC that are much less interesting (in my opinion) and the work is drastically different: project management, testing, internal controls analysis, etc.
Again this was as of a year ago, and I know they've done some internal re-organization, so not sure how it plays out now.
Interesting, but I'm certain the much conjectured integration of Strategy& into PwC Consulting won't take place. Actually it is the other way around - in the GSA region and France the most capable consultants from PwC MC were transferred to Strategy& and the other ones either left or moved to specialist roles inside PwC.
Would not make sense to abandon the name Strategy& anyway since it would certainly prevent PwC from charging higher rates than they are currently able to with their Advisory groups.
PwC seems to invest a considerable amount into the branding and expansion of the Strategy& brand (own office styles, own IT Suite, marketing campaigns, new Offices - e.g. Hamburg (Germany)), I'm pretty sure they wouldn't do it if they were planning to give up the brand.
No idea, why the people in the US and UK are still so negative about the merger. Fact is Booz & Co. would never have had enough money to compete with MBB alone; now they get a second chance.
Interestingly in Japan, the opposite of what you suggested is happening. They've recently announced that PwC Japan's consulting branch and Strategy& will be merged. I can't post the link to the press release but you'll find it in their website (if you can read Japanese).
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