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Case Study

PricewaterhouseCoopers merger (B)

By Piero Morosini and Ulrich Steger

15 pages

December 2000

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Reference: IMD-3-0949

Following the merger, a Post-Merger Integration (PMI) Committee handled the practicalities of the newly formed PriceWaterhouseCoopers (PWC). The company set itself a 5-year deadline to develop a unique new culture. In the first six months of integration, the company worked hard to re-organize, harmonizing administrative and organizational systems, as well as business methodologies. Employee retention measures were put into place, and a comprehensive client portfolio review was undertaken. At the end of 1999, PWC continued to face difficulties, which were compounded by the findings of the US Securities and Exchange Commission investigation that widespread investment violations of the auditor independence rules were occurring. In February 2000, PWC announced the separation of the consulting business from the rest of its businesses.

Keywords

Mergers and Acquisitions, Professional Services, Consultancy, Management Consulting, Accounting, Accountancy, Auditing, Integration, De-merger

Settings

World/global
July 1998

Type

Published Sources

Available Languages

English

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This case study is part of a series

PricewaterhouseCoopers merger (A)
PricewaterhouseCoopers merger (B)

This case study is part of a series

PricewaterhouseCoopers merger (A)
PricewaterhouseCoopers merger (B)

PricewaterhouseCoopers merger (A)

By Piero Morosini and Ulrich Steger
Case reference: IMD-3-0948 ©2000

Summary

On September 18, 1997 Price Waterhouse (PW) and Coppers & Lybrand announced their plans to merge. This merger created the world's largest professio...

Reference IMD-3-0948

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PricewaterhouseCoopers merger (B)

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Case reference: IMD-3-0949 ©2000

Summary

Following the merger, a Post-Merger Integration (PMI) Committee handled the practicalities of the newly formed PriceWaterhouseCoopers (PWC). The co...

Reference IMD-3-0949

Available Languages English

Contact

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