PwC reviews

This firm is a Partnership entity rather than a corporation. Partnerships have too many chiefs, and very often takes a lot of energy to accomplish goals. For example, US Partners can't enforce rules globally. IT leadership has never been able to find a way to earn the trust of their staff. They have never succeed in this space. Since 2000, the firm has gone through several strategic restructuring and outsourcing. Partners established an aggressive goal to increase profits in a few years, where technology has been an increasing expense and required a new solution. The firm outsources to India as much as they can. Looking to technology workplace environment over time, the outlook has been getting worse compared to how it was in year 2000. The annual performance evaluation process does not have a code enforcement team to ensure "existing guidelines" are followed. The evaluation process seems well structure, however, it is well manipulated by leadership. The performance improvement plan process is not structured at all. It is a gray area leaving room to many questions and a system manipulated by savvy management. If the staff disagrees, the firm does not provide an external mediator nor offers a process to appeal. Be reminded that HR works for the firm, not its employees. Do not expect a fair game. Sophisticated workplace bullying occurs in very few departments, but does occur and nobody can protect you from the predators. After reviewing the above pros & cons, and taking into consideration that no workplace is perfect, this is still a great place to work!

This is challenging - the list is endless but only the top cons would make it to this list thereby eliminating the bottomers mimicking the bell curve performance theory in true PwC style. 1. After rebuilding the Consulting arm, PwC is trying to compete with the Accentures, IBMs and Deloittes of the world. There is no soul in PwC who understands that trying to compete in a highly commoditized market where the Accentures / Deloittes of the worlds have leaped light years ahead, in terms of their delivery models, IP's and consulting capabilities to deliver end-to-end high profile engagements, is an absolute lose-lose scenario. No wonder then, it explains why when they try to sell consulting / SI work or market competencies/citations that they seldom find a taker. 2. In the domestic market, PwC under-pitches for work. The result - a few junior consultants being loaded up in the project and overworked 24*7 until such a time that they do not kill themselves or find green pastures on the other side. 3. The Indian PwC firms have been built on extremely rickety adaptions of their global policies and smack of extreme hubris and thorough sub-standardness. 4. A failed appraisal systems coupled with strong regional bias that is the undercurrent during every performance cycle is a perfect recipe for disaster. Long term greatness cannot be built on short-term profits or near-sightedness. The "get-up or get-out" model does not work when you have such sub-standard infrastructure and support systems in place because then people would have no motivation to perform or stick around for long. 5. PwC doles out huge raises and bonuses in good times, but in bad times(the ones that we have seen recently), they are cut to the bone(in a true partnership firm style). Staff are left at the mercy of competition to hunt them down. Thankfully, for their few talented staff finding a new job was never difficult. 6. Staff? Ok, so there are only 2 classes of people in PwC. Therefore, if you are not a partner, chances are that you are one of the majority very talented people in your industry and addressed in PwC as "the staff". As talented as they might seem, they are the bunch of highly un-empowered people on the planet and would seek partner approval for the smallest of things. 7. Most partners in the Performance Improvement practice reek of stinking arrogance and apathy. They are at the dead-end of their careers and the only their most cherished thing(smell of bucks) can bring a smile or two. So, slog it out to also do some practice development / proposal writings while working on projects and if you still care about petty things like work-life balance, customer satisfaction, international opportunities, chances are that you might fall at the bottom of the bell-curve in your next appraisal cycle and would be pushed out.