rewrite this title PwC Tells Partners: Get “AI-First” or Get Left Behind – UC Today

PwC is taking a hardline stance on artificial intelligence adoption, with its US leadership warning that even senior partners risk being replaced if they fail to embrace the technology.

According to the Financial Times, the firm’s US CEO Paul Griggs has made it clear there is no opt-out when it comes to AI.

Griggs said that anyone who believes they can sidestep AI “is not going to be here that long,” adding that no one at the firm gets a “free pass.”

The message is particularly pointed at senior leaders, with those not “paranoid about being AI-first” likely to be replaced by individuals more aligned with PwC’s technology-driven direction.

A Defining Moment for Consulting?

PwC’s stance underscores a broader turning point for the consulting industry, where artificial intelligence is rapidly reshaping how services are delivered, priced, and consumed.

For decades, firms have relied on a labour-intensive model built around billable hours and large teams of junior staff executing routine tasks.

That model is now under pressure.

AI systems are increasingly capable of handling core consulting functions – from data analysis and financial modelling to compliance checks and due diligence – faster and at lower cost.

As a result, firms like PwC are moving quickly to ensure they are not disrupted by the very technology they are helping clients adopt.

From Billable Hours to AI Platforms

One of the most significant changes underway at PwC is a shift away from traditional hourly billing. Instead, the firm is exploring new pricing models built around AI-driven service delivery.

Griggs said the company plans to convert some of its tax and consulting offerings into automated tools that clients can access independently, in some cases “without a PwC person in the loop.”

These services are expected to be delivered through subscription or consumption-based pricing models, rather than time-based fees.

This represents a fundamental rethinking of how consulting value is packaged and monetized. Rather than paying for time, clients may increasingly pay for outcomes – or for access to digital platforms that deliver those outcomes at scale.

Introducing “PwC One”

At the centre of this transformation is “PwC One,” a new AI-powered platform designed to give clients direct access to a suite of automated services.

The platform initially includes six tools spanning areas such as M&A due diligence and tax advisory.

One example is an “anomaly detector” that can identify irregularities in sustainability data – an area of growing importance as organisations face increasing regulatory and reporting requirements.

PwC plans to expand the platform over time, effectively turning its expertise into a portfolio of scalable digital products.

This approach not only reduces delivery costs but also opens the door to new customer segments that may previously have found traditional consulting services too expensive.

The Big Four Face Disruption

PwC is not alone in confronting these challenges. The broader Big Four – Deloitte, EY, and KPMG – are all investing heavily in AI as they seek to future-proof their businesses.

Historically, these firms have hired thousands of graduates each year to carry out standardised, repeatable work that could be billed to clients.

AI threatens to automate much of that workload, potentially reducing the need for large junior teams and challenging the economics of the model.

At the same time, clients are becoming more sophisticated in their own use of AI, raising the possibility that some work traditionally outsourced to consultancies could be brought in-house.

Talent Strategy Shifts

Against this backdrop, PwC’s internal transformation is already well underway. While Griggs emphasized that the firm remains a “net acquirer of talent,” he acknowledged that hiring patterns are changing.

The company is recruiting fewer traditional accountants and consultants on a proportional basis, while increasing its investment in engineers and data specialists. This shift reflects the growing importance of technical skills in building, deploying, and maintaining AI-driven services.

Partners are also being asked to rethink their own roles.

Rather than focusing solely on delivering services, they must now identify which parts of their work can be automated and integrated into platforms like PwC One – and which require uniquely human judgment.

A New Competitive Landscape

Looking ahead, PwC is betting that its AI-first strategy will not only protect its core business but also expand its market opportunity.

By lowering the cost of accessing its expertise through automated tools, the firm could reach a broader range of clients, including smaller organisations that may not have previously engaged consulting services.

At the same time, the move toward outcomes-based pricing aligns more closely with client expectations in an increasingly results-driven business environment.

As Griggs noted, clients ultimately care about the outcomes delivered—not the number of hours worked to achieve them.