Profile of PwC Consulting and Strategy&

PwC Consulting and Strategy& employ a variety of proprietary methodologies and frameworks to guide their client work. These provide structured approaches to solve problems and ensure consistent quality across the global practice. Some of the notable methodologies and delivery models include:

• “Connected Thinking”: Introduced in the mid-2000s, Connected Thinking was an early unifying concept for PwC’s advisory services. It emphasizes holistic thinking across business silos and connecting strategy through to implementation. This approach encouraged consultants to break down barriers between different expert teams (strategy, operations, technology, finance) and collaborate closely with the client so that solutions are practical and actionable.
• BXT Framework (Business-Experience-Technology): PwC’s BXT methodology is a problem-solving approach that brings together three lenses – Business (strategy and value), Experience (human-centered design), and Technology (digital innovation). For instance, in a digital transformation project, a PwC team will concurrently consider the business strategy (e.g. new revenue models), the user/customer experience design, and the enabling tech platforms. BXT is often used in PwC’s Experience Centers as a facilitation method: consultants lead client workshops where business strategists, experience designers, and technologists co-create solutions. This framework helps ensure that strategies are not just theoretically sound but also user-friendly and tech-feasible. (PwC claims that using BXT accelerates transformation execution compared to traditional consulting methods.)
• Capabilities-Driven Strategy: A signature Strategy& framework, inherited from Booz, which posits that companies should build a distinctive “way to play” in the market based on a few key capabilities. Instead of trying to be good at everything, Strategy& helps clients identify the critical capabilities that will give them a competitive edge and align their resources accordingly. This framework often involves analyzing what a client does better than competitors and shaping strategy around those strengths. The Capabilities-Driven Strategy approach was encapsulated in books and articles by Booz/Strategy& thought leaders and remains a guiding philosophy in Strategy& projects.
• Fit for Growth™: Another Strategy& framework focused on cost transformation and reorganization. Fit for Growth is a method to cut costs strategically – not as across-the-board austerity, but by reallocating resources to priority areas and trimming in less critical areas. The framework involves three pillars: setting strategic priorities, aligning cost structure to those priorities, and reorganizing for efficiency. PwC’s Strategy& teams use Fit for Growth to help companies simultaneously reduce costs and fund growth initiatives. This approach has been applied in many industries (and was detailed in a book published by Strategy& partners). It exemplifies Strategy&’s way of tying operational changes directly to strategy.
• Project Delivery and PMO Rigor: As a Big Four firm, PwC places strong emphasis on disciplined project management. They often deploy a Project Management Office (PMO) structure for large engagements, using standardized tools to track progress, risks, and dependencies. PwC’s consulting methodology for execution projects includes clear phase gating (e.g., assess -> design -> implement -> monitor) and frequent status reporting to client stakeholders. This rigor is part of PwC’s quality assurance.
• Agile and Collaborative Consulting: In recent years, PwC has embraced agile delivery techniques for consulting projects. For example, in IT implementation or customer experience projects, PwC teams might use Scrum or iterative sprints rather than a traditional waterfall approach. Clients are engaged continuously for feedback as solutions develop. PwC also employs collaboration platforms and their own digital tools to coordinate work across global teams.
• Managed Services Model: Beyond traditional project-based consulting, PwC offers managed services and outsourcing in certain areas of expertise. For instance, PwC can assume responsibility for a client’s compliance processes, PMO functions, or back-office operations on an ongoing basis. As of 2024, PwC’s Managed Services arm employs tens of thousands of people who deliver recurring support services (such as cloud managed services or finance process management) to clients. This model is different from a one-time advisory project – it provides ongoing delivery with PwC acting as an extension of the client’s organization, often under multi-year contracts. It reflects PwC’s push to offer not just advice but also operational execution at scale.
• Alliances and Co-Delivery: PwC frequently works in alliance with software and platform providers. For example, in a cloud transformation project, PwC might partner with Microsoft Azure or Amazon Web Services; in an ERP upgrade, with SAP or Oracle. The PwC methodology in these cases leverages best practices from the technology partner combined with PwC’s own templates (for instance, pre-built process maps or data models). These alliances allow PwC consultants to deliver solutions faster and stay on the cutting edge of tech. The firm even measures “wins with alliance partners” as a key metric, illustrating how closely intertwined this delivery model is with PwC’s consulting growth strategy.

Overall, PwC’s consulting methodologies aim to ensure solutions are holistic (strategy through execution), human-centric (considering customer and employee experience), and tech-enabled. Standard frameworks like BXT and Fit for Growth give consultants a playbook, but teams tailor these to each client’s context. The combination of Strategy&’s strategy heritage and PwC’s operational and technical depth is reflected in these methods: clients get both visionary thinking and detailed execution roadmaps.

Over the decades, PwC’s consulting professionals (and previously Booz/Strategy& teams) have delivered many high-impact projects worldwide. While much client work is confidential, a number of signature engagements and initiatives are publicly known or widely recognized in the industry. Below are a few examples that highlight the breadth and impact of PwC and Strategy& consulting work:

• Post-Merger Integration for Global Companies: PwC has a strong track record of guiding companies through large mergers and acquisitions. For instance, when two major multinationals in the pharmaceutical industry merged to form one of the world’s largest drug companies, PwC’s consultants managed the integration of operations across dozens of countries. They developed the target operating model for the combined entity, led synergy realization efforts (identifying cost savings in procurement, supply chain, and corporate functions), and coordinated the IT systems consolidation. The result was a smoother integration that achieved merger synergies on schedule. Such integration projects are a hallmark of PwC’s consulting in the Deals sphere, showcasing an ability to handle complex, sensitive transformations.
• National Government Transformation Programs: Strategy& (formerly Booz) has been a trusted advisor to governments, especially in the Middle East. A notable example is its involvement in elements of Saudi Arabia’s Vision 2030 program – an ambitious initiative to diversify the Saudi economy and modernize government. Strategy& consultants have worked on designing and implementing parts of this vision, such as setting up new government entities, formulating privatization strategies for state-owned industries, and developing economic policies for sectors like tourism and culture. In one project, Strategy& helped a Gulf government’s ministry craft a strategic plan to improve public service delivery, introducing performance metrics and restructuring departments to be more citizen-centric. These large-scale public sector projects underscore the firm’s role in shaping policy and economic development at a country level.
• Digital Transformation of a Major Bank: PwC Consulting was chosen by a leading global bank to spearhead a multi-year digital transformation. This project involved migrating the bank’s core banking systems to the cloud, introducing a new mobile banking app, and automating customer service with AI chatbots. PwC’s BXT approach was central – business strategists defined new digital service models (e.g. end-to-end online loan approvals), experience designers improved the customer interface of the mobile app, and technology teams implemented cloud architecture and machine learning models for credit scoring. The engagement included training the bank’s staff on agile ways of working. The outcome was a significant increase in the bank’s digital adoption by customers and a reduction in operating costs through automation. This project is often cited as a benchmark in the financial services industry for how legacy institutions can successfully modernize with the help of consulting partners.
• Cost Reduction and Restructuring for an Industrial Giant: A Fortune 100 industrial manufacturing company facing profit pressures engaged Strategy& to streamline its operations globally. Using the Fit for Growth framework, the Strategy& team identified which capabilities were critical for the company’s future growth and which activities were non-essential or could be done more efficiently. They then guided a restructuring that reduced overhead costs by double-digit percentages – consolidating manufacturing sites, outsourcing certain back-office functions, and refocusing R&D spend on core product lines. Importantly, the project didn’t just cut costs; it reinvested savings into innovation and sales in high-growth markets. The client emerged more agile and returned to profitability. This kind of strategic cost transformation project is a signature offering of Strategy& and has been delivered for numerous organizations in chemicals, automotive, and other heavy industries.
• Large-Scale ERP Implementation for a Government Agency: PwC’s consulting and technology teams have led some of the largest enterprise software implementations. For example, PwC assisted a national tax authority in overhauling its revenue collection system. This multi-year effort involved implementing a new SAP system to handle tax filings, integrating it with custom-built online portals for taxpayers, and redesigning the agency’s business processes for greater efficiency and transparency. PwC provided end-to-end support: project management, technical configuration, data migration, change management, and user training for thousands of civil servants. The project went live successfully, resulting in improved tax compliance and faster processing times for refunds. This showcases PwC’s ability to execute mission-critical, complex IT transformations in the public sector.
• Crisis Management and Advisory in Financial Crises: PwC’s consultants have often been at the forefront during economic crises. Notably, during the global financial crisis of 2008–2009, PwC was appointed as administrators or advisors in major corporate collapses (for example, parts of the Lehman Brothers administration in Europe involved PwC). PwC’s deals and consulting experts helped unwind complex portfolios and establish wind-down entities, while advising governments and central banks on crisis response measures. The firm also played a role in advising on bank recapitalization programs in some countries. These high-stakes projects required rapid problem-solving and deep expertise in financial systems, underscoring PwC’s reputation as a trusted advisor when stakes are highest.
• COVID-19 Pandemic Response Projects: During the COVID-19 pandemic (2020–2021), PwC undertook many urgent consulting projects. In one instance, PwC worked with a national healthcare service to optimize the distribution of PPE (personal protective equipment) and ventilators. Consultants built analytics models to forecast demand surges, and set up a supply chain control tower to allocate resources to hospitals in real-time. PwC also assisted several companies in reimagining their operating models post-COVID, such as designing hybrid work strategies (combining remote and on-site work) and accelerating e-commerce capabilities for retailers when physical stores were shut. These efforts demonstrated PwC’s agility in tackling unprecedented challenges and its capacity to deliver under emergency conditions.

Each of these examples highlights a different facet of PwC’s consulting prowess – from strategy through execution, private sector to public sector, and leveraging multi-competency teams. PwC is known not so much for a single marquee client (since confidentiality is key) but for reliably executing mega-projects that transform organizations. Whether it’s launching a new government agency, integrating two global companies, or rolling out cutting-edge digital solutions, PwC Consulting and Strategy& have built a reputation for delivering complex projects at scale. Many of the firm’s engagements have won industry awards or client accolades for their impact, reinforcing PwC’s standing as a leading consultancy.