PwC’s US chief executive has delivered a stark warning to senior staff, declaring that partners who resist artificial intelligence “have no place” at the firm as it rapidly reshapes its business model to adapt to technological disruption.
Paul Griggs, who took over as US CEO in May 2024, said the professional services giant is moving decisively towards an AI-first operating model, with automation set to fundamentally alter how tax, audit and consulting services are delivered, and priced.
In comments reported by the Financial Times, Griggs made clear that no one within the organisation would be exempt from the transformation, warning that those unwilling to embrace AI would ultimately be left behind. He said any partner who believed they could opt out of the shift “is not going to be here that long”, underlining the urgency with which the firm is pursuing change.
At the heart of PwC’s strategy is a move away from the traditional billable-hours model that has long underpinned the economics of the Big Four. Instead, the firm is developing AI-powered tools capable of delivering services directly to clients without the need for constant human involvement.
Some tax and consulting services are being converted into automated platforms that clients can access independently, with pricing expected to shift towards subscription-based models rather than time-based billing. This marks a significant departure from the labour-intensive structure that has historically relied on large teams of junior staff carrying out routine analytical and administrative tasks.
The firm is set to formalise this direction with the launch of “PwC One”, a new AI platform offering clients access to a suite of automated services. Initially covering areas such as mergers and acquisitions due diligence and complex tax advisory, the platform is expected to expand rapidly as PwC builds out its AI capabilities.
The move reflects a broader existential challenge facing the professional services sector. Advances in generative AI and automation are increasingly capable of handling tasks that were once the preserve of consultants and analysts, raising questions about the long-term viability of traditional advisory models.
For firms like PwC, Deloitte, EY and KPMG, the risk is twofold. Not only could AI reduce the need for large workforces, but it could also enable clients to bring more capabilities in-house, bypassing external advisers altogether. In response, PwC is attempting to reposition itself as both a provider of expertise and a developer of scalable technology solutions.
Griggs’ comments also point to a cultural shift within the firm, where adaptability to AI is becoming a core expectation rather than a specialist skill. Senior staff are being told that embracing automation is no longer optional, but essential to maintaining relevance in a rapidly evolving market.
Industry experts say the shift is inevitable. Raj Abrol, chief executive of Galytix, described AI as a transformative force in risk management and decision-making, particularly in an era defined by economic and geopolitical uncertainty. He noted that the ability to process and interpret vast datasets in real time is becoming a critical competitive advantage for organisations navigating increasingly complex environments.
Kenny MacAulay, chief executive of accounting platform Acting Office, was more blunt, arguing that AI scepticism is incompatible with modern business leadership. He said firms that fail to integrate AI quickly risk falling behind competitors who are already leveraging automation to improve efficiency and client outcomes.
PwC’s aggressive stance highlights how quickly AI is moving from experimental technology to operational necessity. As the firm accelerates its transition, the message to its workforce is unambiguous: adapt to the AI-driven future, or risk being replaced by those who will.
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PwC warns AI sceptics ‘have no place’ as firm accelerates shift to automated services