Product details

This is the second of a two-case series (IMD-3-0948 and IMD-3-0949). Following the merger, a post-merger integration (PMI) committee handled the practicalities of the newly formed Price Waterhouse Coopers (PWC). The company set itself a five-year deadline to develop a unique new culture. In the first six months of integration, the company worked hard to re-organise, harmonising administrative and organisational 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.