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The professional services giant - Pricewaterhouse Coopers (PwC) had been a pioneer of flexible work culture. The company had leveraged a great potential of workplace flexibility by utilising available digital solutions. Flexible work entailed distribution of work time as per employee preference rather than the traditional '9 to 5'. This approach facilitated in overcoming geographical boundaries through digital workplaces as per individual and collective needs of employees. Moreover, flexibility created a work environment focused on collaboration and productivity paving the way for global business growth and success. Along with technological advancements companies tailored their workplace policies in sync with the flexible work culture. The mix of millennials and digital applications supported workplace productivity, inclusion and profitability as well as employee engagement. Appropriate workplace culture had a major ability to provide competitive business advantage. PwC proactively advanced a flexible work culture as a critical component of increased productivity, lower stress levels, employee health and better engaged workforce. Flexible work had been duly adopted by PwC as a brand identify for it business and culture. Besides, PwC's flexible work culture was characterised by some unique initiatives such as 'Flexible Talent Network, Flexibility2, Discover as well as 'Be Well, Work Well'. Would PwC's flexible work culture plans be able to synthesise employee welfare with its business goals?