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Case Study 44: PwC, Evergrande and the Boundary of the Global Firm
7. September 2026
When China Evergrande Group collapsed, the immediate questions were about the company. How had one of China’s largest property developers accumulated such an extraordinary debt burden? How had its reported financial position diverged so far from economic reality? And how had PwC continued to issue unmodified audit opinions while the underlying problems developed? The regulatory
Case Study 39: When Clients No Longer Fit the Economics of the Big Four
29. Juni 2026
Why Deloitte, PwC, EY, KPMG and BDO Are Separating Parts of Their Nordic Businesses In July 2026, Deloitte Denmark announced what appeared to be a relatively straightforward strategic transaction. Four regional offices in Aalborg, Silkeborg, Kolding, and Odense, together with selected client portfolios in Copenhagen and Aarhus, would be transferred to Cedra Denmark. Approximately 460
Case Study 32: PwC, Vialto, and the Private Equity Constraint Shift in Professional Services
17. Mai 2026
In October 2021, PwC agreed to sell its Global Mobility Tax and Immigration Services business to Clayton, Dubilier & Rice. PwC described the unit as a global leader in employee tax, immigration, business travel, mobility managed services, and payroll solutions for multinational organizations. Reuters reported that the deal valued the business at approximately $2.2 billion,
Case Study 29: When the Firm No Longer Owns Its Talent – PwC vs Unity
27. April 2026
Professional services firms have long operated on a simple but rarely questioned assumption. They do not just employ talent. They contain it. Over decades, partners build client relationships inside the firm, convert those relationships into revenue, and accumulate economic value through profit participation, deferred compensation, and retirement structures that can reach several million dollars. The
Case Study 24: PwC’s “Monday” – How a $20bn Spin-Off Fell Apart
29. März 2026
In June 2002, inside PricewaterhouseCoopers, something unusual had already taken shape. The firm was no longer discussing whether to separate its consulting business. It had already done the structural work required to make that separation real. Registration documents filed with regulators described a fully constructed corporate entity, with defined governance, ownership structures, and a legal