A general view of the exterior of the PWC London offices on March 31, 2021 in London, England. t was during Davos, back in January, when the texts about AI really started flying. Joe Atkinson, PwC U.S.’s chief products and technology officer, recalls getting messages from his U.S. chair, Tim Ryan, saying they’d have to talk about generative artificial intelligence when he returned from the Switzerland confab.
“I think they’re ahead of the curve,” says Winston Weinberg, the president and cofounder of Harvey, a startup that’s working with PwC to offer custom large language models for tax, legal and HR work. (Harvey, like PwC’s Atkinson, Kande and Seals-Coffield, appear on thePwC is not alone in such efforts, which come at a time when professional services firms are facing an industry slowdown and AI could disrupt firms’ revenue models. Deloitte announced a $1.
At PwC, the shift came quickly. Atkinson says that after Davos, the executive team had to make a decision: See what develops and hope the firm was well-positioned, or “go long” on generative AI. It chose the latter.I would much rather control the disruption, manage the disruption, and get in front of the disruption,” he says. By March, it had an internal team in place and had begun talks with Microsoft.
She says part of the way PwC moved quickly on AI is through having some 1500 employees it calls “activators” embedded across the firm whose job includes helping with change management efforts—sharing benefits of the new technologies or encouraging its use.
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