According to five people familiar with the effort, the blueprint being developed by international leaders would standardise services across the firm’s global network and expand the use of shared staff in locations such as India. The urgency behind the push has intensified with the rise of artificial intelligence and the broader disruption now threatening the consulting industry.

PwC UK has made one of the first moves under the new strategy, announcing on Tuesday that it will merge its risk and consulting divisions – two of its three advisory businesses, which sit alongside audit and tax. The enlarged division, to be led by current head of consulting Jonathan House from July, will employ 4,600 people and generate approximately £1.1bn in annual revenues. Claire Reid, the outgoing head of risk, will take on a newly created role as chief technology and innovation officer. Senior partner Marco Amitrano described the merger as a matter of “global alignment”, noting that the UK firm is leading the charge alongside its US and global counterparts.

The restructuring reflects a longstanding tension within the Big Four. Unlike conventional multinationals, PwC, Deloitte, EY and KPMG are structured as networks of locally owned partnerships operating under an international umbrella – an arrangement that frequently creates complexity when serving clients across borders. Rivals have responded in various ways: some have merged member firms or centralised power, whilst EY pursued the more radical option of floating its combined consulting business on the US stock market before internal divisions killed the plan.

Mohamed Kande, the first consultant to be appointed PwC’s global chair, has been driving the integration agenda, though he has steered away from the most disruptive options to avoid friction across the network. The process remains politically sensitive: whilst global leaders have long sought common standards, national firms have historically resisted ceding control. One person familiar with the planning said PwC would keep its economic model “under review”, adding that further territorial integration would be pursued if it were judged to strengthen the firm.

The blueprint envisages aligned service offerings and shared technology platforms, including the AI-driven “PwC One” suite recently launched by the US business. Paul Griggs, chief executive of PwC US, said that a more integrated global structure was essential. “Where a client resides shouldn’t limit the expertise of PwC that they receive,” he told the Financial Times.

Amitrano argued that the UK merger would allow the firm to respond more swiftly to complex client challenges that no longer fit neatly within a single service line. “An issue like cyber can cut across geopolitical risk, technological advancement and ultimately business strategy,” he said, adding that integration would allow advisers to act immediately rather than spending time co-ordinating across separate divisions.