You will be provided with a reference and some statements. Please determine whether each statement is 'supported', 'unsupported', or 'unknown' with respect to the reference. Please note:
First, assess whether the reference contains any valid content. If the reference contains no valid information, such as a 'page not found' message, then all statements should be considered 'unknown'.
If the reference is valid, for a given statement: if the facts or data it contains can be found entirely or partially within the reference, it is considered 'supported' (data accepts rounding); if all facts and data in the statement cannot be found in the reference, it is considered 'unsupported'.

You should return the result in a JSON list format, where each item in the list contains the statement's index and the judgment result, for example:
[
    {
        "idx": 1,
        "result": "supported"
    },
    {
        "idx": 2,
        "result": "unsupported"
    }
]

Below are the reference and statements:
<reference>
How PwC is using GenAI to transform business value: PwC

Learn about PwC's AI journey, how it is using generative AI to achieve transformative value and what AI’s impact on business means for employees and clients.

Skip to content

Skip to footer

Insights & Research

Services

Industries

Tech & AI

About PwC

Careers

More

Search

Menu

Insights & Research

Insights & Research

Featured

Leadership Center

Content & media

Case studies

All insights & research

Menu

Insights & Research

Featured

The intelligent enterprise

America in motion

Policy on Demand

Viewpoint

Tech Effect

Industry Edge

Governance Insights Center

Menu

Insights & Research

Leadership Center

Board of Directors

Chief Executive Officer (CEO)

Chief Financial Officer (CFO)

Chief AI Officer (CAIO)

Chief Information Officer (CIO)

Chief Information Security Officer (CISO)

Chief Marketing Officer (CMO)

Chief Operating Officer (COO)

Chief Risk Officer (CRO)

Chief Legal Officer (CLO)

Controller

Corporate development

Sustainability leader

Tax leader

Menu

Insights & Research

Content & media

Podcasts

Webcasts

Menu

Insights & Research

Case studies

Menu

Insights & Research

All insights & research

Spotlight

The intelligent enterprise in the age of AI

Deals Outlook: the deals built to withstand what's next

Medical cost trend: Behind the numbers

Menu

Services

Services

Alliances and ecosystems

Artificial Intelligence (AI)

Audit and assurance

Board governance issues

Consulting

Infrastructure

Managed services

PwC private

Sustainability and ESG

Tax services

Menu

Services

Alliances and ecosystems

Adobe

Amazon Web Services

Anthropic

Google

Guidewire

Microsoft

OpenAI

Oracle

Salesforce

SAP

Workday

All alliances

Menu

Services

Artificial Intelligence (AI)

Menu

Services

Audit and assurance

Financial statement audit

Digital assurance and IT audit

SOC reporting and other attestation

Sustainability reporting and assurance

Financial markets and real estate

Risk modeling services

Menu

Services

Board governance issues

Menu

Services

Consulting

Business and supply chain operations

Customer and commercial excellence

Cyber, data and tech risk​

Deals

Digital Core Modernization

Engineering and AI

Finance transformation

Intelligent ERP

Organizational and HR effectiveness

Risk and regulatory

Strategy

Menu

Services

Infrastructure

Menu

Services

Managed services

Menu

Services

PwC private

Family and Private Wealth

Family enterprises

Law firms

Private equity and portfolio companies

US inbounds

Menu

Services

Sustainability and ESG

ESG reporting

Sustainability strategy

Sustainable technology and digital

Menu

Services

Tax services

Menu

Industries

Industries

Consumer markets

Emerging growth companies

Energy & Industrials

Financial services

Health industries

Technology, media and telecommunications

Menu

Industries

Consumer markets

Consumer packaged goods

Hospitality and leisure

Restaurants, wholesale and agriculture

Retail

Travel, transportation and logistics

Menu

Industries

Emerging growth companies

Menu

Industries

Energy & Industrials

Aerospace and defense

Automotive

Chemicals

Energy

Engineering and construction

Industrial manufacturing

Power and utilities

Space

Menu

Industries

Financial services

Asset and wealth management

Banking and capital markets

Insurance

Private equity

Real estate

Menu

Industries

Health industries

Health services

Medical technology

Pharmaceutical and life sciences

Menu

Industries

Technology, media and telecommunications

Digital infrastructure and hardware

Media, entertainment, gaming, and sports

Professional business services

Software and digital platforms

Telecommunications

Spotlight

Industry Edge

Menu

Tech & AI

Tech & AI

Delivery platforms

Emerging technology

Products

Tech-enabled services

Menu

Tech & AI

Delivery platforms

Concourse

Sightline

Menu

Tech & AI

Emerging technology

Artificial Intelligence (AI)

Digital assets and crypto

Trust AI

Menu

Tech & AI

Products

Analytics Foundation

Beacon

Bookkeeping Connect

Connected Solutions

Enterprise Control

Investor Survey

Model Edge

Next Level HR

Profit Seeker

Ready Assess

Saratoga

Risk Link

View all products

Menu

Tech & AI

Tech-enabled services

Agile Commerce

Carbon Ledger

Enhanced insurance analytics for Salesforce

Insights to Enablement

Market Advantage

Payer Advocacy Center

Ready Command

Shovel Ready

Spotlight

Tech Effect

Menu

About PwC

About PwC

Alumni

Analyst relations

Investing in our people

Newsroom

Offices

Our leadership

Purpose and values

Menu

About PwC

Alumni

Join the PwC Alumni Network

Meet our alumni

Menu

About PwC

Analyst relations

Menu

About PwC

Investing in our people

Menu

About PwC

Newsroom

Menu

About PwC

Offices

Menu

About PwC

Our leadership

Menu

About PwC

Purpose and values

Well-being at PwC

Environmental sustainability

Inclusion

Societal impact

Menu

Careers

Careers

Why PwC

Entry Level Careers

Experienced Careers

University Relations

Menu

Careers

Why PwC

Benefits & Compensation

The PwC Professional

US Careers Podcast hub

Menu

Careers

Entry Level Careers

Search opportunities

Recruiting process

Student Development Programs

Advance Internship

Military and Veterans

Menu

Careers

Experienced Careers

Search opportunities

Contract opportunities

Alumni Careers

Military and Veterans

Menu

Careers

University Relations

University Relations

Faculty Newsletter

Spotlight

Shared success benefits

Loading Results

No Match Found

View All Results

How PwC is using generative AI to deliver business value

AI
Generative AI

What a year it’s been for generative AI (GenAI) — and for PwC. A year into our US firm’s
$1 billion investment
, AI and GenAI are beginning to deliver transformative value. We aren’t alone in our high expectations for GenAI. In PwC’s latest
Global CEO Survey
, 68% of CEOs expect GenAI to increase employee efficiency this year. And 44% expect it to increase profits. At PwC, we are experiencing these benefits in our own operations. We’re helping clients achieve them too — whether they’re deploying customized GenAI models, using GenAI capabilities embedded in enterprise software or (most commonly) doing both.

PwC’s AI success is built on decades of AI leadership and experience. Our teams across the business and in our
AI factory
build new solutions and find new ways to help our firm and our clients reinvent work. We take an ecosystem approach: We have alliances with major AI technology vendors, including foundation model providers AWS, Anthropic, Google, Meta, Microsoft and OpenAI. We leverage
alliance relationships
with leading enterprise application vendors that are integrating GenAI capabilities into their products, including Adobe, Google, Microsoft, Oracle, Salesforce, SAP and Workday. PwC is integrating GenAI capabilities into our own broad
portfolio of products
as well. We also collaborate with leading academic institutions, and we engage with policy organizations and regulators.

Above all, we work closely with business and technology executives across industries. Today, we are actively engaged in GenAI with 950 of our top 1,000 US consulting clients. We are also discussing AI's use and implications with many of our audit clients. As we help build the future of AI and GenAI, we are invested in helping organizations create value from their AI strategies with Responsible AI practices and a focus on building trust.

The exponential benefits of being ‘client zero’

For GenAI, we are “client zero.” An agreement between OpenAI and PwC US and UK, for example, will make PwC OpenAI’s first reseller for ChatGPT Enterprise and the largest user of the product —
enabling us to further scale AI capabilities across our businesses and help clients to do the same
. ChatGPT is just one of the powerful tools with which we equip our entire 75,000-person US workforce, who also benefit from our extensive, firmwide AI upskilling program, My AI. My AI provides training in
Responsible AI
(to manage risks while unlocking AI value), GenAI prompting, leadership in the age of GenAI and more. Appealing online content, in-person training, hackathons and game show-style competitions have already encouraged 95% of PwC US employees to take part in My AI. Voluntarily, they have dedicated more than 360,000 hours to building their AI skills. Their excitement is infectious and resulted in many grassroots efforts such as prompting parties and brainstorming sessions to find new ways to use GenAI at work. Together, we are using GenAI to reinvent the ways we work and support our clients.

Where we are achieving AI value right now

When you provide people with the latest technology tools, the skills and guardrails to use them responsibly, and the power to innovate and reinvent how they get work done, the results can be transformative. Our AI factory operating model is designed to continually identify new use cases, set priorities and scale up patterns of deployment across multiple tasks and functions. It has enabled us to identify thousands of use cases and build hundreds of reusable GenAI solutions to accelerate how we can achieve scale and value quickly.

Across our business, we've found that our people who regularly use the tools demonstrate productivity gains of 20% to 40%. With time saved, they're able to focus on more strategic work and bring more value to clients.

Even bigger gains are within our functions. Here are a few examples:

IT: 20% to 50% productivity gains
in
software development processes
. Software development is critical to our operations. Our in-house teams develop the applications that make our firm run — and help clients develop customized software too. GenAI has revolutionized how our development teams work: Customized tools help synthesize data, complete and review code, generate documentation, conduct fast, granular troubleshooting (through root cause analysis) and more.

Finance: 20% to 40% productivity gains
in accounting and tax. Data analysis, document summarization and generation, chat-based Q&A and more are all faster — thanks to a mix of specialized GenAI tools. For example: one GenAI tool now enables our finance function to create first drafts of new contracts and extract key information from existing ones within seconds.

Marketing: 20% to 30% productivity gains
from our specialized GenAI model to help generate marketing content, and from firmwide models to automate documentation of work processes, review documents for risks, summarize and analyze documents and audio, and enable Q&A access to data analysis. Our people create our marketing — GenAI is helping them produce it more quickly and making it more data-driven and customized.

How we are helping clients reap AI’s benefits

Our firsthand experience in using AI to reinvent business enables us to help clients jumpstart their own AI transformations. We’re also helping our audit clients prepare for AI’s ongoing impact, including regulatory compliance and AI auditing. Here are a few ways our clients have benefited from AI:

Sales: 15% to 20% increase
in request-for-proposal generation at a major financial institution, due to increased speed and efficiency. Averaging 10% to 15% increase in average order value at a fast-food chain.

Customer service: 25% reduction
in average call center handling time. Averaging 67% reduction in abandonment and a 70% reduction in misrouted calls for retail, gaming, hospitality and furniture companies.

Governance, risk and compliance (GRC): 25% greater productivity
for log reviewers at a global food and beverage company, and reduction in false positives, improved collaboration and increased claim savings at a large beauty and personal company.

Responsible AI
: New AI risk management framework, risk taxonomy, use case intake and assessment process, and risk-managed execution playbook at a major aviation company — which had deep AI experience but needed to update governance for GenAI.

5 guidelines for delivering transformative value

Unlike traditional AI, a single GenAI model can deliver results in multiple tasks in multiple functions and lines of business. For example: One suitably trained and governed GenAI model could help knowledge workers everywhere in your company — in
tax
,
legal
, finance, HR and more — access, organize, analyze and act on data. This scalability can lead to remarkable return on investment (ROI). And because GenAI often can make sense of unstructured data, such as phone calls and online activity logs, it can transform activities that traditional AI couldn’t. The result can be such significant productivity gains that — when combined with new ways of working —new business models become not just possible, but inevitable.

Based on our daily work with AI and GenAI in-house and with clients, as well as our ongoing research and our alliances with major AI technology providers, we have identified five guidelines that can help drive both near-term ROI and longer-term business model reinvention.

Choose use cases to enable rapid value and scale

The most impactful use cases for GenAI have two traits in common: They deliver value quickly and can be scaled rapidly across your organization.

A rapid path to value requires a clear value proposition that your data, tech stack and security environment can deliver — with functional, sector, risk and technology teams all aligned in supporting it. Scalability comes from a key GenAI differentiator: Most GenAI use cases fall within six repeatable patterns.

Consider the pattern of “deep retrieval:” training a GenAI model to search for specific information within documents or data. If you successfully train GenAI to extract key terms from your customer communications, you can then train that same model to do the same for contracts, tax regulations, financial reports, employee resumes, social media posts and more. That can lead to exponential value creation.

Advance GenAI and data at the same time

When you and your competitors are using similar GenAI foundation models, what will give you an edge? The answer: data. With relevant, reliable, compliant, secure and proprietary data, you can customize GenAI models with your in-house experience and intellectual property.

You don’t have to complete your data modernization to get started with GenAI. You can advance in stages, with each stage enabling GenAI to unlock new value from data. This approach can help you win stakeholder buy-in for previously out-of-reach data initiatives.

GenAI offers another bonus: It can let you tap into data that may be “trapped” in old strategy decks and customer communications. Previously, organizing this data might have required thousands of employee hours. Now GenAI can partly automate the process, cutting costs and shortening a path to value.

Upskill and reinvent how you work

With GenAI, you usually don’t have to recruit many new AI specialists. That’s because — unlike traditional AI — you won’t typically build your own GenAI models. To use vendor-licensed models to deliver high-value, risk-managed outputs, your people may need upskilling — such as we have done at PwC with our My AI initiative. You may also need to cross-train some of your current technology team to help oversee and customize GenAI.

To unlock even more value, rethink how work gets done. What else can your people do when a GenAI assistant does simple work for them — and provides data and leading practices to support higher-value work? Consider new ways to empower innovation. Since GenAI is so accessible, anyone in your company could — with the right skills and guardrails — use it to create new products, services and operational efficiencies.

Accelerate AI initiatives with Responsible AI

Responsible AI shouldn’t hold back AI initiatives — it should accelerate them. With trust built into AI from Day One, you’ll likely avoid delays and do-overs to close vulnerabilities or meet new requirements. With stronger trust in your AI among stakeholders, you’ll get broader buy-in for AI initiatives.

Our
Responsible AI toolkit
builds on prepared frameworks, templates and code-based assets. It covers strategy,
governance
, controls, cybersecurity, upskilling and more. It’s designed to reduce bias in AI models, increase reliability, enable compliance, safeguard data and protect privacy.

Critically, our Responsible AI is tech-powered but human-led: It not only gives people the tools and skills to oversee AI and manage its risks but also has well-informed people in control, making any high-risk and high-value decisions that involve AI.

Future-proof your AI with an open architecture

We’re still in the early days for GenAI: The technology is evolving rapidly. That’s why no successful AI initiative can be one-and-done. Instead, it should set you up to take advantage of whatever innovations come next.

That’s why at PwC we have a production mindset and platform-agnostic, “open architecture” approach, for ourselves and our clients. We work with the whole AI ecosystem, and we recommend that our clients be prepared to do the same.

Generative AI

Lead with trust to drive outcomes and transform the future of your business.

Learn more

What can generative AI do for you?

Generative AI is already transforming business. Contact us to learn more about this rapidly evolving technology — and how you can begin putting it to work in a responsible way.

Get in touch

Next and previous component will go here

Our insights. Your choices.

Subscribe here

Follow us

Insights & Research

Services

Industries

Tech & AI

About PwC

Careers

US offices

Contact us

© 2017

- 2026 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see
www.pwc.com/structure
for further details.

Privacy

Data Privacy Framework

Cookie info

Legal

Terms and conditions

Site provider

Site map

Your Privacy Choices
</reference>

<statements>
1. Major international consulting firms—including Accenture, McKinsey, BCG, Bain, IBM Consulting, Capgemini, and the Big Four (Deloitte, PwC, EY, KPMG)—have moved beyond experimentation to large-scale, multi‑billion‑dollar programs to embed AI and especially generative and agentic AI into their products, services, delivery models, and internal operations. Common themes include: sizeable capital commitments to AI practices, creation of dedicated AI units and labs, broad talent upskilling programs, and development of repeatable industry solutions for clients across sectors such as financial services, retail, healthcare, telecom, and manufacturing.
2. The Big Four—Deloitte, EY, PwC, and KPMG—have established robust AI initiatives aimed at enhancing tax, assurance, consulting, and advisory services and delivering advanced AI solutions to clients across banking, retail, CPG, automotive, government, and more. Deloitte is boosting enterprise‑wide adoption of AI and generative AI across functions such as tax, assurance, human capital, and cyber, with investments exceeding $2 billion in global technology learning and development, including the Deloitte AI Academy. PwC US has committed $1 billion over three years to expand and scale AI and generative‑AI capabilities, partnering with Microsoft and OpenAI and upskilling 65,000–75,000 US employees via initiatives like My AI.
3. Deloitte has delivered gen‑AI solutions such as customer feedback assistants for banking, data‑management and accessibility tools for automotive supply chains, and gen‑AI‑powered template creation for personalized messages for a global computer services company. PwC has developed more than 30 AI products across finance, tax, cybersecurity, and customer experience, including an Intelligent Spend Management Suite with nine AI agents for CFOs and AI‑powered tax suites; it is actively engaged in generative‑AI work with 950 of its top 1,000 US consulting clients. PwC’s agreement with OpenAI makes it OpenAI’s first reseller for ChatGPT Enterprise and the largest user of the product; the firm has identified over 3,000 internal GenAI use cases and is embedding generative AI into its own platforms and client services.
4. Deloitte has trained more than 120,000 professionals through its Deloitte AI Academy, which offers hands‑on, experiential courses in AI, generative AI, and agentic AI, and an Academy for AI that provides tailored upskilling programs for client organizations and Deloitte’s own workforce. PwC’s My AI program has delivered AI upskilling to 95% of its US employees, who collectively dedicated more than 360,000 hours to AI skills training, including responsible‑AI, GenAI prompting, and leadership in the age of AI. EY’s AI Academy supports personalized and immersive AI learning embedded in the flow of work, designed to transform culture and capabilities around responsible AI adoption. KPMG is investing in platforms and training that make AI accessible across its services, although public detail is more qualitative than quantitative.
5. Most firms have developed proprietary AI platforms (e.g., Accenture myWizard/AI Refinery, McKinsey QuantumBlack/Lilli, BCG GAMMA/AI@BCG, Bain’s AI‑as‑a‑Service, IBM watsonx, EY.ai, PwC’s AI Studio, Capgemini RAISE and Resonance) and combine them with alliances to hyperscalers and foundation‑model providers (Microsoft, Google Cloud, OpenAI, AWS, Anthropic, etc.). Service lines increasingly bundle strategic advisory with implementation, data‑platform modernization, and managed AI operations, often delivered via centers of excellence and industry‑specific accelerators.
6. Common AI application themes include customer‑service transformation (virtual assistants, contact‑center optimization), marketing and personalization, operational optimization in supply chains and procurement, finance and tax automation, and software‑engineering acceleration. Industry‑specific cases span banking and insurance (mortgage support platforms, risk and pricing tools), telecom (call‑center AI, digital assistants), retail and CPG (pricing, inventory, and customer experience), and public‑sector and healthcare use cases.
7. All major firms are running large‑scale talent programs: Accenture’s gen‑AI and agentic‑AI fundamentals for hundreds of thousands of employees; Deloitte’s AI Academy and Academy for AI; PwC’s My AI; EY’s AI Academy; IBM’s watsonx AI Labs and internal training under Client Zero; and Capgemini’s embedded generative‑AI curricula. These programs combine technical training with business context, governance, and responsible‑AI principles, reflecting a view that AI fluency must be pervasive across roles, from executives to developers.
8. Global consulting firms are converging on a model where AI—particularly generative and agentic AI—underpins both how they serve clients and how they run their own businesses. Large capital investments, proprietary platforms, extensive ecosystems, industry‑specific solutions, and workforce‑scale upskilling programs together position these firms as central orchestrators of AI adoption in enterprises worldwide. For organizations engaging these firms, the key differentiators lie in depth of proprietary tooling, strength of ecosystem partnerships, maturity of governance frameworks, and demonstrated case‑study outcomes across relevant industries.
</statements>

Begin the assessment now. Output only the JSON list, without any conversational text or explanations.