Ernst & Young still wants to carve out its $20 billion consulting business, but damaged relationships among firm leaders and distrust between partners in different countries has put the firm on a rugged path.
The $45 billion firm’s fizzled attempt at splitting its businesses outright exposed key failures that EY has to get right the next time: finding an economic plan that works across the global firm and presenting a unified strategy from EY leaders about why it makes sense to divide the audit and advisory practices.
“So completely lost in this whole battle: What was best strategically for the ...