Alum of D&T and DC report stress and distress among practice leaders as service lines, industry programs and regional vs. functional groups are merged, while DC (never got to "Braxton") is joined back to its former (~7 yrs back) D&T structure. Some senior and other partners are departing one way or another with stability and regrowth foreseen within months. Groups with stronger practices and skill pools will come out on top more intact than redundant factions, whichever side of the Firm they were in before, e.g. D&T groups' financial-related practices and mid-market-package integrators, DC's supply chain groups. Bottom line is, given US Sarbanes-Oxley regs. and climate, practice leaders in all factions have learned how to avoid perceived audit conflicts and the combined entity is stronger for its broad suite of services and client relationships than the competitors who broke tax/assurance and consulting groups apart. All will likely be branded simply D&T.
