Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
Thedigital
disruption
paradox
2Q 2016 Pulse Survey Results
—
Thursday 28 July 2016
KPMG Global Insights Pulse
2©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
Digitaldisruption
anddigitization
4©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
5©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
6©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
7©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
8©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
9©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
10©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
11©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
12©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
13©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
Theroleofthefinance
functioninenabling
digitization
15©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
16©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
17©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
TheroleoftheGBS
organizationinenabling
digitization
19©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
20©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
21©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
Digitizationasanenabler
oforganizationagility,
collaborationand
partnering
23©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
24©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
25©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
26©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
27©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
Learnmore
29©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
30©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
31©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
32©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
33©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
Speakerbios
35©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
36©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
37©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
kpmg.com/socialmedia kpmg.com/app
©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firm...
Prochain SlideShare
Chargement dans…5
×

The digital disruption paradox

4 452 vues

Publié le

Both Finance and GBS functions are currently playing a supporting role in digitization efforts. However, there is an opportunity to increase this role to assist in developing business cases, managing implementation efforts and leveraging analytics to drive profitable growth.

Publié dans : Business

The digital disruption paradox

  1. 1. Thedigital disruption paradox 2Q 2016 Pulse Survey Results — Thursday 28 July 2016 KPMG Global Insights Pulse
  2. 2. 2©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Summary—keyfindings Digitization and digital disruption has created an interesting paradox. Many organizations are concerned about the potential impact, yet few are actively addressing it. This paradox is being led by two main challenges: — a lack of strategic vision for addressing and utilizing disruption — the limitations and transformation needs of legacy IT systems. Both Finance and GBS functions are currently playing a supporting role in digitization efforts. However, there is an opportunity to increase this role to assist in developing business cases, managing implementation efforts and leveraging analytics to drive profitable growth. 1 2 3 4 The role of the finance function in enabling digitization Digitization as an enabler for organization agility, collaboration and partnering Digital disruption and digitization The role of the GBS organization in enabling digitization
  3. 3. Digitaldisruption anddigitization
  4. 4. 4©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Digitaldisruptionanddigitizationsurveyhighlights ─ D&A (57%) and IT (49%) are the functional areas with most focus on and investments in digital disruption ─ Business unit leads in affected areas (29%) and IT (28%) are the functional groups most often leading digitization efforts ─ Improve operational efficiency (50%) and Increase automation of core business process (41%) are the top perceived benefits of digitalization ─ Lack of strategic vision (35%) and Limitations of IT systems (32%) are the biggest perceived challenges to digitization ─ Cost reduction (52%) and Function/process operational efficiency (32%) are the top metrics used to track digitization's benefits ─ Banking, Financial Services & Insurance (BFSI) (63%) and Telco (32%) are the sectors with most focus on and investments in digitalization ─ Data and analytics (58%) and Process automation (51%) are the perceived most important technologies to enable digitization
  5. 5. 5©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Sectorswiththemostfocusonandinvestments indigitalization 14% 16% 17% 18% 19% 24% 26% 32% 63% 0% 10% 20% 30% 40% 50% 60% 70% Manufacturing High-tech products/services Energy/Utilities, Oil & gas Entertainment/Media, Hospitality/Travel Pharma/Biotech CPG, Food & beverage, Retail, Wholesale Healthcare Telco BFSI KPMG Global Pulse Insights Survey — 2Q16
  6. 6. 6©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Functionalareaswiththemostfocusonand investmentsindigitaldisruption 11% 14% 15% 24% 29% 49% 49% 57% 0% 10% 20% 30% 40% 50% 60% Human resources Procurement Supply chain Sales & marketing Customer care Finance & accounting Information technology Data and analytics KPMG Global Pulse Insights Survey — 2Q16
  7. 7. 7©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Clientoveralllevelsofactivityandconcernarounddigital disruption 5% 1% 21% 12% 53% 45% 19% 31% 2% 10% Level of activity Level of concern 5 = High 4 3 = Moderate 2 1 = Low KPMG Global Pulse Insights Survey — 2Q16
  8. 8. 8©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Clientfinancefunctionlevelsofactivityandconcern arounddigitaldisruption 8% 4% 22% 17% 50% 44% 18% 27% 2% 8% Level of activity Level of concern 5 = High 4 3 = Moderate 2 1 = Low KPMG Global Pulse Insights Survey — 2Q16
  9. 9. 9©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Functionalgroupmostoftenleadingdigitizationefforts 2% 3% 3% 15% 22% 28% 29% 0% 5% 10% 15% 20% 25% 30% No one Everyone Other Dedicated digitization team Executive management IT group Business unit leads in affected areas KPMG Global Pulse Insights Survey — 2Q16
  10. 10. 10©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Topperceivedbenefitsofdigitalization 16% 18% 19% 21% 21% 30% 34% 40% 41% 50% 0% 10% 20% 30% 40% 50% Improve operational efficiency Increase automation of core business processes Improve operational effectiveness Improve customer service/satisfaction Accelerate/improve decision-making process Better align business and IT operations Improve front-office channel/customer management capabilities Respond to competitive threats Better attract/retain new customers Support new market/market segment penetration KPMG Global Pulse Insights Survey — 2Q16
  11. 11. 11©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Metricsusedtotrackdigitization'sbenefits 22% 23% 23% 27% 29% 32% 52% 0% 10% 20% 30% 40% 50% 60% Cost reduction Function/process operational efficiency Head count reduction Reduced cycle times (product/service development/rollout, general projects, etc.) Level/degree of process automation Function/process operational effectiveness Revenue growth KPMG Global Pulse Insights Survey — 2Q16
  12. 12. 12©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Biggestchallengestodigitization 22% 22% 23% 26% 29% 30% 30% 32% 35% 0% 10% 20% 30% 40% Lack of strategic vision Limitations of IT systems Cultural resistance to new ways of doing business Lack of critical skills internally Limited/conflicting understanding of what it is No sense of urgency Lack of funding Uncertainty as to where to start/invest most heavily Poor understanding of impact KPMG Global Pulse Insights Survey — 2Q16
  13. 13. 13©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Mostimportanttechnologiestoenabledigitalization 18% 20% 24% 26% 28% 33% 42% 51% 58% 0% 10% 20% 30% 40% 50% 60% Data and analytics Process automation Cloud applications Mobile Cloud infrastructure Workflow across functions Integrated enterprise systems (ERP communications, collaboration) Decision-making tools and platforms Cognitive automation KPMG Global Pulse Insights Survey — 2Q16
  14. 14. Theroleofthefinance functioninenabling digitization
  15. 15. 15©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Theroleofthefinancefunctioninenablingdigitization surveyhighlights — The finance function is mostly likely to play a supporting role, similar to other parts of the business (43%), in digitization efforts — Applies analytics to identify opportunities for profitable growth (49%) and Can develop business cases/plans, manage implementation efforts (43%) are the most valuable skills the finance function can bring to digitization efforts
  16. 16. 16©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Typicalfinancefunctioninvolvementindigitizationefforts 43% 23% 18% 13% Supporting role, similar to other parts of the business Not typically involved with efforts but recipient of benefits Leading role Not typically involved, efforts/benefits targeted at other parts of organization KPMG Global Pulse Insights Survey — 2Q16
  17. 17. 17©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Mostvaluableskillsthefinancefunctioncanbringto digitizationefforts 22% 28% 29% 34% 37% 43% 49% 0% 10% 20% 30% 40% 50% Applies analytics to identify new opportunities for profitable growth Can develop business cases/plans, manage implementation efforts Understands the business Possesses cross-functional view of the organization Understands regulatory risks, issues & requirements Can bring C-level support & direction to efforts Leverages and utilizes new insights gained KPMG Global Pulse Insights Survey — 2Q16
  18. 18. TheroleoftheGBS organizationinenabling digitization
  19. 19. 19©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. TheroleoftheGBSorganizationinenablingdigitization surveyhighlights — The GBS organization is mostly likely to play a supporting role, similar to other parts of the business (30%), in digitization efforts — Fifty-nine percent of respondents indicated that having a strong GBS organization is a digitization enabler
  20. 20. 20©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. TypicalGBSorganizationinvolvementindigitization efforts 30% 29% 25% 10% 4%3% Supporting role, similar to other parts of the business Few/no clients have active/mature GBS organizations Leading role Not typically involved with efforts but recipient of benefits Other Not typically involved, efforts/benefits targeted at other parts of organization KPMG Global Pulse Insights Survey — 2Q16
  21. 21. 21©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. IshavingastrongGBSorganizationadigitizationenabler? 59% 18% 24% Yes No It depends KPMG Global Pulse Insights Survey — 2Q16
  22. 22. Digitizationasanenabler oforganizationagility, collaborationand partnering
  23. 23. 23©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Digitizationasanenableroforganizationagility, collaborationandpartneringsurveyhighlights — Sixty-seven percent of respondents indicated that increased digitization enables greater organizational collaboration and agility — The top means through which digitization enables greater collaboration and partnering are that it reduces time spent on transactional and operational tasks to free up time for collaboration (54%) and better enables cross-functional ownership/accountability for business initiatives and better enables planning/execution across functions (44%) — The top skills/attitudes/capabilities required to take advantage of digitization to enable better partnering and collaboration are corporate/executive support/encouragement for utilizing digitization technologies (51%) and a willingness and openness to use digitization technologies (49%)
  24. 24. 24©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Doesincreaseddigitizationenablegreaterorganizational collaborationandagility? 67% 13% 20% Yes No It depends KPMG Global Pulse Insights Survey — 2Q16
  25. 25. 25©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Howdoesdigitizationenablegreatercollaboration andpartnering? 28% 30% 30% 41% 44% 54% 0% 10% 20% 30% 40% 50% 60% Reduces time on transactional and operational and increases time for collaboration Better enables cross-functional ownership, accountability, planning and execution across functions Provides greater visibility into redundancy of efforts, investments, etc. across functions Better identifies how functions can/should collaborate to address key issues, needs, etc. Improves cross-function communications Creates greater awareness of cross-functional needs and issues KPMG Global Pulse Insights Survey — 2Q16
  26. 26. 26©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Topfiveskillsandcapabilitiestotakeadvantageof digitizationtoenablebetterpartnering/collaboration 43% 48% 49% 49% 51% 0% 10% 20% 30% 40% 50% 60% Corporate/executive support/encouragement for utilizing digitization technologies Willingness & openness to use digitization technologies Appropriate attitude to embrace new ways of doing business that exploit digitization Adequate skills and/or training to exploit digitization technologies Understanding of digitization technologies KPMG Global Pulse Insights Survey — 2Q16
  27. 27. 27©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Towhatextentdoesthetypicalorganization possess, embodyandleveragetherequiredpartneringand collaborationskills,attitudesandcapabilities? 2% 6% 29% 31% 60% 53% 8% 9% 0% 1% Overall organization Finance function 5 = To a great extent 4 3 = Somewhat 2 1 = Not at all KPMG Global Pulse Insights Survey — 2Q16
  28. 28. Learnmore
  29. 29. 29©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMGGlobalInsightsPulse The surveys are a quarterly review of global business services (GBS) market trends and individual observations from the ‘front lines’. — KPMG’s global network of advisors focused on: — Sourcing advisory — Financial management — CIO advisory — People and change — Business operations — Tax, deal advisory and risk — KPMG market research — Digital disruption and digitalization — The role of the finance organization in enabling digitalization — The role of the GBS organization in enabling digitalization — Digitalization as an enabler for organization agility, collaboration and partnering — Call center/customer care — Finance and accounting — Human resources — Information technology — Procurement — Real estate and facilities management — Vertical industry BPO — Emerging BPO/KPO functions Focus on performance, trends and futures — Global Insights Pulse launched in 2004 by EquaTerra* — Part of a growing family of KPMG Pulse market research studies * KPMG LLP (US), KPMG Holdings Limited (UK) and KPMG International acquired the business and subsidiaries of advisory firm EquaTerra, Inc. in February 2011. Input sources: Topics evaluated: Primary functional focus:
  30. 30. 30©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. TheKPMGSharedServicesandOutsourcingAdvisory practice KPMG member firms have the ability to support clients transform enterprise services and help improve value, increase agility and create sustainable business performance. Who they are What they do How they do it The Shared Services and Outsourcing Advisory practice brings a specialized team of more than 1,000 professionals within KPMG’s global network of independent member firms operating in 155 countries. They help clients design, build and manage information technology (IT) and business processes across the enterprise. KPMG professionals help clients align their business strategy, organization and execution to enable them to manage the entire IT and business process life cycle, improving business performance and laying the groundwork for genuine business transformation. KPMG professionals apply focused research, automating tools, proprietary data, clear business acumen and a forward-thinking mind-set to provide timely, objective and actionable advice and practical approaches for clients.
  31. 31. 31©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Learnmore—SharedServices&OutsourcingAdvisory KPMG Shared Services and Outsourcing Institute: https://institutes.kpmg.us/institutes/shared-services-outsourcing-institute.html Global Insights Pulse Surveys: https://institutes.kpmg.us/institutes/shared-services- outsourcing-institute/articles/campaigns/ssoa-pulse-surveys.html GBS Maturity Research Program: https://institutes.kpmg.us/institutes/shared- services-outsourcing-institute/articles/campaigns/global-business-services-maturity.html KPMG Centers of Excellence Pulse Surveys: http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/mc-pulse- survey/Pages/default.aspx KPMG Institutes Home: http://www.kpmginstitutes.com/ Blog: Reality Check: https://advisory.kpmg.us/blog.html Podcasts: Advice Worth Keeping: https://institutes.kpmg.us/institutes/shared- services-outsourcing-institute/events/podcast-series/advice-worth-keeping-podcast- series.html
  32. 32. 32©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMGEnterprisePerformanceManagement(EPM) KPMG's EPM Center of Excellence supports KPMG member firms as they assist clients to holistically align their business strategies with plans and actions that help optimize performance, drive growth and deliver sustainable value — resulting in a competitive advantage. Who they are What they do How they do it KPMG firms in 155 countries bring clients a specialized team of more than 950 EPM professionals. They help clients manage and execute their business strategies to improve decision-making and help optimize performance across all business domains and functions. KPMG professionals help empower organizations with the ability to dynamically manage, analyze and predict their business performance so they can anticipate and adapt swiftly to market conditions. Enabled by technology, EPM analyzes internal and external data to improve performance by aligning strategies, plans, decisions and actions through a tightly integrated capability across people, process and technology that embeds leading practices to enable a continuous improvement process and culture.
  33. 33. 33©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Learnmore—EPMandFinance CFO/Real Insights: https://advisory.kpmg.us/managementconsulting/cfo-real-insights.html KPMG Advisory Institute: http://www.kpmg-institutes.com/institutes/advisory-institute.html Recent thought leadership and publications: KPMG Anticipate: https://home.kpmg.com/xx/en/home/insights/2016/05/kpmg-anticipate.html "The view from the top" | KPMG and Forbes https://home.kpmg.com/xx/en/home/insights/2015/10/view-from-top.html “Profitability and Cost Analysis: An Eye on Value” | KPMG and ACCA https://home.kpmg.com/uk/en/home/insights/2016/04/profitability-and-cost-analysis-an-eye-on-value-kpmg-and- acca-re.html “CEOs of financial institutions expect more from their finance function” | Frontiers in Finance https://home.kpmg.com/xx/en/home/insights/2016/03/ceos-of-financial-institutions-fs.html
  34. 34. Speakerbios
  35. 35. 35©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. StanLepeak Background Leads market research and thought leadership efforts for KPMG International, focused on trends, issues and futures in enterprise services transformation and optimization, the threats and opportunities from market and technology disruptions and industry best practices in responding to and capitalizing on these market trends Areas of focus expertise — The tactical and strategic organizational opportunities, challenges and ramifications from: — technology disrupters and enablers such as cloud, big data and analytics, mobile, Internet of Things, social media, consumerization of IT and robotics process automation — business disrupters such as globalization, increased regulatory and compliance complexity, talent and skills shortages, shifting global economic and competitive dynamics and geopolitical risks — Global business services usage and models including shared services, process outsourcing and automation, and cloud, and their leading practices and maturity models across major back- (F&A, HR, IT, procurement, supply chain), middle- and front-office functions — Use of data and analytics, process automation and related technologies to create and exploit 'intelligent' business functions to enable organizational innovation and transformation — Vertical industry and geographic trends and variations relative to disruptive market trends and technologies and their impact on enterprise transformation and innovation efforts Professional experience — 25 years' experience in the business and IT services markets. Led global research for leading boutique sourcing advisory firm EquaTerra (acquired by KPMG in 2011) for seven years. Previous to that, worked for the META Group (acquired by Gartner in 2004) as VP and Research Director. He has had executive roles on the vendor and provider side in the software and services industries as well as positions in finance, accounting and operations across several industries. — Noted commentator and frequent speaker on global business services and globalization, and business and IT enablers and disrupters Stan Lepeak Director Management Consulting Research, KPMG International and Director KPMG LLP (US) New York, NY +1 203 444 1268 slepeak@kpmg.com
  36. 36. 36©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. DavidJ.Brown Background Dave is the global lead for KPMG LLP’s (KPMG) Shared Services and Outsourcing Advisory practice. In this role, Dave provides shared service and outsourcing advice to many of the larger, complex deal structures. Dave has more than two decades of experience in IT and business process outsourcing; shared services design/build/implement and sourcing management; contract renegotiations; and finance budgeting, planning and analysis. Dave also delivers hands-on services as a client executive and has led many multinational deals and provided leadership support on several large and complex deals for both IT and business processes. Professional and industry experience In addition to advising clients, Dave engages senior members of outsourcing service providers’ financial and IT delivery teams to establish and implement industry-accepted processes and structures related to outsourcing transactions. Before joining KPMG through the acquisition of EquaTerra — where he held various senior leadership positions including one through which he established the Financial Architect and Benchmarking practices, and was a client executive leading large multinational, multifunctional shared service and outsourcing engagements — Dave was a senior advisor at TPI. In that role, he assisted clients with the evaluation, negotiation, implementation and management of IT and business process sourcing initiatives. Earlier in his career, Dave held various financial and IT positions in the telecom industry, at organizations including Southwestern Bell Information Services, Southwestern Bell Directory Operations, Ameritech Advertising Services and Bell Canada. Sample client experience — Led a large pharmaceutical company through a global IT outsourcing transition involving transitions with total contract value in excess of US$1 billion — Led a global finance and accounting outsourcing transaction and global shared service design/build and implementation for a global pharmaceutical company — Provided financial and negotiation support for Unilever’s finance and accounting outsourcing deal (Europe and North America) — Led an assessment of Oil’s (Brazilian Telecom) IT operations, outsourcing and joint venture options. Led negotiations with third-party provider — Led a large US Oil and Gas company through a finance and accounting outsourcing transaction, providing overall leadership and financial support — Led a large transportation company through procure-to-pay sourcing opportunity, providing leadership and financial support — Assisted several clients with leadership and financial support that were pursuing IT and finance and accounting sourcing opportunities through market assessments of their current finance and accounting environment, or financial support during the transaction or negotiation David Brown Global Lead, Shared Services & Outsourcing Advisory, KPMG International and Partner KPMG LLP (US) Orlando, FL +1 314 803 5369 djbrown@kpmg.com
  37. 37. 37©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. MorrisTreadway Morris Treadway Global Lead, Financial Management, KPMG International and Partner KPMG LLP (UK) London, GB +44 20 76941662 morris.treadway@kpmg.co.uk With more than 25 years as a business transformation specialist, Mo has helped companies define and deploy innovative global transformation programs for large clients to improve global integration and enterprise performance, and realize business outcomes that deliver value. This value is realized through delivering improved business insight, a forward-looking finance function and ultimately improving the company’s organizational competency to dynamically manage execution of its business strategies and enterprise performance. Mo has worked across a multitude of industries and brings to bear decades of consulting experience primarily focused on financial management and performance management solutions, business analytics and business intelligence to design and implement leading solutions, assets and capabilities that address today’s most complex business challenges and issues. Areas of expertise Advisory, Management Consulting, Business Transformation, Financial Management, Enterprise Performance Management, Business Intelligence, Business Analytics, Global Account Leadership
  38. 38. kpmg.com/socialmedia kpmg.com/app ©2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. The KPMG name and logo are registered trademarks or trademarks of KPMG International.

×