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KPMG’S RESEARCH:
Succeed in
Constant
Change
Overview
1© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
2© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
3© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
4© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
5© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
6© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
Response to
Disruption
8© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
9© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent mem...
10© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent me...
11© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent me...
12© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent me...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms
of the KPMG network of independ...
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KPMG's Research: Succeed in constant change

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Overview of KPMG research on succeeding in constant change

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KPMG's Research: Succeed in constant change

  1. 1. KPMG’S RESEARCH: Succeed in Constant Change Overview
  2. 2. 1© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Succeed in Constant Change: Respondent Demographics
  3. 3. 2© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Respondent Financial Performance Respondents range in size and performance varies, with high growth and profitable firms demonstrating different characteristics throughout the research. Explored in further detail.
  4. 4. 3© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Assessment of competition in 5 years C-level sees more competition outside the radar, different than line executives and directors.
  5. 5. 4© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Executives are facing constant change, no change in sight Yet, only 17% feel prepared Disruption Time
  6. 6. 5© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Top Disruptions facing Executives Respondents identified the top five disruptors in order of impact:
  7. 7. 6© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Top 5 Disrupters that are Opportunities & Challenges – All respondents A critical finding in this study is that the most successful companies are able to take any market change, even those that seem negative, and turn it into a competitive opportunity.
  8. 8. Response to Disruption
  9. 9. 8© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. What businesses plan to do as a result of disruption However, while cost reduction remains a post recession priority, the study shows the fastest-growing companies are not cutting their way to growth. The most popular response was to reduce operating expenses.
  10. 10. 9© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Additional reading: Operating effectively in the face of ever-present change EXECUTIVE SUMMARY: Operating effectively in the face of ever-present change As the pace of change becomes more rapid, impacting business operations and employees as much as customers, it is all the most important for companies to respond skillfully to change. The research brief, “Operating effectively in the face of ever-present change” delves into how executives are utilizing new technologies, robotics, and other mechanisms to drive operating performance effectiveness and profitability. It is ideal for leaders of enterprise functions, like finance, operations, customer care, information technology, and human resources. Key questions explored on operating effectiveness include: What kinds of technology and talent investments are improving operations and profitability? How are they rethinking their operating model? How are current technology trends driving change? What are the pitfalls of their lower-performing peers? Ideas and action items to turn disruption into opportunities covered in this brief include: 1. Consumerization 2. Changing demographics and the democratization of technology 3. The digitization of everything 4. Key considerations for action Click here to read the full report.
  11. 11. 10© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Additional reading: Harnessing disruption for growth EXECUTIVE SUMMARY: Harnessing disruption for growth The fastest-growing firms find opportunities at every turn, taking market challenges and transforming them into competitive improvements. These companies believe that disruption must be embraced — not merely managed — to drive growth. How are they doing it? According to KPMG’s executive research on disruption, the most successful companies are responding to change by investing in the right combination of technology and talent. Accordingly, they’re using those new assets to improve their knowledge, agility, and company culture — a formula that leads to competitive advantage. What kinds of technology and talent investments are these growth companies making? How are they changing their tactics, and what outcomes do they expect? What are the pitfalls of their lower-performing peers? The growth agenda stretches from the C-suite to the HR function, to technology, finance, and innovation…and all are impacted by dramatic change. Ideas and action items explored in this brief include: 1. Improving competitive differentiation 2. Building an effective technology portfolio – and the right talent to support it 3. Decentralizing the client experience to focus on the “market of one” 4. Aligning executives and creating new roles to support decision-making 5. A blueprint for growth Click here to read the full report.
  12. 12. 11© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. How KPMG helps clients respond to disruption Customer Growth  Sales & Marketing  Customer Growth  Customer Engagement Data/ Information Technology — Digital and Enterprise Operating Effectiveness  Digital & Mobile  Enterprise Solutions  Technology Enablement  Planning, Budgeting, and Forecasting  Information Management  Business Intelligence  Customer Analytics  Information Technology (Cost reduction, improved performance & profitability)  Supply Chain  Global Business Services  Automation & Robotics
  13. 13. 12© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Julio Hernandez Alton Adams Cliff Justice John Cummings Stan LePeak Lee Ann Moore For more information, please contact: Research Overview Operating Effectiveness Optimizing Growth
  14. 14. © 2015 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. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. 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.

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