O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.
DeliveringGlobal
BusinessServices
benefitsinadigitalworld
2Q 2017 KPMG Global Insights Pulse
September 27, 2017
2© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
3© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
4© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
5© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
6© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
7© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
8© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
9© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepen...
10© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepe...
11© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of indepe...
David J. Brown
Global Head, Shared Services and Outsourcing
Advisory
KPMG LLP (US)
E: djbrown@kpmg.com
Learnmore:
Click he...
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
The information contained herein is ...
Próximos SlideShares
Carregando em…5
×

Delivering Global Business Services in a digital world

3.555 visualizações

Publicada em

A look at how emerging technologies are influencing organizations priorities when establishing and scaling global business services efforts.

Publicada em: Negócios
  • FREE TRAINING: "How to Earn a 6-Figure Side-Income Online" ... ♥♥♥ http://ishbv.com/j1r2c/pdf
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui
  • Tired of being scammed? Take advantage of a program that, actually makes you money!  http://scamcb.com/ezpayjobs/pdf
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui

Delivering Global Business Services in a digital world

  1. 1. DeliveringGlobal BusinessServices benefitsinadigitalworld 2Q 2017 KPMG Global Insights Pulse September 27, 2017
  2. 2. 2© 2017 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. Top approaches to improve service delivery capabilities Lowest in Asia Pac – 21% Highest in Asia Pac – 43% 0% 10% 20% 30% 40% 50% 60% Investments into cognitive automation Investments into/improvements to enterprise software Use/expansion of ITO Use/expansion of BPO Investments into cloud computing services Improve current SSC/outsourcing governance Use/expansion of SSCs Internal process improvement/re-engineering efforts Investments in data and analytics Investments into RPA 2Q17 2Q16 Combined score for RPA and cognitive just 8% 1Q16 KPMG Global Pulse Insights Survey — 2Q17
  3. 3. 3© 2017 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. IA and the future of GBS — IA, or digital labor, comprised of basic and enhanced robotic process automation (RPA) and cognitive automation, is enabled by a confluence of capabilities that include rules-based macros, artificial intelligence, natural language processing and a wealth of available data to exploit. — While the often cited major potential job losses to internal and external white collar are sometimes overstated, they will nonetheless prove significant and disruptive, especially where retraining and reskilling workforces is impractical. KPMG Global Pulse Insights Survey — 2Q17 – David Brown, KPMG’s Global Head, Shared Services and Outsourcing Advisory, and Principal, KPMG in the U.S. “ “ IA will have a significant impact on how businesses handle their front-, middle-, and back-office services. Companies that today rely on a GBS delivery model should begin now to anticipate and understand the coming changes—including taxes, governance, and change management—and prepare for the opportunities and advantages they enable.
  4. 4. 4© 2017 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 evolution of IA KPMG Global Pulse Insights Survey — 2Q17 Basic process automation Enhanced process automation Cognitive automation Rules engine Screen scraping Work flow Machine learning Large-scale processing Adaptive alteration Artificial intelligence Big data analytics Natural language processing Processing of unstructured data and base knowledge RULES LEARNING REASONING 01 02 03 — Artificial intelligence — Natural language recognition and processing — Self-optimization/self-learning — Digestion of super data sets — Predictive analytics/hypothesis generation — Evidence-based learning — Built-in knowledge repository — Learning capabilities — Ability to work with unstructured data — Pattern recognition — Reading source data manuals — Macro-based applets — Screen scraping data collection — Workflow — Visio®-type building blocks — Process mapping — Business process management
  5. 5. 5© 2017 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. Level of automation by process 60% 58% 62% 38% 53% 44% 46% 44% 45% 36% 37% 32% 53% 36% 43% 41% 40% 38% 4% 5% 6% 9% 12% 12% 12% 16% 17% HR SC/Procurement Source to procure F&A Quote to cash Customer care Record to report IT Procure to pay No current plans Pilot Live implementation +25% vs. 1Q16 +31% vs. 1Q16 KPMG Global Pulse Insights Survey — 2Q17
  6. 6. 6© 2017 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. Biggest challenges to process automation efforts KPMG Global Pulse Insights Survey — 2Q17 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Determining appropriate pricing models with third party vendors/providers 3rd party providers reluctance to cannibalize existing labor based business Immaturity of providers Client reluctance to reduce headcount//market restrictions on headcount reductions Integrating automation efforts into existing outsourcing arrangements/SLAs/contracts Immaturity of technologies Inadequate change management focus/capabilities Lack of client appetite/budget/skills Inconsistent/non-standard business processes Disparate underlying IT systems/lack of integration across IT systems Determining where to deploy process automation: where to start Client inability to build compelling/realistic business case Disparate/uncoordinated efforts across an organization 2Q17 1Q16
  7. 7. 7© 2017 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. IA governance — The bar of what constitutes “best in class” AI governance will constantly be raised, just as with GBS governance, so even as organizations’ skills improve they will still often not able to keep up with the demands placed upon them greater use digital labor. — The biggest challenges today AI governance efforts is determining where to deploy digital labor, addressing change and talent management issues, and renegotiating with third party providers deploying digital labor on clients’ behalves. . – Liz Evans, Principal, Shared Services and Outsourcing Advisory KPMG in the U.S. “ “ The world of vendor governance is evolving with the shift to incorporate AI in the service delivery model. Vendor governance teams have a leadership responsibility to recalibrate the vendor relationship and commercial model to incorporate AI in a sustainable way for the organization. KPMG Global Pulse Insights Survey — 2Q17
  8. 8. 8© 2017 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. IA governance: Who is in charge? 7% 30% 39% 22% 3% Involvement of global process owners in digital labor governance Fully involved, driving the conversation Fully involved, part of the conversation Involved, part of the conversation Partially involved but not driving the conversation Not involved 6% 23% 24% 17% 2% Have enhanced existing programs to better address digital labor governance Very common Common Very uncommon KPMG Global Pulse Insights Survey — 2Q17
  9. 9. 9© 2017 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. Changes made to governance/supplier management programs to oversee digital labor 9% 12% 14% 15% 17% 21% 24% 24% 28% 28% 45% Introducing a new category of suppler/SP in the segmentation model Adapting/updating governance processes Relying more on software tools/systems to support DL governance Integrating GBS and DL governance efforts Relying less on 3rd party providers to support DL governance Deploying DL governance COEs Aligning closer with BUs deploying DL Relying more on 3rd party providers to support DL governance Pushing for greater involvement in DL strategy & planning Reviewing staffing/skills requirements to support DL governance Doing nothing, too soon to tell if change is needed KPMG Global Pulse Insights Survey — 2Q17
  10. 10. 10© 2017 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. Biggest challenges: Digital labor governance efforts 10% 23% 24% 25% 28% 30% 31% 33% 34% 37% Creating audit trails for activities performed using DL Defining/collecting metrics to measure DL performance Governing 3rd party provider DL Determining the optimal mix of internal & external DL & human labor Redefining career paths & succession planning for remaining human labor Managing the mix of digital & human labor for a given function/process Managing the mix of digital & human labor for an activity that requires both Renegotiating contracts with 3rd parties to incorporate DL & ensure benefits are received Addressing change/talent management issues as more work is shifted from human to DL Determining where to apply DL KPMG Global Pulse Insights Survey — 2Q17
  11. 11. 11© 2017 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. Learn more: Shared Services & Outsourcing Advisory 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 Anticipate: https://home.kpmg.com/xx/en/home/insights/2016/05/kpmg-anticipate.html 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
  12. 12. David J. Brown Global Head, Shared Services and Outsourcing Advisory KPMG LLP (US) E: djbrown@kpmg.com Learnmore: Click here for additional insights on “Delivering GBS in a digital world”
  13. 13. The KPMG name and logo 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. © 2017 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. kpmg.com/socialmedia

×