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Succeed in Constant Change - Harnessing disruption for growth

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In April, KPMG presented findings based on the first release of the Harnessing Disruption for Growth Global C-Suite Study. Against a background of constant change, executives can build a business case for new growth opportunities to create value.

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Succeed in Constant Change - Harnessing disruption for growth

  1. KPMG’S RESEARCH: Succeed in Constant Change Harnessing Disruption for Growth
  2. 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. In April, KPMG presented findings based on the first release of the Harnessing Disruption for Growth Global C-Suite Study. Against a backdrop of constant change, executives can build the business case for new growth opportunities to create value. In recent discussions, we highlighted: • How organizations with the right skills and tools can turn any disruptive challenge into a competitive opportunity • How agility is critical to achieving growth • Executives have a unique ability and responsibility to identify opportunities and influence the C-Suite KPMG’s Succeed in Constant Change Harnessing Disruption for Growth
  3. 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. KPMG surveyed 650 C-suite execs at leading global organizations *Numbers might not add up to 100% due to rounding and multiple selections; n=650
  4. 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. Across industries, widespread disruptive forces set the stage for new business decision models, approaches, and tactics
  5. 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. High-growth companies believe disruption is not merely managed, but must be fully embraced to achieve growth The most successful companies are responding to change by investing in the right combination of technology and talent, using those new assets to improve knowledge, agility, and company culture. Yet, only 17% feel prepared Disruption
  6. 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. Our data indicates 5 disruptors that represent the greatest challenges for companies The most successful companies are able to turn market challenges into competitive opportunities. Companies are able to harness these disruptors by investing in a combination of the right technology and talent to drive growth and operating effectiveness
  7. Observations from organizations that are driving growth in the midst of disruption
  8. 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. Successful organizations turn big challenges into big opportunities • Demonstrate Competitive Differentiation • Transform Data into Significant Value • Leverage Emerging Technology • Accelerate Product Development Cycles • Create a “Market of One” • Create New Roles to Accelerate Growth • Excel in Attracting and Retaining Talent Opportunities to Drive Growth Tax Risk
  9. 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. Demonstrate competitive differentiation The data tells us: Organizations that achieve Competitive Differentiation rank the following as opportunities, more than their peers: • Accelerated growth of the digital enterprise • Instantaneous and ubiquitous access to data • Global business complexity for their industry • Disruptions to the global supply chain • Usage-based insurance with Snapshot® creates customer differentiation: • “Little device turns safe driving into savings” • Clear positioning: • “Progressive makes it easy to understand, buy, and use auto insurance” • New revenue streams: • Licensing IP to companies interested in implementing UBI programs Case Study: Progressive Insurance Source of information on Progressive Insurance: http://www.progressive.com/newsroom/article/2013/june/usaa-ubi/
  10. 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. The data tells us: When asked how companies plan to respond to the disruption? Greater use of data and analytics is the No.2 response No.3 = greater use of emerging technology No.4 = addition of new technology experts • Enterprise-wide Big Data platform • Powers strategic partnerships and relevant customer experiences through Amex Offers • Amex Big Data Labs • Designed to “democratize” big data with self- service tools, APIs, and libraries of algorithms • Multiple social and mobile applications • Leveraging data and improving customer experience • Leveraging item-level “holy grail” transaction data outside Amex network • Partnership with global retailers and restaurant chains to offer additional services to customers Case Study: American Express Transform data into significant value Tech disruptors - especially those related to analytics, mobility, and the digital enterprise - are viewed as the most impactful of all 25 disruptors assessed Source of information on American Express: http://www.enterprisetech.com/2014/10/17/hadoop-new-backbone-american-express/
  11. 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. The data tells us: Fast-growing companies: • Agree on emerging technologies and the need to secure talent in advance of demand • Leverage cloud, automation, and big data more than average • Have greater than average focus on industry specific technology, ranking it as the most important technology • Focus on technology-related disruptive factors as enablers of positive change El Camino HospitalCase Study: Wegman’s Grocery Leverage emerging technology • Wegman’s app leverages data and technology  Integrates past purchases, replenishment cycles, and recommends new items and recipes aiming to optimize the customer experience  Loyalty card loaded on app • Apple Pay accepted at Wegman’s • Service robots  Deliver meals, lab specimens, trash, linens, and prescriptions • Creating necessary controls  Managing issues around “drug diversion” and ensuring correct dosage to patients Case Study: El Camino Hospital Source of information on Wegman’s: www.wegmans.com/mobile Source of information on El Camino Hospital: http://www.wsj.com/articles/SB10001424052702304459804577281350525870934
  12. 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. The finance function sees less impact with cloud and other models When asked how great an impact the disruptive factors had on the following elements of the company’s core operations in areas such as finance and accounting, HR, IT, manufacturing, supply chain, etc., the finance executives see less impact than their peers.
  13. 13© 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 data tells us: Fast-growing companies: • Demonstrate greater use of emerging technology and D&A • Develop experts in-house • Use small, focused teams to pursue new ideas • Have closer coordination with suppliers and partners • Have simplified committee and approval structures Case Study: Toyota Motors Accelerate product development cycles • Specific org. structure • Built to speed information, decisions, and materials through each operating cycle • Specific mindset • Integrated system for delivering value to customers, resulting in fast-paced production cycles • Customer-defined value • Product development delivers a design that meets customer needs with efficient manufacture • Small-focused expert teams • Go-to-the-source engineering creates flexible product development capacities: “A stone’s throw away from the physical product.” Source of information on Toyota Motors: https://hbr.org/2013/03/big-bang-disruption/
  14. 14© 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 data tells us: 50% of the most profitable B2C firms cited the market of one as an opportunity, compared with 39% of the lower performers. Case Study: Amazon Create a “market of one” • Anticipating customers’ needs, even before customers do: • “Anticipatory shipping” leverages customer data to create an entirely new delivery model that predicts what customers are going to buy – before they buy it • Predicting individual customer demand on a variety of factors, including past purchases, wish lists • If it is determined that the customer does not want the product, Amazon may use it as a “promotional gift” to promote customer goodwill Source of information on Amazon: http://blogs.wsj.com/digits/2014/01/17/amazon-wants-to-ship-your-package-before-you-buy-it/
  15. 15© 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 we heard: In response to disruption, companies have created a vast number of new roles for new times, many at the C- level, to improve their decision making and accelerate growth. • Accelerating growth by reorganizing around the customer • “Changing culture to better serve the one reason we all exist - our customers” • Looking at all aspects of the organization through the lens of the customer–products, payments, operations, sales, marketing • Aligning all market-facing roles under this title Chief Customer Officer: The link between the customer and organization • “Culture change from the mailroom to the boardroom.” • AIG CCEO maps the organizational systems and service delivery processes connecting customers and employees and influencing changes that empower and reward the desired behaviors. Chief Customer Experience Officer : AIG Create new roles to accelerate growth — Executive Director, Joint Ventures Health Care Delivery Network A year ago we didn’t even have the role of Chief Patient Experience Officer. The role is very vague but basically connects technology and operations and is increasingly influential. — Regional Chief Technology Officer Technology Giant The C-suite is getting crowded. Many high-tech companies now have a Chief Disruption Officer, and that person’s job is to defend the company from external disruption while also creating value. Source of information on Chief Customer Officer insights: http://www.thecmosite.com/author.asp?section_id=2865&doc_id=261577 Source of information on AIG: http://www.marketwired.com/press-release/aigs-donna-n-peeples-joins-the-chief-customer-officer-council-nyse-aig-1927959.htm
  16. 16© 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. Excel at attracting and retaining talent “Mentoring works best when the mentor has a stake in the outcome of the mentee in terms of his or her own variable comp.” WHAT’S WORKING FOR THESE COMPANIES? • Empowering business units to drive talent management and strategies • Building talent internally versus outsource • Recognizing the opportunity in the changing demographics of the workforce • Tailoring talent management to the unique needs of the workforce El Camino Hospital • Talent is driven by “Human Capital Committee” • Charged with putting “right talent in the right role at the right time” • Believes “talent is not just a strategic resource, but a matter of critical accountability for line management” • Proactively identifies high-potential talent and values “stretch assignments” • Tailors targeted recruitment and retention strategies to unique segments • Uses digital “hubs” to network with leaders and strengthen employee engagement on key priorities Case Study: Blackrock – asset firm Source of information on Blackrock: https://hbr.org/2014/01/building-a-game-changing-talent-strategy
  17. 17© 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 challenges and opportunities of disruption CUSTOMER FIRST FRAMEWORK Disruption is here to stay. Companies that leverage technology and talent effectively are able to drive greater growth than their peers. The C-Suite has expanded and evolved with the business to meet the individual needs of customers and employees. Digital and Mobile are driving and enabling disruption. Four things you should know about disruption.
  18. 18© 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. Driving the growth agenda Identify key constraints limiting your organization’s growth. Identify the right investments in innovation to support your customer growth agenda. Use influence in the C-Suite to ensure growth and innovation is on executive agenda and an investment priority. Because of their strategic and pragmatic lens, the C-Suite has to identify opportunities and influence the growth agenda. To do so, the following should be top-of-mind: Use influence in the C-Suite to think about competitive landscape – new, unknown disruptors that can lead your company to competitive differentiation.
  19. 19© 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. To access the research briefs, please visit: • Harnessing Disruption for Growth • Operating Effectively in the Face of Ever-Present Change 19 Alton Adams is the Consumer Insights Lead Partner for the Customer and Operations Group within KPMG’s Advisory Consulting Practice. He has more than 20 years of management and consulting experience specializing in the use of data, analytics, and technology to help companies accelerate organic growth. aladams@kpmg.com; +1 404 222 3000 Stan Lepeak leads research efforts globally for KPMG’s Management Consulting service line, focused on trends, issues, and futures in global business services, enterprise services transformation and optimization, and their enablers and drivers such as cloud, big data, social media, and consumerization of IT. slepeak@kpmg.com; +1 203 458 0677 To learn more, please contact:
  20. © 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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