Getting strategic –and tactical - about digital disruption1Q 2017 KPMG Global Insights Pulse
May 16, 2017
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.
Webcast participants
Stan Lepeak
Director, Global
Management Consulting
Research, KPMG LLP
(US)
Morris Treadway
Global Lead,
Financial Management and
Partner, KPMG LLP (US)
Dave Brown
Global Lead,
Shared Services &
Outsourcing Advisory and
Partner, KPMG LLP (US)
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. NDPPS 653829
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Administrative
1
2
3
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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. NDPPS 653829
KPMG Shared Services and Outsourcing Advisory
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.
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. NDPPS 653829
KPMG Enterprise Performance Management (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 152 countries bring clients a specialized team of more than
1,135+ 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.
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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. NDPPS 653829
Polling question 1In which of the following industry groups does your organization operate?
Business or IT service provider
KPMG employee
Financial services
Diversified industrials/manufacturing
Energy and natural resources
Healthcare and pharmaceuticals
Retail consumer goods/Food and beverage
Technology
Government/Education
Other
Select one:
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. NDPPS 653829
KPMG Global Insights Pulse The surveys are a quarterly review of global business services (GBS), related
service delivery 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 audit
— 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 future state
— 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:
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. NDPPS 653829
Digital disruption and digitization: HighlightsBFSI (63%) and Telco (28%) are the sectors with
most focus on & investments in digitalization
Business unit leads in affected areas (32%) and
executive management (24%) are the functional
groups most often leading digitization efforts
Finance (65%, up 16% Y/Y) and D&A (56%) are the
functional areas with most focus on &
investments in digital disruption
Improve operational efficiency (62%) and increased
automation of core business process (46%) are the
top perceived benefits of digitalization
Cost reduction (62%) and headcount reduction
(36%) are the top metrics used to track
digitization's benefits
Lack of strategic vision (44%) and uncertainty over
where to start/invest (35%, up 13% Y/Y) are the
biggest perceived challenges to digitization
RPA (63% and data and analytics (61%) are the
perceived most important technologies to enable
digitization
KPMG Global Pulse Insights Survey — 1Q17
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. NDPPS 653829
Sectors with most focus on and investments in digitalization: Top 10
0% 10% 20% 30% 40% 50% 60% 70%
High Tech Products/Svcs
Automotive
Manufacturing
Pharma/Biotech
Energy/Utilities, Oil & Gas
Entertainment/Media, Hospitality/Travel,
Healthcare
CPG, Food & Beverage, Retail, Wholesale
Telco
Banking, Financial Services, Insurance
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
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. NDPPS 653829
Functional areas with most focus on and investments in digital disruption
0% 10% 20% 30% 40% 50% 60% 70%
Transportation/logistics
All business functions
Human resources
Procurement
Sales & marketing
Supply chain
Customer care
Information technology
Data and analytics
Finance & accounting
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
12© 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. NDPPS 653829
Client overall levels of activity and concern around digital disruption
5% 2%
22%
8%
49%
38%
22%
42%
3%11%
Level of Activity Leve of Concern
High
Moderate
Low
Little Y/Y Change
Level of activity Level of concern
KPMG Global Pulse Insights Survey — 1Q17
13© 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. NDPPS 653829
Polling question 2:How concerned is your organization about digital disruption?
Very concerned
Somewhat concerned
Not at all concerned
Select one:
14© 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. NDPPS 653829
Client Finance function levels of activity and concern around digital disruption
4% 2%
26%
10%
41%
43%
24%
36%
5%10%
Level of Activity Leve of Concern
High
Moderate
Low
Little Y/Y Change
KPMG Global Pulse Insights Survey — 1Q17
Level of activity Level of concern
15© 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. NDPPS 653829
Very active
Somewhat active
Not at all active
Polling question 3:How active is your organization in addressing and responding to digital disruption?
(Please select one)
Select one:
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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. NDPPS 653829
Functional group most often leading digitization efforts
0% 5% 10% 15% 20% 25% 30% 35%
Everyone
No one
Dedicated digitization team
IT group
Executive management
Business unit leaders in affected areas
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
17© 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. NDPPS 653829
Top 10 perceived benefits of digitalization
0% 10% 20% 30% 40% 50% 60% 70%
Accelerate/improve product/service development efforts
Better attract/retain new customers
Respond to competitive threats
Better align business and IT operations
Improve front-office channel management capabilities, getcloser (in a good way) to the prospect and customer
Accelerate/improve decision making process
Improve customer service/satisfaction
Improve operational effectiveness
Increase automation of core business processes
Improve operational efficiency
2017 2016
32% for respondents supporting F&A
KPMG Global Pulse Insights Survey — 1Q17
18© 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. NDPPS 653829
Metrics used to track benefits of digitization
0% 10% 20% 30% 40% 50% 60% 70%
No specific metrics/many metrics
Not meaningfully measuring
Revenue growth
Level/degree of process automation
Case by case metrics per project/initiative
Function/process operational efficiency
Function/process operational effectiveness
Reduced cycle times (i.e., for product/servicedevelopment/roll-out, general projects, etc.)
Headcount reduction
Cost reduction
2017 2016
Just 38% for respondents
supporting F&A
KPMG Global Pulse Insights Survey — 1Q17
19© 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. NDPPS 653829
Top 10 biggest challenges to digitization
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
No sense of urgency
Inability to develop compelling business case
Limitations of IT systems
Lack of funding
Poor understanding of impact
Cultural resistance to new ways of doingbusiness
Limited/conflicting understating of what it is
Lack of critical skills internally
Uncertainty as to where to start/invest mostheavily
Lack of strategic vision
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
20© 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. NDPPS 653829
Polling question 4:What do you see as the biggest challenge in enabling digitalization?
Select one:
Uncertainty as to where to start/invest most heavily
Poor understanding of impact
Financial services
Inability to develop compelling business case
No sense of urgency
Lack of critical skills internally
Lack of funding
Lack of strategic vision
Limited/conflicting understanding of what it is
Limitations of IT systems
21© 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. NDPPS 653829
Most important technologies to enable digitalization
0% 10% 20% 30% 40% 50% 60% 70%
Social media - external with clients and partners
Decision making tools and platforms
Mobile
Workflow across functions
Cloud infrastructure
Integrated enterprise systems (e.g., enterpriseresource planning, communications, collaboration)
Cloud applications
Process automation - cognitive automation
Data and analytics
Process automation - robotics processautomation/RPA
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
23© 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. NDPPS 653829
Role of the Finance function in enabling digitization: Highlights
Finance function is mostly likely to
play a supporting role, similar to
other parts of the business (51%),
in digitization efforts
Ability to apply financial & data
analytics to identify opportunities for
profitable growth (47%) and can
develop business cases/plans,
manage implementation efforts
(42%) are the most valuable skills
the finance function can bring to
digitization efforts
47%51%
$
KPMG Global Pulse Insights Survey — 1Q17
24© 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. NDPPS 653829
Typical Finance function involvement in digitization efforts
0% 10% 20% 30% 40% 50% 60%
Not typically involved, efforts and benefitstargeted at other parts of the organization
Not typically involved with efforts but recipientof any digitization benefits
Taking a leading role
Taking a supporting role, similar to other partsof the business
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
25© 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. NDPPS 653829
Most valuable skills the Finance function can bring to digitization efforts
0% 10% 20% 30% 40% 50% 60%
Can manage risks in digitization implementationefforts
Already experienced with digitalization tools, issuesand needs
Can best leverage and utilize new insights gainedfrom digitization
Understands regulatory risks, issues andrequirements
Understands the business
Can bring C-level support and direction toe efforts
Possesses cross-functional view of the organization
Can develop business cases and plans and manageimplementation efforts for various investments
Ability to apply financial and data analytics toidentify new opportunities for profitable growth
2017 2016KPMG Global Pulse Insights Survey — 1Q17
27© 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. NDPPS 653829
Role of the GBS organization in enabling digitization: Highlights
Sixty-two percent of respondents indicated
that having a strong GBS organization a
digitization enabler
The GBS organization is mostly likely to
play a supporting role, similar to other parts
of the business (33%), in digitization efforts
62%
33%
KPMG Global Pulse Insights Survey — 1Q17
28© 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. NDPPS 653829
Typical GBS organization involvement in digitization efforts
0% 5% 10% 15% 20% 25% 30% 35%
Not typically involved, efforts and benefitstargeted at other parts of the organization
Not typically involved but recipient of anydigitization benefits
Few/no clients have active/mature GBSorganizations
Taking a leading role
Taking a supporting role, similar to other partsof the business
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
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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. NDPPS 653829
Polling question 5:How important do you think a strong global business services organization is
to enabling digitalization efforts?
Select one:
Very important
Somewhat important
Not at all important
30© 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. NDPPS 653829
Is having a strong GBS organization a digitization enabler?
22% 24%
16%18%
62%59%
2017 2016
Yes
No
It depends
KPMG Global Pulse Insights Survey — 1Q17
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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. NDPPS 653829
Digitization as an enabler to organization agility, collaboration & partnering: Highlights
Sixty-four 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 reduce time
spend on transactional &
operational tasks to free
up time for collaboration
(67%) and better enable
cross-functional
ownership/accountability
for bus. Initiatives/better
enable planning/ execution
across functions (40%)
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 (58%) and a
willingness & openness
to use digitization
technologies (50%)
KPMG Global Pulse Insights Survey — 1Q17
33© 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. NDPPS 653829
Does increased digitization enable greater organizational collaboration and agility?
18% 20%
17% 13%
64% 67%
2017 2016
Yes
No
It depends
KPMG Global Pulse Insights Survey — 1Q17
34© 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. NDPPS 653829
How does digitization enable greater collaboration & partnering?
0% 10% 20% 30% 40% 50% 60% 70%
Better involve clients and partners to participate in ideageneration, problem solving, etc. (i.e., enable external
crowd sourcing)
Create greater awareness of cross-functional needs andissues
Involve more resources across the organization toparticipate in idea generation, problem solving, etc.
(i.e., enable corporate crowd sourcing)
Improve cross-function communications
Better identify how functions can and shouldcollaborate to address key issues, needs, etc.
Provide greater visibility into redundancy of efforts,investments, etc. across functions
Better enable cross-functional ownership andaccountability for business initiatives and better enable
the ability to plan and execute across functions
Reduce time spend on transactional and operationaltasks to free up time for collaboration
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
35© 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. NDPPS 653829
Skills, attitudes, & capabilities required to take advantage of digitization and enable better partnering & collaboration
0% 10% 20% 30% 40% 50% 60% 70%
Recognition and reward for embracing and utilizingdigitization technologies
Availability of digitization technologies
Willingness and openness to use digitizationtechnologies
Adequate skills and/or training to exploit digitizationtechnologies
Understanding of digitization technologies
Appropriate attitude to embrace new ways of doingbusiness that exploits digitization
Corporate and executive support and encouragementfor utilizing digitization technologies
2017 2016
KPMG Global Pulse Insights Survey — 1Q17
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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. NDPPS 653829
To what extent does the typical organization possess, embody & leverage the required partnering & collaboration skills, attitudes & capabilities?
3% 5%
33%37%
57% 45%
7%13%
0.5% 0%
Overall organizational digitizationskills
Finance function digitization skills
5=To a great extent
3=Somewhat
1=Not at all
KPMG Global Pulse Insights Survey — 1Q17
38© 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. NDPPS 653829
Learn more — Shared Services & Outsourcing AdvisoryKPMG 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
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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
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Learn more — EPM and FinanceCFO/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 Forbeshttps://home.kpmg.com/xx/en/home/insights/2015/10/view-from-top.html
“Profitability and Cost Analysis: An Eye on Value” | KPMG and ACCAhttps://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 Financehttps://home.kpmg.com/xx/en/home/insights/2016/03/ceos-of-financial-institutions-fs.html
"Digital Disruption and Transformation" | KPMG and Financier Worldwide / Risk & Compliancehttp://www.kpmg-institutes.com/institutes/advisory-institute/articles/2017/04/digital-disruption-riskandcompliancemagazine.html.
http://www.kpmg-institutes.com/institutes/advisory-institute/articles/2017/04/digital-transformation-riskandcompliancemagazine.html
40© 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. NDPPS 653829
Join the KPMG Institutes for the latest on GBS
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43© 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. NDPPS 653829
David J. Brown
David Brown
Global Lead,
Shared Services & Outsourcing
Advisory and
Partner, KPMG LLP (US)
KPMG LLP (US)
Orlando, FL
+1 314 803 5369
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
44© 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. NDPPS 653829
Morris (‘Mo’) TreadwayBackground
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
Morris Treadway
Global Lead,
Financial Management and
Partner, KPMG LLP (US)
KPMG LLP (US)
Houston, Texas
+1 832 880 8006
45© 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. NDPPS 653829
Stan Lepeak 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
Industry 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, Global Management
Consulting Research, KPMG
LLP (US)
KPMG LLP (US)
+1 203 444 1268
© 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. NDPPS 653829
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