Succeedingin
disruptivetimes
Three critical factors for business
transformation success
KPMG Global Transformation Study 2016
Less than half of executives
say they can realize
sustainable value from
business transformation.
47%
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Major organizations across the globe are attuned to the urgent
need to transform their business and operating models, in
light of evolving customer behaviors, disruptive technologies,
regulatory policies, and globalization. Yet many senior
executives feel their organizations are not capable of driving
the transformational changes necessary to create higherperforming
organizations.
Senior executives are alert to the rapidly
unfolding risks and opportunities, but many lack
key capabilities to respond effectively. These
are among the top conclusions of KPMG’s
2016 research on business transformation,
based on survey responses and interviews
with more than 1,600 senior executives across
industries in 16 countries.
In fact, KPMG’s Global Transformation Study
found that 96 percent of organizations are in
some phase of transformation, and nearly half
have completed at least one transformation
initiative in the past 24 months. While this flurry
of activity suggests that most organizations
are on the right path—by rethinking the
fundamentals of their business models and
introducing major changes to the way they
operate—the KPMG study also reveals
widespread doubts among many senior
executives that their intensive efforts will bear
the necessary results and ultimate value.
“Business leaders not only acknowledge
the urgency, but they also appreciate that
transformation cannot be a single ‘one and
done’ effort to resolve a specific or narrow
business challenge. Top executives realize that
their organizations must create mechanisms
to continually evolve and respond to their
external environment,” says Stephen G. Hasty,
Jr., KPMG’s Global Transformation Leader.
“Unfortunately, business leaders are up against
serious barriers to reaching these goals, as
well as massive disruptions in technology, and
customer preferences and demand.”
Study findings show that less than half of
executives (47 percent) believe they can
extract and maintain the planned value from a
future transformation initiative. In addition, only
half of executives (51 percent) believe they can
create short-term transformation wins.
Contents
What enables transformations
to succeed?. . . . . . . . . . . . . . . . . . 02
Focus on the customer. . . . . . . . . 03
Embed continual innovation into
the business. . . . . . . . . . . . . . . . . .04
Learn to thrive on change. . . . . . . . 06
Conclusion. . . . . . . . . . . . . . . . . . . 08
How KPMG can help
your business transform . . . . . . . 09
Methodology. . . . . . . . . . . . . . . . . 09
Acknowledgments. . . . . . . . . . . . 09
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
01Succeeding in disruptive times
One in three CEOs (34 percent) say their
organizations have failed to achieve the value
they anticipated from previous transformation
initiatives. Here is why:
Failure to understand the complexity of
the operating model: The most commonly
identified barrier to success (37 percent of
executives) is underestimating the significance
of operating model changes necessary to
affect transformation across the organization.
Inability to innovate: Nearly a third (31
percent) of executives say their organizations
are incapable of implementing formal
innovation processes, management, and
budgets.
Missing the cultural connection: Twentyeight
percent of executives say their existing
organizational culture is a barrier to execution.
Failure to take a “business value first”
approach to technology: Thirty percent of
executives say their organizations’ legacy
technology/systems are a barrier to success.
Transformations that begin with a specific
technology (rather than with strategic
objectives) are twice as likely to fail.
Inability to execute: Only 17 percent of
executives say their organizations are highly
capable of executing on an implementation
plan to build and operationalize a new target
operating model.
What enables transformations to succeed?
What characteristics illustrate the difference between
transformations that realize optimum value, and those that come
up short? KPMG’s research shows that transformation success
requires fundamentally changing how the organization operates.
“We’ve been on a transformative journey over a number of years,”
says Simon Jose, SVP and Head of Global Franchises and Platforms at
GlaxoSmithKline. “There are two big things in the external environment
driving this. The first is around customer transparency and trust. The
second dynamic is that the world is changing digitally. It is becoming
more global, new channels are opening, and people are communicating
in different ways. The model where everything is done through
representatives or face-to-face clearly has to change, because our
customers expect to access high-quality information when, where, and
how they like it, and not necessarily in a face-to-face interaction.”
“The dynamics of the market and the speed at which existing practices
are becoming obsolete—and innovative alternatives are entering—
have caused an unprecedented need and opportunity for business and
operating model innovation, in order to maintain and grow profitably,”
says Robert T. Vanderwerf, KPMG’s Global Transformation Strategy
Leader.
“To succeed in today’s environment, organizations need to improve
their ability to capture and analyze an immense amount of data to
develop timely customer, competitive, and operational insights. They
need to embed innovation within their core business to continually
develop new ways of creating and delivering value to customers in
the most cost effective way. And finally, they must use the latest
technologies as business innovation enablers and create an agile
culture, organization, and asset base to thrive in an environment of
change.”
KPMG’s global research points to three critical factors for business
transformation success:
1. Focus on the customer
2. Embed continual innovation into the business
3. Learn to thrive on change
What causes transformations
to fail?
© 2016 KPMG International Cooperative (“KPMG International”).
KPMG International provides no client services and is a Swiss entity
with which the independent member firms of the KPMG network are
affiliated.
“It is unquestionable that the customer
has become more powerful and informed,”
says Julio J. Hernandez, KPMG’s Global
Customer Advisory Leader. “Organizations
are attempting to bring the customer’s
perspective and value to the table,
however, few are properly understanding
the customers’ evolving expectations
and aligning it to the value drivers of the
organization.”
KPMG’s research found that 41 percent of
organizations identify changing customer
demographics, behaviors, and expectations
as the most influential source of insights
and trends for their business transformation
strategy. While this number reflects a large
segment of organizations that are now paying
closer attention to their customers, research
also revealed that only 16 percent of executives
predict that customer behavior changes driven
by the generation shift (e.g. Millennials) might
disrupt their current business model within the
next three years.
“Customers are always changing and so are
their needs,” says Vivek Gambhir, Managing
Director, Godrej Consumer Products. “We
believe that we have to create a model that is
adaptive enough. This involves building muscle
internally so that we can react and respond
faster to these changing customers and their
needs.”
“This research finding about the near-term
impact of changing customer behaviors is
cause for concern,” says Margaret Cowle,
KPMG’s Asia Pacific Transformation Leader.
“To remain relevant to their customers as
market change accelerates, organizations
need to understand the value customers
attach to particular products, services, and
delivery models. From there, the key is to
understand and quantify the competitive value
that transforming the customer experience
will bring to the organization, and then align
the necessary changes to the business and
operating models around that value.”
Essentially, the task is to continually evaluate
and adjust your customer experience, based on
the needs of today and tempered with a clear
understanding that tomorrow’s customers will
have different expectations than today’s. That
means continuously listening and analyzing
what customers want and value, evaluating
the leading comparative practices, and then
deciding how the organization can evolve its
customer value propositions to meet these
needs both profitably and competitively.
Consequently, segmenting customers
strategically is critical. For that, the correct
data and a strong analytics capability are vital.
Forty-four percent of executives point to data &
analytics as both the top driver and enabler of
new business and/or operating models in their
organizations.
Christian A. Rast, KPMG’s Global Data
& Analytics Leader, says, “by employing
sophisticated data & analytics, companies
can mine customer data more easily to
gain insights into their behaviors, and use
those insights to make informed business
decisions. Leveraging this kind of technology
fueled capability can help organizations derive
real, meaningful value from transformation
initiatives, especially as the next-generation
of ‘always on’ customers provide real-time
insights of their preferences through connected
devices.”
“Furthermore,” he continues, “as described
in ‘Going Beyond the Data: Turning Data from
Insights Into Value,’ data about the customer is
often fragmented across almost every function
in the organization—from finance and risk
through to sales and customer service—and
this data needs to be brought together to
achieve a richer understanding of the customer.
But organizations can’t just see this as a data
or technology issue – driving real value from
customer data requires multiple stakeholders
to come together to agree on what they want
to achieve together and, therefore, what
questions to ask the data.” 1
“We’ve got a huge amount of information
about our customers, and it’s easy to act on
that data if what we’re trying to do is uncover
insights that inform longer-term initiatives, like
product development,” says Jon Wardman,
Vice President, CRM at Hilton Worldwide.
“But it’s harder to activate that data when it
needs to be in real time. And that’s where
we’re focused on investing resources.”
The challenge is for organizations to gain value
from these “outside-in” perspectives. Almost
half (48 percent) of executives state that they
are incapable of capturing signals of change in
the marketplace to develop unique insights and
hypotheses on customers’ preferences and
demands.
This organizational intelligence must be rooted
in a strong data & analytics capability, founded
on four anchors of trust: quality, accuracy,
integrity, and accepted use. Christian Rast
explains, “with so much now riding on the
output of data & analytics, a new, heightened
focus on trust is emerging. And as algorithms
begin to make more decisions about, or on
behalf of, people, trust will quickly become a
defining factor of data & analytics.”
1
“Going Beyond the Data: Turning Data from Insights Into
Value,” KPMG 2015.
Only 16% of executives
predict that customer
behavior changes driven
by the generation shift (e.g.
Millennials) might disrupt
their current business model
within the next three years.
Focus on the customer
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
03Succeeding in disruptive times
Business leaders must embed continuous
innovation into the culture and structure
of their organizations in order to build
enduring competitive advantages. To do
so, they must have insights into what
customers today and in the future truly
value, and must follow a “business value
first” approach to technology. Such an
effort calls for enabling the organization
to work smarter and faster so it can create
return on investment even as it continues
to innovate.
Executives must look at all corners of the
marketplace to predict disruptive changes to
stay ahead of their competitors. Successful
companies will proactively disrupt themselves
before a competitor or regulatory change
forces disruption upon them, so they can
remain competitive and continue to satisfy
current and future customer needs. That
means transforming the business and
operating models with the technology tools,
the time commitment, and the appropriate
resources and decision-making authority
so that innovations can be created and
implemented. Innovation has to become a core
capability and a top organizational priority.
Organizations must also design data & analytics
strategies that take a full lifecycle view of
analytics: from data through to insights and
ultimately to generating value. Data & analytics
strategies must be integrated into the business
and operating models to enable innovation,
monitor performance, and respond quickly to
insights gleaned from customers, operations,
and the marketplace. This intelligent feedback
loop must be as near to real time as possible,
and grounded in trusted approaches and
controls, so that organizations can stay ahead
of constantly evolving marketplace dynamics.
“Senior executives must accept that innovation
cannot be an afterthought, or satisfied by
‘tacking-on’ occasional, periodic, innovative
fixes to organizational challenges,” explains
Ioannis Tsavlakidis, KPMG’s Germany
Transformation Leader. “However, many
business leaders realize that they have not
formalized ways to embed innovative thinking
or processes into day-to-day operations.”
Indeed, KPMG research found that nearly a
third (31 percent) of executives admit that
their organization is incapable of implementing
formal innovation processes, management,
and budgets.
“The impact now, compared to years ago, is
the pace of innovation we’re demanding of
ourselves in order to keep serving customers,”
says Dan Leberman, Vice President, GM North
America Small Business at Paypal. “We’ve
invested more over the last three to five years
than previous periods. As such, there are many
examples of recent products and services
we’ve built to make it easier for people to
move and manage money.”
“Innovation is just as much about strategy and
insight as it is about speed and execution,”
says Steven Hill, KPMG’s Global Head of
Innovation & Investments. “It is critical to
consider why you are innovating, and how
your efforts will address customer needs
in the most effective way as the market
evolves. Customers are seeking differentiated
experiences and value, which often require
changes to value propositions, business model
components, and underlying operating model
enablers.”
Keeping a finger on the pulse of technologies
spearheaded or matured in other sectors can
also spark and enable innovation. In addition
to evaluating and exploiting existing systems,
innovative organizations are more likely to
address the impacts of current technologies
such as cloud, digital, and mobile and emerging
technologies such as cognitive/artificial
intelligence.
“Organizations that commit resources to foster
a culture of innovation are best positioned
to take advantage of the convergence of
current and emerging technologies,” says
Gary Matuszak, KPMG’s Global Technology,
Media, and Telecommunications Sector Leader.
“Organizations are dedicating specific budgets
to innovation centers and research labs to
pilot and deploy new disruptive technologies.
Successful innovation strategies will ultimately
depend on collaboration between technology
and business leaders to translate new systems
and processes into value drivers for the
business.”
Embed continual innovation into the business
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which
the independent member firms of the KPMG network are affiliated.
2
“The Clockspeed Dilemma: What Does it Mean for Automotive Innovation?” KPMG, 2015.
3
“Real Solutions for Real-time Payment Systems,” KPMG, 2016.
How can organizations take a “business value
first” approach to technology?
David J. Evans, KPMG’s Global Technology Advisory Leader, says
“to achieve the optimum value from transformation, business
leaders cannot afford to implement new technology for the sake
of technology. Successful transformations follow a ‘business
value first’ approach, where you use technologies such as digital,
mobile, and cloud to drive innovation and enable business value
through transformation. Technology enablers must deliver on your
customers’ expectations, even as they evolve.”
For example, KPMG’s report, “The Clockspeed Dilemma,”
describes how “the automotive ecosystem is undergoing
significant transformation from the introduction of autonomous
vehicles and from changes in connectivity and mobility-on-demand.
The innovations in these technologies are driven by changes in
customer behavior, which are bringing in competitors from fastpaced
industries: tech giants, high-tech start-ups, and companies in
telecom and consumer electronics.”2
Meanwhile, according to KPMG’s report, “Real Solutions for Realtime
Payment Systems,” “more and more, banks and financial
institutions are embracing real-time payment (RTP) systems,
because customers are demanding it. We operate in a world
where its payment capabilities are increasingly being shaped by
an audience that requires immediacy of their information and
whose digital expectations are ever-growing; expectations defined
by a payment’s speed, accuracy, and simplicity, and which are
fundamentally changing the way consumers and commercials alike
do business with and among each other.”3
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which
the independent member firms of the KPMG network are affiliated.
05Succeeding in disruptive times
Senior executives need to build agility into their organizations,
so that as the business environments they operate in shift, their
organizations are better able to transform and adapt to the
innovations generated.
“One of the primary drivers of transformation is sector convergence,”
explains KPMG’s Global Head of Clients & Markets, Isabelle Allen. “This
is creating both opportunities and threats in the shape of new markets,
channels, technologies, propositions, and behaviors. The lifespan of
strategies is shrinking as a consequence, so organizations need to
respond by increasing agility, innovation, and efficiency. The need to align
financial, business, and operating models is becoming more critical. This
alignment requires tone at the top leadership and an enabling culture.”
Pierre Louette, CEO Delegate at Orange SA says: “people say there
are around 120 competitors in Europe. Each of the 28 countries in the
European Union today have unique regulators and evolving competitive
sets. We have huge pressure on prices, which makes it very obvious for
us that we need to adapt the cost structure and create an agile operating
model to respond to new market conditions.”
Disruption creates opportunities for those with the vision, will, and skill
to move quickly. Karl-Heinz Streibich, Chairman and CEO at Software AG
says, “the speed of adapting to change is of the essence. The faster the
enterprise moves, the easier it is to turn a business challenge into a new
business opportunity.”
Learning to thrive on change means more than merely quick reaction
times to market demands. In order to drive value in this dynamic
environment, organizations need to take a fresh perspective on
transformation, organizational structure, and asset ownership. “Several
of the drivers and conditions that made organizations successful are
changing and are unlikely to be sufficient to sustain future growth,” says
Nicholas Griffin, KPMG’s Global Strategy Leader.
“Disruptive business models tend to use technologies, knowledge,
and channel strategies from more than one sector and then combine
them to create new offers and attract new customers. A combination of
the complexity, need for speed, and wide range of options means that
organizations are starting to realize that they do not have the resources,
capabilities, agility, and risk appetite to act alone. In this environment,
the ability to collaborate with other organizations to access markets
and channels, create compelling offers, and create more engaging
relationships with customers will become a far more prevalent strategy.”
To thrive on innovation and collaboration will require the enablement
and transformation of operating models including the refocusing and
revitalization of cultures. Organizations need to be realistic about the
changes necessary to realize desired outcomes. More than a third (37
percent) of executives say that the greatest execution barrier they face
in transformation is underestimating the significance of changes to their
organization’s operating model.
“Overcoming this execution barrier means taking a strategic approach to
decision-making around how operating model components are sourced
for maximum effectiveness and flexibility,” says Jon Slatkin, KPMG’s
U.K. Transformation Leader. “You need to consider which capabilities
make sense to organically build, acquire, or implement through your
partner ecosystem—through a competitive value lens. Organizations
today have a vast array of options when it comes to making build, buy,
partner decisions. Marketplace advances such as cloud, cognitive/artificial
intelligence, and 3D printing technologies provide the potential to gain
new levels of customer value, cost effectiveness, and flexibility to allow
for future pivots—all at the same time.”
Executives need to build a culture in which people expect and embrace
change, and ensure that people at all levels of the organization have the
right skillsets for tomorrow. Anticipating that customer demands and
technologies will constantly change, executives need to put into place
programs that train and retrain talent on an ongoing basis, and recruit the
right talent as required skillsets evolve.
of executives
surveyed say that the
greatest execution
barrier they face in
transformation is
underestimating the
significance of changes
to their organization’s
operating model
37% Learn to thrive on change
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
“Executives are continually challenged by their ability to change
behaviors down and across the organization,” notes Mark Spears,
KPMG’s Global People and Change Leader. “You need to build new
behaviors into your strategy and operating model, starting with the CEO’s
vision and communicating through to the talent, operating procedures,
and measures and incentives that drive and demonstrate success.
Embedding a new culture that embraces innovation requires the active,
ongoing support of all leaders, managers, employees, contractors, and
partners of the business.” And yet less than half (49 percent) of the
executives KPMG surveyed consider their organizations capable of
communicating regularly throughout the transformation journey.
Looking beyond human talent, executives must determine which
business and operating model components can benefit from digital labor.
They must build digital labor into the talent strategy of their organizations,
and determine where new technologies can augment human labor or, in
some places, replace it. Executives must consider what skillsets people
will need to maximize the benefit from the capabilities of these new
technological enablers.
“Cognitive software mimics human activities such as perceiving,
inferring, gathering evidence, hypothesizing, and reasoning. And when
combined with advanced automation, these systems can be trained to
execute judgment-intensive tasks,” according to KPMG’s 2016 report,
“Embracing the Cognitive Era.”4
Executives need to consider which
decision-making capabilities can be completed by algorithms throughout
the transformation initiative. Regardless of the talent strategy they follow,
executives need to think about how that strategy will flex and adapt to
future disruptors.
Transformation success requires a similarly agile approach to technology
decisions, which must deliver greater value to customers and allow the
organization to thrive on change. Technology decisions should be made
through a “business value first” lens. Thirty percent of executives say
their organization’s legacy technology/systems are a barrier to success.
Leaders need to consider the business value of legacy technologies,
which they may not have to “rip and replace.”
Rather than incur costs from replacing legacy technologies, many
transformation initiatives achieve more rapid returns by maintaining those
legacy systems and integrating new technologies and platform providers
for value creation. Recent advancements in technologies such as
digital, cloud, robotics, cognitive/artificial intelligence, and other platform
providers allow organizations to pivot faster, and provide more capability
and flexibility to the business.
“Technologies like cognitive software are designed for change,” says
Todd Lohr, KPMG’s Global Transformation Enablement Leader. “Machine
learning allows you to change systems, platforms, and processes on a
continual loop as your value propositions to customers change, leading
to more agile operating models. Successful organizations will gain and
maintain competitive positions because they are able to take advantage
of new technology enablers, innovate faster, and create greater value for
their customers and organization.”
4
“Embracing the cognitive era: Using automation to break transformation barriers–and make
every employee an innovator,” KPMG, 2016.
“Executives need to extend
capabilities to develop effective
transformation strategies
and manage the increasing
complexity of build, buy,
partner decisions in today’s
environment.
Build. How will your organization and
assets evolve to maintain relevance
among the constantly changing market
environment? How will you ensure your
talent continuously has the right skills?
Buy. What capabilities are critical to
acquire—and when—to create and
sustain competitive position over time?
How will your strategic acquisitions
interconnect with existing capabilities?
Partner. What capabilities should be
contracted into your market ecosystem?
Can you sufficiently customize and/or
integrate the assets your organization
does not own, to create competitive
advantages while maintaining flexibility?”
— Dr. Christoph Zinke,
KPMG’s China Transformation Leader
– Karl-Heinz Streibich, Chairman and CEO, Software AG
“The speed of adapting to change is of
the essence. The faster the enterprise
moves, the easier it is to turn a
business challenge into a new business
opportunity.”
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
07Succeeding in disruptive times 07
KPMG’s research points to three critical
factors that make the difference between
transformations that realize optimum value,
and those that come up short—capabilities
that enable customer focus, continual
innovation, and agility.
“Our study clearly reveals an appetite for bold change
among senior business leaders, but it also uncovers a level
of uncertainty that they are taking all the necessary steps to
achieve the most value,” observes KPMG’s Stephen Hasty.
“Organizations need to better focus on the customer, and build
businesses that are committed to innovation and can act with
agility. These are critical factors for organizations to achieve a
higher level of transformation that will create value, and sustain
it in the future.”
Conclusion
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client
services and is a Swiss entity with which the independent member firms of the KPMG network are
affiliated.
KPMG’s business transformation approach is customer-oriented,
innovation-driven, and technology-enabled. We work shoulder to
shoulder with clients to help develop their strategic and financial
objectives. Our approach connects strategy with execution by aligning
the required business and operating models, organizational culture,
and change capabilities in order to achieve the optimal value from
transformation.
Isabelle Allen
Global Head of Clients &
Markets, KPMG
Margaret Cowle
Asia Pacific Transformation
Leader, KPMG
David J. Evans
Global Technology
Advisory Leader, KPMG
Vivek Gambhir
Managing Director,
Godrej Consumer Products
Nicholas Griffin
Global Strategy Leader,
KPMG
Stephen G. Hasty, Jr.
Global Transformation Leader,
KPMG
Julio J. Hernandez
Global Customer Advisory
Leader, KPMG
Steven Hill
Global Head of Innovation &
Investments, KPMG
Simon Jose
SVP and Head of Global
Franchises and Platforms,
GlaxoSmithKline
Dan Leberman
Vice President, GM North
America Small Business,
Paypal
Todd Lohr
Global Transformation
Enablement Leader, KPMG
Pierre Louette
CEO Delegate, Orange SA
Gary Matuszak
Global Technology, Media,
and Telecommunications
Sector Leader, KPMG
Christian A. Rast
Global Data & Analytics
Leader, KPMG
Jon Slatkin
U.K. Transformation Leader,
KPMG
Mark Spears
Global People and Change
Leader, KPMG
Karl-Heinz Streibich
Chairman and CEO,
Software AG
Ioannis Tsavlakidis
Germany Transformation
Leader, KPMG
Robert T. Vanderwerf
Global Transformation
Strategy Leader, KPMG
Jon Wardman
Vice President, CRM, Hilton
Worldwide
Dr. Christoph Zinke
China Transformation Leader,
KPMG
KPMG’s 2016 Global Transformation Study offers a groundbreaking
analysis of perspectives among global senior executives on business
transformation. The study targeted more than 1,600 senior executives
from organizations with at least US$500 million in annual revenue in 16
key markets (Australia, Belgium, Brazil, Canada, China, France, Germany,
India, Italy, Japan, Mexico, Netherlands, Spain, Switzerland, United
Kingdom, and United States). The study, conducted between December
2015 and February 2016, included 54 percent from the ranks of C-level
executives, with the remainder being managing director or above.
Executives were evenly split among all industries.
KPMG and Forbes Insights would like to thank the following executives
for sharing their time and expertise with us.
How KPMG can help your
business transform
Methodology
Acknowledgements
© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client
services and is a Swiss entity with which the independent member firms of the KPMG network are
affiliated.
09Succeeding in disruptive times
For further information about this study and how KPMG can help your business, please contact:
© 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-àvis
third parties, nor does KPMG International have any such authority to obligate or
bind any member firm. All rights reserved.
The KPMG name and logo are registered trademarks or trademarks of KPMG
International.
kpmg.com/socialmedia kpmg.com/app
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.
Global Leaders
Stephen G. Hasty, Jr.
Global Transformation Leader
shastyjr@kpmg.com
Robert T. Vanderwerf
Global Transformation Strategy Leader
rvanderwerf@kpmg.com
Todd Lohr
Global Transformation Enablement Leader
tlohr@kpmg.com
Country Leaders
Hitoshi Akimoto
Japan
hitoshi.akimoto@jp.kpmg.com
Philip Barfield
Australia
pbarfield@kpmg.com.au
Maurizio Castello
Italy
mauriziocastello@kpmg.it
Jerome Charlier
France
jcharlier@kpmg.fr
Jonathan Coltman
United Kingdom
jonathan.coltman@kpmg.co.uk
Didier Descombes
France
ddescombes@kpmg.fr
David J. Evans
Canada
djevans@kpmg.ca
Guillermo Padilla Fernandez
Spain
gpadilla@kpmg.es
Ron Gardoll
Australia
rgardoll@kpmg.com.au
Pieter Herremans
Belgium
pherremans@kpmg.com
Sven Linden
Germany
svenlinden@kpmg.com
Markus Richter
Switzerland
markusrichter@kpmg.com
Prafull Sharma
Switzerland
prafullsharma@kpmg.com
Romal Shetty
India
romalshetty@kpmg.com
Jon Slatkin
United Kingdom
jon.slatkin@kpmg.co.uk
Ioannis Tsavlakidis
Germany
itsavlakidis@kpmg.com
Anthony Van de Ven
Belgium
avandeven@kpmg.com
Marit van Dijk
Netherlands
vandijk.marit@kpmg.nl
Dr. Christoph A. Zinke
China
christoph.zinke@kpmg.com
Regional Leaders
Margaret Cowle
Asia Pacific Transformation Leader
margaret.cowle@jp.kpmg.com
Stephen G. Hasty, Jr.
Americas Transformation Leader
shastyjr@kpmg.com
Robert T. Vanderwerf
Europe, Middle East, and Africa
Transformation Leader
rvanderwerf@kpmg.com
kpmg.com/transformation