Re-prioritizing digital transformation Webinar... · Brian D’Souza Head of Consulting KPMG...
Transcript of Re-prioritizing digital transformation Webinar... · Brian D’Souza Head of Consulting KPMG...
Re-prioritizing digital transformation
June, 2020
KPMG Advisory Services Limited
Chief Information Officer (CIO) Webinar
PA
NE
LIS
TS
Nizar TundaiHead of TechnologyDiamond Trust Bank
GUEST PANELIST
Brian D’Souza Head of ConsultingKPMG Advisory Services Limited
T: +254 709 576 132E: [email protected]
Nancy Mosa Director, ConsultingKPMG Advisory Services Limited
T: +254 709 576 133E: [email protected]
Anastacia Kamande Associate DirectorKPMG Advisory Services Limited
T: +254 709 576 267E: [email protected]
Martin Kimani Associate DirectorKPMG Advisory Services Limited
T: +254 709 576 143E: [email protected]
Antony Nzamu Associate DirectorKPMG Advisory Services Limited
T: +255 762 195 572/+254 709 576 247E: [email protected]
© 2020 KPMG Advisory Services Limited, a Kenyan Limited Liability Company and a member firm of the KPMG networkRE-PRIORITISING DIGITAL TRANSFORMATION
of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All 2
CIO WEBINAR rights reserved.
© 2020 KPMG Advisory Services Limited, a Kenyan Limited Liability Company and a member firm of the KPMG network
of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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Introduction – Brian DeSouza (Head of Consulting)
IT in an economic downturn – Martin Kimani (Associate Director – Transformation)
Accelerating digital transformation - Martin Kimani & Anastasia (Associate Director, Data & Analytics)
Resilience and cyber – Antony Nzamu (Associate Director, Assurance)
Panel session – Nancy Mosa ( Director, Consulting) , Nizar Tundai (Head, IT DTB)
Re-prioritised roles for CIOs - Brian DeSouza (Head of Consulting)
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All 2
CIO WEBINAR rights reserved.
© 2020 KPMG Advisory Services Limited, a Kenyan Limited Liability Company and a member firm of the KPMG network
of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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Q&A – Brian DeSouza – Brian DeSouza (Head of Consulting)
1
Introduction
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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As KPMG,we viewthe crisisarisingfromCOVID-19as moving
through fourphases
We have focused on building points of view across these phases. Many of our clients and their customers
are still in the ‘Resilience’ and ‘Recovery’ phases.
This is preliminary thinking as market trends continue to evolve across these phases to the ‘New Reality’. We continue to update this
information and our response accordingly.
1. INTRODUCTION
REACTIONRespond to crisis
RESILIENCEManage through uncertainty
RECOVERYIdentify opportunities
NEW REALITYAdapt to a new world
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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As KPMG,we viewthe crisisarisingfromCOVID-19as moving
through fourphases
1. INTRODUCTION
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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– Professional and personal lives
rapidly and simultaneously disrupted
– Lack of precedence and
uncoordinated government
responses fuel panic-type behavior
in certain areas
– Capital market sell-offs and
consumer good shortages
compound panic
– Lockdown orders stall all but
“essential” consumption
– Immediate liquidity crises for
businesses and individuals
– Panic behavior subsides and
controls loosen as virus spread is
seen to be contained and/or
“curable.”
– Consumer demand still constrained
by lost wages, investment losses,
and recessionary fears.
– Global supply chains are slow to
recover.
– “Interest free” capital struggles to
find early takers and momentum
builds slowly.
– Capital projects begin to scale and
fuel hiring.
– Consumer sentiment and
consumption improves as jobs are
created, investments trend positive
and anxiety passes.
– Positive climate impacts from
reduced travel during crisis fuel
“ESG-aware” recovery.
– Early indications of “new normal”
emerge as certain pre-COVID-19
stalwarts struggle to recover while
crisis-tested alternative solutions
scale
– “New normal” sets in as learned
behaviors and empowering
technologies tested during crisis
become standard.
– Nature of interactions
(communication/travel/education) is
irrevocably changed.
– Migration towards mega-cities levels
off as remote connectivity proves
viable and fears of population
density risks persist.
– New “baby boom” among Millennials
redefines their spending priorities
and habits
1. INTRODUCTION
REACTIONRespond to crisis
RESILIENCEManage through uncertainty
RECOVERYIdentify opportunities
NEW REALITYAdapt to a new world
Mostorganizationsareexperiencingsimilarshortand long-term
macro-economicconditionscreatedby the COVID-19crisis…
Organizations thrust simultaneously
into triage
While working to define what is being
irrevocably changed
Depth/duration of Resilience and path to Recovery will vary
by company/sector and the response tailored accordingly
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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2
IT in aneconomicdownturn
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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2. IT IN AN ECONOMIC DOWNTURN
IT’sprioritiesbeforeandduringa recession…
1 Simultaneous belt tightening
2 Business-as-usual stability
3 Stepping up product/service support
WhatcanITleadersdoinordertopreparefor
ornavigatethedemandsofarecession?
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved.
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2. IT IN AN ECONOMIC DOWNTURN
Technologyspend isat itshighest level…
2019 Harvey Nash/ KPMG CIO surveyRespondents reporting a technology budget increase in the last 12
months.
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proighntsdreesenrvetd. e
2. IT IN AN ECONOMIC DOWNTURN
Technologyspend isat itshighest level…
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2. IT IN AN ECONOMIC DOWNTURN
Navigatingpotential ITspendingpitfalls…
Paying technical debt Transformation costs Modernising delivery
Underspending or spending on the
wrong technologies or capabilities
– Utilizing cost- effective technical
platform e.g. cloud capabilities
– Sourcing models/effective
contracting.
– Use of AI to automate
Review cost levers to spot
opportunities (tactical, strategic
and survival)
– Cost arbitrage
– Rearchitecting
– Efficiency
– Consumption and demand
management
Capabilities to help business
succeed in a competitive
marketplace
– Building capabilities in an agile
way (CI/CD pipeline, DevOps)
– Rationalize redundant technology
products and re-platform
– Simplify and transform its
technology foundation
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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Accelerating digital transformation
during COVID-19
3
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3.ACCELERATING DIGITAL TRANSFORMATION DURING COVID-19
Key insight…
80%
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Revenue growth over
the next three years
hinges on digital
offerings and
operations
COVID-19pandemichasforcedbusinessesto
almostimmediatelyrelyontheirtechnological
infrastructure not only to support remote
working,buttosupportthetop line.”
IT leaders should take the forefront of this wave of transformation
by taking charge of the transformation of their operating models
by investing in key enablers such as cloud, AI, blockchain, data
and analytics.
“
3.ACCELERATING DIGITAL TRANSFORMATION DURING COVID-19
Ourperspective– Initiativesthroughthe five lenses…
1 2 3 4 5
Business impact How should programs
be reprioritized
based on their
impact?
Risk &
Compliance What is the risk of
canceling or delaying
the initiative?
Financial
implication What direct and
indirect financial
impacts will this
program affect?
Prune and invest
versus slash and burn
Third party
relationships How will this
reprioritization affect
my relationship with
partners?
CulturalHow will cutting
transformation
initiatives impact the
culture we have
worked so hard to
create?
“Cutting expensive, large-scale transformations
may seem appropriate in the current
environment..”
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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Resilience andCyber
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4.RESILIENCE AND CYBER
Business andtechnology resilienceThe COVID-19 outbreak has caused organizations to reconsider their business and technology capacities as well as
their future operating models, including the following aspects:
Flexible service delivery methods1 Upgrading technology applications2
Flexible modes of working3 Developing BCM strategies4
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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4.RESILIENCE AND CYBER
Business andtechnology resilience
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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4.RESILIENCE AND CYBER
Cybersecurity– COVID-19riskfactorsOrganized crime groups are exploiting the fear, uncertainty and doubt which COVID-19 brings to target individuals
and businesses in a variety of ways. Some of the key cyber risk factors COVID-19 include:
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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Re-prioritising the roles forCIOs
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Technology leaders can help their organizations respond by taking action in the following priority areas:
Re-prioritisedrolesforCIO’s
Taking the lead in business model disruption
Focus on critical problems
Enable remote work
Optimize cloud infrastructure
Review security, risk and governance
Continue transformation work
Reframe funding
Adjusting the IT operating model
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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AVAILABLE RESOURCES
2020CIOsurvey
Exploring the
future of IT
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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Re-launchoftheHarveyNash/KPMGCIOSurvey
fromMonday,15June2020!Key updates:
We have revised the survey questions to include questions to better understand
the IT impacts of the COVID-19 pandemic, and shortened the survey in
consideration of those who had previously responded.
The survey will remain open until Friday, 31 July 2020 and it takes 15-20
minutes to complete. On completion, respondents will receive:
– A full copy of the final report;
– A Personal Benchmark Report – a personalized comparison or your key
survey responses with your CIO peer group; and
– A complimentary invite to one of our exclusive launch events held in up to 25
locations across the world.
Please click here
https://harveynashgroup.eu.qualtrics.com/jfe/form/SV_aXnW2zJXPt9nkl7?source
=KPMG
to take part in the 2020 Harvey Nash/KPMG CIO Survey
Secure audio &
video conferencing
Remote working
at scale
COVID-19 Fraud
and scams
Thought leadership
AVAILABLE RESOURCES
https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Cyber% 20hygiene%20for%20audio%20and%20video%20conferencing% 20FINAL.pdf
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Pivoting%20to%20remote%20working%20at%20scale%20FINAL.pdf
https://assets.kpmg/content/dam/kpmg/in/pdf/2020/03/forensic-covid-19-frauds-and-scams.pdf
Steps the CISO can take now to keep businesses operating
Thought leadership
AVAILABLE RESOURCES
https://home.kpmg/content/dam/kpmg/ke/pdf/rc/covid-19-%20steps%20ciso%20can%20take%20to%20keep%20businesses%20operating.pdf
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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
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Cyber resilience guide
https://home.kpmg/content/dam/kpmg/ke/pdf/rc/KPMG%20in%20Canada_Cyber%20Resilience%20Guide%20(1).pdf