The latest trends and technologies driving GBS … latest trends and technologies driving GBS...
Transcript of The latest trends and technologies driving GBS … latest trends and technologies driving GBS...
The latest trends and technologies driving GBS maturity
1Q 2016 Pulse Survey Results—Thursday, 19 May, 2016
KPMG Global Insights Pulse
2©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 services to clients. 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 LepeakDirectorGlobal Research, Management Consulting KPMG LLP (US)
David BrownGlobal LeadShared Services & Outsourcing Advisory,KPMG LLP (US)
Managing Director,Management Consulting KPMG LLP (US)
Liz Evans
3©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 services to clients. 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.
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KPMG’s shared services and outsourcing advisory practiceKPMG has the ability to support member firms’ clients transform enterprise
services and help improve value, increase agility and create sustainable business performance.
Who we are
What we do
How we 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. We help clients design, build, and manage information technology (IT) and business processes across the enterprise.
We 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.
We apply focused research, automating tools, proprietary data, clear business acumen, and a forward-thinking mind-set to provide timely, objective, actionable advice and practical approaches for clients.
5©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 services to clients. 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.
Polling Question 1:
In which of the following industry groups does your organization operate? (Please select 1)
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
6©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
KPMG Global Insights Pulse
The surveys are a quarterly review of global business services (GBS) market trends and individual observations from the ‘front lines’.
Input sources: Topics evaluated: Primary functional focus:
— 1000+ KPMG sourcing advisors
— 12 leading global business, IT, and cloud service providers
— KPMG market research
— Drivers for GBS usage
— Demand and buying patterns
— Deal attributes
— Thematic topics for each Pulse Survey
— The role of the GBS executive
— GBS governance
— Update on process and cognitive automation
— 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 futures
— 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.
1Q16 Global Insights Pulse Survey results:
8©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 services to clients. 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.
Summary — key findingsThere are a variety of means organizations can employ to drive increased maturity levels for their global business services operations thereby furthering meaningful and measureable business outcomes. Three key paths to support this approach are promoting and enhancing the role of a single, global, GBS executive leader, improving the capabilities for conducting GBS governance, and adopting and exploiting opportunities with process and cognitive automation to both improve the efficiency but more importantly the effectiveness of GBS operations and capabilities.
234
The role of the GBS executive
Process and cognitive automation adoption trends
1 GBS market trends
Governance best practices for GBS
GBS market trends
10©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 services to clients. 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.
Demand dashboard
Service providers: Pipeline growth last quarterAdvisors: Demand increase by service delivery modelnext 1–2 quarters
Service providers: Demand next 1–2 quarters Advisors: Top functional focus areas for service delivery improvement efforts
65% 72% 65% 67% 69% 60% 31% 33% 54%
3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16
33% 33% 46% 55%
BPO ITO Sharedservices
Internal processimprovement
4% 39% 57%
Down Flat Up
Source: KPMG Global Pulse Survey 4Q15 Note: Numbers may not total 100% due to rounding.
13%18%20%
25%35%35%
49%51%
All areas, including IT
Supply chain
Customer care
Procurement/source to pay
Data & analytics
HR
F&A
IT
11©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 services to clients. 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.
Advisors: Top approaches to improve service delivery capabilities
8%
14%
23%
24%
25%
30%
31%
42%
48%
51%
0% 20% 40% 60% 80% 100%
Investments into process & cognitive automation
Use/expansion of offshore captive SSCs
Insourcing work previously outsourced
Use/expansion of BPO
Use/expansion of ITO
Investments into/improvements to enterprise software
Investments into cloud computing services
Use/expansion of SSCs
Improve current SSC/outsourcing governance
Internal process improvement/re-engineering efforts
1Q16 1Q15 1Q14
12©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 services to clients. 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.
Polling Question 2:
How has your or your client organization(s)’ appetite for shared services and outsourcing changed over the past 12 months? (Please select 1)
Relative interest in/use of outsourcing has grown/increased compared to shared services
Relative interest in/use of shared services has grown/increased compared to outsourcing
No change in interest/use of one service delivery model compared to the other
N/A, don’t know
13©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 services to clients. 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.
Advisors: Demand by industry
7%
30% 25%
16%18%
12%
15%
12% 8%
46%
Banking, Financial Services, Insurance
Pharma/Biotech CPG, Food & Beverage, Retail, Wholesale
Energy/Utilities, Oil & Gas
Healthcare
Govt (Fed, State, Local), Education/Non-Profit
Telco
Manufacturing
No one specific sector/vertical industry
Transport & Logistics
Source: KPMG Global Insights Pulse 1Q16
14©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 services to clients. 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.
Polling Question 3:
What is your or your client organization(s)’ top preferred means to improve global business services delivery capabilities? (Please select 1)
Improve governance and management capabilities of existing efforts
Internal process improvement/process re-engineering efforts
More use of ITO
More use of BPO
Investments in IT — cloud, enterprise systems, data analytics, etc.
All of the above
Less use of shared services and outsourcing
N/A, don’t know
15©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 services to clients. 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.
Advisors: Demand growth by service delivery modelAdvisors: Demand by service delivery model over the past 1-2 quarters
Advisors: Demand by service delivery model over the next 1-2 quarters
2%
6%
7%
9%
43%
48%
60%
58%
55%
46%
33%
33%
0% 20% 40% 60% 80% 100%
Internal process improvement
Shared services/SSC
ITO
BPO
Down Flat Up
3%
6%
9%
11%
47%
55%
63%
63%
50%
39%
27%
26%
0% 20% 40% 60% 80% 100%
Internal process improvement
Shared services/SSC
ITO
BPO
Source: KPMG Global Insights Pulse 1Q16
16©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 services to clients. 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.
Demand by service delivery model: net change in demand(Next 1-2 quarters) net change in demand (Up-down responses)
0%
10%
20%
30%
40%
50%
60%
70%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16
Internal process improvement Shared services/SSC ITO BPOSource: KPMG Global Insights Pulse 1Q16
17©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 services to clients. 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.
Service providers: pipeline growth last quarter
3% 3% 3%10%
4% 8% 6% 4% 8% 8%17%
4%
45%
21%
36%32%
36%
52%
19%
32%
24%
29%24% 35% 33% 31%
32%
62%50%
42%
55%
76%
61%68%
61%
38%
78%
60%
76%65%
72%65% 67% 69%
60%
31% 33%
54%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16
Down About the same Up
Source: KPMG Global Insights Pulse 1Q16
18©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 services to clients. 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.
Service providers: pipeline growth next 1-2 quarters
3% 7% 3%13% 10%
4% 6% 4%
24%
35%52%
39%49% 27%
41%32%
25%33%
28%
46% 50%31% 48%
39%50% 39%
74%
59%
45%
61%51%
59% 59%68% 65% 67%
72%
50% 50%
63%52%
62%50%
57%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16
Decrease Remain the same Increase
Source: KPMG Global Insights Pulse 1Q16
19©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 services to clients. 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.
Service providers: top functional areas of demand
4%
4%
8%
17%
29%
33%
38%
42%
50%
50%
Customer care
Other
Procurement/source to pay
HR
Bundled multiple business functions
Data & Analytics
F&A
Bundled business functions with IT
IT
Vertical industry specific services
1Q16 1Q15 1Q14Source: KPMG Global Insights Pulse 1Q16
20©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 services to clients. 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.
Service providers: demand by industry (Top 10)
Source: KPMG Global Insights Pulse 1Q16
8%
13%
13%
13%
13%
33%
33%
38%
50%
67%
Transportation & Logistics
Automotive
Bus Svcs/Consulting, Const./Eng.
Ent./Media, Hospitality/Travel
High Tech
CPG, Food & Bev., Retail, Wholesale
Energy/Utilities, Oil & Gas
Manufacturing
Healthcare
Banking, Financial Services, Insurance
1Q16 1Q15 1Q14
21©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 services to clients. 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.
Global quarterly outsourcing deal trendingMovements of global IT-BPO deals*
1Q16 witnessed a sharp increase in total contract value as compared to 1Q15. There was an increase of 83 per cent in total contract value and 19 per cent increase in the total number of deals in 1Q16 as compared to 1Q15. Though there was an increase in both these parameters, the average contract value also decreased by approximately 30 per cent in 1Q16 as compared to 1Q15
35.3
55.9
20.3
43.953.3
28.0 25.2 29.139.8
26.421.8
75.9
38.8
22.8
39.9
428
516
299
426 422
326
270
316
259
245
192
334253
112
228
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2012 2013 2014 2015 2016Value (USD billion) No. of deals
Total deal valueUSD120.4 billion
Total deal valueUSD145.5 billion
Number of deals1,473
-17%
Number of deals1,144
-22%
Total deal valueUSD159.1 billion
32%
Number of deals891
-22%
Deal value
1Q15
1Q1683%
No. of deals
1Q15
1Q16
19%
*The term deals is interchangeably used with contracts throughout the analysis unless otherwise specified. Deals analyzed are global sourcing contracts of size USD5.0 million and above only. Source: IDC (www.idc.com), Contract Database, Apr 2016, KPMG member firms research & analysis based on the IDC contract database
22©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 services to clients. 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.
5.4
64.9
7.1
97.5
29.1
101
649
99
453
102
1Q14 2014 1Q15 2015 1Q16
IT-BPO deals across geographiesQuarter-on-quarter comparison of break-up of deals*
2.3 8.0 4.1
16.5
0.8
26
97
15
122
15
1Q14 2014 1Q15 2015 1Q16
17.5
47.5
10.6
45.1
10.0
132
398
78
316
111
1Q14 2014 1Q15 2015 1Q16
* Deals originating from the geography
Source: IDC (www.idc.com), Contract Database, Apr 2016, KPMG member firms research & analysis based on the IDC contract database
EMA
AMERICAS
ASPAC
• Americas continues to be the major outsourcing region contributing 73 percent of the total deal value in 1Q16. EMA and ASPAC regions contribute to 25 percent and 2 percent respectively
• While Americas experienced a multi-fold growth in deal value in 1Q16 as compared to 4Q15, both the ASPAC and EMA regions faced a drop in deal value
• The outsourcing market in EMA grew by more than 90 percent in number of deals while ASPAC had a dip of 2 percent in 1Q16 as compared to 4Q15
Total contract value (USD billion) No. of contracts
The role of the GBS executive
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The role of the GBS executive
David Brown, KPMG’s Global Lead, Shared Services and Outsourcing AdvisoryKPMG in the US
“ “
— Creating strong GBS leadership at the executive level as a peer to other CXO roles is critical to enabling the drive to higher levels of GBS maturity and delivering meaningful and measureable business value and outcomes beyond cost savings.
— Most GBS groups are still organized and managed by function or geography, though this will change over the next three years, moving towards end-to-end process ownership and global management models.
— Functional or geographic GBS leadership rarely (in <10% of organizations) rolls-up into a single global GBS executive, though awareness of the need for this role and planning for its implementation is growing.
— GBS executive leadership, in whatever form, faces many challenges to improving GBS capabilities, especially in enabling end-to-end process ownership and gaining executive level support for GBS operations and improvement efforts.
Bringing GBS services into one organization that operates under one accountable executive leader is crucial in maximizing efficiency and effectiveness and driving greater business value.
25©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 services to clients. 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.
Advisors: GBS organization and management models —today and in three yearsToday
In three years
20%
19%
25%
16%
56%
65%
60%
56%
24%
16%
15%
27%
0% 20% 40% 60% 80% 100%
Organized and managed globally
By end-to-end process
By geographic region
By function
Uncommon Common Very common
71%
77%
22%
15%
26%
20%
63%
58%
3%
2%
15%
27%
0% 20% 40% 60% 80% 100%
Organized and managed globally
By end-to-end process
By geographic region
By function
Source: KPMG Global Insights Pulse 1Q16
26©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 services to clients. 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.
Polling Question 4
How important is it to have a single, CXO level, GBS lead? (Please select 1)
Not important, other elements of GBS are more critical
Important, but not a show stopper if not in place
Very important to the long term success of the GBS organization
27©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 services to clients. 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.
Advisors: GBS organization and management models —today and in three years
12%
21%
40%
32%
28%
28%
11%
7%
6%
9%
4%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
3Q14
1Q16
No plans, not on the radarAwareness but no actionDeveloping plans to install role/under discussionPlans being executed, 3+ year timelinePlans being executed, 1-3 year timelineRole already established
Source: KPMG Global Insights Pulse 1Q16
28©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 services to clients. 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.
Advisors: biggest challenges facing GBS executives
43%
49%
43%
35%
61%
52%
41%
43%
44%
45%
52%
42%
Expanding & integrating GBSoperations across processes &
functions
Enabling an integrated IT model,systems & applications to support GBS
Performing governance globally acrossall GBS processes
Executive level support to adopt and/orexpand GBS
Enabling end-to-end process ownership
Evolve GBS focus from cost savings tostrategic business value
1Q16 3Q14Source: KPMG Global Insights Pulse 1Q16
Governance best practices for GBS
30©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 services to clients. 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.
Governance best practices for GBS
“Liz Evans, Managing Director, Shared Services and Outsourcing AdvisoryKPMG in the US
“ “
In an integrated environment, the need to have clearly defined roles and responsibilities and hand-offs in your governance environment are extremely significant for success.
— Good governance coupled with strong change and program management is critical to the success of an organization’s global business services efforts, especially as focus shifts to delivering meaningful and measureable business outcomes above and beyond cost savings.
— Governance is a perennial challenge to the success of shared services and outsourcing efforts, especially with integrated delivery models comprising global business services.
— The bar of what constitutes “best in class” GBS governance is constantly being raised so even as organizations’ skills improve they are still often not able to keep up with the demands placed upon them by more advanced and aggressive GBS efforts.
— The biggest challenge to GBS governance efforts is a fundamental lack of governance maturity and capabilitiesat a level required to support existing GBS efforts.
— The top governance success factor to ensure expected value is delivered from GBS efforts is measuring business outcomes against original business case expected value.
— Clearly defined roles and responsibilities for the new governance & operating organization and end-to-end global process ownership are the top two critical considerations for GBS governance.
31©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Biggest GBS governance challenges
19%
32%
39%
41%
41%
50%
61%
0% 50% 100%
Inability to execute operationallyagainst GBS operating model
Lack of technicalautomation/integration in support
of GBS
Lack of enterprise-wide supportfor a new GBS operating model
Stakeholder misalignmentregarding business scope and
expectations
Lack of strategic alignmentbetween business strategy and
GBS strategy
Lack of clear ownership for GBSstrategy and execution
Lack of governance maturity andcapability to manage GBS scale
and scope
Advi
sors
Serv
ice
prov
ider
s
15%
10%
50%
55%
55%
35%
70%
0% 50% 100%
Source: KPMG Global Insights Pulse 1Q16
32©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Top enabling technologies for GBS governance
5%
14%
18%
21%
23%
30%
35%
39%
42%
51%
0% 50% 100%
Asset management tools
Mobility applications
Vendor managementtools/applications
Risk compliance andmanagement tools
Contractmanagement/procurement tools
Integrated custom developedtools
Sophisticated data analytics andreporting tools/dashboards
Microsoft products
Performance monitoring tools
Workflow tools for alerts,approvals, etc.
Advi
sors
Serv
ice
prov
ider
s
5%
26%
21%
37%
26%
37%
47%
21%
47%
32%
0% 50% 100%Source: KPMG Global Insights Pulse 1Q16
33©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Top governance success factors to ensure GBS value
Source: KPMG Global Insights Pulse 1Q16
18%
29%
35%
36%
48%
51%
71%
0% 50% 100%
Effective customer surveying andimplementation of appropriate action
plans
Ability to effectively extract andanalyze GBS information in support
of the business
Monitoring achievement of costreduction and efficiency objectives
Focus on continuous improvementfor key business/technical processes
Clearly defined process integrationbetween the GBS org. & bus.
units/suppliers
Effective monitoring of keyperformance indicators and service
levels
Measuring business outcomesagainst original business case
expected value
Advi
sors
Serv
ice
prov
ider
s
12%
41%
29%
29%
53%
35%
94%
0% 50% 100%
34©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Top considerations for successful GBS governance organization
25%
27%
33%
45%
53%
54%
57%
0% 50% 100%
GBS governance organizationalignment with regional operating
structure
Effective structure and focus ofjoint governance boards
Well-articulated scope and focusof the governance organization
Talent, experience, and skills ofGBS governance organization
Well-defined integration betweenthe governance org. & the
retained org.
End-to-end global businessprocess ownership
Clearly defined roles &responsibilities for the new
governance & operating org.
Advi
sors
Serv
ice
prov
ider
s
17%
11%
50%
33%
67%
44%
78%
0% 50% 100%Source: KPMG Global Insights Pulse 1Q16
35©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Top relationship management components for GBS governance
18%
23%
30%
36%
38%
38%
43%
48%
0% 50% 100%
Clearly identified personnel match-ups and working relationships
Well-defined and communicatedchargeback and cost allocation
methods
Internal and external service levelagreements
Clearly defined decision rightsamongst key stakeholders
Dedicated relationship managersbetween the bus. units & the
governance org.
Well-defined service catalogshared with the business
Appropriate stakeholderrepresentation on jointmanagement boards
Service agreements in placebetween the GBS org. & the bus.
units
Advi
sors
Serv
ice
prov
ider
s
22%
28%
33%
28%
78%
6%
50%
44%
0% 50% 100%Source: KPMG Global Insights Pulse 1Q16
Process and cognitive automation
37©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
The evolution of process automation
Basic process automation
Enhanced process
automation
Cognitiveautomation
Rules engine
Screen scraping
Work flow
Machinelearning
Large-scale processing
Adaptivealteration
Artificial intelligence
Big data analytics
Naturallanguage processing
Processing of unstructured data
and base knowledge
RULES
LEARNING
REASONING
01
02
03
— Artificial intelligence— Natural language recognition and
processing— Self-optimization/self-learning— Digestion of super data sets— Predictive analytics/hypothesis generation— Evidence-based learning
— Built-in knowledge repository— Learning capabilities— Ability to work with unstructured data— Pattern recognition— Reading source data manuals
— Macro-based applets— Screen scraping data collection— Workflow— Visio®-type building blocks— Process mapping— Business process management
38©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 services to clients. 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.
Levels of client automation activity by maturity levelAdvisors
Service Providers
72%
41%
19%
27%
40%
43%
3%
19%
19%
1%
4%
26%
0% 20% 40% 60% 80% 100%
Cognitive automation
Enhanced process automation
Basic process automation
15% 40%
29%
14%
30%
33%
24%
15%
43%
67%
0% 20% 40% 60% 80% 100%
Cognitive automation
Enhanced process automation
Basic process automation
No activity Self-education and planning Experimenting and running pilots Live implementationsSource: KPMG Global Insights Pulse 1Q16
39©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 services to clients. 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.
Levels of automation by process
71%
81%
79%
76%
67%
63%
63%
56%
53%
22%
11%
13%
15%
23%
25%
26%
29%
29%
7%
8%
8%
8%
10%
11%
12%
15%
18%
0% 50% 100%
Source to procure
HR
SC/procurement
Quote to cash
F&A
Record to report
Customer care
IT
Procure to pay
No current plans Pilot Live implementation
Advisors
33%
22%
44%
42%
21%
28%
26%
11%
5%
50%
56%
28%
26%
42%
33%
32%
47%
37%
17%
22%
28%
32%
37%
39%
42%
42%
58%
0% 50% 100%
HR
Source to procure
Customer care
Quote to cash
Procure to pay
SC/procurement other
Record to report
F&A
IT
No current plans Pilot Live implementation
Service providers
Source: KPMG Global Insights Pulse 1Q16
40©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 services to clients. 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.
Polling Question 5:
In which process area is your or your clients’ organization(s) the most active in terms of implementing process automation solutions?(Please select 1)
F&A
HR
Procure to pay
Customer care
Quote to cash
Record to report
Source to procure
IT
N/A, don’t know
41©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Biggest challenges to process automation
38%
48%
10%
19%
24%
33%
0% 50% 100%
Disparate underlying IT systems;lack of integration
Inconsistent and non-standardbussiness processes make it
impractical
Immaturity of RPA technologies
Client inability to build compellingand realistic business case
Lack of client appetite, budgetand skills to make required
process standardization
Determining where to start anddeploy RPA technologies
Advi
sors
Serv
ice
prov
ider
s
25%
29%
32%
39%
40%
41%
0% 50% 100%
Source: KPMG Global Insights Pulse 1Q16
42©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 services to clients. 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.
Potential job losses by delivery model - next three yearsAdvisors
Service providers
26%
16%
17%
5%
42%
32%
44%
42%
21%
21%
22%
26%
5%
26%
17%
26%
5%
5%
0%
0%
0% 20% 40% 60% 80% 100%
Retained organization
Shared services
ITO operations
BPO operations
0-10% 11-20% 20-30% 30-50% 50%+
52%
23%
26%
23%
32%
40%
37%
36%
11%
26%
25%
27%
4%
9%
11%
11%
1%
2%
2%
2%
0% 20% 40% 60% 80% 100%
Retained organization
Shared services
ITO operations
BPO operations
Source: KPMG Global Insights Pulse 1Q16
43©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 services to clients. 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.
Potential job losses by delivery model - next five yearsAdvisors
Service providers
20%
5%
6%
10%
20%
17%
15%
45%
20%
28%
40%
20%
35%
39%
20%
5%
20%
11%
25%
0% 20% 40% 60% 80% 100%
Retained organization
Shared services
ITO operations
BPO operations
0-10% 11-20% 20-30% 30-50% 50%+
25%
17%
16%
13%
42%
26%
28%
28%
25%
32%
31%
33%
7%
20%
15%
19%
2%
5%
9%
7%
0% 20% 40% 60% 80% 100%
Retained organization
Shared services
ITO operations
BPO operations
Source: KPMG Global Insights Pulse 1Q16
44©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 services to clients. 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.
Likelihood process maturation will drive use of less outsourcing
16%
16%
12%
10%
25%
26%
26%
25%
44%
47%
40%
50%
9%
11%
15%
5%
6%
7%
10%
0% 20% 40% 60% 80% 100%
ITO - Advisors
ITO - SPs
BPO - Advisors
BPO - SPs
1 - Not at all likely 2 3 - Moderately likely 4 5 - Highly likely
Source: KPMG Global Insights Pulse 1Q16
45©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 services to clients. 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.
Leveraging trends and technologies to drive GBS maturityThere are a variety of levers organizations have at their disposal to drive GBS maturity and deliver meaningful business benefits above and beyond cost savings
Move towards global, CXO level leadership on GBS
Drive end-to-end process ownership tied to global GBS governance efforts and leverage key technologies such as D&A and automation
Prioritize investments related to GBS governance (people, processes, technologies, authority) to get ahead of the curve rather than playing catch up
Clearly define GBS roles and responsibilities against retained organization and business units and ensure GBS governance value is measured in terms of business outcomes
Drive process automation maturity by defining a roadmap and prioritizing investments in efforts and technologies that bring the greatest business value; you cannot “skunk works” yourself to greatness
Recognize and account for the potential business value different types of automation can bring and the associated costs and complexities to implement
Recognize that white collar job loss due to increased automation is inevitable and take proactive steps to address ramifications
Learn more
47©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Learn moreKPMG 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 Centers of Excellence Pulse Surveys http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/mc-pulse-survey/Pages/default.aspx
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)
HfS Research: (http://www.hfsresearch.com/)
48©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 services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
The KPMG Shared Services and Outsourcing Institute
Q & A
Appendix
51©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 services to clients. 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.
Service providers: most common new deal pricing models
Fixed price
Time and materials
Value-based pricing
Cost plus
49% 31%
29% 10%
Source: KPMG Global Insights Pulse 1Q16
52©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 services to clients. 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.
Service providers: most common new deal pricing models
Source: KPMG Global Insights Pulse 1Q16
49%
50%
47%
43%
49%
19%
28%
23%
22%
31%
30%
25%
34%
29%
29%
14%
15%
8%
11%
10%
3Q14
1Q15
2Q15
4Q15
1Q16
Fixed price Time and materials Value-based pricing Cost plus
53©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 services to clients. 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.
Service providers: pricing pressure
36% 37%45%
54%
39%33% 37% 36% 33%
44%32% 36%
50% 50%63% 62%
67%
52%
64% 63% 52%46%
61%67% 63%
60% 67%56%
68% 64%44%
50%38% 39%
33%
48%
3% 4% 6%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16
More competitive/aggressive About the same as last quarter Less competitive/aggressive
Source: KPMG Global Insights Pulse 1Q16
54©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 services to clients. 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.
Service providers: contract profitability — new contracts
11%4% 7% 6% 5% 8% 4% 5% 6% 4%
11% 15%8% 8% 8%
30%
68%80%
61%63% 61% 62%
62%58%
80%69%
60%75%
61%
69% 79% 77% 75%
48%
21% 20%
36%30% 33% 33% 31%
38%
15%25%
36%25% 28%
15% 13% 15% 17% 22%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16Contract profitability is improving on new contracts Contract profitability is about the sameContract profitability is declining on new contracts
Source: KPMG Global Insights Pulse 1Q16
55©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 services to clients. 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.
Service providers: contract profitability — existing contracts
11%4% 7% 6% 5% 8% 4% 5% 6% 4%
11% 15%8% 8% 8%
30%
68%80%
61%63% 61% 62%
62%58%
80%69%
60%75%
61%
69% 79% 77% 75%
48%
21% 20%
36%30% 33% 33% 31%
38%
15%25%
36%25% 28%
15% 13% 15% 17% 22%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16Contract profitability is improving on new contracts Contract profitability is about the sameContract profitability is declining on new contracts
Source: KPMG Global Insights Pulse 1Q16
56©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 services to clients. 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.
Service providers: contract scope — existing contracts
11% 8% 7%15% 16%
10%4% 8% 10% 13% 8%
21%8% 8% 9%
43% 46% 48%
56%44%
62%
42%
71%
50% 50% 63%72%
78%
50%
54%
69%
67%57%
46% 46% 45%
30%41%
29%
54%
21%
40% 38%29% 28%
22%29%
38%
23%33% 35%
2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 1Q15 2Q15 4Q15 1Q16Contract profitability is improving on existing contracts Contract profitability is about the sameContract profitability is declining on existing contracts
Source: KPMG Global Insights Pulse 1Q16
Speaker bios
58©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 services to clients. 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.
Stan Lepeak
Stan LepeakHead, Global Market Research, KPMG Management Consulting
KPMG LLP (US)New York, NY+1 203 444 [email protected]
BackgroundLeads market research and thought leadership efforts for KPMG Global Management Consulting, focused on trends, issues and futures in enterprise services transformation and optimization, the threats and opportunities from market and technology disruptions and best practices in responding to and capitalizing on these market trends
Areas of focus 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 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 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.
59©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 services to clients. 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.
David J. BrownBackgroundDave 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 our larger, complex deal structures. Dave has more than two decades of experience in IT and business process outsourcing; shared services design/build/implement, 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 experienceIn 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 EquaTerra, where he held various senior leadership positions including the establishment of the Financial Architect & 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 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 $1 billion — Led Eli Lilly’s global finance and accounting outsourcing transaction and global shared service
design/build and implementation— 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 U.S. Oil & 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
David J. BrownGlobal LeadShared Services and Outsourcing Advisory
KPMG LLP (US)Orlando, FL+1 314 803 [email protected]
60©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 services to clients. 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.
Liz EvansBackgroundLiz is a Managing Director with KPMG. Liz has over 18 years’ experience, focused on working with organizations to support transformational change, often in the form of shared services, outsourcing or other changes to the service delivery environment. Liz is a leader within the Outsourcing and Shared Services area and has led efforts to establish appropriate governance mechanisms for large transformation programs. Much of Liz’ work is spent advising client on how to successfully establish supplier portfolios and govern them effectively. She is experienced in the set-up, operations and program management within large programs of change. Prior to joining KPMG, Liz led the Governance & Transformation Advisory practice at EquaTerra. While at EquaTerra, Liz was a key contributor to the development of EquaTerra’s, governance, transition, Center of Excellence and health check methodologies based on her experience of working with global firms across the business service portfolio.
Professional and industry experience— State Governance Agency – Currently leading the engagement to provide input and market leading
practices to support the development of a robust and scalable governance model for the new Emergency 9-1-1 Call Program. The program is highly transformative and involves a large and complex stakeholder group.
— Global Pharmaceuticals Organization – Led the effort to design, build and implement an Outsourcing Center of Excellence. This organization reports directly to the CFO and has purview of all business process outsourcing agreements (traditional BPO and ITO). Led the development of the governance model for the newly define, multi-channel operating model. Currently leading the implementation of a multi-year managed governance service initiative.
— State Government Authority – Currently leading an engagement to review and re-design the IT outsourcing governance model as the client contracts for a multi-provider delivery environment. This multi-provider solution leverages a combination of a third party service integrator and multiple service providers.
— Global Pharmaceuticals Organization – Led the effort to design and implement the governance structure for the Finance & Accounting outsourcing relationship. Currently leading a multi-year managed governance service initiative.
— Global Beverage Organization – Led an engagement to collaboratively review and improve a strategic outsourcing relationship. Led the development and delivery of Service Provider Relationship Outsourcing training for both the client and a key service provider. Additionally, led an effort to determine gaps and remediation strategy for applications outsourcing governance for a multi-vendor environment
— Large National Health Plan – Led the review of the organization’s supplier governance across the Enterprise. The work developed an overall governance framework for Suppliers at the Enterprise, Divisional and Operational level. The roll-out incorporated the use of a tool to support the processes and structures established as part of the Enterprise Supplier Governance Office. Currently leading a multi-year managed governance service engagement.
Liz EvansManaging Director,Shared Services and Outsourcing Advisory
KPMG LLP (US)Chicago, IL+1 312 665 [email protected]
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