Helping clients align their operating model to their financial targets, strategic objectives and efficiency imperatives.
Aligning operating models with execution
KPMG’s Operating Strategy & Cost services supports clients to identify, quantify, prioritise and deliver the changes required to align their operating model to their financial targets and strategic objectives, delivering rapid improvement in performance and value.
With ever-increasing customer expectations, rapid market & technological change, disruptions from new entrants, increasing levels of regulation & reputational risk, along-side ever greater shareholder scrutiny on performance, business leaders are being forced to continually re-evaluate their operational strategy and ask themselves the key question as to whether they are organised in the optimal way to deliver their business strategy and maximise shareholder value.
The Operating Strategy & Cost proposition supports clients address this challenge through a structured approach to identify, prioritise and implement changes to their operating model and refinements of their strategy and targets.
There are a number of triggers which often cause businesses to re-assess their operating model including:
KPMG firms support clients to increase value through successfully aligning their operating model to the business strategy and financial targets through:
Set against the backdrop of a European slowdown, low growth in market volumes, and a legacy of acquired country brand organisations the European region of a global beverage company was struggling to meet the Group’s margin growth targets.
KPMG firms were engaged to run a rapid value diagnostic, identifying significant margin improvement opportunities and operating model changes, providing the client with a 3 year transformation program delivering ~$200m per annum in improved margins.
A global precious metal mining company faced challenging macro-economic conditions, an oversupplied market, cost inflation and a deteriorating competitive position. KPMG firms were engaged to design an operating model to drive efficiency and alignment to market demand and strategic goals. The result was identification of ~$500m per annum in value improvement opportunities.