Whether it’s a new strategic direction or responding to a business issue, you need a deeper understanding of your business, its markets and customers. We’ll help you uncover a fresh perspective by connecting the insights that matter to understand how value is created in your organisation or risks evolve, building resilience for today and unlocking future growth.
It starts with a threat and finishes with a new way forward. Here’s how the right connections create new opportunities.
The classic pressure to create short-term shareholder value can be bad for business. In this report, we pull together 15 years of performance data from more than 300 companies to show that strategies blending long-term and short-term thinking create more growth. You will also find a practical framework to help unlock new value and improve performance.
Growth over 15 years
6.1% Long-term oriented companies
4.2% Short-term oriented companies
Average annual earnings growth over 15 years
8.5% Long-term oriented companies
4.6% Short-term oriented companies
Source: KPMG research, based on more than 300 annual reports and Capital IQ data
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Brands that only connect with customers on a transactional basis are losing out to innovators who create richer experiences for customers. See how we're helping an iconic sporting brand capitalise on digital technologies to build an engaged, virtual community and drive sales into the future.Read more
The global pharmaceutical company, ViiV Healthcare, commissioned us to co-develop an initiative to improve quality of care for people living with HIV.Read more
Using data from a survey of leading IT decision makers, this research paper produced by Computing in collaboration with KPMG, aims to understand why organisations are failing to realise economic value from their cloud investments, and discusses the key levers for extracting greater value from existing deployments.
Mobility is undergoing one of the most transformational social, technological and economic shifts of a generation. The winners are likely to be those that can truly understand the impact and timing of disruption, adapting their business and operating models to securing the right partnerships and acquisition targets.
The ethical use of data, and the extensive use of AI in day-to-day customer interactions has been an area of increased focus. For data analytics to be a force for good, it will require a co-ordinated effort by business, academics, politicians, regulators and consumers. As such an ethical framework for the management of customer data is a complex but necessary task. This paper looks at putting the customer, their data and outcomes at the heart of your organisation.
KPMG’s annual CEO Outlook survey includes the views of UK CEOs who lead some of the world’s most complex businesses. This year’s survey finds UK leaders coming to terms with disruption and taking personal control of their organisations’ transformation journeys.Read the survey
Mobility is undergoing one of the most transformational social, technological and economic shifts of a generation. The winners are likely to be those that can truly understand the impact and timing of disruption, adapting their business and operating models to securing the right partnerships and acquisition targets.Download the report
Few people debate the importance of deep customer insight and empathy, and the need to get closer to the customer. But how many can truly claim to have done so in the face of constant, seismic change? This report explores the world of today’s multi-dimensional customers and what drives the choices they make.Download the report
Companies are targeting aggressive growth strategies in response to structural shifts caused by new technologies, changing regulations, evolving customer needs and sector convergence. We help clients to seize and implement growth opportunities that match their financial ambitions.
Ever-increasing customer expectations, rapid market and technological change, disruptions from new entrants, increasing levels of regulation and reputational risk, and growing shareholder scrutiny on performance are common features of today's business landscape. As such leaders are being forced to continually re-evaluate their operational strategy, balancing short term cost improvements with long term change.
While organic growth takes time and often requires development of new capabilities, M&A enables faster realisation of growth through access to new markets, sales and distribution channels, new capabilities or by simplifying and optimising infrastructure, operations and costs. We help clients create value by challenging conventional thinking, bringing real industry insights and ‘investor-grade’ rigour, alongside on-the-ground support.
Transformation is not about incremental change, it requires fundamental shifts in an organisation’s value proposition, how they compete and their core operations. Transformation is rarely straightforward and can encounter significant organisational resistance. KPMG’s Global Strategy Group helps clients determine whether or not and to what extent transformation is genuinely required.
Head of Global Strategy Group
Partner and Head of Forensic and Financial Crime
We pull together 15 years of performance data from more than 300 companies to show that strategies blending long-term and short-term thinking create more growth. Download our report ‘Winning strategies for the long term’ to gain a practical framework to help unlock new value and improve performance.Download here