Shor t Takes
Chase: I mentioned the investments we were making last
year and that’s a really good indicator of where we see
opportunities to round out our transformation message.
For example, we’re really continuing to see opportuni-
ties to bring digital and mobile into the core enterprise.
We think there’s a great opportunity around customer
experience-driven transformation and how that creates
better customer experiences and how that cascades
throughout an entire organization. We also think the in-
ternal enterprise customers, our clients, are beginning
to demand the same high-quality experience for its em-
ployees. It’s a huge enabler, makes change management
happen faster, makes adoption rates go up. We’re seeing
a lot of clients considering this and thinking that they
don’t want to keep making little, incremental invest-
ments, but rather something enterprising. When that
happens, that’s where KPMG can be really powerful.
We’re also seeing the connection of those things to
data and analytics to improve the business. SAS opportunities continue to achieve the growth rates that we’ve
all sort of been predicting. I’ve been really proud of the
investments we made around ServiceNow and the Workday Consulting Practice from AXIA Consulting, for instance. And this isn’t just happening in the U.S., KPMG
just announced an intent to acquire a Microsoft Dynamics
firm in Europe. It’s the first time in a while that we’ve got
everybody on the same page. It’s hard to do in a dynamically changing marketplace, but it’s very powerful.
Consulting: What do you see as the biggest challenges?
Chase: I think our challenge is in meeting our clients’
challenges is we have to continue to grow our capabilities
around transformation as those drivers and enablers of
transformation continue to change. Our risk consulting
group acquired certain aspects of Qubera Solutions last
year, which was really on point. We teamed with them
to bring security control into our engagements around
data security. It’s just so topic-relevant right now. Again,
bringing enablers to the transformation agenda is where
we’re going to continue to focus. It’s not our goal, by
the way, to grow by acquiring companies. We’ll continue to evaluate the landscape for those opportunities, but
the lifeblood of the business is the hiring of our people,
the training of our people and continuing to build those
capabilities to serve the market.
Consulting: Where do you see the market going and
how does that impact the talent acquisition strategy?
Chase: We are in the most rapid change in what those
capabilities drivers are and what they mean to business.
That gets us to one of our biggest challenges—we’ve got
to constantly evolve our talent base. It’s probably one of
the most important roles that I have. This evolution of
talent and deciding where to place bets is key. As you
grow you always put your culture at risk if you’re not
careful. We want to be known as an entrepreneurial firm,
but at the same time, it’s critically important to be able
to deliver high-quality solutions to our clients. Keeping
our culture strong and sustaining it is really crucial. If
you ask me: what’s the one thing you have to get done
in this new role—that would be it. Keeping our culture
strong and sustaining it as we continue to grow.
Consulting: What’s KPMG’s differentiator?Why is the
firm so well positioned to advise clients on integrated
Chase: Our aspiration is to be the world’s greatest trans-
formation company and I think that’s different than
some of the aspirations of our competitors. Yes, they
do this work, but that may not be where they’re putting
the most focus. Clients tell us all the time they like our
message and our people. They like the fact that KPMG
can take them from strategy through execution on their
biggest initiatives, and we can put a world-class team
in place to help them through that transformation. That
word gets out and some of our very best opportunities
come from our existing clients or referrals
From a client perspective, they want to work with a
company that has the same sort of focus on transforma-
tion, there aren’t that many firms that are able to deliver
that capability all in one bundle. As for the Big 4, we’ve
all made different investments, and I think you’ll see
new winners and losers emerge. One of the investments
we’ve made is what we’re calling our ignition centers.
We’re putting some of our deep-skilled folks—people
who traditionally would’ve been on-site folks—into
these centers we’re opening around the country. This
is sort of different for us, and we think people—clients
included—work better when they get together to collab-
orate. Sometimes, magic happens at the Ping Pong table.