Enterprises can clearly read the message emblazoned on nearly every wall: become a digital-first company, or sooner rather than later, be out of business.
Intelligent automation (IA) is a truly transformative technology. Using advanced software algorithms to mimic human behavior, IA is ideal for replacing repetitive, high-volume and labor-intensive tasks that tend to gum up non-core, yet critical, internal services.
Self-employment has been on the rise and is becoming widely referred to as the “gig economy.” With one in every three Americans working as a freelancer, this movement goes far beyond popular examples like Uber and TaskRabbit.
Technological innovation and generational shifts in customer behavior are putting pressure on organizations to automate processes in order to become more nimble and avoid business disruption.
Last month, we released the results of our first chief tax officer (CTO) outlook study, which surveyed 300 U.S. executives who are their organizations’ most senior tax decision-makers in the tax function.
IT executives are expected to help transform the business, handle changing data privacy and security regulations, protect the organization, and innovate while balancing governance.
Amidst ever-changing technological, economic and regulatory challenges, varying industries need one thing: effective supply chain management to accelerate their corporate growth strategies, increase operational efficiency, and offer new and differentiated value to their customers.
For C-suite leaders, the question is no longer whether AI will fit into their business, but how they can realign their organization to fully capitalize on its transition from lab to front lines and become an AI-first enterprise.
By January 1, 2019, companies must successfully implement lease accounting processes, policies and systems that bring them into compliance with ASC 842 and IFRS 16 standards.
Mid-sized organizations hoping to use DevOps often have difficulty undertaking an end-to-end transformation and usually don’t see the immediate value that large organizations see.
The Drug Supply Chain Security Act (DSCSA) was enacted in November, 2013 to create a system to identify and trace the distribution of certain prescription drugs in the US.
There is much to be gained from the methods of modern development and delivery. However, the technology function is having trouble keeping up with the numerous demands of businesses today.
Finance departments looking to the so-called “lean” business method as a panacea to transform operations may be setting themselves up for disappointment.
Each year, Constellation Research publishes a number of lists that provide narrowed down selections of technology solutions that help businesses meet their digital transformation goals.
Maybe blockchain is misunderstood, maybe businesses are incorrectly zeroing-in on the technology that powers it, or perhaps organizations are apprehensive to become first adopters. Whatever the reasoning is, there seems to be both an air of uncertainty and the opportunity to present some clarity.
Service level agreements (SLAs) remain an essential part of outsourcing contracts, establishing the scope, quality, and responsibilities of service delivery reporting of the IT services agreement.
Every year, our KPMG Customer Experience Excellence Report looks at the state of customer experience (CX) across the US, and how leaders are performing.
Today’s insurance brokerage industry is highly fragmented and ripe for consolidation. Potential acquirers have quite a few options to consider, depending on their overall business model, target operating model, and growth strategy.
It’s an altogether too common scenario. A company makes a major technology purchase and spends large amounts of time, effort, and money implementing the new system. But once it’s up and running, it fails to deliver the expected benefits.
The average person moves 11 times! Whether it’s off to a college dorm room, first apartment, third apartment, first house, fifth house or retirement community, no matter how much you plan, moving can be a stressful.
The 2018 Digital Supply Chain Executive Survey—a joint survey from JDA Software, Inc. and KPMG LLP—has revealed that while both retailers and manufacturers are investing in the supply chain, they are driven by different goals.
The latest trend in Procurement automation is the emergence of Intelligent Automation technology to further reduce the manual “swivel chair” work that remains when Procurement processes span multiple systems that are not fully integrated.
Every year, we release our U.S. CEO Outlook, based on a survey of 400 U.S. CEOs across all major industries and conversations with a dozen leading CEOs about the issues they face.
KPMG’s IFRS Perspectives gives an update on IFRS issues in the United States. Below, I summarize the critical changes and implications covered in our February 2018 IFRS Perspectives—from the impact of tax reform on financial reporting to the differences between IFRS and US GAAP.
The modern day CFO is being asked to wear many different hats. In order to define the future of finance, CFOs must be able to harness to power of “digital business disruptors.”
Despite the majority of U.S. CEOs having not grown up as digital natives, the 2018 US CEO Outlook survey revealed that 91% are confident about their ability to lead their companies through radical transformations.
Every year, we release our U.S. CEO Outlook, based on a survey of 400 U.S. CEOs across all major industries and conversations with a dozen leading CEOs about the issues they face.
Our researchers concluded that CEOs need to be flexible and agile, while at the same time adopting a new mindset and mindfulness—to move fast and decisively. They identified five ideas at the foundation of the new mindset.
While passwords aren’t dead yet, companies will continue to move towards other methods of authentication which will incorporate biometrics, behavioral tendencies and device profiling as their main log-in methods in addition to the passwords in use today.
In today’s fast-changing business environment, companies need to be able to ramp up resources quickly and efficiently to remain competitive and cost effective.
As the results of KPMG's 1Q18 Global Insights Pulse survey (focusing this quarter on the use of data and analytics and intelligent automation in the finance function) were presented via Webcast, polling questions were gathered from audience members. Explore the answers to those questions here.
