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Published By: Avaya     Published Date: Jan 23, 2015
This paper takes a look at some of the top challenges the midmarket is facing as well as considerations to keep in mind when choosing a UC&C option. After a rough few years, the midmarket is no longer putting off investing in technology. According to KPMG, 60 percent of midmarket companies plan to increase capital spending, with the highest priority being information technology.
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challenges of midmarket, midmarket companies, midmarket trends
    
Avaya
Published By: Avaya     Published Date: Feb 06, 2015
This paper takes a look at some of the top challenges the midmarket is facing as well as considerations to keep in mind when choosing a UC&C option. After a rough few years, the midmarket is no longer putting off investing in technology. According to KPMG, 60 percent of midmarket companies plan to increase capital spending, with the highest priority being information technology.
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challenges of midmarket, midmarket companies, midmarket trends
    
Avaya
Published By: Bahrain EDB     Published Date: Nov 23, 2016
This KPMG report looks at the typical costs associated with setting up and operating a manufacturing business in Bahrain, compared to the costs in other Gulf Cooperation Council (GCC) countries. It covers company format>on; land rental and construction; utilities; manpower; visas and labor; and ports and commerce.
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gulf, gcc, bahrain, saudi arabia, uae, manufacturing, logistics, fmcg, food, industrial services, aluminium, steel, trading, construction, cost, business, comparison, fdi, investment, abroad
    
Bahrain EDB
Published By: Cornerstone OnDemand     Published Date: Jun 29, 2018
Over the past decade, talent management initiatives have become a critical priority for organizations. In 2016, KPMG found that 99 percent of CEOs reported they’ve taken action to develop existing or future talent.1 The same study also found that nearly half of CEOs expected their companies to be transformed into a significantly different entity within the next three years. This is because since 2000, 52% of companies in the Fortune 500 have gone bankrupt, been acquired, or ceased to exist.3 To remain competitive in our disruptive, digital age, this type of business transformation has become necessary. Achieving these huge business transformation feats is not for the faint of heart and requires robust organizational change and talent management.
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talent, management, roi
    
Cornerstone OnDemand
Published By: Entrust Datacard     Published Date: Oct 24, 2016
Every enterprise is aware of the need for digital transformation. A 2015 study conducted by KPMG found that their top four concerns moving forward were: (1) new entrants disrupting existing business models; (2) the ability to keep current with technology; (3) competitors leveraging digital business models to take share; and (4) products and services remaining relevant as the digital future unfolds.
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Entrust Datacard
Published By: KPMG     Published Date: Jul 25, 2016
Manufacturers are gunning for growth and plan to put significant investment into R&D and new markets in order to achieve their ambitions. But without overall market growth, competition will be fierce. Read more.
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supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Jul 25, 2016
Can a better demand-driven supply chain positively impact the bottom line? The future belongs to the new customer. Customer experience is becoming undeniably more important, yet many companies lack responsive and agile supply chains that can continually adjust to fluctuating customer requirements. Read more.
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supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Jul 25, 2016
Chaos theory suggests that seemingly unrelated events occurring thousands of miles apart may, in fact, be linked. Read “The Butterfly Effect” to learn how global organizations can address the threat of third party disruption in today’s economy.
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supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Nov 07, 2016
Seemingly unrelated events can conspire to harm your business when you rely on far-flung networks of suppliers, vendors, and service providers. Read “The Butterfly Effect” to learn how global organizations can address the threat of third party disruption in today’s economy.
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supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Nov 07, 2016
Can a better demand-driven supply chain positively impact the bottom line? The future belongs to the new customer. Customer experience is becoming undeniably more important, yet many companies lack responsive and agile supply chains that can continually adjust to fluctuating customer requirements. Read more.
Tags : 
supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Nov 07, 2016
Manufacturers are gunning for growth and plan to put significant investment into R&D and new markets in order to achieve their ambitions. But without overall market growth, competition will be fierce. Read more.
Tags : 
supply chain, supply chain management, supply chain software, supply chain strategy, supply chain solutions, risk management, risk management software, risk management in supply chain, risk mitigation, business disruption, supply chain disruption, industrial manufacturing, manufacturing, automotive, auto, enterprise software, manufacturing trends, supply chain trends
    
KPMG
Published By: KPMG     Published Date: Mar 28, 2017
Over 40% of organizations plan to replace existing HR systems with Cloud. But Cloud HR’s game-changing capabilities also demand bold workforce transformation strategies integrating people, processes and technology. Read more.
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kpmg, cloud, cloud strategy, human resources, technology
    
KPMG
Published By: KPMG     Published Date: Sep 21, 2017
Drive change or be changed. KPMG’s 2017 HR Transformation Survey reveals organizations divided into two camps: one half ‘enlightened’ and boldly engaged on strategic HR transformation, the other half ‘unenlightened’ and faltering amid uncertainty as the digital era redefines the world around them and dramatically rewrites the rules for success. View now.
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KPMG
Published By: KPMG     Published Date: Sep 21, 2017
Drive change or be changed. KPMG’s 2017 HR Transformation Survey reveals organizations divided into two camps: one half ‘enlightened’ and boldly engaged on strategic HR transformation, the other half ‘unenlightened’ and faltering amid uncertainty as the digital era redefines the world around them and dramatically rewrites the rules for success. View now.
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KPMG
Published By: KPMG     Published Date: May 08, 2018
Many retailers have responded with a largely outdated omnichannel approach, focusing on integrating the physical and digital channels they use to interact with customers, when the problem is actually inside the business. Today's customers will remain loyal only if a brand offers them transparency and superior quality products while actively engaging with them to build a relationship they value. Meeting those needs has nothing to do with offering another physical, digital, or mobile channel and everything to do with running the business in a way that is customer-first and customer-centric.
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KPMG
Published By: KPMG     Published Date: May 08, 2018
Geographical entry points are dwindling, and stores are closing faster than they are opening. The ability to make new markets with product innovation has been largely co-opted by new brands with specific, differentiated attributes. And, like every other business, CPGs are dealing with the demands of digitally adept consumers whose best customer experiences have become what they expect from every customer experience.
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KPMG
Published By: KPMG     Published Date: May 08, 2018
Many retailers have responded with a largely outdated omnichannel approach, focusing on integrating the physical and digital channels they use to interact with customers, when the problem is actually inside the business. Today's customers will remain loyal only if a brand offers them transparency and superior quality products while actively engaging with them to build a relationship they value. Meeting those needs has nothing to do with offering another physical, digital, or mobile channel and everything to do with running the business in a way that is customer-first and customer-centric.
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KPMG
Published By: KPMG     Published Date: Jun 04, 2018
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KPMG
Published By: KPMG     Published Date: Sep 13, 2018
Companies are facing more complex challenges than ever, requiring a variety of disciplines to come together to set a future vision and strategy. Historically, says Alec Binder, director, advisory at KPMG, these challenges have been treated as technology problems that can be solved simply by buying a better platform or solution. However, as explained in Part 1 of this series on KPMG’s Technology Strategy and Selection (TSS) framework, that outlook often does not drive the outcomes or the value that companies are expecting. For large transformations, a business-driven, technology-support effort is becoming an imperative, not a nice-to-have. The modular approach of the TSS framework allows for the right services and business ideas to be brought in seamlessly and holistically — toward setting a future vision and choosing technology that truly drives change.
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KPMG
Published By: KPMG     Published Date: Sep 13, 2018
Create a transformation vision and an integrated technology roadmap to get started towards your goals. As digital complexity increases, you’ve probably spent a lot of time making sure your customer-facing strategies and technologies are ready to meet the next challenge. And rightly so. But what about your internal functions? Are your ERP, finance, HR, procurement and supply chain strategies ready? You may be asking some hard questions: • How do I manage a large-scale transformation of my back office underpinned with the right technologies? • Is my technology strategy truly aligned to meet my business goals? • What are other organizations doing to make the transition? KPMG Technology Strategy and Selection gives you the tools to frame such decisions by working with you to develop a transformation strategy that’s based on your organization’s overarching business needs. One that will diminish some of the noise of disruption by helping you see what’s coming--while focusing on an integr
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kpmg, business transformation
    
KPMG
Published By: KPMG     Published Date: Sep 17, 2018
The leadership of a new, marquee pharma manufacturer approached KPMG with a paradox: It was certainly marquee, but not new. As the highly publicized spin-off of a global health services conglomerate, the company began life with $18 billion in annual revenues, an established product pipeline and instant membership in the S&P 100. Reliant on the back-office functions of its parent, it needed to quickly acquire the back-office sinews of a truly stand-alone company: ERP systems and core processes for finance, operations and human resources. During an intensive three-year engagement, KPMG brought the vision of the company’s leaders to life, working towards a target operating model through the disciplined implementation of new systems, processes, training and staffing. The multidisciplinary approach eventually touched the lives of every one of the company’s 21,000 employees, in 170 countries. And as KPMG’s delivered tangible results, something intangible emerged – a new company culture, inde
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KPMG
Published By: KPMG     Published Date: Sep 20, 2018
KPMG
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KPMG
Published By: KPMG     Published Date: Sep 20, 2018
KPMG
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KPMG
Published By: KPMG     Published Date: Sep 20, 2018
KPMG
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KPMG
Published By: KPMG     Published Date: Sep 20, 2018
KPMG
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KPMG
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