Powered

Enterprise
Introduction

Amanda Borthwick Danny Le Jehan Paddy Parke Mark Newton

Partner, CORPS CIOA Partner, CORPS CIOA Partner, CORPS CIOA Partner, Central Man
Office: London Office: London Office: London Cons
Office: London

Andrew King Stuart McMurray Fiona Martin Simon Beard

Pursuit Director Partner, CORPS CIOA Director, Strategic Business Development

Office: London Office: Leeds Alliances Oracle Skills Lead
Office: Manchester Office: London

Document Classification: KPMG Confidential

Our Approach: Build more together through managed collaboration

Document Classification: KPMG Confidential

 Highlights in Q1
• Sales transformation and execution progress
 Operational sales excellence
 Sales transformation
 Specialist sales capability
• Investment plans and funding for FY20 approved
• Forthcoming ‘Powered’ week (w/c 27th January)
activities across key offices
• Rated #1 by HFS in the areas of Enterprise
Service Management and Verticalized Solutions
as well as thought leadership with the platform

Document Classification: KPMG Confidential

What Makes a Solution “Powered”?
There are seven components to a Powered Solution, which are detailed below.

Pre-Configured Cloud Environment &

Target Operating Model
Documentation

Powered Journey in SOURCE Test Scenarios & Test Scripts

POWERED
SOLUTION

Pre-populated Powered Execution Optional: Pre-Designed Client End

Suite Template User Training

Demo Scripts & Other Deployment Assets

5

Document Classification: KPMG Confidential

What is Powered
An outcome driven transformation cloud solution that combines our deep functional knowledge, proven
delivery capability and cloud technologies to drive sustainable change, rising performance and lasting
value using Target Operating Model (TOM)

Business process models based on Tax considerations, policies, process

leading practices controls and risks

Roles, capabilities and organisation chart Test scenarios and scripts

Roles aligned to delivery model

Training materials
depending on activities they perform

Pre-configured Cloud applications Use cases for automation

Data models, KPI, PPIs and reports Project delivery method & tools

Document Classification: KPMG Confidential

Powered TOM Layers
Functional Service Delivery Performance
Process People Model Technology Insights & Data Governance

Global Process Value Drivers, KPIs

Service Delivery Supporting
Process Taxonomies Owners Linked to Security & Controls
Model Overlay Technology Overlay
Overlay Benchmarks

Application
Position to Role
Service Management Architecture, Reporting Package
Maturity Models Mapping Policies
Framework (Internal) Data Flow Diagram & & Dashboards
& Sizing by Function
Integrations List

Role Based Functional Position Environment MDM Design

Process Flows Job Profiles Architecture & Governance

Reference Materials

Leading Practices

Technology agnostic Technology platform specific

Document Classification: KPMG Confidential

 Powered Assets
KPMG Powered Enterprise™ Finance Assets
In-scope functional areas

305+ 645
Configuration
— Source to Contract (S2C) items
— Requisition to Pay (R2P) comprehensively
documented
— Invoice to Cash (I2C)
Predefined processes — Acquire to Retire (A2R)

20
leveraging pre- Bots already working
— Project to Result (P2R)
designed end to end covering a wide range
organisation structure — Record to Report (R2R) of requests
and roles

75 Security
Roles
461
controls aligned to 226 Automated Tests
scenarios
209
core processes Reports &

Intellectual
capital and tools
— Project Management tools
181 KPIs
Manual Test
scenarios 147 Dashboards

—
—
—
Change Management Tools
Web-based learning
JIRA enabled testing tools
116Policies
3,218 Test scripts 331 Leading
Practices

— Sequenced project phases,

steps, & activities

Document Classification: KPMG Confidential

Powered Methodology
Vision
Define your path forward
— Launch the project &
establish project
governance.
— Confirm project baseline.
— Target Operating Model
(TOM) is aligned with
business strategy.
Make it CLEAR
A clear vision
Align leaders around the
strategic aims, ambition and
scale of change
Validate
See the future, today
— Deploy Powered assets to
validate and document the
comprehensive ‘to-be’ TOM
design layer components.
— Finalize the solution design.
— Obtain approval to proceed
to the Construct Phase.
Make it KNOWN
Understanding the
change
Communicate the change vision
and case for change and begin
to create ownership of
the solution
Construct Deploy Evolve
Demystify technical build Ease into deployment Continuously innovate
— Build and test the with change adoption and improve
technology solution and — Gain user acceptance of the — Complete post ‘go-live’
design layers of the TOM solution. support and value realization
using an iterative testing analysis.
— Deliver training to end users.
process.
— Implement the target TOM — Transition to on-going
— Prepare for user acceptance enhancements and
and related business as
testing (UAT) and continuous improvements.
usual (BAU) support.
deployment.
Make it REAL Make it HAPPEN Make it STICK
Bringing the change to Delivering change Sustaining the change
life Move the organization towards Ensure there is capability in the
Translate the change vision into the end state and equip people organization to sustain the
reality for people in the to work in new ways change
organization and define what it
means for them
Document Classification: KPMG Confidential
Crafting an effective
Powered story
Integrated Solutions Powered Week
347 BC – Aristotle’s “Rhetoric”
Ethos

Logos

Pathos

11

Document Classification: KPMG Confidential

Storytelling that resonates with the client
1 need
Recognise
Feel impact
Understand
Cognition
Form
Thinking
expectations

The decision 2
Generate

making process
Possible
Divergent
Solutions
Thinking

3
Select Best
Convergent
Thinking

12

Document Classification: KPMG Confidential

 Traditional approach
1 1
– Showing,
telling,
explaining
– Assuming
3 a need
2 2 – Solution/
service

– Asking,
learning,
exploring
Comparison 2
focused

3 3
– Searching
for a fit
– Client-
focused

1
“Joint-venture” approach

13

Document Classification: KPMG Confidential

Exploring the client’s world…
What should we do?
Typically
We don’t know their objectives. The client is — Explore issues/concerns/hot topics
Account important to us; we want access and build a — Share insights
Scenario 1 relationship; we are not aware on anything he/she
layer wants to fix, accomplish or avoid
— Challenge/change perspectives
— Create growth or trouble mindset

— Questioning and shaping their

The client has a loosely formed concept
Scenario 2 objective or objectives; some idea of
what he/she is trying to — Making consequences sharper
fix/accomplish/avoid — Testing next steps

— Linking a proposed solution to

Opportunity The client has clear
Scenario 3 impact on objectives and
layer objective(s) individual self interest

14

Document Classification: KPMG Confidential

Win-Results

Key ideas

—People win in their own ways

—Your personal Win is different from
your client’s personal Win
—Different clients may look for similar
business Results, but each Wins in a
personal way

15

Document Classification: KPMG Confidential

Win-Results

“What areKey the

ideasspecific
business Results
—People win inthat
their Iown ways
need to —Your
producepersonal Win is different from
for this client to personal Win
your client’s
—Different
personally Win?” clients may look for similar
business Results, but each Wins in a
personal way

16

Document Classification: KPMG Confidential

Wi
Characteri
n-Resultstics of Results
R – Impact of a service or solution on a business process
– Tangible, measurable, quantifiableKey ideas
“What are the specific
– Corporate
business Results
—People win inthat
their Iown ways
need to —Your
producepersonal Win is different from
Characteristics of Wins for this client
personally
to personal Win
your client’s
—Different
Win?” clients may look for similar
business Results, but each Wins in a
W personal way
– Fulfilment of promise made to oneself
– Intangible, not measurable, not quantifiable
– Personal

17

Document Classification: KPMG Confidential

Final thoughts……thank you.

Document Classification: KPMG Confidential