KPMG Presents at TUCON I Building a Next-Generation, Collaboration-Rich Culture
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KPMG helps organizations negotiate risks and perform in the dynamic and challenging environments in which they do business. Preparing to on-board 100,000 new employees over the next five years across 140 countries, the company needed a way that next-generation hires could quickly understand their clients' business and deliver elite expertise. In this keynote, Mr. Robinson takes you through their social computing journey and shares the positive cultural and productivity changes they expect to see with their entire global workforce working in a collaboration- and contextually-rich environment. For more information, please visit http://www.tibbr.com/
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KPMG Presents at TUCON I Building a Next-Generation, Collaboration-Rich Culture
- 1. Social business Empowering on-boarding & retention Chris Robinson Chief Information Officer – KPMG
- 2. The story of the brave banana…
- 4. Additional 100,000 staff over the next five years
- 6. Capturing & reusing knowledge Creating human connections across disparate organisations Connectivity through socially enriched, people centric technology - workforce demands Key points sourced from: “The Forrester Wave™: Enterprise Social Platforms, Q3 2011”
- 7. Photo sourced from http://timeforabucketlist.blogspot.com/2011/04/h-hoarding.html
- 9. Building diverse networks Unify people Encourage ‘Mavenism’ Cultivate T-shaped management
- 10. peer learning contribute from the start & Retention who’s who share your views ask a question day one productivity access tacit knowledge share my expertise virtual buddies rich insights get introduced give an answer Onboarding share an idea follow people feel connected be recognised seen & heard diverse connections follow knowledge pull what’s relevant to you reduced duplication rapid mass collaboration reliable technology locate expertise relevant resources avoid reinventing the wheel self learning collective participation resource availability
- 11. Stories so far… Senior Analyst: “I posted a question and got an answer the same day from across the globe. It’s helped me to deliver a better result to my client” Adviser: “I have connected with Partners, who I’d never typically talk to offline. ” Partner: “Wherever I am, I can still take part in the conversation. It goes beyond the boardroom.” New starter: “Since starting at KPMG a month ago, I’ve been able to keep in touch with other new starters. I feel more connected” Senior Manager: “Things feel more informal. I feel like I am wearing my jeans to work. It’s great”
Editor's Notes
- I want to tell you a story about a banana…In a certain office, in a certain country, a certain client (a client that retails smoothies) asked a question to KPMG. How do you peal a banana without touching it?The question was posted on a discussion forum to see if someone in the organisation could come up with the answer. Some staff posted answers following the theme of the intelligent monkey in the room. However, a young graduate with a PHD in science had just started with the organisation. A colleague showed her the question posed. Having had previously done a similar experiment the graduate knew the answer. What you do is……So we are dealing with how social technology can support the onboarding and retention needs of an organisation. This is an interesting story because that organisation was…...KPMG. You might be thinking what the hell does a banana have to do with KPMG, social computing, onboarding and retention. Well, it’s actually a story that kicked off our journey with crowdsourcing to service our clients better. We take our clients problems and post them for all staff to see and contribute an answer. Staff who solve the challenges are rewarded. So we got lucky, here we had a new staff member, who was expecting to contribute from day one, and she got that opportunity, and for the firm, well they got to tap into her skills quickly to win our engagement.
- So, KPMG who are we? Aren’t you guys just a bunch of boring auditors and accountants. Hmm well there was a time but today we’re actually a lot more than that. Today the firm has 1000 offices in over 143 countries across the globe. Our advisory business makes up 50% of the firm and is the fastest growing business area for KPMG. We actually employ interesting people – scientists, ex undercover cops, forensic criminal investigators, …..Today, KPMG is about solving our client’s problems and cutting through complexity. The story of the brave banana is an example of just that. You take a problem you post it out to your organisation, and you watch the collective brainstorming and ideas take form….and pretty soon you’ve got the answer.
- Over the next 5 years, our target is to grow the firm and employ an additional 100,000 people. We’re not without challenges. Right now we lose 1 in 5 staff each year. We get talented people but we don’t retain enough of that talent. So, why does this happen and what’s the answer for KPMG?
- Staff retention issues are widespread 1:5 Major cost to the firm (financial, skill and knowledge loss) Add in hard facts about time to productivity, retention issues, onboarding process improvement – 1 slide
- Our first challenge is culture. One influencer here is the organisational structure. Have a look at these. Do you see your organisation represented here? Some of you may have seen thisKPMG is closer to the bottom right corner. We want to be like Apple or FaceBook. Connected. But we have an organisation that is actively divided We’ve got over complicated organisational structures. They’re too deep. We’ve created complexity and encouraged a culture where everyone’s competing for budget even though it’s one organisation. We’ve got brewing and perpetuating internal resentments across divisions. Everyone’s operating in silos. Leadership and management styles play a role here too. We’ve still got the left-overs of a culture where historically the average auditor was told to:Keep your head down and work hard. Say nothing only state the facts. Don’t express your view or share your ideas. You earn your voice over the years.
- Connecting across 1000 offices Silos of information Connecting people with knowledge
- So how do you capture and connect people to people and to knowledge if you’ve got cultural issues.Directly linked to our organisational and leadership style challenges coming HOARDING. Divisions in many organisations have been set up to compete against each other – Battle of the cost centre so what you end up with ….. Lack of trust amongst staff stretching from leadership down to your ground staff.Backstabbing Staff refusing to work with, or seek input with others outside of their division.Staff are reluctant to help others. You hear things like “It’s their problem, let them sort it out!”Expertise and skills are not shared but hoarded and you get a silo’d and unfriendly culture.Our culture is shifting from hoarding to sharing but we’ve got another challenge….
- Search challengesEven if you’ve got a culture that captures knowledge how do you find it? Searching and finding the right knowledge is hard to come by in large organisations. We’ve got challenges where staff can’t locate colleagues, expertise or information easily and this leads to additional productivity and performance challenges for our firm. It impacts our clients as well. We’ve got a history of not walking the talk. What we are as a firm historically …..have gone into other organisations and told them to get the best IT systems but we don’t even have them ourselves. Auditing been about lookin at your data and telling you what has happened. The big opportunity for us is predictive analysis and big data. Big Data, Predicative AnalysisWalking the talk means we should be doing this internally. Accessing finding the right information and data quickly. But we can’t even find the stuff internally. So what are we doing?
- Well first we’ve been working on our culture. We’ve started to build a more collaborative workplace for our people. We’re working on 4 key things:Unifying our peopleLeadership coalition supporting unityCommon, simple & unifying goals formedMake teamwork a core valueCreate a common foe outside the organisationCultivating T-shaped management styles and rewarding thisEmploy management styles that can work vertically & horizontally across orgWillingness to help othersCoach T-shaped behavioursReward behaviours Build diverse networksBuild outward not inwardBuild diverse networks Too big can be too bloatedNetworks should be purposeful Map out & plan networks Creating a maven culture Accumulate & share you knowledge with others Be proactive in connecting people with others and problem solving together Give additional information that’s useful – richer context !
- Supporting our cultural changes is our technology enablement.Have commenced using more socially enriched technology like tibbr. With social collaboration technology we start to address the challenges:CultureConnectivity Reduce hoarding Searching & locating the right knowledge Which all leads to better onboarding and retentionThere is an opportunity to navigate and connect through the deep structures and that’s where technology like social collaboration plays a role.Social technology can visually show you where everyone sits in the organisationSocial technology can help us connect with one and another and share knowledge more easily – I can choose to follow anyone in the organisationThrough the personal profile I can share my expertise and skills with othersI can search for knowledge, people/profiles, skills, expertise Through the wall I can ask a question out to the masses and get an answer or I can give my views and share my ideas. It’s that simple.
- Cross border problem solving between staff globally and locally (e.g. between Australian and US staff around Customer Experience Management)Employee engagement - staff sharing their views about KPMG workplace arrangements (e.g. Flexible work arrangements)Internal knowledge sharing between staff across divisions, staff establishing diverse & nimble networks (e.g. Competitor insights, Digital Econoomy Group, Interest groups)Business networking between staff from across the country, from within different divisions and globally