©2012 MASSTLC ALL RIGHTS RESERVED.
©2012 MASSTLC ALL RIGHTS RESERVED.
(% of U.S.-based
multinational
companies in some
phase of changing their
business model...
©2012 MASSTLC ALL RIGHTS RESERVED.
KPMG, Business Transformation and Corporate Agenda Report, 2014
Defining Transformation...
©2012 MASSTLC ALL RIGHTS RESERVED.
KPMG, Business Transformation and Corporate Agenda Report, 2014
Top three triggers for ...
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Dan Allred, SVB, CXO Business Transformation, May 28, 2014

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Dan Allred, SVB, CXO Business Transformation, May 28, 2014

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Dan Allred, SVB, CXO Business Transformation, May 28, 2014

  1. 1. ©2012 MASSTLC ALL RIGHTS RESERVED.
  2. 2. ©2012 MASSTLC ALL RIGHTS RESERVED. (% of U.S.-based multinational companies in some phase of changing their business models) 6% 7% 27% 29% 17% 14% KPMG, Business Transformation and Corporate Agenda Report, 2014 The Transformation Continuum Not considering any transformation initiatives Assessing the need for business transformation Planning a transformation initiative Started the implementation of transformation Completed at least one major transformation initiative Have completed several major transformation initiatives
  3. 3. ©2012 MASSTLC ALL RIGHTS RESERVED. KPMG, Business Transformation and Corporate Agenda Report, 2014 Defining Transformation 51 17 14 18 51% Continuous process of aligning business model to support business strategy 18% Enterprise transformation projects that involve an evaluation of a cross- section of markets, products, organizations and/or processes that result in a new business model 17% Localized projects within functions and processes 14% Continuously evolving specific organizational areas or processes According
  4. 4. ©2012 MASSTLC ALL RIGHTS RESERVED. KPMG, Business Transformation and Corporate Agenda Report, 2014 Top three triggers for transformation (across all industries) Transformation is triggered by many diverse causes, with none being considered a primary trigger by more than a third of overall respondents. 33% - Customer demand (changes in customer focus, buying patterns/preference) 30% - Domestic competitors 29% - Coping with change in technology

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