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Helping clients meet their business challenges begins with an in-depth understanding of the industries in which they work. That’s why KPMG LLP established its industry-driven structure. In fact, KPMG LLP was the first of the Big Four firms to organize itself along the same industry lines as clients.

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What is culture? Culture is how we do things around here. It is the combination of a predominant mindset, actions (both big and small) that we all commit to every day, and the underlying processes, programs and systems supporting how work gets done.

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Creating new value in large organizations: What it takes

By Investing in future value creation and fostering collaboration, organizations can position themselves for success in a competitive landscape.

Creating New Value in 2024

What does it take to effectively and consistently create new value inside an established organization?

2024 is a challenging time to try to answer that question. With the benefits and potential risks of artificial intelligence being debated in almost every organization, we are also witnessing the rise and fall of various C-level roles intended to steer the ship in new directions.

This report was created to help C-level leaders — and their teams — benchmark their value creation activities against other organizations, and hear how senior leaders at companies like CarMax, Ralph Lauren, and Microsoft are approaching the topic.

Download the full Report

Creating New Value in Large Organizations

KPMG partnered with InnoLead to study how organizations generate new value. Surveying tech and innovation leaders, we found strategies to drive growth using emerging technologies. This research provides actionable recommendations for leveraging technology to stay competitive in today's business landscape.

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With your people aligned around your innovation vision and goals, they can begin to test new directions and move much faster while staying in control.

Brian Miske

National Leader, KPMG Ignition

Key Takeaways from the Report

How are Value Creation Priorities Changing?

My organization is currently investing a sufficient amount to meet our value creation goals:

How would you characterize your organization’s future investment plans related to activities designed for value creation outcomes?

Thinking about the future, how would you classify your entire organization’s value creation priorities in terms of when you expect to realize their objectives? 

When considering your entire organization’s pursuit of value, which do you consider to be your organization’s greatest strengths?

To minimize workforce shock and manage organizational risk, we’re taking a cross-functional, holistic approach to AI workforce transformation..

Edwige Sacco

Partner, Head of Workforce Innovation

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Contact us: Regional leads

Midwest

Kristofer Canto
Manager Advisory, Climate, Data & Tech, KPMG US

Alexandra E Miller
Sr Associate Advisory, ESG Hub, KPMG US

West

Sara Lopez
Sr Associate Advisory, ESG & Climate Advisory, KPMG US

Vivian Chen
Sr Associate Advisory, Accounting Advisory Services, KPMG US

Southwest

Aiden Barenholtz
Sr Associate Advisory, Climate, Data & Tech, KPMG US

Southeast

Cassie Bleick
Sr Associate Advisory, Internal Audit & Entrprise Risk, KPMG US

Breonna Myers
Manager Audit, Center for Audit Solutions, KPMG US

Northeast

Anya Nayak
Sr Associate Advisory, Customer & Operations – Financial Services, KPMG US

Alejandra Gonzalez Vargas
Associate Advisory, Transformation Delivery – Financial Services, KPMG US

Amy Chan
Advisory, Governance, Risk and Compliance, KPMG US

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