HSM Advisory’s Post

📢 Proud to be a part of a thriving culture at KPMG! 🌟 When it comes to building a strong company, Fred Wilson of Union Square Ventures hit the nail on the head: "You have to start with culture, values, and a commitment to creating a fantastic workplace. You can't fake these things. They have to come from the top... They are everything." 💼💪 At KPMG, we understand the immense value of a strong company culture. Research consistently shows that a firm's culture positively impacts financial performance, employee attitudes, and even analysts' stock recommendations. It's the foundation that sets us apart and propels us forward. 📈📊 Isadore Sharp, the visionary behind the Four Seasons hotels, echoes this sentiment: "Personal service is not something you can dictate as a policy. It comes from the culture. How you treat your employees is how you expect them to treat the customer." 🏨👥 We take pride in fostering a culture that encourages creativity, innovation, and a customer-centric mindset. It's this alignment between our culture and business strategies that reinforces our success. We believe in investing in our employees, providing them with opportunities to grow, and creating an environment that nurtures collaboration and out-of-the-box thinking. 🚀🔬 As a proud member of the KPMG family, I can personally attest to the power of our culture. It's a culture that embraces diversity, promotes inclusivity, and values each individual's unique contributions. It's a culture that empowers us to deliver exceptional results for our clients and make a positive impact in the world. 💡✨ Let's continue to prioritize our culture, both at KPMG and in our respective organizations. By fostering a strong and vibrant culture, we can create workplaces where everyone thrives, ideas flourish, and success becomes inevitable. Together, let's celebrate the power of culture and the incredible journey it takes us on! 🎉🌍 #ProudToBeKPMG #CompanyCulture #BusinessSuccess #Innovation #EmployeeEngagement

As I look out over the slice of the business world I can see, I feel a sense of injustice at some of the work that is being done by consultants in the name of organisational change. The big consulting firms, McKinsey, Boston Consulting, Bain, KPMG, PwC, Deloitte et al, are propagating a version of organisational change in all the large corporates I am working with, paying no heed to the human system. The damage they do starts from the minute they are engaged, when trust levels drop, as people fear for their job security. If organisations and small consulting firms, that specialise in human system change, can find ways to connect and work together, there are huge opportunities for organisations to receive deep expertise, great customer service and sustainable long-term impact that the big firms cannot offer…. Read more>>  https://lnkd.in/eJ_5uk3f #meetingmagic #complexcollaboration

The latest report on corporate board diversity from #KPMGBLC and @Ascend finds that 46% of public #Fortune1000 companies in 2023 had an API director, up from only 31% in 2020. Learn more in the report: https://ow.ly/V7gf50Ri3ut #Diversity #Fortune1000 #KPMGInsight

Brings back fond memories of working at McKinsey in New York City. Building, launching and driving Firm-wide adoption of groundbreaking knowledge management systems, tools and processes. All of which were core to the Firm's strategy of (a) introducing a practice-based operating model, and (b) the imperative of making the Firm's collective knowledge, wisdom and expertise available to any member, anywhere, anytime. Had lots of fun. Won some awards. Overcame challenges. Built enduring relationships. On a somewhat related but equally important note, it is interesting to see the degree to which the success of GenAI depends on how well the knowledge on which it feeds is managed. This makes real-world hands-on knowledge management experience and expertise invaluable. #ai #change #transformation #organiationalchangemanagement

As we navigate the ever-evolving landscape of management consulting, technology and AI are revolutionizing the industry. 💡 Innovative Fee Structures: McKinsey's new fee structures, which include deferred payments until agreed-upon results are achieved, highlight the firm's commitment to accountability and transparency. This approach disrupts traditional strategy consulting models, aligning McKinsey's success directly with that of their clients, thereby reinforcing client trust and engagement. 📈 AI-Driven Talent Management: Leveraging AI for talent management and continuous feedback relying on AI-powered systems. Those provide real-time insights into employee performance, identify skill gaps, and recommend personalized training, ensuring McKinsey remains at the forefront of industry leadership. 🏁Race to Market Leadership: McKinsey's proactive approach to integrating AI and technology is set to position them as a leader in the consulting industry and set a benchmark for how firms can harness innovation to deliver exceptional value and drive sustained growth. Time will tell how the first mover advantage will play out as other firms are actively working on implementing their AI-enabled growth strategies in the AI era. #AI #ArtificialIntelligence #StartegyConsulting #ManagenmentConsulting #McKinsey #Big4 #Innovation #Leadership #TalentManagement #MarketLeadership #BusinessStrategy #FutureOfWork https://lnkd.in/grZFNsmn

The recent PWC 27th Annual Global #CEOSurvey revealed a concerning statistic. CEOs perceive around 40% of emails, meetings, and #hiringprocesses to be #inefficient in their organizations. As #HR professionals we can't ignore the findings regarding emails and meetings, these areas acknowledge the role we play in shaping company #culture. However, the perception of inefficiency in hiring processes deserves deeper analysis. While the strategic importance of TA function is undeniable, CEOs' feedback might reflect current practices that prioritize speed over quality in this ever-increasing light labor market. This perception, however, shouldn't be the reality of the TA function. It's time for introspection and action, we need to engage in open dialogue with #leadership teams to understand their specific concerns regarding the hiring process/practices and do hilight perennial issues and ask for help/solutions on ‘no demand forecasting’ and ‘just in time hiring’ upstream issues. Implement data driven solutions that optimize efficiency without compromising quality, such as leveraging #technology or streamlining interview stages. This may not be easy since market will dictate some of these unless it becomes common practice in the #industry.   Change requires a proactive approach. Need to work together to address these inefficiencies and demonstrate the true value of a strategic and effective talent acquisition function. What are your thoughts on this issue? Share your experience and insights in the comments below. #HR #TalentAcquisition #PWCCEOSurvey #Efficiency source credit- pwc.com

Deloitte experts highlight the importance of collaboration across the enterprise when addressing the new requirements of Pillar Two, and the importance of establishing a long-term approach. Read more:

Deloitte experts highlight the importance of collaboration across the enterprise when addressing the new requirements of Pillar Two, and the importance of establishing a long-term approach. Read more:

At TPMG, we understand that change is inevitable, but navigating it effectively is both science and an art. In today's dynamic business landscape, organizations face constant challenges in adapting to technological advancements, digital transformation, and evolving consumer demands. That's where our Change Management Consulting Services come in. https://lnkd.in/gGfnXgyM