Connecting our People

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Experimenting
with eResources
at KPMG
Ceri Hughes and Alex Chapel
October 2011
Our agenda today
 Introduction to KPMG
 KPMG’s Knowledge Objectives
 Using social media to enhance collaboration, communication and knowledge
sharing
 Connecting our people
 Connecting to content
 Key considerations
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
1
Knowledge Management at KPMG
KPMG is a global network of professional firms providing Audit, Tax and Advisory
services
138,000 outstanding professionals, delivering value for clients in 150 countries
around the world
Our purpose is to turn knowledge into value for the benefit of our clients, our
people and the markets that we serve
 Global Knowledge function established at the in Autumn 2009, with full-time
Partner-level Chief Knowledge officer, based in USA
Global Knowledge team based in UK, USA, Canada and India, working closely with
Knowledge teams in KPMG business functions, markets groups and member firms
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
2
KPMG’s Knowledge Objectives
To harness the knowledge of our 140,000 people to help
them deliver and create value for our firms’ clients.
Why getting it right is important:
Make it easier for KPMG people to find what they need
Help us deliver deeper, forward thinking insights
Foster stronger client relationships and more effective service delivery
Improve response time to proposals and client inquiries
Increase access to the collective expertise of our people
Reduce duplication of knowledge investments across member firms
Help drive profitable growth across all member firms and practices
Improve the total experience for our people and satisfaction with KPMG
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
3
Our objective: To harness the knowledge of our 140,000 people to help
them deliver and create value for our firms’ clients
Culture
Connectivity
Content
The KPMG Knowledge strategy is built on three strategic pillars…
High quality, robust and timely content, so our
people can access and use the right content,
at the right time, to support their clients
Strong connectivity, collaboration and sharing
among our people, teams and networks
A pervasive culture of knowledge sharing and
collaboration among our people and across
our global network
…supported by three core enablers
Organization
Technology
Change Management
A professionalized, efficient and globally consistent
Knowledge support organization
Globally aligned and user-centric enabling technology, to
support sharing and access to content, people and tools
A visible change and communications program to drive
awareness, adoption and participation by our global staff
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
4
Enhancing
collaboration,
communication
and knowledge
sharing
Social Media can help drive better communications, collaboration and
relationships for KPMG (both internally and externally)
Recruits
Clients
KPMG
KPMG
engagement
teams
Alumni
Networks
and
practices
KPMG
people
Externally: stronger relationships and
communications
• Strengthen KPMG’s
relationships with key
stakeholders, including clients
• Project and reinforce the
KPMG brand
Broader
market
stakeholders
Internally: stronger collaboration and sharing
• Find internal people and experts
• Access insights of others
• Build networks on critical topics
• Respond to client inquiries
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
• Improve the client experience
Prospective
clients
6
How use of Social media can bring the most value to KPMG internally
The benefits that improved and well-used Social Media
capabilities can bring about are potentially very significant.
However, if no action is taken the potential costs of missed
opportunities are great. It is important to consider the potential
benefits in line with KPMG’s Global Knowledge aspirations
including:
• Faster, more efficient response to proposals and client inquiries and
market opportunities
By 2014 social networking
services will replace email as
the primary vehicle for
interpersonal
communications for 20% of
business users.*
*Source :”Predicts 2010: Social
Software is an Enterprise reality”,
Gartner
• More efficient engagement, start-up and new staff integration
• Greatly increased access to the collective experience/skills of our
people
• Reduced confusion and clutter about “where to go for what”
In summary, the growth that Social Media is experiencing outside
of the firewalls has the potential to offer considerable benefits
internally.
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
7
Internal use of social media @KPMG – current capabilities
Blogs
Typical Uses Cases include
Benefits include
• Ability for leaders of larger teams, many
dispersed geographically to communicate and
develop a closer relationship with their people
• Better communication, giving employees the option to
comment or be part of the thinking or process
• Ability to keep a team database of everything
going on, observations, sharing links, news,
etc
Wikis
• Ability to keep team documentation accurate,
up to date and ready when new people join
• Alternative ways to publish and retrieve
content
Discussion
Forums
• Users send mass e-mails around KPMG in a
"shot-gun" "hit or miss" fashion. Prevalent
user behaviour, no metrics.
• With a more and more highly dispersed workforce, leaders
are challenged to make any type of meaningful connection
with those who work for them.
• Blogs allow for a more personal connection, and give the
writer (leadership) the opportunity for direct feedback.
• Helps provide consistent on-boarding of staff, get new
staff up to speed faster, and be a resource for those
issues that don't come up that often
• Better ability to collaborate, publish, update, locate and
find information. Saving time- potentially reducing costs.
Tax estimates that users can find information 2 to 8 times
faster with the wiki versus a group of word docs in a
Library
• Currently users send e-mails to large populations with the
hope of finding the one person who knows the answer
(often failing). Once the answer is recorded, it becomes
part of the team, practice, or KPMG knowledge base.
• Ability for a team to have a virtual discussion
with multiple conversations going on at same
time
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
8
The Internal social collaboration journey @KPMG
Establishing the programme (2010)
•
Audit of existing SharePoint based social sites, identification of champions
•
Use cases & Best practice examples collated
•
Internal social media (ISM) Toolkit published
•
v1.0 Vision, Strategy & Roadmap
•
ISM Community established
Pilots & experimentation (2011 onwards)
•
Pilots of Enterprise Social platforms
Enterprise Social Platform selection
•
Use Cases & requirements
•
Vendor Analysis
•
Governance
•
Horizon Scanning
•
Implementation & Adoption
• Clear statement of business
benefits to KPMG
Outputs
(Nov
2011)
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
• Detailed requirements
• Platform recommendations and
business case
• Recommended action plans over
the next 12-24 months across
KPMG (inc. Governance)
9
Connecting our
People
My Site - KPMG's online people directory, for contact, CV/ Résumé and
skills information
•
Over 85,000 profiles updated
to date and growing
•
Easily searchable via Global
People Search
•
Completion index
established to track both
quantitative and qualitative
metrics
•
Major global campaign
underway to promote
awareness and adoption
•
Next steps include adding
more social elements
embedding community
memberships
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
11
Future direction
Medium and longer-term activities include search, communities and networks and
the next generation personal profile
 Major Search Upgrade
 People search is a major component of the enterprise-wide Search
upgrade project
 Support for Communities and Networks
 Personal profiles are at the core of any community and networking solution
 Supporting pilots with the internal social collaboration team
 Next generation Personal Profile Project
 KPMG needs a robust platform that allows for local country variations to meet
legal / jurisdictional needs + to enable integration with local country systems
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
12
Connecting to
content
Access to key content types
External content
Select licensed research tools are available to our people via mobile devices
Direct response to user demand: focus on critical toolset
Internal content
KPMG Portal will be overlaid with key social features to enable mobile access, beginning with
BlackBerry activation
•
Mobile access to key client, sector, engagement information
•
Connect to key networks, communities and KPMG expertise and experience
•
Remain connected to key news and announcements
•
KPMG Content Strategy includes mobile considerations
Content collaboration supported by KPMG Central, our internal and external, secure document
collaboration platform
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
14
KPMG Central – internal and external collaboration platform
eAudit Group Audit sites
Account
home
pages
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
eAdvisory
Internal
Projects
and teams
15
Key
Considerations
Key considerations

The strategy must focus on Collaboration and Knowledge Sharing, and how Social
technologies can supplement our traditional tools

Technology is changing rapidly, requiring an “agile” approach and flexibility

To both meet demand and learn, use “controlled” pilots to give users the opportunity
to road test and give the Knowledge team the opportunity to learn and develop
experience and expertise

Focus on clear business drivers and benefits and do not be distracted by gimmicks
and low value functionality

Use tools judiciously – don’t overwhelm users with a huge toolkit – focus on what’s
needed to meet business need

Successful adoption requires culture and behavioural change, along with active
business sponsorship, are critical to success in this area

Ensure end user ‘rules of the road’ are in place and clearly signposted

Include the right stakeholders and linkages from the outset – including Risk
Management, ITS (especially those responsible for the mobile device strategy)
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
17
Contact Us
Ceri Hughes
Director, Global Knowledge Business Lead
[email protected]kpmg.co.uk
Alex Chapel
Associate Director, Connectivity
[email protected]
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.
18
© 2011 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG
Europe LLP and a member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative, a Swiss entity. All rights
reserved.
The KPMG name, logo and ‘cutting through complexity’ are registered
trademarks or trademarks of KPMG International Cooperative (KPMG
International).
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