2
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
The Future of IT
read.kpmg.us/Future-IT
Enabling the delivery of products and
services at market speed and scale
3
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 8559373
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
IT in the age of the connected enterpriseThere is no longer business strategy and technology
strategy. There is just strategy, and technology is driving it.
The opportunity for IT is to remove friction and enable a truly
connected enterprise - aligning the front, middle and back
office to become a customer-centric, digitally enabled business,
engineered for profitable growth.
4
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 8559374
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 855937
Transformation ambition and ability are not aligned
96%of companies
are focused on
transformation1
83%of executives are
not confident
their business
can build and
implement a new
operating model1
71%of CEOs are
personally ready
to lead radical
organizational
transformation2
of CIOs believe
their digital
strategy is only
moderately
effective or
worse3
78%Sources:
1. KPMG Global Transformation Study 2016
2. KPMG CEO Outlook 2018
3. Harvey Nash / KPMG CIO Survey 2018
5
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Today’s technology New world
Sample applications designed and
operated by IT:
Digital solutions delivering business outcomes and designed iteratively in partnership with the business:
Workflow ERP
— Business process
delivery
— Enterprise resource
planning
— Data warehousing
VirtualizationEnabling mobile
— Virtual machines — Enabling
enterprise
applications on
mobile devices
AI & automation Mobile
— RPA
— Cognitive automation
— AI & machine learning
— Bring your own device
— Internet of things
(IOT)
— Smart devices
Advanced analytics
Blockchain
— Predictive analytics
— Business intelligence
— Data mining and big
data
— Payments and
transactions
— Identity management
— Digital wallets
CloudCyber security
— Software &
application dev
— Everything as a
service (EaaS)
— Protect and survive
— Cyber insurance
APIAugmented reality
— Everything joins up
— Substantial
programmable web
interfaces publicly
available
— Physical world
becomes digital
Shifting technology landscape
6
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Key trends and drivers influencing IT functions
of organizations see business
managed IT (aka ‘shadow IT’)
as the new norm
Business managed IT
66%of organizations are looking to
intelligent automation to reduce
the need for additional headcount
Intelligent automation
67%
Today’s customer
expects hyper-relevant,
heavily tailored, and more
meaningful experiences.
Empowered customer
38%‘Customer centric’ organizations
are more likely to report greater
profitability
of IT leaders are reporting a lack of
skills holding back their strategies
Battle for skills
65%
of companies are “very effective”
at generating actionable insights
from customer data.
Demand for data & insights
23%
of companies reported a major
cybercrime in the last 2 years
Cyber threat
33%
Only
… most still struggle to liberate
their data from siloed systems
Source: Harvey Nash/KPMG CIO Survey 2018 – the world’s largest IT leadership survey. c. 4,000 responses from technology executives across 84 countries.
7
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 8559377
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
Leading
organizations
today
Most IT
organizations
today
IT as technical support,
reactive order taker,
maintaining legacy systems
IT working with
business as strategic
enabler, adopting Agile
Market speed
IT as the enabler of
new products and
services, securely
at speed and scaleevolve the IT operating model
The IT function must
respond to accelerating
forces and
8
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 8559378
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Market speedRe-design a dynamic IT operating model
Break down silos between functions and empower
employees. Dynamically assemble enhanced
capabilities to ensure a flexible, scalable, connected
and decidedly human IT function.
Build holistic customer experiences that transcend
touch points and enable new products and services,
securely at speed and scale.
9
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 8559379
Integrate teams to support the connected enterprise
Business-
product-
customer-
focused
Technology
- focused &
enabling
functions
Value stream management
Product A
Product B
Product engineering & assembly
Operations
Vendor management
Regulatory & risk
Security & trust
Platform
Product management
Market speedIntegrated & connected
Integrating teams across
functions supports the
move towards the
connected enterprise –
connecting front, middle
and back office to deliver
against increasing
customer expectations.
10
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 85593710
— Technology leaders
working together
Flexible
— Breaking down
siloes
— Cross-functional
agile teams
— Delivering complex products
at scale requires the high-
skilled capabilities of IT
Scalable
— Business managed
tech supports
incubation of new
products and
services
— Scalable architectures built on
ecosystems designed for change
Connected
— End-to-end product-
aligned delivery
capabilities
— Shifting enabling
functions higher up
the delivery cycle — Empowering teams to
make rapid decisions
— Shift from project to
product mindset
Decidedly human
— Reinforced by
leadership at all
levels
— Shared power and
control
Key characteristics
Market speed
11
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. All
rights reserved. NDPPS 855937
The IT function
will favor…agility over
methods, principles
over practices, and
products over
projects.
Senior leadership
will recognize that the
best ideas are usually
born from necessity,
and experience
typically comes from
making mistakes.
The technical debt
of tomorrow will be
an organization’s
operating model,
not legacy platforms
and systems.
Community
over hard
lines
Open
sharing
over control
Trust over
self
IT’s culture will
be driven by
forward-thinking
servant leaders
who embody…
Market speedBuilt on principles
12
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Collaborative with open sharing
Agile, iterative, scalable principles
Product focus
Prescriptive value stream analytics
Connected community
Customer obsessed
Extreme automation
Influence
Forward-thinking servant leader
Empathetic, and decidedly human
Control driven and risk averse
Deliberate, methodical, rigid practices
Project focus
Data rich, insight poor
Rigid organizational structure
Internally focused
Manual processes
Rules
Authoritarian
Technical skills above all
IT in the futureIT today
13
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593713
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Market
speed
Modern
delivery
Data as
an asset
Dynamic
investment
Customer
trustPowering up to market speed:
CORE SLIDE
Key elements
Flexible IT
workforce
14
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Market
speed
Realign capabilities,
people, architectures,
and ways of working
to enable the delivery
of new products and
services at variable
speeds and scale
Deploy a “think like a
VC” portfolio
investment approach
and leverage lean
financial processes to
drive dynamic and
continuous funding of
technology and
investments
Develop a 360
degree view of the
IT workforce,
including business,
technical, and
virtual skills, to
create a flexible
ecosystem of talent
Integrate business,
engineering, testing
and operations into
full stack teams,
automating large
portions of the value
chain
Instil technical trust
throughout the
organization,
delivering intrinsically
safe products and
services, to influence
perceived trust for
customer value
Powering up to market speed
Dynamic
investmentModern
delivery
Data as
an assetCustomer
trust
Evolve foundational
data assets to fuel
demand for actionable
customer insights,
transparency to risk
and opportunity, and
operational efficiency
Flexible IT
workforce
Six elements needed to deliver business value
15
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593715
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Dynamic investmentThink like a VC and dynamically reinvest resources
and capital for winning ideas.
Place business investors inside the organization, being
brought many ideas, making many small bets, having
transparency of performance against value objectives,
and dynamically reinvesting resources and capital for
winning ideas.
16
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593716
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
Dynamic investment
Fund value instead of projects Shift to funding products linked to business or customer value which
are connected to the overall business strategy.
Adopt iterative and leaner fundingBe willing to fund products before all of the details are defined.
Decentralize and delegate decisionsDelegate decisions down to the business and technology leaders
closest to the technology project being funded.
Catch bad ideas fasterAdopt a mindset and toolset to enable smarter and faster decisions,
while discarding bad ideas more quickly.
Communicate transparency and valueTransparency should be built across the entire lifecycle of products from
ideation through support, with a way to share the results and value.
17
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593717
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Flexible IT workforce Develop a 360 degree view of the IT workforce,
including business, technical, and virtual skills, to
create a flexible ecosystem of talent.
Intelligent automation will trigger a game changing
transformation of skills and roles.
18
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593718
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
Recognize that
technology skills
are a core business
capability across
the organization
Elevate intelligent
automation to
augment knowledge
workers, enhance
insights and drive
higher value creation
Create a flexible,
scalable, multi-
channel talent
ecosystem that
works within your
culture
Flexible workforce
Enterprise
architects
Portfolio
managers
Business
relationship
manager
Project
managersInfrastructure
engineer
Evo
lvin
g r
ole
s
19
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593719
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Modern deliveryBreak down the traditional silos that limit IT agility by
integrating engineering, testing and operations into full
stack teams, automating large portions of the value
chain, and creating a culture of collaboration focused
on customer outcomes.
20
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593720
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
Modern delivery relies on seamlessly automating
portions of the IT tool chain to increase speed,
reduce risk and increase the quality of software
deployments. Focus shifts to the automation of
monitoring, alerting & recovery, releases, continuous
code integration checking, and testing.
Modern delivery unites the Agile SDLC and DevOps
continuum into a single operating model through
collaboration and communication between
developers and operations.
Development Operations
Provision Onboard Plan Build Integrate Test Deploy Release Monitor
DevOps
Continuous delivery
Continuous integration
Agile development
Source code
control
Single repository
Build
automation
Compile and build
Test automation
Execute: unit,
integration & UAT
Continuous
integration
Code check-in
throughout day with
automated builds
Release
automation
Packaged,
deployed &
verified
Operate
Automated
monitoring,
alerting &
recovery
Modern delivery
21
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593721
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Data as an assetSubstantially reinvent the data supply chain, make
data more modular and governed, while helping to
usher in higher levels of data literacy across the
business.
22
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593722
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative ("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
Strategic
data assets
(those that
directly
generate
revenue and
profitability)
fuel growth
By 2022, it is predicted that 80% of revenue growth will
depend on digital offerings and operations1
2022
2021
2020
2019
2018
Requiring
data to be:
On demand
Responsive
and agile
Reusable
and transparent
Available
Governed
Achieved through a focus on foundational data assets:
Next
generation
data supply
chain
Data
as a
service
Fit for
purpose
data
governance
Federated
accountability
Overall
levels
of D&A
literacy
80%
Data as an asset
Reve
nu
e g
row
th
Source:
1. IDC Press Release, IDC Launches New Framework to Accelerate Digital
Transformation and Help Enterprises Become Digital Natives (IDC, Oct 2017)
23
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593723
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a
Swiss entity. All rights reserved. NDPPS 855937
Customer trustTrust is the foundation for a successful, sustainable
business strategy and will require trust in technology to
be instilled throughout an organization to influence a
customer’s perception of the company.
Customer relationship health becomes more dependent
on complex – often invisible – connected technologies.
But people instinctively distrust things they can’t see,
feel or understand.
24
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593724
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative
("KPMG International"), a Swiss entity. All rights reserved. NDPPS 855937
92%Customertrust
Servecustomer
Hierarchy of trust in technology
— Future technology executives should be a ‘catalyst for trust’, enabling
trust in technology throughout the front, middle, and back office
Protectcustomer
Governtechnology
Building customer trust
top three priority with
CEOs2
Cost of lack of trust
to global brands1
Cost
$2.5Tn/Yr
Priority
61%Of C-Suite worry about
impact to reputation due
to trust in data3
Impact
Sources:
1. Lack of trust costs brands $2.5 million per year (Social Media Week, February 6, 2018)
2. Guardians of Trust (KPMG International, 2018)
3. Me, my life, my wallet (KPMG International, 2018)
25
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593725
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
How can we make
our operating model
more flexible
and scalable?
Moving to market speed:
CORE SLIDE
Market
speed
Customer
trust
Key questions
How can we instil
the principles of
technical trust into
all delivery
models?
Modern
delivery
Where do we
have silos that
limit our agility?
Dynamic
investment
How can we as an
organization remove
funding friction and
eliminate waste?
Data as
an asset
How do we make
our data available,
reusable, quickly
with reduced
proliferation?
Where are our
skills shortages
likely to impact
us most?
Flexible IT
workforce
26
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593726
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Moving to market speed:Key next steps
• Secure leadership alignment on objectives
and priorities
• Assess operating model readiness to deliver
the promise of a connected enterprise
• Develop a holistic, integrated transformation
plan. Be sure to include interdependent
operating models such as procurement,
finance, HR, sales and operations
• Put cultural change and a principles led
approach at the center of the transformation
27
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593727
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
How KPMG member firms can help
IT sourcing strategy Third party risk assurance
IT cost optimization Cloud transformation
Emerging tech risk strategy Agile / DevOps transformation
Application StrategyExperience design and
engineeringIT governance, risk, and compliance
IT business management
(IT Svc mgmt, TBM,
IT analytics, Portfolio mgmt)
IT strategy Software design & development Enterprise architecture Cyber defense and response
Cyber security strategy and transformation Data management
IT operating model Program and project management Infrastructure optimization IT attestation / Assurance
Data strategy Testing / Quality assurance Information governance
KPMG professionals work
with clients to help shape
and execute their IT
strategy
KPMG specialists build
innovative and elegant
technology solutions that
are designed to transform
business
KPMG specialists can
create the IT capabilities
clients need to thrive on
change
KPMG professionals apply
functional and industry
knowledge to help manage
their risk throughout
technological change
28
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 85593728
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
Thank you
29
Document Classification: KPMG Public
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a
Swiss entity. All rights reserved. NDPPS 855937
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to
provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the
future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.
© 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 855937
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
Some or all of the services described herein may not be
permissible for KPMG audit clients and their affiliates or
related entities.