re-prioritizing digital transformation webinar... · brian d’souza head of consulting kpmg...

Re-prioritizing digital transformation

June, 2020

KPMG Advisory Services Limited

Chief Information Officer (CIO) Webinar

PA

NE

LIS

TS

Nizar TundaiHead of TechnologyDiamond Trust Bank

GUEST PANELIST

Brian D’Souza Head of ConsultingKPMG Advisory Services Limited

T: +254 709 576 132E: [email protected]

Nancy Mosa Director, ConsultingKPMG Advisory Services Limited


Anastacia Kamande Associate DirectorKPMG Advisory Services Limited


Martin Kimani Associate DirectorKPMG Advisory Services Limited


Antony Nzamu Associate DirectorKPMG Advisory Services Limited

T: +255 762 195 572/+254 709 576 247E: [email protected]

© 2020 KPMG Advisory Services Limited, a Kenyan Limited Liability Company and a member firm of the KPMG networkRE-PRIORITISING DIGITAL TRANSFORMATION

of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All 2

CIO WEBINAR rights reserved.

© 2020 KPMG Advisory Services Limited, a Kenyan Limited Liability Company and a member firm of the KPMG network

of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All

rights reserved.

RE-PRIORITISING DIGITAL TRANSFORMATION

CIO WEBINAR2

mailto:[email protected]





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Introduction – Brian DeSouza (Head of Consulting)

IT in an economic downturn – Martin Kimani (Associate Director – Transformation)

Accelerating digital transformation - Martin Kimani & Anastasia (Associate Director, Data & Analytics)

Resilience and cyber – Antony Nzamu (Associate Director, Assurance)

Panel session – Nancy Mosa ( Director, Consulting) , Nizar Tundai (Head, IT DTB)

Re-prioritised roles for CIOs - Brian DeSouza (Head of Consulting)

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of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All 2

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Q&A – Brian DeSouza – Brian DeSouza (Head of Consulting)

1

Introduction



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As KPMG,we viewthe crisisarisingfromCOVID-19as moving

through fourphases

We have focused on building points of view across these phases. Many of our clients and their customers

are still in the ‘Resilience’ and ‘Recovery’ phases.

This is preliminary thinking as market trends continue to evolve across these phases to the ‘New Reality’. We continue to update this

information and our response accordingly.

1. INTRODUCTION

REACTIONRespond to crisis

RESILIENCEManage through uncertainty

RECOVERYIdentify opportunities

NEW REALITYAdapt to a new world



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As KPMG,we viewthe crisisarisingfromCOVID-19as moving

through fourphases

1. INTRODUCTION



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– Professional and personal lives

rapidly and simultaneously disrupted

– Lack of precedence and

uncoordinated government

responses fuel panic-type behavior

in certain areas

– Capital market sell-offs and

consumer good shortages

compound panic

– Lockdown orders stall all but

“essential” consumption

– Immediate liquidity crises for

businesses and individuals

– Panic behavior subsides and

controls loosen as virus spread is

seen to be contained and/or

“curable.”

– Consumer demand still constrained

by lost wages, investment losses,

and recessionary fears.

– Global supply chains are slow to

recover.

– “Interest free” capital struggles to

find early takers and momentum

builds slowly.

– Capital projects begin to scale and

fuel hiring.

– Consumer sentiment and

consumption improves as jobs are

created, investments trend positive

and anxiety passes.

– Positive climate impacts from

reduced travel during crisis fuel

“ESG-aware” recovery.

– Early indications of “new normal”

emerge as certain pre-COVID-19

stalwarts struggle to recover while

crisis-tested alternative solutions

scale

– “New normal” sets in as learned

behaviors and empowering

technologies tested during crisis

become standard.

– Nature of interactions

(communication/travel/education) is

irrevocably changed.

– Migration towards mega-cities levels

off as remote connectivity proves

viable and fears of population

density risks persist.

– New “baby boom” among Millennials

redefines their spending priorities

and habits

1. INTRODUCTION

REACTIONRespond to crisis

RESILIENCEManage through uncertainty

RECOVERYIdentify opportunities

NEW REALITYAdapt to a new world

Mostorganizationsareexperiencingsimilarshortand long-term

macro-economicconditionscreatedby the COVID-19crisis…

Organizations thrust simultaneously

into triage

While working to define what is being

irrevocably changed

Depth/duration of Resilience and path to Recovery will vary

by company/sector and the response tailored accordingly



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2

IT in aneconomicdownturn



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2. IT IN AN ECONOMIC DOWNTURN

IT’sprioritiesbeforeandduringa recession…

1 Simultaneous belt tightening

2 Business-as-usual stability

3 Stepping up product/service support

WhatcanITleadersdoinordertopreparefor

ornavigatethedemandsofarecession?



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Technologyspend isat itshighest level…

2019 Harvey Nash/ KPMG CIO surveyRespondents reporting a technology budget increase in the last 12

months.


CIO WEBINAR10of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All

proighntsdreesenrvetd. e


Technologyspend isat itshighest level…


CIO WEBINAR11of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All

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Navigatingpotential ITspendingpitfalls…

Paying technical debt Transformation costs Modernising delivery

Underspending or spending on the

wrong technologies or capabilities

– Utilizing cost- effective technical

platform e.g. cloud capabilities

– Sourcing models/effective

contracting.

– Use of AI to automate

Review cost levers to spot

opportunities (tactical, strategic

and survival)

– Cost arbitrage

– Rearchitecting

– Efficiency

– Consumption and demand

management

Capabilities to help business

succeed in a competitive

marketplace

– Building capabilities in an agile

way (CI/CD pipeline, DevOps)

– Rationalize redundant technology

products and re-platform

– Simplify and transform its

technology foundation



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Accelerating digital transformation

during COVID-19

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3.ACCELERATING DIGITAL TRANSFORMATION DURING COVID-19

Key insight…

80%



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Revenue growth over

the next three years

hinges on digital

offerings and

operations

COVID-19pandemichasforcedbusinessesto

almostimmediatelyrelyontheirtechnological

infrastructure not only to support remote

working,buttosupportthetop line.”

IT leaders should take the forefront of this wave of transformation

by taking charge of the transformation of their operating models

by investing in key enablers such as cloud, AI, blockchain, data

and analytics.

“

3.ACCELERATING DIGITAL TRANSFORMATION DURING COVID-19

Ourperspective– Initiativesthroughthe five lenses…

1 2 3 4 5

Business impact How should programs

be reprioritized

based on their

impact?

Risk &

Compliance What is the risk of

canceling or delaying

the initiative?

Financial

implication What direct and

indirect financial

impacts will this

program affect?

Prune and invest

versus slash and burn

Third party

relationships How will this

reprioritization affect

my relationship with

partners?

CulturalHow will cutting

transformation

initiatives impact the

culture we have

worked so hard to

create?

“Cutting expensive, large-scale transformations

may seem appropriate in the current

environment..”



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Resilience andCyber

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4.RESILIENCE AND CYBER

Business andtechnology resilienceThe COVID-19 outbreak has caused organizations to reconsider their business and technology capacities as well as

their future operating models, including the following aspects:

Flexible service delivery methods1 Upgrading technology applications2

Flexible modes of working3 Developing BCM strategies4



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Business andtechnology resilience



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Cybersecurity– COVID-19riskfactorsOrganized crime groups are exploiting the fear, uncertainty and doubt which COVID-19 brings to target individuals

and businesses in a variety of ways. Some of the key cyber risk factors COVID-19 include:



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Re-prioritising the roles forCIOs

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Technology leaders can help their organizations respond by taking action in the following priority areas:

Re-prioritisedrolesforCIO’s

Taking the lead in business model disruption

Focus on critical problems

Enable remote work

Optimize cloud infrastructure

Review security, risk and governance

Continue transformation work

Reframe funding

Adjusting the IT operating model



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AVAILABLE RESOURCES

2020CIOsurvey

Exploring the

future of IT



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Re-launchoftheHarveyNash/KPMGCIOSurvey

fromMonday,15June2020!Key updates:

We have revised the survey questions to include questions to better understand

the IT impacts of the COVID-19 pandemic, and shortened the survey in

consideration of those who had previously responded.

The survey will remain open until Friday, 31 July 2020 and it takes 15-20

minutes to complete. On completion, respondents will receive:

– A full copy of the final report;

– A Personal Benchmark Report – a personalized comparison or your key

survey responses with your CIO peer group; and

– A complimentary invite to one of our exclusive launch events held in up to 25

locations across the world.

Please click here

https://harveynashgroup.eu.qualtrics.com/jfe/form/SV_aXnW2zJXPt9nkl7?source

=KPMG

to take part in the 2020 Harvey Nash/KPMG CIO Survey

https://harveynashgroup.eu.qualtrics.com/jfe/form/SV_enyAXv0LvWbMgyF?source=KPMG

https://harveynashgroup.eu.qualtrics.com/jfe/form/SV_aXnW2zJXPt9nkl7?source=KPMG

https://harveynashgroup.eu.qualtrics.com/jfe/form/SV_aXnW2zJXPt9nkl7?source=KPMG

Secure audio &

video conferencing

Remote working

at scale

COVID-19 Fraud

and scams

Thought leadership

AVAILABLE RESOURCES

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Cyber% 20hygiene%20for%20audio%20and%20video%20conferencing% 20FINAL.pdf



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https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Pivoting%20to%20remote%20working%20at%20scale%20FINAL.pdf

https://assets.kpmg/content/dam/kpmg/in/pdf/2020/03/forensic-covid-19-frauds-and-scams.pdf

https://assets.kpmg/content/dam/kpmg/in/pdf/2020/03/forensic-covid-19-frauds-and-scams.pdf

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Cyber%20hygiene%20for%20audio%20and%20video%20conferencing%20FINAL.pdf

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/COVID19%20Pivoting%20to%20remote%20working%20at%20scale%20FINAL.pdf

Steps the CISO can take now to keep businesses operating

Thought leadership

AVAILABLE RESOURCES

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/covid-19-%20steps%20ciso%20can%20take%20to%20keep%20businesses%20operating.pdf



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Cyber resilience guide

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/KPMG%20in%20Canada_Cyber%20Resilience%20Guide%20(1).pdf

https://deliverybackbone.kpmg.com/collaboration/download/attachments/489403640/KPMG%20in%20Canada_Cyber%20Resilience%20Guide.pdf

https://deliverybackbone.kpmg.com/collaboration/download/attachments/489403640/KPMG%20in%20Canada_Cyber%20Resilience%20Guide.pdf

https://home.kpmg/content/dam/kpmg/ke/pdf/rc/covid-19-%20steps%20ciso%20can%20take%20to%20keep%20businesses%20operating.pdf

re-prioritizing digital transformation webinar... · brian d’souza head of consulting kpmg...

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