Our Transparency Report seeks to explain the steps that we take to uphold our professional obligations and responsibilities and how we ensure delivery of the highest quality in all of our services.
We are proud to be partnering with Action for Literacy and Shelter to enable us to play a greater part in tackling the key issues of literacy and homelessness in the UK today.
KPMG outlines how successful finance transformation programmes are structured focusing on reporting, process, people and technology to create a Target Operating Model that sets out management’s scale and ambition for change.
Emerging, evolving and expiring – our views on the technologies of today and tomorrow. Tech Horizons is an interactive tool, highlighting technologies or trends that will cause changes in the sector.
Richard Fleming, Richard Heis and Mike Pink of KPMG LLP have been appointed "Joint Special Administrators" of MF Global UK Limited. This website provides the latest updates and information from the Joint Special Administrators.
fast|forward is a new and exciting project by KPMG investigating the key corporate mega-trends that will change the future business landscape and the role of the CFO.
Explore your options in our e-zine, where you’ll find out more about whether our Audit, Risk Consulting or Gap Programme is for you.
If you’re not a little bit scared, you’re not paying attention. Find out more about our graduate programmes in audit, tax, advisory and central services.
Keep up to date with the latest news and views from KPMG in the UK by following our twitter feed.
KPMG’s leadership blogs brings you insight, opinion and debate from our senior partners and industry experts.
Connected 2012 features interviews with many alumni including: Leslie Ferrar, Treasurer to The Prince of Wales; Joseph Wan, CEO of Harvey Nichols; Mark Donnelly, CFO of The Football Association; and Frank Bandura, CFO of Carluccio's Ltd.
Over 11,000 of our alumni are registered on LinkedIn. We have established the KPMG UK Alumni group to enable you to contact many of our past and current people who are members.
Film transcript: Business Leaders Survey, February 2012 - Joint ventures perspective (Marc van Grondelle)
The new 'business as usual' does not sit at all well with many of the world's largest corporates.
While our respondents rank cost efficiencies and working capital management as their top two priorities, frustrations with growth objectives lie behind the themes that they rank in third, fourth and fifth place.
In this new world order, companies now find fewer opportunities at home and seek growth overseas through successful transactions. These days, success in these markets typically demands a joint venture, exposing the business to significant business model change.
However, even major organizations are finding the traditional roles here are reversed. Instead of becoming the majority partner in the JV, bringing in the technical and management expertise, they are commonly relegated to minority partners with a reduced share of the prize.
To succeed, they need to become competent and confident in these markets. Large Western firms fall back on the people talent they have nurtured through the organizational ranks.
What they find, however, is that their people are very good at following the corporate line but have little or no experience of JVs or of operating in the emerging economies.
They struggle to adapt and impose their Western audit, governance and management practices on these difficult and often politically sensitive ventures. Unsurprisingly, this survey tells us that respondents' focus is chiefly on frugality. Day to day, I see companies that focus on the minutiae of cost reduction in the core business but leave their expensive JVs under the supervision of often inexperienced staff.
They haemorrhage cash; a lot of cash, which frugality measures alone cannot stem.
I estimate that some of the world's largest corporations are currently exposed to having between 30 and 40 percent of their revenue, production and value tied up in JVs. Within five years it could be as much as 80 percent. It is truly disturbing.
Dr Marc van Grondelle
Head of Joint Ventures for KPMGKPMG in the UK
+44 (0)7795 602273JointVentures@kpmg.co.uk
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.
KPMG International Cooperative ("KPMG International") is a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.