1© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential© 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Business EcosystemTransformation
OLIVER Cunningham
KPMG Brazil Head of Transformation
2© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Dieter Becker KPMG Global
Head of Automotive
3© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential© 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Business EcosystemTransformation
OLIVER Cunningham
KPMG Brazil Head of Transformation
“When you consider what
matters to the customer –
updates, security of my
data, an online persona –
when you go to a car
dealership, they’re still
trying to sell you
floor mats!” Kent Helfrich, Vice President and Chief
Technology Officer, Flex Automotive
5© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Transformation Imperative
Why
Now?The
RewriteToday’s
Challenges
Tomorrow’s
Challenges
6© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Enterprise
Digital
Transformation
Omni-
Business
Activity was centered on
front office and customer
experience
Consulting firms created
digital practices through
strategic acquisitions
Digital agencies entered
the market and played a
big role
A digital focus on just the front
office will not provide sustainable
competitive advantage
Organizations must focus on
restructuring operations beyond
customer-facing functions to
enable enterprise-wide digital
transformation
Organizations plan to spend more
on digital in the middle and back
office than the front office
Digital Disruption has dramatically changed the Business Environment
Digital
Customer
Engagement
Digital
Marketing
Mobile
Digital
Business
Strategy
Digital
Supply
Chain
Disruptive
Business
Models
7© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Digital Transformation = Business Transformation
“Not Innovating Would Be Our Biggest Risk.” Debby Blakey CEO Health Employees
Superannuation Trust Australia
“By the end of 2017, 2/3 of CEOs of Global 2000 enterprises will have digital transformation at the centre of their corporate strategy.” IDC, Market Intelligence Firm
8© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Mobility Ecosystem
Source: 2016, WEF, Digital
Transformation of Industries:
Automotive and 2017,
KPMG, Global Automotive
Executive Survey
Conhecimento da Indústria
50% of global
consumers
consider privacy
& security as an
extremely
important
purchasing
criteria.
Digitalization
will drive more
innovation in
the next 20
years than
there was
been in the
past 100
years.
Data is the
fuel for future
auto business
model for 83%
automotive
executives
By 2020, more
than 90% of
cars sold will
be connected
78% of
global
automotive
executives
would choose
an electric car if
they were to
buy a car over
the next
5 years.
80% of global consumers
expect the OEM to take care of
charging stations.
By 2020, more than
90% of cars sold will
be connected
9© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Future Auto Industry
Electric Vehicles &
Alternative Powertrains
Mobility as
a Service
(MaaS)
Connected
and
Autonomous
Vehicles
Changing consumer and
societal demands
• Moving people
• Moving goods Collaboration in the future Mobility
Ecosystem
Mobility Value Chain
Source: 2017, KPMG, Global Automotive Executive Survey
10© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Innovation Model (Linear)Product / Price
Competition
Long
Processes
High
Investments
Few Ideas Fixed Offered
Value
01
Passive
Customers02
Transactional
Data03
Source: 2016, Rogers D. The Digital Transformation Playbook
11© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Experimentation Low Investments Many Ideas Customizable
Offered Value
Innovation Model (Exponencial)Value
Competition01
02
Strategy
Data03
Long
ProcessesIntegrated
Clients
High
Investments
Few Ideas Fixed Offered
Value
Source: 2016, Rogers D. The Digital Transformation Playbook
12© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Source:
2016 MIT Sloan Management Review,.
Aligning The Organization For Its Digital
Future
2016 KPMG CEO Outlook
83% believe there will be a business
model disruption in the next 5 years
84% agree that digital ecosystem will
generate higher revenues in the automotive value
chain than the hardware of the car itself.
75% say that measuring market shares
simply based on unit sales is outdated.
81% agree that if OEMs don't have a
structured approach to integrate or cooperate
with innovative startups, they will fail.
What Executives say
Source: 2016, Rogers D. The Digital Transformation Playbook
13© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Digital disruption
is the change in form and substance that occurs when new digital technologies and mental
models which create new business models with value propositions
that exponentially challenge existing goods and services.
Asset Light
Data Rich
Customer Centric
Platform Based
14© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Transformation Imperative
Why
Now?The
RewriteTomorrow’s
Challenges
Today’s
Challenges
15© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Transformation Drivers
Efficiency
Growth
Budget
ManagementCompliance
and Regulatory
New and Emergents
Competitors
Sources: 20-16 KPMG, Global Transformation Research
16© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Key Trends to the Automotive Industry
Source: 2017, KPMG, Global Automotive Executive Survey
Battery electric vehicles (BEVs)
Connectivity and digitalization
Fuel cell electric vehicles (FCEVs)
Hybrid electric vehicles (HEVs)
Market growth in emerging markets
Platform strategies and
standardization of modules
Creating value out of big data
Mobility-as-a-service/Car sharing
Autonomous and self-driving cars
Downsizing of internal
combustion engines (ICEs)
Rationalization of production
inWestern Europe31%
35%
40%
41%
43%
44%
47%
47%
49%
50%
52%
OEM captive financing and leasing
# 1
# 2
# 3
# 4
# 5
# 6
# 7
# 8
# 9
# 10
# 11
Ra
nkin
g
#10#10#10
#9#9#9
#8#8#8
#7#7#7
#6#6#6
#5#5#5
#4#4#4
#3#3#3
#2#2#2
#1#1#1
#11
#10
#9
#8
#7
#6
#5
#4
#3
#2
#1
Innovative urban vehicle design concepts
2014 2015 2016 2017
#11 #11 #11
Percentage of executives rating a
trend as extremely important#
#10
#9
#8
#7
#6
#5
#4
#3
#2
#1
#11
17© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The auto industry has to transform the business
Consider cooperation /
partnership with other industries
91% 74% 99% 85% 37% 47%
Believe the number of physical retail outlets will be
reduced by more than 20% by 2025
Agree that OEMs can monetize data
from connected cars
Agree that OEMs that will not
emphasize on data & cyber security
have a high risk to sacrifice their brand
reputation
Consider the OEM will own / take over
the customer relationship until
2025
About half don’t think an OEM will be the best option to provide a better
car sharing experience
Source: 2016 KPMG CEO Outlook
18© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG ConfidentialSource: 2016 KPMG CEO Outlook
2010 2017
Total market capitalization (in $bn)The auto industry has to transform the business
19© 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Note: Percentages may not add up to 100 % due to rounding | Source: KPMG’s Global Automotive Executive Survey 2017
2010 2017
The auto industry has to transform the businessTotal cash position (in $bn)
20© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Connected customer
Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, Global Automotive Executive Survey
Vehicles are becoming computer-driven machines and turning to be a two-way hub for data transfers.
21© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Connected customer
Vehicles are becoming computer-driven machines and turning to be a two-way hub for data transfers.
22© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG ConfidentialSource: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, Global Automotive Executive Survey
The Connected customerVehicles are becoming computer-driven machines and turning to be a two-way hub for data transfers.
23© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, Global Automotive Executive Survey
The Connected customer
Vehicles are becoming computer-driven machines and turning to be a two-way hub for data transfers.
24© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
DOWNSTREAM
UPSTREAM
The Tradicional ecosystem
RawMaterial Supplier
Tier II Tier I
OEM Dealer Car
Customer
Fuel Retailer
Government
Insurance
Finance
Workshop
Labor
Spares
Remarket
End of Life
Source: 2017, KPMG, Global Automotive Executive Survey
25© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
UPSTREAM
DOWNSTREAM
The New ecosystem
Raw Material Supplier
Tier II
Tier I OEM
Car
Customer
Vehicle Management as a Service End of
Life
85% of executives agree that the digital ecosystem will generate higher revenues than the hardware of the car itself.
MediaRetail Other Services
EXPERIENCE AGGREGATOR
MOBILITY SERVICE
PROVIDER
DATAAGGREGATOR
OtherModels
Other Cars
Infrastructure
Fuel or Energy
InsuranceFinance Service & repair
Source: 2017, KPMG, Global Automotive Executive Survey
26© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
83%
37%
31% 30% 28%
Inability to execute Failure tounderstand the
complexity of theoperating model
Inability toinnovate
Missing thecultural connection
Failure to take a “business value
first” approach to technology
say their organizations are not highly
capable of executing on an implementation
plan to build and operationalize a new target
operating model.
underestimated the importance
of changes in the operational
model to affect transformation
across the organization.
Transformations that
begin with a specific
technology (rather than
with strategic objectives)
are TWICE as likely to fail.
Where companies are failling
Sources: 2016 KPMG Succeeding in disruptive times
27© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Transformation Imperative
Why
Now?The
RewriteToday’s
ChallengesTomorrow’s
Challenges
28© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
New Value Drivers
CUSTOMER JOURNEY
INFOTAINMENT
PREDICTIVE MAINTENANCE
DATA MARKETPLACE
“Measuring success based on unit sales is outdated.
Management according to Product profitability is
over – Customer value will become core focus”
60% of customers
agree when buying a self-driving car that they will
only be interested in what they can do with their
time in the car.
“Possible applications, for example, include online maintenance (updating software remotely), self-
diagnosis (…) provided to the client via the cloud”
Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, The Connected Car Is Here To Stay
84% of executives
agree that data is the fuel for the future business
model of auto companies.
29© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential Source: 2016, CB Insights
30© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
NEW business partnerships / revenue streams
31© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
NEW KPIs
Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, The Connected Car Is Here To Stay
Passenger revenue
per available seat
mile
Revenue per
available
seat mile
Cost per available
seat mile
Customer
acquisition
costs
Recurring Margins
PROFITABILITY
Churn
Sales
Effectiveness
User Adoption
SUSTAINABILITY
Revenue
Passenger
Miles
Recurring
Revenue
Number of
Active
Customers
GROWTH
32© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Ecosystem
Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, Global Automotive Executive Survey
Energy
Banking Tier I
Insurance
Infrastructure
TMT
Consumer
MarketsTier II
Consumers
Government
Logistics
SUPPLY CHAIN OTHERS PLAYERS
Interconnections drive
cost reduction
through a better
managed end-to-end
process.
Partner system
integration increase
transparency and
speed up the whole
process.
Continuous data
analysis creates new
opportunities
Data Flow creates a
channel of connection
with the customer.
Consumer payments for
new services will likely
require new innovative
payment mechanisms
New laws governing
autonomous vehicles and
regulations for MaaS and
insurance required
Opportunities for telco
and media given the
emerging and
interconnected ecosystem
Changes in consumer
buying behavior will
require new business
models
33© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Cultural Barriers to Digital Transformation"The danger for organizations is not to fall
into disuse, as experienced by travel
agencies or Kodak. The danger is that
innovative business models take pieces of
each piece of product portfolios - stealing
your best customers and forcing
reduction rates "
Banco do Brasil has launched a
structured Open Innovation operation
called The Developer Portal. It
concentrates the information of API's
that the Bank will provide to application
developers, which, in turn, will
collaborate to create better, more
competitive and customized financial
products.
Organizations do not have a clear vision of digital strategy
Organizations are reluctant to embrace disruptive projects
Organizations can not recruit / retain technology talent
Organizations lack of clarity about partnership opportunities to pursue
Organizations’s culture is not suitable for rapid change
Source: 2017 KPMG Desk Research
34© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Lessons LearnedPERSONAL/
ORGANIZATIONAL RISK TAKING
CUSTOMER CENTRICITY OR OBSSESSION?
LEAN METHOD
THINKING/ WORKING DIGITALLY
Culture 'Safe to Fail'
Encourage
'Intrapreneurship '
Daily-life
Technology
Integration
Digital Labour
Design everything
based on the customer
Customer Life Cycle
MVP
Agility
Data Analysis
Quick Responses
35© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Transformation Imperative
Why
Now? Today’s
Challenges
The
RewriteTomorrow’s
Challenges
36© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Business & Technology
Digital Transformation
Linear Business Digitalization
CXO CIO
37© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Business Stakeholders
Business Natives
Discover the weaknesses
of the business model
from the inside out
Bring market insights
based on customer needs
and demands
ORGANIZATION
Digital Natives
Value Added
Products
Clients and
Consumers
Internal
processes
Líderes da
Transformação
Shape the new business
model and make it intuitive
for the whole organization.
38© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
The Three Layers
Source: 2017 KPMG Disruptive Times
DIGITAL CUSTOMERUse digital channels
(Web, mobile and social)
to consume content,
engage with brands and
complete a transaction.
DIGITAL INNOVATION
Business model
innovation achieved by
leveraging new digital
tools
DIGITAL ENTERPRISEOrganization that uses
technology as a
competitive advantage in
its internal and external
operations
1 2 3
39© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Digital Transformation - Motivations and ApproachesMotivation
Approach
Transformation Journey
OutboundSolutioning
InboundSolutioning
Innovation
Customer
Enterprise
40© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Value ShiftMOST VALUEABLE COMPANIES (in Billions)
Source: 2017 KPMG Desk Research
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10.
4 oil companies3 banks1 conglomerate
1 auto maker1 software company
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10.
5 digital companies1 bank
2 conglomerates1 oil company1 pharma
2007 2017 EXPONENCIALS
41© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independen t 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. All rights reserved.
Document Classification: KPMG Confidential
Thank you
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 on such information without appropriate professional advice after a thorough examination of the particular situation.
© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG Inter- national. 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. All rights reserved.
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
www.kpmg.com/automotive
www.kpmg.com/socialmedia
Oliver CunninghamPartner
Head of TransformationFinancial Services
KPMG, Brazil
Phone +55 11 3940 3115
Assistant +55 11 3940 1812
[email protected] TheClearChoice