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Cloud
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Cyber
Enterprise technology
Talent
Digital transformation
Emerging technology
Customer centricity
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Country-specific highlights
From transition to transformation
Stakeholder misalignment creates a very disjointed cloud implementation. A unified strategic vision of the organisational returns the cloud offers stakeholders should drive the implementation and enablement of cloud-based systems.
Barry Brunsman Principal Advisory, CIO Advisory at KPMG in the US
Cloud adoption is no longer the mark of a digital leader, merely the logical evolution of IT.
Satisfaction with cloud transformation is notably high
Enterprises are all in on cloud but few are realizing substantial ROI
Fourty-four percent say insufficient talent and/or skills is the biggest challenge their organization is facing or has faced on their cloud journey
9 in 10 businesses indicate they are advanced in their adoption of cloud systems
Three in four respondents (73%) say they are currently migrating strategic workloads to the cloud; another 15% have completed migration and are now looking to optimize.
73%
15%
9%
3%
Evaluating cloud as an option, but remaining primarily on-premise
Piloting workloads and starting to leverage cloud, but at a limited measured pace
Migrating strategic workloads to the cloud
Completed migration to the cloud now focused on continuous optimization and modernization
Data drill down
How satisfied are you with the success of your cloud transformation programs?
Eight in 10 say they are either satisfied or highly satisfied with the success of their program. Top benefits include efficiency boosts and lowered total cost of ownership.
Highly satisfied
Satisfied
Neutral
Dissatisfied
32%
48%
17%
4%
reported that they were realizing substantial ROI from cloud investments.
Despite positive cloud momentum
only
From silo to golden thread
Customer experience is reliant on customers trusting the technologies they need to use to engage with a company. Businesses must build in cyber security and CISO involvement into digital transformation initiatives as early as possible.
Companies must remember they are not just exposing their own businesses, but also the privacy of their customers. You have a duplicated negative impact if that information is leaked or gets hacked.
Phil Fersht CEO, HFS Research
After Covid, the cyber-threat landscape is shifting
Businesses may be underplaying key threats
Cyber security teams are struggling to keep up
What developments pose the greatest cyber security challenges to your organization?
Remote and hybrid working (36 percent), combined with a related focus on digital customer experiences (35 percent), has created new cyber risks for businesses.
Adoption of remote/hybrid work environments
37%
34%
To navigate the shortage of cyber security skills and democratise accountability, CISOs should work to build multidisciplinary teams that support digital transformation security across the enterprise. It is not just the CISO who should be driving cyber resilience — this is a broader business issue.
33%
23%
20%
Digitalization of customer channels
Growing complexity of operational technology/industrial control systems
Increasing interconnectivity of systems
Automation of services and processes
What are the most influential drivers for increased cyber security spending within your organization?
Customer or shareholder expectations
Government oversight/regulations
Crisis responses (e.g. breach/ransomware)
The need for new cyber security skills
Emerging threats
Adoption of new technology
Competitive pressures
Recognition of historic under investment
Third-party requirements
38%
31%
29%
22%
21%
Improving customer service (42 percent) is a key driver for increased cyber security spend, but may be doing so at the expense of emerging threats (29 percent) and assessing third party requirements (21 percent).
40%
42%
Close
Changing business models
Improving customer service
19%
From tied down to nimble
A powerful way to drive growth in the digital world is to reengineer front-, middle- and back-office systems around customer experience. Harnessing a broad set of centralized enterprise applications, such as CRMs and ERPs, enables businesses to build a connected enterprise in which every process and function is aligned and focused on meeting customer expectations.
Patrick Fenton, Global Executive Sponsor for KPMG Powered Enterprise, KPMG International
Enterprise technology is reaching an advanced state
Streamlined and integrated enterprise-wide
of respondents say that enterprise applications have been streamlined
89%
Streamlined for each function
51%
of respondents still have work to do to remove silos between functions
Despite the progress
62%
From stepping stones to a journey
Our main ambition for digital transformation is to discover how can we become even more customer-centric and more data-led in our decision-making. It’s about taking a step back and asking where we should focus to create a brilliant customer experience.
Sedef Gavaz, Head of Product, UK Natural History Museum
Tech enthusiasm for customer engagement burns brightly
Amplifying customer centricity is the primary goal for investing in enterprise technology, according to 46 percent of survey respondents
What is the primary goal for your organization’s investment in enterprise technology?
Amplify customer centricity
Accelerate agility
Rethink/ reduce risk
Create new value
Create capacity
46%
26%
From skills shortage to talent pipeline
Long-term talent strategies should encourage organizations to widen their perspective to: “expand the universe of talent”. Rather than recruit candidates exclusively from [our industry of focus, so for us] within media and advertising, we can open our industry to gifted people from a wide range of backgrounds, experiences and even geographies. We have to cast a wide net in all forms as it builds diversity and it improves our ability to drive change more rapidly.
Hayley Cochrane, VP of Digital and Advanced Ad Sales, Global, NBCUniversal
It’s great having this big tech strategy, but employers are struggling to find the people to execute their plan. Siemens is paying a lot of attention to making ourselves an attractive employer, to retain people and to attract new staff. Even at Siemens, it has become hard to find new recruits with the appropriate skill sets. It must be very hard for small- and medium-sized companies to attract young talent.
Andrew Whytock, Head of Digitalization, Pharmaceutical division, Siemens
Enterprises will need to overcome budget constraints to attract in-demand talent
Talent and culture are top sticking points across all areas of transformation
say the high cost of adding necessary talent is a top challenge of technology adoption.
What are the biggest challenges you face in your adoption of new digital technologies?
Lack of capable talent to carry out key roles (data scientists, engineers, etc.)
44%
28%
24%
16%
14%
of respondents state that lack of capable talent to carry out key roles is the number one challenge faced by organizations in the adoption of digital technologies. This will prove problematic as respondents look to deliver on their plans to invest in digital technologies.
Lack of skills within our organization to either implement or fully take advantage of new systems
High cost of purchasing and implementing new systems
Sub-optimal data management
Risk-averse corporate culture that is slow to embrace change and disruption
Inability to secure data housed by systems
Lack of clear and transparent digital governance policies
Legacy technology and/or technology debt
From playing the long game to banking wins along the way
Customer experience is substantially motivating enterprise investments in IT and is becoming synonymous with digital transformation. Tech strategies are anchored to creating loyalty-winning experiences to safeguard income and encourage levels of repeat revenue from customers.
Barry Brunsman, Principal Advisory, CIO Advisory at KPMG in the US
Sixty-six percent of tech leaders today identify as digital leaders. Digital transformation is less of a differentiator than it was.
Digital transformation is living up to its promise
To what extent to you agree with the following statement? We have been very effective in using digital to advance our business strategy
99%
of executives have generated returns from digital investments.
2%
Slightly agree
Strongly agree
Slightly disagree
To what extent has digital transformation had a positive impact on profitability or performance in last 2 years?
11 percent or more increase
6 - 10 percent increase
1 - 5 percent increase
High digital confidence and high returns
the expected timeframe for most businesses to embrace key emerging-technology platforms such as Web3, the metaverse and quantum computing
From pie in the sky to real value for customers
I see the metaverse completely transforming the museum experience. Every technology investment needs to ladder back up to your strategy and mission, and the metaverse fits very comfortably within one our strategy pillars: reaching and engaging the widest audience...
Organizations are poised to invest heavily in technologies of the future
Customer demand is what will trigger investment into metaverse and is the main goal for integrating enterprise apps and reducing points of friction.
of respondents are planning to invest in the Metaverse in the next 2 years
58%
of respondents plan to invest in Web3 in the next 2 years
plan to invest in both technologies
years
2
...The metaverse could allow the museum to remotely connect with customers around the globe. These lobbying and engagement opportunities could benefit key societal issues like climate change or sustainability...
...Imagine, as a visitor, holding the most precious artefact in your hands. Imagine being able to interrogate that and turn it over to understand its detail and size. Imagine if you live overseas and can’t fly to London, but you can experience digitally looking up at that amazing blue whale in our entry hall. Imagine seeing that whale come alive and move around in a visualisation of its natural environment.
of the respondents from Australia, Canada, India, and the Netherlands say that a lack of key skills is a major internal challenge they face as they work towards achieving their cybersecurity goals.
Australia
Canada
Brazil
France
UK
Netherlands
Spain
Israel
Saudi Arabia
UAE
Japan
US
Germany
China
India
Our global insights
Click to explore some of the stand out data points in each location.
47 percent
of the respondents from Australia and Japan (46 percent ) indicate that a lack of talent and skills has been their top challenge in their cloud transformation journey.
Nearly half
Brazil and India lead the pack in cloud migration, with over 20 percent of respondents indicating that their cloud migration is complete and their focus has shifted to continuous optimization and modernization of cloud capabilities.
Respondents from Brazil are most excited about Quantum Computing, with 46 percent planning to invest in the next year.
of the respondents from Canada, Australia, India, and the Netherlands say that a lack of key skills is a major internal challenge they face as they work towards achieving their cybersecurity goals.
The majority of respondents in Canada say that they are behind schedule in their digital transformation efforts.
More than two-thirds of respondents in Canada and France indicate that customer experience is a priority investment over the next year.
Respondents from China are most excited about Bitcoin and other Cryptocurrencies, with 48 percent planning to invest in the next year.
Respondents from China are most excited about Edge Computing, with 46 percent planning to invest in the next year.
More than two-thirds of respondents in France and Canada indicate that customer experience is a priority investment over the next year.
Data protection was the top area for cybersecurity investment over the next 2 years in France, Israel, and the UAE, with the majority of respondents in each country selecting it as a priority.
France seems to be the furthest along in modernizing their enterprise application portfolio with 45 percent of respondents indicating their applications are fully streamlined and integrated across the enterprise.
of the respondents from India, Australia, Canada and the Netherlands say that a lack of key skills is a major internal challenge they face as they work towards achieving their cybersecurity goals.
India and Brazil lead the pack in cloud migration, with over 20 percent of respondents indicating that their cloud migration is complete and their focus has shifted to continuous optimization and modernization of cloud capabilities.
Data protection was the top area for cybersecurity
The majority of respondents in Israel (64 percent) indicate that they are behind schedule in advancing their cybersecurity strategies.
64%
investment over the next 2 years in Israel, France and the UAE, with the majority of respondents in each country selecting it as a priority.
Nearly half of the respondents from Australia and Japan (46 percent) indicate that a lack of talent and skills has been their top challenge in their cloud transformation journey.
Reducing risk is the primary goal for enterprise technology investments for 46 percent of the respondents in Japan, 19 percent above the global average.
Respondents in Japan are most confident in their Metaverse and Web3 capabilities with 40 percent indicating they would plan to build and deploy these assets in house, 11 percent above the global average.
of the respondents from the Netherlands, Australia, Canada and India say that a lack of key skills is a major internal challenge they face as they work towards achieving their cybersecurity goals.
47%
of respondents in Saudi Arabia indicated that reducing risk was a key driver of digital transformation investments, 16 percent above the global rate.
57%
Spain’s most popular area for cybersecurity investment over the next 2 years is network security, with
55%
of respondents noting it as a priority.
Data protection was the top area for cybersecurity investment over
the next 2 years in the UAE, Israel France and with the majority of respondents in each country selecting it as a priority.
Drives scale was the top benefit achieved by UAE and UK cloud programs in the past year, while it was only the fifth most selected across the globe.
The majority of respondents in the UAE indicate that they need to increase their technology investments in order to fully adopt enterprise systems and applications.
Over half of the respondents from the UAE indicated that a lack of capable talent to carry out key roles is a top challenge in adopting new digital technologies.
Drives scale was the top benefit achieved by UK and UAE cloud programs in the past year, while it was only the fifth most selected across the globe.
working environments is their greatest cyber security challenge compared to the global average of 37 percent.
52%
of UK respondents say that the adoption of remote/ hybrid
Nearly half of respondents in Germany
(48 percent) say that accelerating customer centricity is the top driver for their digital transformation investments.
of respondents from Germany have migrated their enterprise workloads to the cloud.
88%
of US respondents state that less than 20% of their annual budget is dedicated to technology.
1 in 3 respondents in the US report that better management of multiple cloud environments will help to overcome some of the challenges they face when fully adopting enterprise systems and applications.
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Fifty-two percent of UK respondents say that the adoption of remote/hybrid working environments is their greatest cybersecurity challenge compared to the global average of 37 percent.
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Digital to the core
Streamlined and integrated enterpise-wide
50%
Cloud is becoming almost synonymous with digital transformation — a key enabler of not only bottom-line improvements, such as efficiency and cost reduction, but more engaging and seamless customer experiences. But even as companies make cloud an integral piece of the digital strategy, many struggle to realize promised value.
Bobby Soni, Principal, Global Lead, Cloud Transformation
Today, cloud adoption is like turning on the lights: Everyone knows they need to do it. Success will not come from moving workloads just for the sake of it. Companies will differentiate themselves by optimizing the cloud migration itself and then thinking more strategically about use of cloud to take advantage of all the things it can do for you.
Swami Chandrasekaran, Managing Director, Enterprise Solutions, KPMG in the U.S.
Cloud is becoming almost synonymous with digital transformation—a key enabler of not only bottom-line improvements, such as efficiency and cost reduction, but more engaging and seamless customer experiences. But even as companies make cloud an integral piece of the digital strategy, many struggle to realize promised value.
Bobby Soni, Principal, Advisory & Global Technology Consulting Leader, KPMG in the U.S.
Swami Chandrasekaran, Global Cloud Center of Excellence leader, Lighthouse, for KPMG in the U.S.
Enterprises are all-in on cloud but few are fully capturing value
Deploying cloud across the enterprise is a lengthy and complex undertaking
Robust governance models and mechanisms to bring right stakeholders to the table will help enterprises to take full advantage of what cloud offers
Most are mature in their cloud journey, but there is more to do
Three in four respondents (75%) say they are currently migrating strategic workloads to the cloud; another 14% have completed migration and are now looking to optimize.
75%
10%
1%
12%
of companies have yet to realize significant ROI from cloud investments.
67%
What are the top challenges your organization is facing or has faced in your cloud journey?
of organizations do not have corporate-wide alignment on outcomes pertaining to their cloud transformation journey.
Insufficient talent and/or skills
Security and compliance requirements
Business / IT / stakeholder misalignment on outcomes
Cultural resistance
Existing infrastructure and technical debt
Disjointed management and practices across operating model
Lack of funding / business case
Complexity of managing hybrid / multi-cloud environments
Lack of strategy
35%
13%
of respondents indicate they are behind in their implementations.
Talent is a significant barrier.
From forced loyalty to value-led switching
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Digital Transformation
