DRIVERS OF SUSTAINABLE SUCCESS IN

SERVICE BUSINESS

Group No: 10 Company Name: KPMG

Ankit Singh
Bilal Ahmed
Aarushi Jadaye
Vaibhav Jere
Kakul Rai
 INVESTMENT IN EMPLOYEE SUCCESS

● A long term investment in employees which benefits both; the company and the
employees.
● Employees get to venture new avenues and look for their personal growth by
indulging in practices or activities recommended by the company.

“Employees are motivated to pursue higher education and certification programs

paid for by the company. For example many employees do their executive MBAs
from IIMs.”
 STRATEGIC FOCUS
● It is important for an organisation and its key people to have a clear idea of its
purpose, its competence and the value of what it is offering to clients and
customers.
● Strategic Focus requires identifying a desired end result, considering all negative
and positive impacts that might affect the achievement of the end result and
coming up with strategies to leverage strengths and opportunities to overcome
weaknesses and threats to achieve the end result

“Strategic decisions are taken periodically. The employee will be provided with
resources to facilitate the execution of strategy. Focus can be in terms of bringing
business to the firm or can also be related to targets like employee training”
 CONTROL OF DESTINY
“Whenever vacancies are created in a particular function it is first offered to
internal employees. Employees interested in changing their career paths can do
so without leaving their jobs.”

● Promoting from within sends a message that you value your employees and want
to invest in them.
● Giving employees more opportunities to advance their careers, or even letting
them move to other same-level positions that may interest them, is good for
morale
● Employees who change roles develop professionally and others know they may
have similar opportunities in the future. This helps to build a culture of trust that
enhances employee engagement and retention.
 GENEROSITY

● When we think of Generosity, our thoughts automatically drift to gifts of money

and charity. In the context of leadership, there are other gifts that don’t have a
monetary value, but whose value is beyond price.
● This include giving someone a chance, giving someone the benefit of doubt and
giving others reasons to want to work for you.

“Each employee is a corporate citizen. Generosity is encouraged in terms of giving

back to the society through CSR in the fields of education, nutrition, IT education.
Generosity between employees is evident from colleagues helping each other out
post work hours. “
 ACTING SMALL
“Acting small is making small positive changes periodically so that whole is greater than sum
of the parts.”

This is achieved by the following initiatives

● Believe in yourself
● Build confidence
● Introduce Challenge
● Express Gratitude
● Fuel curiosity
● Strive for authenticity
● Be fully present
● Inspire others
 BRAND CULTIVATION
“Right from the orientation day brand is cultivated and is often repeated by the senior staff
by using words like forward thinking, passion, adding value, global mind-set etc. These words
are our brand attributes and can often be heard in our office”

For branding to play a pivotal role in the company, it has to have a strong support from the
CEO and corporate management for;

● Shaping the Organisation Culture

● Initiate organisation wide cross-functional training
● Facilitate leadership
● Nurture the right mindset, skill & resources
 EXECUTIONAL EXCELLENCE

● Excellence here is not doing different things, but doing the same thing differently.
● Influenced by people attributes such as - motivation, creativity, rigor and drive.

“Employees are provided with resources and are empowered to take decisions that
help both the employee and the company grow. In our company there a department
that takes feedback from clients post the completion of a project the Partner is
expected to devote time to the feedback report and suggest actions “
 TRUST BASED RELATIONSHIPS

● Resolving conflicts and building harmonious relationships that create a sense of

loyalty among employees and strong connection to customers.
● It also means creating a sense of belonging and mutual respect among the
company, employees and customers.

“ There is a lot of emphasis on trust within the organisation. Things like

attendance and leaves are not supervised. One on one interactions are
encouraged. Employees can question their leaders and they are expected to
respond directly. The employee evaluation system is very open in the sense that it
does not only come from top but also travels from the bottom. Audit reports made
by us have a high veracity in the eyes of our customers”
 VALUE BASED LEADERSHIP

“ The manager acts more like a mentor or a coach rather than a boss. He is expected
to lead by example. Even the Partner is highly approachable and can be reached over
the phone directly. “