The KPMG Women's PGA Championship provides a fantastic platform for us to demonstrate our commitment to elevating women in business and the sport of golf through the Championship, KPMG Women's Leadership Summit, and KPMG Future Leaders Program.
— Lynne Doughtie
My personality is to want to be the best at everything.
As part of KPMG, Cynergy's people and processes can help clients leverage digital and mobile technologies to transform existing customer engagement and employee mobile enablement into seamless experiences for end users across multiple platforms and devices.
The potential for cognitive and related technologies to help us pursue new business offerings is extraordinary.
Collaborating with startups and other technology companies can be very beneficial because it broadens the scope of services we offer to clients while allowing us to serve clients together.
The most resilient companies foster a pervasive culture of innovation at all levels of the organization - one that values risk-taking, embraces experimentation and considers failure an inevitable part of thinking boldly.
Since there is always a risk that an innovation will fail, you must be able to pivot quickly when an idea doesn't perform as planned.
Cultivating innovative thinking starts at the top. Leaders can foster a culture of innovation by encouraging creativity and experimenting with new ideas.
At KPMG, we believe that companies with inclusive and diverse cultures are better positioned to adapt, grow, and thrive in a changing business environment.
I'm passionate about making a difference in increasing the quality of life and survivorship for all affected by lung cancer, having lost my mother and grandmother to this terrible disease.
Leaders need to model the values of their organizations in ways that encourage inclusive behavior. This means inspiring others to collaborate and work together; ensuring everyone is heard and ideas are shared.
Innovation has to be pervasive.
It's important to understand the big difference between a mentor and sponsor. I was fortunate that I had both, and my sponsors have been both men and women.
Innovation tends to be quite siloed in most organizations. There is usually a group over in one corner charged with innovation rather than making it everyone's responsibility.
I think there's a tendency with some women especially to internalize and think, 'I have to be perfect at everything before I'm going to put myself out there.' We've got to change that mindset. And I think it starts with confidence.
I have found that women are really in their element in a very collaborative approach.
If you're open and honest, you find that people genuinely want to help you out. Taking advice from others can enhance your relationship, especially if you can laugh about things.
I started playing golf when I was just out of college and starting my career with KPMG. I took a few lessons, and my husband has always loved to give me pointers - for better and for worse! I realized that you could really enhance relationships by being on the course with clients. In fact, my very first golf game was with some clients.
Providing career growth and development opportunities for our people is of paramount importance, and that's why we surround and support our diverse employee team with investments in innovation, technology, training, and a wide variety of programs so they can build great careers. 'Fortune' saw that in KPMG, and we're delighted.
Many of the strategy houses don't have the depth of world-class risk capability that a KPMG has, particularly in industries where regulation is a key driver, such as financial services or healthcare.
You can build many relationships with people while playing 18 holes, no matter how good you are.
The most forward-leaning leaders are single-minded about creating company cultures that foster a true spirit of innovation.
'Failing fast' is an important component of cultivating the agility needed for a development project along with continually rebalancing your innovation portfolio.
Mentors and sponsors are beneficial for personal and career growth.
We have to do more than tell women they need sponsors. We have to identify high-potential women by name and strategically map them to those who can help them get to the next level.
Too often, women are waiting for someone to recognise their great work and tap them on the shoulder and say, 'Here - this is the next thing we want you to do,' and that may happen. But I feel you need to take more ownership of telling your story, advocating for yourself. You can do it in a way that's positive and that your leaders will appreciate.
At KPMG, we are intentional about leading with inclusion because we believe it strengthens our ability to make a tangible difference for our clients, our people, and society.
When I was growing up, I just saw my mother as a successful businesswoman and awesome mother, so I never really thought, 'I can't do it.' I saw how she worked hard, served clients really well, was a great mum to us.
When women are starting out in their careers, they tend to be confident and look to aspire to leadership role and really want those positions. But then over time, as they advance, they become less confident and don't think they can attain those roles.
Innovation can't just happen within the walls of your own organization.
Leaders have to consider whether they have the right diverse perspectives at the table.
Convergence and the blurring of lines across industries creates the opportunity for women to really excel.
Golf isn't one of the things I'm best at. You're in a situation where you're vulnerable when you're not a good player. But what I've found is that those are the times that you can build the most lasting relationships.
Don't wait for someone to tap you on the shoulder. Make your goals known and proactively develop relationships with those that can help get you there either in the form of mentors or sponsors.
KPMG's use of IBM Watson technology will help advance our team's ability to analyze and act on the core financial and operational data so central to the health of organizations and the capital markets.
Strategy is the starting point for a transformation that needs to occur and how that company must change to win.
We have always believed that the most successful solutions reflect a diversity of skills, thinking, experiences, and outlooks.
Culture is nourished by human motivation - a limitless resource that can sometimes be underestimated.
Innovation demands risk-taking - which, in turn, entails redefining failure, stripping away its power to inhibit.
Different perspectives, experiences, and insights improve decision-making and lead to superior performance.
The most effective way to do it is to do it.
Sponsorship is about putting your name and reputation on the line for someone else. It could be as simple as recommending someone for a new role, yet it's one of the most powerful cultural tools any organization has.
The importance of inclusive behavior was modeled for me early in life. I have many childhood memories of my mother - an entrepreneur and business owner - drawing people to herself and inspiring them with the genuineness of her interest in them.
I tell women to not make hasty decision based on circumstances on just that moment in time. Press the pause button.
If you truly want to innovate, there will be some failures, and this can be difficult for some organizations - especially public companies managing quarterly earnings.
The best leaders begin with an environment that embraces and rewards change and innovation.
The biggest challenge for a leader is harnessing the rapid pace of change in technology, as that is going to impact every industry and every organization.
KPMG is committed to the highest standards of professionalism, , and quality, and we are dedicated to the capital markets we serve.
