Evaluating KPMG's Performance: A Management Accounting Perspective

This report provides a comprehensive analysis of KPMG's performance objectives and achievements through various corporate and financial strategies. It evaluates KPMG's organizational structure, strategic mission, and performance standards, highlighting the company's commitment to customer value and innovation. The report justifies KPMG's performance by examining its leadership, motivation, and the integration of management processes towards achieving strategic objectives. It also emphasizes the role of innovative techniques and cultural creativity in driving successful performance, with references to KPMG's industry rankings and awards. Desklib is the perfect platform to find similar solved assignments and resources for students.

Running Head: MANAGEMENT ACCOUNTING
MANAGEMENT ACCOUNTING: KMPG
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EXECUTIVE SUMMARY
KMPG is a global organisation with a channel of professional service that provides
service related to Audit, tax and adversary services. The company channels work in almost
152 countries with nearly 189,000 employees working in collaboration to offer value to
members all around the world. The company also has a branch in Malta that is started with a
civil partnership and with an employee of the firm of KMPG network in affiliation with the
KMPG international. Each of this branches is legally unique and a spate in their entity as well
as operations.
The performance of the organisation is defined by the following ways:
 Contribution towards the accomplishment of the customers by identifying the
commitment towards the market and returning it back to the community members.
 The quality standards of the organisation show that they have been ranked in number
4 amongst the LinkedIn top most companies along with financial review wards from
the consumers.
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Table of Contents
I Introduction..............................................................................................................................4
II Organisational Evaluation......................................................................................................4
III Illustrating Performance........................................................................................................6
IV Justification of Performance.................................................................................................7
Reference list..............................................................................................................................9
Appendix..................................................................................................................................11
Appendix 1: Annual profit of KMPG Australia in 2014......................................................11
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I Introduction
In Australia KMPG started its origin since the year 1895, it was during the period
when Frederic, J Smith started accounting activities in Sydney. In this context, the firm
became a part of Peat, Mitchel & Co in the year 1949 that in turn turned into KMPG Peat
Marwick in the year 1990. Eventually, in the year 1998, KMPG in Australian collaborated
with several states and regionally affiliated to develop a network if their own. The company
is an international channel of a professional organisation that intends to provide service
associated with Audit, tax, and advisory services. In this context, the company functions in
almost 152 countries and has 189,000 expert employees that are working together for the
organisation.
The annual revenue of the organisation is seen to be as $45.6 million in the year that
is 5% higher than that of the previous year with $35.2million. The company in Malta donated
almost $15,000 for the conservation if potential volumes at the notarial archives. According
to the report published in the year 2017, it has been found that their performance in the year
2016 was 2.3 (KMPG 2018). However, they delivered the weakest performance due to the
financial crisis and 0.1% less than the estimation in the year 2016. The peak increased by 6%
in the ear 2015 that was higher than the other peers. However, the organisational performance
of the organisation can be evaluated by a range of methods and achievements. Therefore in
order to effectively manage performance the needs to consider the strategic self-improvement
of the company that has been achieved by the non-traditional methods (KMPG 2018).
In this context, the report aims to analyse the overall performance objectives of
KMPG sand examines the way by which the company achieves these through different
corporate and financial strategies. Considering the organisational goal the report presents the
performance standards of the company with different strategically metrics. Finally, the report
presents an illustration of the justification that is suitable for the company.
II Organisational Evaluation
The corporate strategy of the company is to expand the returns and control demand
risk with the dynamic market conditions, hanging government policies and economic
fluctuations. The company support high quality of performance with relevant and insightful
financial analysis for improving commercial as well as decisions of government policies. In
this context their mission is to:
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To support the customers in leveraging economic insights to make enhances business and
improved decisions on the public policies (Adams, Muir & Hoque 2014). The company has
the most experienced group of professional and policy advisors with market-leading expertise
in the areas of:
 Establishment of policies
 Cost-benefit evaluation
 Industrial evaluation and strategic business analysis
 Economic as well as financial business framing
 Financial forecasting
 Urban decision making and infrastructure planning’
 Review programs and evaluation of the program
 Maintaining the regulation of the industry reforms
In terms of management KMPG international cooperates is a member of Swiss
Cooperative that is part of the legal framework developed under the leadership of Swiss legal
policy. In this, the international business carries out the business activities on behalf of the
entire benefit of the KMPG channels of the organisation and service to the customers. The
global council of the company focus on high governance activities and offers a platform for
conducting open discussion and interaction among the employees of the organisation (Sadiq
& Governatori 2015). It performs activities that are necessary for the shareholder meeting
with no shareholders capital. On the contrary, the international; board of the major structure
of governance that approves the strategies by protecting and improving KMPG brand by
overseeing the system of international management of the company (Burke & Clark 2016).
These are led by the Chairman and assisted by the executive committee including the
chairmen and chairman of each of the location along with the members of executive
committee of the board.
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Figure 1: Management structure of KMPG
(Source: KMPG 2018)
III Illustrating Performance
KMPG Australia’s global strategic mission is to develop value for the customers. In this
context, the company struggle to maintain the balance between the financial performance and
investment returns by approaching risk as well as innovation in service. It has been seen from
various performance reports that KMPG employees specialise in improving their brand and
marketing by helping the organisations to achieve the “customer first” motto to accomplish
the desired financial outcome and operational results (Van Dooren, Bouckaert & Halligan
2015). In this context, the company aims to deliver the ever-changing activities that are
necessary for achieving customer satisfaction and helping in creating the increased positive
experience as well as financial value. The performance standards of the company show that:
 In the year 2018, the cop any received Financial Review customer choice awards as
the best Accounting Firm with a revenue of more than $400million
 It has been considered as the one of the most famous Australian Tax organisation of
the year amongst the international Tax review awards (KMPG 2018).
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CEO
Finance
Manager HR Manager
Marketing
Manager/Business
Development
IT Manager
Legal And Risk
Managemnet Officer
Head Of
Operations

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 It has received Active employer Bronze tier employer position from the Australian
workplace equity index,
 In the year 2017, the company has been ranked among Australia’s top 25 attractors
along with Australian association graduate employees neared due to the present top
graduate employees. In this context, the company ranked in the position of 33
(Kiessling, Isaksson & Yasar 2016).
One of the major strategies used by the organisation is its data, analytical and the
planning of thinking techniques that are inclined towards innovation. In this context, KMPG's
employees, performance as well as reward team establishes innovative, as well as a creative
solution that strives towards involvement, retention and increasing performance around the
organisation.
The main corporate business strategy of the organisation is associated with the regulatory
changes and innovation (Lee & Herold 2015). In this context, KMPG'S tax technology and
the team of innovation establish the solution that assists the tax leaders and the am to respond
faster to the regulatory changes thereby reducing costs by facilitating streamlines operations.
Moreover, these help in transforming data in wider commercial insights while enabling
effective cooperation across the tax department. The department of digital solution within the
company are driven by expertise that helps the industry in leading tax activities through an
integrated form of approach by improving the tax operation while developing high
performing tax benefits (Afzal, Lim & Prasad 2017).
IV Justification of Performance
Leadership and motivation is the key to the organisational performance of the
organisation. Within a dynamic environment with an increasing number of target audiences
the company successfully encourages and motivates their employees to obtain success
through innovative business strategy. In this context, KMPG Australia achieved 3 degrees
consulting in the year 2017 for which it is now one of the leading business enterprises that
focuses on advising operation for the people’s rewards as well performance and shareholder
interaction activities (Qian & Xing 2018). In collaboration with KMPG 3DS, the company
can deliver the organisation with increased leadership and performance within one board of
members.
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Performance management of the organisation integrates all the components of the
management progress towards the achievement of the organisation strategic objectives
through the performance standards and efficiency of the employees. Apart from the
company's 3dc brings the highly potential experience of the industry along with subject
matter expertise that helps to create incredible solution aligned with the objective of the
company's performance indicators (Quy & Ramsay 2015). Moreover, KMPG 3dc can help in
supporting the organisations in managing performance framework and system of
management thereby developing a strategic goal by setting KPI'S and other benchmarking
design within the organisation.
Therefore the high-end quality of service is directly associated with KMPG's
capability to establish innovative features provided with a definition of success. Therefore,
successful performance through innovation in business strategies can be illustrated by a range
of factors. The most important factors in this are the complicacy of the company in
performing high with innovation (Fan et al. 2016). The complex ranges of services are
illustrated by the examining uniqueness of techniques in comparison to the competitors.
Innovation in this context can be further illustrated by the number of innovative techniques
used by the company to improve success. Therefore, this kind of performance can be
signified as the outgrowing objective driven by innovation and cultural creativity.
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Reference list
A. Adams, C., Muir, S. & Hoque, Z., 2014. Measurement of sustainability performance in the
public sector. Sustainability Accounting, Management & Policy Journal, vol. 5, no.1,
pp.46-67.
Afzal, F., Lim, B. & Prasad, D., 2017. An investigation of corporate approaches to
sustainability in the construction industry. Procedia Engineering, vol.180, no. 4,
pp.202-210.
Burke, J.J. & Clark, C.E., 2016. The business case for integrated reporting: Insights from
leading practitioners, regulators, & academics. Business Horizons, vol. 59 no.3,
pp.273-283.
Fan, D., Cui, L., Li, Y. & Zhu, C.J., 2016. Localized learning by emerging multinational
enterprises in developed host countries: A fuzzy-set analysis of Chinese foreign direct
investment in Australia. International Business Review, vol. 25, no. 1, pp.187-203.
Kiessling, T., Isaksson, L. & Yasar, B., 2016. Market orientation & CSR: Performance
implications. Journal of Business Ethics, vol.137, no. 2, pp.269-284.
KMPG 2018, Home: KMPG AU. Viewed 10 August 2018,
<https://home.kpmg.com/au/en/home.html >
Lee, K.H. & Herold, D.M., 2015. Carbon performance measurement & reporting in the
global logistics industry: Challenges & Collaboration opportunities between
corporations & academics. Environmental & Sustainability Management Accounting
Network, p.92.
Qian, W. & Xing, K., 2018. Linking Environmental & Financial Performance for Privately
Owned Firms: Some Evidence from A Australia. Journal of Small Business
Management, vol. 56, no. 2, pp.330-347.
Quy, H.M.T. & Ramsay, B., 2015. Emotional Intelligence & Transactional Leadership
performance Case study–KPMG Vietnam. International Journal of Business & Social
Research, vol. 5, no. 6, pp.33-43.
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Sadiq, S. & Governatori, G., 2015. Managing regulatory compliance in business processes.
In H&book on Business Process Management 2 (pp. 265-288). Springer, Berlin,
Heidelberg.
Van Dooren, W., Bouckaert, G. & Halligan, J., 2015. Performance management in the public
sector. Abingdon: Routledge.
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Appendix
Appendix 1: Annual profit of KMPG Australia in 2014
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