KPMG measure of success: what do we strive for?

Viktor Reznicek outlines what a successful project looks like and displays KPMG’s excellence culture.

Video transcript

Eric: Deals all of these deals go through you so what would be your standard or your personal feelings towards putting a checkmark towards a project, what makes you look at a project to say, “okay, yes we did that well,” “yes, we did this”

Victor: Yeah, look, there are plenty of contractual obligations that are set out on our agreements. Again, on time on budget, on spec, those are all tables stakes, every organization should be able to deliver on those three basic expectations, but that’s not how a client generate measures success in its ultimate way, it’s just part of the success recipe. Achieving the business goals that they set out is part of it but look you asked me a question and that is “How do I know we get it right?” we get it right when our client says so, that is the ultimate measure of success, you know you’ve heard that saying our client’s perception is our reality, that’s absolutely true. So, at the end of the day, when are we successful? we’re successful when our client says so, when they say that this project was a success, and, till that happens there’s still something to be done

Eric: Yeah, and that builds a sustainability and that trust that we are we all have to have to make those clients our references and that builds our story , that’s huge

Victor: Let me give you an example, so one of our clients went live in April this year. There were some post go-live optimization that needed attention, they had some resourcing challenges so they weren’t able to take on those improvements right away, they asked for some of our help with scoping it and actually providing feedback on the configuration itself, that started the scope of our work, but they needed that to get the value from workday so we did it as an investment in the relationship. I’m a big believer that these kind of things goes around comes around if you take good care of your clients, they’ll take good care of you. So we’re not big on nickel and diamond, we’re not big on kind of looking at the contract as the sole measure of success, frankly, it’s not. We’re successful when our clients say we’re successful. 

Eric: That’s huge, I mean, the outcomes that we’ve recognized here are the direct product of the service you talk about that we’re so deeply invested in for our clients that service you have to be invested in that for that 

Victor: I think that's true, a little bit look at the end of the day, it’s the team that makes that happen. Our team is really good at what they do they’re good at it in part because they’ve had a lot of that backs 25 clients with a lot of best practice but they’re also good because they don’t think about the problem as a technical problem now, I was putting some technology and boom magic happens and all of our problems go at. What they’re good at is I’d like to call them being multilingual they speak healthcare if you don’t understand healthcare, chances are you’re not going to design a solution, right. They speak their particular function HR, finance, supply chain, IT They’re very deep and many of our team members have worked as practitioners in those different arenas as accountants as procurement managers as HR specialist or directors so they know what it’s like to walk in our clients’ shoes they know their craft they also understand workday and have lots of examples from other clients as to how to get the most value from it. Again, there’s certainly trial and error we did some things in the earlier years now we know there’s a better way. We’ve been able to learn and bring those lessons learned to our clients and finally, our team is good at change management if you just get the technology in but your people aren’t using and they are not taking full advantage of it, then you’re leaving a lot of value uncaptured. So, I think that those are the four languages I think are truly essential to a good consultant in our space and those are the folks we look at look for, that’s the talent that we cultivate and grow on our team and a big reason I think we’ve been successful 

Eric: I really appreciate that, a deep dive and one other thing so within it what are what would be your goals for our Workday practice moving forward, I mean, you are a healthcare leader I know that I know you have a goal that you want to achieve where would you like to be at, what’s the perfect world for you,

Victor: Yeah, look, it’s easy to talk about goals like double in size, double growth, both goals are fine, truthfully, that’s how it gets me out of bed in the morning. I want to have 50 clients that are all references for our work. In a heartbeat, I definitely care much more about the value or delivering then the quantity of implementation…

Eric: That speaks of value today, I really appreciate your coming on and talking about everything that you talked about, you gave some great insights on what we do here on workday. Man, I’m glad that I got your time and I really appreciate it.

Victor: My pleasure, thank you

Eric: Thank you