A Quote by Lynne Doughtie

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.
I spent my whole career thinking about risk, markets, infrastructure, and regulation. I had seen the financial crisis unfold, and I had seen the credit derivatives market get operationally ahead of itself, which resulted in systemic risk counterparty exposures. I began to believe that distributed ledgers had the capability to tackle that problem.
By any measure, CapitalSource outperformed both our direct competitors and the financial services industry in general, particularly in the context of the near collapse of the financial services industry where 19 of the 20 largest financial institutions in the country either failed or were bailed out by the government.
Quality Healthcare is a premier healthcare brand in Hong Kong and is the leading private healthcare provider there. We are believers in long-term growth prospects of the Asian healthcare space and the benefits of a world-class pan-Asian integrated healthcare delivery system.
Tech is a key driver of social and economic change, and around the world, women like me are transforming businesses, industries, and communities.
In some industries, we refer to risk taking as 'research and development.' At financial institutions, we often take risk by investing in securities.
Our entire approach to the banking and financial services business is risk-adjusted returns. We believe that in most parts of the world, and including pockets in India, banking tends to mis-price risk.
If you look across a 30-year career in the company, I've executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
The British have been particularly shy about the issues of financial regulation, and attentive only to the interests of the City - hence their reluctance to see the introduction of a tax on financial transactions and tax harmonisation in Europe.
The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
Managing risk is a key variable, frankly, all aspects of life, business is just one of them, and one of the things that most people do in terms of managing risk, that's actually bad thinking, is they think they can manage risk to zero. Everything has some risk to it. You know, you drive your car down the street, a drunk driver may hit you. So what you're doing is you're actually trying to get to an acceptable level of risk.
One of the big things coming out of healthcare reform is a thing called the Community Living Assistance Services and Supports Act (CLASS) which is a mechanism to reimburse people staying at home for technology and services that allow them to stay at home.
The single most damaging misconception about strategy is that it is a set of financial performance goals. The so-called "strategies" created by many managements are nothing more than three-to-five year financial performance forecasts. They are then labeled "strategy" and shipped off to the board of directors which goes through the motions of discussing how big the numbers are. Strategy is not your aspirations. Strategy is concerned with how you will arrange your actions and resources to punch through the challenges you face.
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.
Professional services industries like finance, consulting, and legal services are, by definition, meta-industries. That is, they serve to help large companies raise money, buy and sell each other, reorganize, implement new systems, conduct complex transactions, and so forth.
Fortunately, in Piramal Enterprises, we are in three broad sectors. One is in the whole financial services sector, the second is in pharmaceuticals, and the third is in healthcare analytics and data.
One of the problems many leaders report is a gap between strategy and execution. Usually this "gap" arises because the so-called "strategy" is a set of financial performance goals, not an approach to overcoming challenges. The two key ways to narrow this gap are to avoid bad strategies that fail to explain how to proceed and to establish a proximate objective - something which can be accomplished and which will open the door to further progress.
This site uses cookies to ensure you get the best experience. More info...
Got it!