KPMG: Innovation Via Technology

Post Mortems

KPMG holds debriefs with all of its tech partners. The conversations are more strategic with trusted partners.

"We did an exercise in July with a company that we hadn't partnered with before," Benedict explains. "They created a web-based connectivity exercise for us. It leverage people's LinkedIn profiles. Attendees answered a series of questions, and an algorithm connected them to like-minded peers."

It was the partner's first time offering the solution, so the post mortem included significant learning on both sides. Sharing a-ha moments, challenges and missed opportunities helps both sides of the table improve their businesses.

Formula for Event Success

"Part of the reason why we’ve been successful in due to demonstrating our value internally," Benedict says. "We really believe that we are a best-in-class organization, and we have a lot of knowledge that we can share within the meetings industry."

When the organization made innovation a priority, it was incumbent on the events team to do the same.

"KPMG really views innovation as a strategic priority," Benedict says. "As a firm, we’re aligning our business with different emerging market opportunities, and we're looking at better collaboration." The events team has to fulfill on that overarching goal as much as the other support functions within the organization — if not more.

The only question is what new technologies will generate that innovation next.




From MPI's Research
  • Create a consistent and reoccuring agenda item to discuss event technology topics - budgets, performance, resource allocations and new purchases, for example - with senior management.
  • Review event-technology performance througout the life cycle of the event rather than waiting until it is concluded.
  • Have a post-mortem meeting with vendors to dicsuss the feedback, performance and data collected by each event technology.
  • Formulate event-technology performance metrics and measurements to evaluate vendors consistently.