KPMG's mission statement is to turn knowledge and understanding of information, industries, and business trends into value for our firms clients, our people, and the capital markets. The core purpose of KPMG, according to its mission statement, is to transform informational knowledge and understanding of various industries and business trends into tangible value for the company's clients, employees, and workforce while also helping to improve the capital markets. This statement clearly states the company's goals and demonstrates a strong dedication to helping its customers and the larger sector it operates. (Msa, 2021) . According to its vision statement, KPMG aspires to be known as an emulatable firm by the market it serves. (Msa, 2021) Vision: KPMG's vision statement is Distinguished by the learning opportunities offered, through a platform which shares the expertise, knowledge, and experience of professionals across a global network. Values: KPMGs global values define us as a firm for ourselves, for our clients, and for the marketplace. Our values describe who we are, what we do, and how we do it. Our values also help us attract and keep quality people, develop relationships with the appropriate clients, and protect and enhance our reputation. We aim to incorporate them into our relationships with our clients and colleagues so that they are reflected in the work we do every day and, in the relationships, we have with each other and with our clients KPMG presents a complete picture of KPMG's identity, operations, and operational philosophy through its values. They play a crucial role in helping the business attract and keep top people, build trusting relationships with the right customers, and maintain and improve its reputation. In order to ensure that these principles permeate its daily work and interactions, KPMG works to integrate them into its connections with clients and colleagues. This helps to shape the quality of relationships both internally and outside. (Values and Culture, n.d.) KPMG's corporate strategy is evidently in line with its Growth strategy, particularly targeting international expansion. KPMG's emphasis on both challenges and opportunities brought on by disruptive technologies and sector convergence is indicative of its growth-focused approach. The significant opportunities highlighted by KPMG, for companies ready to reconsider their portfolios and business strategies, indicate an ongoing pursuit of growth as a strategic objective. Their description of how businesses should be adaptable and make sure that their finances and strategies align effectively with shifting marketplaces highlights their desire to grow internationally. By discussing creating innovative strategies, including agility, and keeping a customer-centric focus, KPMG has also demonstrated dedication towards innovation and customer-centricity. These components are consistent with growth strategies, which frequently place an emphasis on addressing client desires and innovation. KPMG's global presence is a further endorsement of the firm's approach to international expansion. KPMG's approach to serving clients in diverse countries and regions aligns with its focus on international growth. To sum up, KPMG's business strategy is centered on expanding internationally to capitalize on new opportunities that may arise due to market forces. (Strategy, n.d.). Evidence: From the article we can see that, the growth strategy of KPMG is focused on international expansion and resolving global issues. It highlights significant growth across all services, investment in ESG efforts, diversity and inclusion, quality and trust, global delivery capabilities, engagement with global alliances, and a focus on technology to focus on its growth towards global operations. Collectively, these components demonstrate KPMG's dedication to being a reputable and growth-oriented professional services company on a global basis. (KPMG Reports Global Revenues of $32.13bln for FY21, Focus on Strategy Enables 10% Growth, 2022). Among the 5 generic competitive strategies by Porter, KPMG employs the Broad Differentiation strategy also known as Innovation to Results. As new disruptive technologies emerge and industries collide due to sector convergence, both opportunities and threats arise in the form of new markets, offerings, channels, capabilities, and behaviors. When organizations from diverse sectors enter the market simultaneously, along with disruptive newcomers, the impact becomes intricate, and less foreseeable, often leading to shorter lifespans for business models. Consequently, the task of allocating resources and generating a return on investment has become more challenging. KPMG enhances its agility and gains better control and visibility over its strategies and operations. KPMG assists organizations and executive teams in defining their ambitions and crafting innovative strategies that incorporate the agility, customer focus, and operational excellence necessary to excel in dynamic markets. Their involvement goes beyond strategy development, they leverage their extensive functional expertise to collaborate closely with their clients during implementation. This approach ensures targeted outcomes by accelerating progress, solidifying value, and reducing risks associated with decisions and actions. Due to these features, their clients are even ready to pay a premium for taking up KPMGs service. (Strategy, n.d.) PART-B One must consider the orchestration of two crucial HR disciplines: Recruitment and Selection and Organisational Development/Training and Development, to match HR efforts with KPMG's grand symphony of business strategy. Recruitment and Selection: HR Activity 1: Global Talent Acquisition For KPMG to achieve global greatness, a strong strategy for hiring international talent must be developed. This brilliant piece of strategy is intended to find and entice the world's most remarkable talent. In this orchestration, we make use of the enormous magnetism that KPMG's global presence wields, luring talented individuals from every latitude and longitude. The key to this symphony is ensuring that KPMG's human resources work in harmony with its ambitious goal of global expansion. It involves searching for that exceptional symphony in which each talent and note has its ideal position on the world stage. In essence, this plan serves as a link between KPMG's ideals and the realities of contemporary global market dynamics. It is the epitome of KPMG's dedication to excellence and enables the business to satisfy the expanding demand on the global market with a symphony of unmatched skills and knowledge. Through this seamless merger, KPMG is not only growing internationally, but is also doing so with the appropriate skills in the right places, ready to meet the constantly changing demands of the international business landscape. HR Activity 2: Cross Cultural Training for New Hires The coordination of cross-cultural training for new personnel appears as a crucial element in the complex fabric of KPMG's global expansion. We know that the lovely symphony of our personnel must harmonise perfectly with KPMG's corporate culture and principles, so we cast our recruitment net widely, attracting individuals from many corners of the globe. In this big piece, cross-cultural training takes centre stage. It is an invitation to inclusion and belonging rather than just a training exercise. We create the conditions for cross-border cooperation by fostering a culture where our foreign talent feels not only welcomed but fully at home. Our global workforce is connected by this training, which makes sure that every note is played in perfect harmony with the others. Cross-cultural training is the conductor's baton that directs us towards cohesion and efficiency in the big performance of KPMG's international expansion. It is the physical representation of our dedication to a cohesive and diverse global workforce, ready to produce outstanding results in support of our growth goals. REASONING: These HR initiatives act as a strategic compass that supports KPMG's goal of expanding globally. We build a worldwide workforce that resonates with excellence by skillfully organising talent acquisition and encouraging cultural integration. Our strategy is supported by a rich talent pool that is gathered from all over the world. This is about reaching international quality, not just development. Additionally, our dedication to cross-cultural training guarantees that this workforce is not just a collection of talents but a unified group ready to shine on the international stage. The information from KPMG's own reports emphasises how important this strategy is. A strong talent acquisition approach is necessary given our focus on global delivery capabilities. Thus, these HR-related actions become the very notes in the symphony that drives us forward. Organisational Development/ Training and Development: HR Activity 1: Global Leadership Development Programs The development of global leaders is a crucial component in the broad tapestry of KPMG's international growth. We must painstakingly create the masterpiece that is our Global Leadership Development Programmes if we want to advance our global expansion. These initiatives are more than just projects; they serve as the breeding grounds for leaders who will unite different continents. They are the sources of knowledge, providing guidance, mentorship, and a deep dive into the nuances of global business procedures. We are developing leaders through this symphony of learning and development who have the deep understanding necessary to negotiate the complexities of international marketplaces. These initiatives become the conductors of change in this symphony of leadership, setting the beat of our growth plan. They are the designers of leaders who not only recognise but also value global variety. These leaders will then guide our varied teams with a strong sense of excellence, coherence, and togetherness. Implementing these Global Leadership Development Programmes will, in essence, be the pinnacle of KPMG's international expansion, allowing us to direct our global symphony with style and knowledge as we continue to leave our mark on the world stage. HR Activity 2: Continuous Learning and Innovation Initiatives: The symphony of continual learning and skill development is a key thread in the rich tapestry of KPMG's commitment to innovation. This harmony, like a classic tune, is the secret to our lasting success on the world stage. HR takes on the role of conductor for this symphonic journey, planning initiatives and programmes that motivate our staff to pursue knowledge on a never-ending basis. These programmes are not merely endeavours; they are the means by which our personnel regularly develop its abilities while becoming aware of the shifting tempo of new technological developments and market trends. We animate innovation with our unrelenting search for knowledge. We turn our employees into torchbearers for advancement, ensuring that KPMG continues to be both competitive and forward-thinking in the global marketplace. In addition to success, the outcome is a seamless, international symphony of brilliance. In essence, KPMG's dedication to lifelong learning is more than just a business strategy; it's a timeless anthem that keeps us in step with the pace of innovation and prepared to excel on a global scale. REASONING:The strategic symphony of KPMG is built on these HR initiatives, which produce a crescendo that resonates with global growth and innovation. They are the designers of a leadership pipeline, creating executives who will expertly manoeuvre the world stage and guide our ascent to global prominence. Our people, who actively pursue lifelong learning and innovation, take up the cause of progress and guardianship of KPMG's unshakable dedication to excellence. They are the living example of our plan, not just a component of it. We are a symphony, poised to provide innovation on a global scale and tuned to the clarion cry of invention. The article's evidence supports the importance of our methodology. The relentless pursuit of knowledge and the crucial relevance of leadership development are both shown by KPMG's unwavering focus on innovation and global delivery capabilities. Our crescendo, which propels us towards the summit of international success with a song of invention and growth that resonates around the world, is found in this well-balanced combination of strategy and proof. The synchronisation of HR activities in the areas of recruitment and selection and organisational development/training and development emerges as the crescendo that propels us towards the pinnacle of global success in the grand overture of KPMG's worldwide journey. These HR orchestrations are more than just projects; they are the masterminds behind the skillful, flexible, and adaptive architects of our worldwide workforce. They are the cornerstones of our global success because they make sure that our human capital complies with our business's expansion and growth strategy. The evidence chimes in with the composition we've created. The article's refrain underscores KPMG's unwavering dedication to international expansion and innovation, a sign of our seamless compatibility with the world's constantly changing environment. The harmony of our HR efforts ensures that KPMG's success transcends boundaries, leaving a legacy of worldwide brilliance in the annals of the business world. This composition's concluding notes serve as more than just a conclusion. Competitive strategy a. Employee and Labour Relations Regular Feedback and Innovation Sessions: KPMG is fully aware that the foundation of its competitive strategy is fostering an innovative culture. In order to promote this strategic goal, HR is leading a campaign to encourage and support frequent employee feedback and innovation sessions. The core of this program is creating an atmosphere that values transparent communication and seamless teamwork. Employee innovation and insight sharing are actively promoted inside the framework during scheduled sessions. The goal is to foster a corporate culture where innovation and efficient problem-solving can thrive. These events may take many different forms, including brainstorming sessions, dedicated idea-sharing websites, or stimulating innovation competitions. Together, they enable staff to offer original and creative ideas, enabling KPMG to creatively approach difficult problems. Given KPMG's major focus on innovation, this HR activity is of utmost importance to its competitive strategy. KPMG gives its workers the tools they need to actively participate in the creative process by establishing a structured platform for ongoing feedback and innovation sessions. In turn, this empowers them to present unique ideas and solutions, strategically positioning KPMG to use creative methods while serving customers and remaining on the cutting edge of changing market trends. The organization's constant determination to face disruptive technologies and sector convergence makes the synergy between this HR program and KPMG's overall strategy clear. dentify the type and sub-type of corporate strategy you recommend for your company (or a portion of the company) to pursue. Provide a brief overview of your proposed corporate strategy identified above. Be specific to your company. Explain the rationale for this approach.