Please evaluate and provide alternative strategies for KPMG assuming you are the Chief Executive Officer (CEO) at the time Challenge KPMG, the audit, tax, and advisory firm, has enjoyed high employee morale for the last several years - about 80% of its 29,000 professionals say it is a great place to work. But the firm wanted to understand what was driving this sentiment. Analysis of its annual employee survey revealed one item as a particularly strong driver of employee engagement, retention, and pride: "I feel like my job has special meaning and is not just a job." This finding prompted leadership to explore the value of purpose-driven work and make it an integral part of how they talk to employees. They wanted to get people talking about purpose to create a central narrative to connect employees with the firm's history of purposeful work. To do so, they began collecting employee stories, highlighting the impactful work already being done, and teaching leaders how to talk about purpose with their people. Action KPMG conducted hundreds of employee interviews asking questions like, "How does KPMG operate when we are at our best?" and "What is unique about our firm's culture?" The firm's leadership team then analyzed the qualitative data from these interviews through an extensive comment coding process. A few themes emerged, which resulted in a new purpose statement: "Inspire Confidence. Empower Change.," But KPMG's leaders knew they needed to do more than simply announce the new purpose statement; they wanted employees to experience it for themselves