Lynne Doughtie

At KPMG, we believe that companies with inclusive and diverse cultures are better positioned to adapt, grow, and thrive in a changing business environment.

Too often, women are waiting for someone to recognise their great work and tap them on the shoulder and say, 'Here - this is the next thing we want you to do,' and that may happen. But I feel you need to take more ownership of telling your story, advocating for yourself. You can do it in a way that's positive and that your leaders will appreciate.

Leaders have to consider whether they have the right diverse perspectives at the table.

The importance of inclusive behavior was modeled for me early in life. I have many childhood memories of my mother - an entrepreneur and business owner - drawing people to herself and inspiring them with the genuineness of her interest in them.

I think there's a tendency with some women especially to internalize and think, 'I have to be perfect at everything before I'm going to put myself out there.' We've got to change that mindset. And I think it starts with confidence.

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.

At KPMG, we are intentional about leading with inclusion because we believe it strengthens our ability to make a tangible difference for our clients, our people, and society.

Culture is nourished by human motivation - a limitless resource that can sometimes be underestimated.

Sponsorship is about putting your name and reputation on the line for someone else. It could be as simple as recommending someone for a new role, yet it's one of the most powerful cultural tools any organization has.

I tell women to not make hasty decision based on circumstances on just that moment in time. Press the pause button.

As part of KPMG, Cynergy's people and processes can help clients leverage digital and mobile technologies to transform existing customer engagement and employee mobile enablement into seamless experiences for end users across multiple platforms and devices.

Failing fast' is an important component of cultivating the agility needed for a development project along with continually rebalancing your innovation portfolio.