The transformative potential of artificial intelligence (AI) within the tax function has become undeniable. From processing thousands of transactions with near-perfect accuracy in seconds to facilitating strategic decision-making, AI is reshaping the way tax professionals operate.
In the realm of corporate finance, tax planning and tax management are essential components of a globally efficient tax function. Both components complement one another and draw on interconnected data sources, though they serve distinct roles within a business’s overall tax strategy.
In today’s complex and interconnected business landscape, the role of the Global Tax Process Owner (GPO) has become essential, especially in large multinational corporations. While companies of all sizes and industries can benefit from tax process oversight, global tax process ownership is particularly valuable in organizations that operate across numerous geographical locations and business units.
Let’s begin by looking at lenses we can use from market and business complexity categories to analyse the data, define the tiering system and drive insights into the targeted operating and sourcing model.
In the evolving landscape of Global Business Services (GBS), a significant paradigm shift is evident as these organizations increasingly adopt project-based or project-oriented operational models.
Transformation programmes are complex, multifaceted initiatives that require careful planning, strategic vision, and adaptability. Leading such programmes involves making critical decisions that can significantly impact the success of the transformation. In this article, we propose a few scientifically grounded techniques for making better choices when steering transformation programmes: 1) zoom in and zoom out 2) seek an outside frame of reference 3) reframe the situation and 4) be ready to pivot.
How should leaders within Global Business Services (GBS) navigate the strategic evolution of their organizations? The implementation of a scorecard as a strategic framework provides a comprehensive approach to steer the GBS organization. This framework elucidates the governance structure of the GBS organization, assesses the performance of process owners, and clarifies the prioritization of objectives.
For over two decades, organizations have relied on shared services to drive efficiency and control; today, as Global Business Services matures into a strategic partner delivering specialized expertise and business impact, the Partnering Operating Model emerges as a critical enabler of this next phase of value creation.
Global Business Services (GBS) significantly influence operational models and process sourcing across corporate functions. By establishing Centers of Expertise (CoE) and collaborating with global business process outsourcing (BPO) organizations, GBS creates substantial strategic value, fostering efficiency, innovation and digitalization of business processes.
As organizations increasingly rely on Business Process Outsourcing to enhance efficiency and focus on core priorities, the effectiveness of governance emerges as the decisive factor in translating operational delivery into sustainable strategic value.
