The tax function is crucial to an organization, influencing various aspects from effective business modelling to corporate image, compliance, and internal control. It also plays a significant role in change management programmes and the digital agenda of organization. Here is WHY the tax function matters.
Tax legislation exerts a significant influence on businesses and nations globally. The tax compliance environment is increasingly complex, characterized by a multifaceted system with numerous layers, touchpoints, and interfaces. This complexity presents various practical and theoretical challenges in righting companies through the tax compliance systems. To address these challenges and manage the ever-growing intricacies of tax legal requirements, tax leaders must adopt innovative approaches in designing the tax function operating models.
“Yes, you did it Emma!”
Eva shouts to her best friend Emma with an excited voice. Eva and Emma had been best friends since the second grade…
Many of us think that prayer and meditation are for religious people, not for those who operate in a market place, people who day and night deal with business practices.
BOOM! CRASH! Suddenly Sofi woke up and noticed that she was laying on her cold wooden bedroom floor, because she dreamt about when she was 3 years old and a bear chased Sofi. But she thought to herself “It shouldn't be so terrifying this time when I go hiking in the forest with Eva”.
Jack was so worried it was Jack's big day. It all depended on this one test, and Jack's knees were shaking and he was trembling. The test would tell Jack if he was smart enough to go to the 6th grade, but if he didn’t pass Jack would have to stay an extra year.
One of the funniest jokes about being a freelancer goes as follows: I did not want to work 9-5, so I quit my job and became a freelancer, and now, I work 24/7. While it sounds funny, it is largely true. Most freelancers work way more than people in regular jobs. But, there is a way to have a freelance job while working normal hours. The secret is staying productive. Here is how I do it.
“If you always do what you’ve always done, you’ll always get what you’ve always got.”
--Henry Ford
You are running above the Earth,
Trying to help, to make, to feel.
New smells, new places, new wheels-
Everything inspires your heart.
Leaders may believe they steer their business ships. But “there is a long-standing controversy about the relationship between culture and leadership. Do leaders shape culture, or are they shaped by it?” as Bolman and Deal (2008) point out.
Bass (1990) defines transformational leadership in this way: “Superior leadership performance -- transformational leadership -- occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purpose and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group” (p. 21). The article proposes a concept of transformational leadership as a synthesis of adaptive, authentic and inspirational leadership approaches.
Hailed as one of the world's greatest portrait photographers, Platon has captured the likings of world leaders, actors, musicians, and human rights victims. What does it take to capture the world’s most recognizable images? I spoke to Platon himself to find out.
Many organizations today are project-based or project-oriented, and these organizations are strongly connected to corporate strategy. Indeed, the role of project-based operations is 1) to implement corporate strategy 2) to translate this strategy into programmes and projects and 3) to create a competitive advantage for the organizations. In that context, we ask two questions: 1) Do the business operations design parameters apply to project-based operations design? and 2) What changes are required to make design parameters work effectively at project-based operations?
In recent years the topic of transformation has become increasingly important and sparked interest in both academic and empirical fields. Business and social environments are changing quickly and encouraging companies and societies to find new ways to adapt and change frequently. Transformation programmes have become common in all industries and markets -- continuous transformation is a new normal ecosystem.
Because business environments change frequently, leaders do not invest enough time understanding cultural differences and their impact on corporate lives.
“In theory, theory and practice are the same. In practice, they are not.”
–Richard Feynman (but attributed to many)
In this article we introduce critical success factors by which leaders can frame contracts and deliver expected results. Addressing those factors can enable partners to achieve their objectives.
Global businesses have an enormous impact on nations and communities across the world. Business leaders are creating social value by expanding globally and partnering with cross-border institutions.
In this article we propose a few simple techniques for increasing the efficiency and effectiveness of risk management in business partnering engagements: 1) planned opportunism 2) collective reflection-in-action 3) multi-frame thinking 4) emerging opportunities and 5) reporting framework – partnering philosophy.
Reliance on planning and forecasting has mushroomed since the dawn of the computer era. Data flows freely up and down the business hierarchy, greatly enhancing leaders’ ability to oversee performance and respond in real time. Nonetheless, there are still substantial problems in both theoretical and practical development of planning and forecasting; examining these problems carefully will inform future research.
