To be different, change. To be better, transform.

The “Great Resignation” has sparked great consternation for employers and employees alike. Some feel empowered, others feel adrift – on both sides of the equation. It has called into question prior concepts, upending previous truths about:

• What employees look for in an employer
• What employers think workers need to thrive

The pandemic accelerated a work realignment that was already in progress, one that had started to redefine terms like “success,” “purpose” and “value.” This reshaping of the workforce is molded by the race for talent, rising inflation, and the demand for companies to take ESG action and to take DEI more seriously. All of these changes lead us to see work reimagined.

To preserve human capital and keep tapping the talent pipeline, companies must evolve along with changes in the way of working, what is valued, and the concept of identity for both employer and employee – keeping humans at the center of everything they do.

Asking the right questions, developing fresh perspectives and taking appropriate actions spell opportunity for organizations that are brave enough to meet these shifts head-on.

Tax transformation is really modernization, using technology to update the tax back office to become more efficient, faster and capable of producing better data, which leads to better insights.

No matter your transformation goal, getting it right (right now) can get you closer to real, sustainable change for both your organization and the world.

Tax transformation demands a dynamic, new perspective – one that recognizes where your organization is on this journey, whether just beginning, in a mature state or anywhere in between, and helps you go beyond your current capabilities.

By combining cutting-edge technology with specialized knowledge, you can transform your business – efficiently and at scale. The result? Lowered operational risk, rationalized processes and meaningful change for your people.
Intelligence requires expansive thinking – considering others’ perspectives – and developing oneself and one’s organization accordingly. This holds especially true with tax transformation.

Siloes have given way to synthesis. And connections – throughout organizations and across industries – have never been more important to tax functions than they are today. Digital disruption is driving this connectedness, linking customers with clients, enterprises with tax authorities and tax functions with enterprise stakeholders.

Working relationships are changing, and new ones are forming, reflected in the business and operating models that further drive organizations toward a hyper-connected global economy.

But what underpins these changes and creates these connections are data and technology. They’re the building blocks of today’s digital tax function.

While becoming increasingly digital in nature places demands on the traditional tax function, organizations must adapt to keep pace. If possible, your organization can make the most of disruptive technologies, adapt to increasing digital and regulatory standards, and meet mandates for reporting and exchanging financial information.