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Our experienced Deal Advisory team has provided a range of transaction, valuation, deal advisory and restructuring services to clients for the past two decades.
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Our Forensic and Investigation Services team have targeted solutions to solve difficult challenges - making the difference between finding the truth or being left in the dark.
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Grant Thornton is Ireland’s leading provider of insolvency and corporate recovery solutions.
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Asset management Asset management of the futureIn today’s global asset management landscape, there is an almost constant onslaught of change and complexity. To combat such complex change, asset managers need a consolidated approach. Read our publication and find out more about what you can achieve by choosing to work with us.
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Internal Audit Maintaining Compliance with New EU Pension Directive IORP IIOn 28 April 2021, the Irish Government transposed IORP II (Institution for Occupational Retirement Provision), an EU directive on the activities and supervision of pension schemes, into law.
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Risk, Compliance and Professional Standards FRED 82 – Periodic Updates to FRS 100 – 105The concept of a new suite of standards for the UK and Ireland, aligning with international financial reporting standards, was first conceived in 2002
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Audit and Assurance Auditor transition: how to achieve a smooth changeoverAppointing new auditors may seem like a daunting task that will be disruptive to your business and a drain on the finance function. Nevertheless, there are a multitude of reasons to consider a change, including simply seeking a ‘fresh look’ at the business.
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Our Corporate Tax team is made up of more than 40 highly experienced senior partners and directors who work directly with a wide range of domestic and international clients; covering Corporation Tax, Company Secretarial, Employer Solutions, Global Mobility and Tax Incentives.
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The Grant Thornton team is made up of experts who are fully up to date in terms of changing and evolving tax legislation. This is combined with industry expertise and an in-depth knowledge of the evolving financial services regulatory landscape.
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Grant Thornton’s team of indirect tax specialists helps a range of clients across a variety of sectors including pharmaceuticals, financial services, construction and property and food to navigate these complexities.
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International Tax
We develop close relationships with clients in order to gain a deep understanding of their businesses to ensure they make the right operational decisions. The wrong decision on how a company sells into a new market or establishes a new subsidiary can have major tax implications.
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Grant Thornton’s Private Client Services team can advise you on all areas of financial, pension, investment, succession and inheritance planning. We understand that each individual’s circumstances are different to the next and we tailor our services to suit your specific needs.
Structures in organisations and companies have been moulded, tweaked and benchmarked with the notion of offering its employees a platform to operate in correlation with organisational aims. Optimising operational activities such as task distribution, coordination and management dictate the organisations abilities to achieve its goals, but at what point does this mixture become a restriction?
Organisations have transitioned and shelved the traditional bureaucratic structure that occupied its workforce with rigid regimes and top-down focus to more fluid, flat and employee focused organisational makeup. While this shows great commitment by an organisation, their goals tend to remain the same and therefore calling into question the feasibility of the transition and potential restriction to the organisation’s structure.
At what point should an organisation realise that its structure is restricting its talent, growth, communication and flexibility through its misaligned structural makeup? Does this begin with an increase in employee turnover?
Where talent recognises that structure allows for rapid growth at lower levels, but tends to bottleneck at the higher levels, certain aspects of their workforce can use it as a platform to project their own careers rapidly. They simply seek pastures new when they reach the bottleneck, and move organisations.
This alone can result in knowledge drain within the organisation while potentially equipping your competition with talent you have developed. One small defect in an organisations structure can leak not only talent but also opportunities for the organisation to grow.
Another restriction can be seen by the internal focus to perfect the organisations ways of operating. Numerous communication channels, promotion opportunities, positive cultural perks can potentially blind an organisation. The organisation is so busy managing the new ways of working’, that is misses what is happening in the market and results in an inability to adjust. The idea of a structure is to put in place a platform to perform tasks; if the design is heavily focused on internal operations, it can hinder the organisations ability to perform.
Communication is the epicentre to any organisational structure. Engaging stakeholders in an optimal manner can help organisations to compete within the market but also sustain development internally. This can be done without any major pressure to its structural makeup.
The restriction in this case is what is the best structure for your organisation? Does a flat structure offer too much fluidity where communication and functionality become untraceable or is a functional organisational structure too restrictive for communication and flexibility?
Alternatively, should organisations adopt an ambidextrous approach whereby the structure is moulded towards the function of departments within an organisation ranging from rigid to fluid in its design? Such variability and complexity in organisational makeup cannot be categorised ‘as easy to do’, but require a level of understanding, analysis, customisation and alignment to the overall organisational goals.
Rather than creating a structure for your organisation to work within, allow the organisation to work towards the goals which you set, while gently evaluating and tweaking its organisational makeup along the way. Rome was not built in a day and nor was it developed into what it is today in a day.