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Business Risk Services
Our Business Risk Services team deliver practical and pragmatic solutions that support clients in growing and protecting the inherent value of their businesses.
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Corporate Finance and Deal Advisory
We offer a dedicated team of experienced individuals with a focus on successfully executing transactions for corporates and financial institutions. We offer an integrated approach, with our corporate finance specialists working seamlessly with tax and other specialists to ensure that every angle is covered.
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Economic Advisory
Our all-island Economics Advisory team combines expertise in economics and business with a wealth of experience across the public and private sectors.
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Forensic Accounting
We have a different way of doing business by delivering real insight through a combination of technical rigour, commercial experience and intuitive judgment. We take pride in delivering responsive and tailored solutions to all our clients, capitalising on the wealth of experience housed within our Belfast and wider Forensics team
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People and Change Consulting
The Grant Thornton People & Change Consulting practice works with clients on these issues as well as on all aspects of how they attract, retain, engage develop, deploy and lead their people.
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Restructuring
We work with a wide variety of clients and stakeholders such as high street banks, private equity funds, directors, government agencies and creditors to implement solutions which provide the best possible outcomes.
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Technology Consulting
Motivating and assisting our clients to pursue, maintain and secure the benefits of digital solutions is at the core of our Digital Transformation teams' agenda and goals. We work with business leaders to deliver efficient digital strategies and operating models that provide new or enhanced capabilities.
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Corporate and International Tax
Northern Ireland businesses face further challenges as they operate in the only part of the UK that has a land border with a country offering a lower tax rate.
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Employer Solutions
Our team specialises in remuneration and incentive planning and works closely with employers, shareholders and employees to ensure that business strategies are aligned and goals achieved in the most tax efficient, cost-effective manner.
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Entrepreneur and Private Client Taxes
Our team of experienced advisors are on hand to guide you through any decision or transaction ranging from the establishment of new business ventures, to realising value on exit, to succession planning and providing for loved ones.
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Global Mobility Services
Grant Thornton Ireland offer a different approach to managing global mobility. We have brought together specialists from our tax, global payroll, people and change and financial accounting teams across Ireland and Northern Ireland, while drawing on the knowledge and insights of our global network of over 143 offices of mobility professionals to provide you with a holistic approach to managing global mobility.
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Outsourced Payroll
Our outsourced service provides valued service to over 150 separate PAYE schemes. These ranging from 1 to 1000 employees, working for micro, SME and global employers. The service is supported by the integrated network of tax and global mobility teams and the wider Grant Thornton network delivering a seamless service. Experienced staff deliver a personal service built around your business needs.
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Tax Disputes and Investigations
Our Tax Disputes and Investigation team is made up of tax experts and former HMRC investigators who have years of experience in dealing with a variety of tax investigations. Our expertise and insight can guide you through all interactions, keeping your cost at a minimum while allowing you to continue with the day to day running of your business.
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VAT and Indirect Taxes
At Grant Thornton (NI) LLP, our team helps Northern Ireland businesses manage their UK and global indirect tax risks which, as transactional taxes, can quickly become big liabilities.
How modern is the modern workplace?
27 Apr 2021If someone had have asked me 12 or 18 months ago what my idea of a ‘modern’ workplace was, I would have thought of open, collaborative office spaces with ping pong tables and a casual dress code. But this idea is now outdated.
Whilst the pandemic has brought about many changes, perhaps one of the biggest impacts has been the shift in both mindset and behaviour towards work. Employees are bored of 9-5 working patterns and customers need more flexibility than ever. Artificial intelligence and robotics are on the horizon, with research showing that automation and digitisation are substituting, augmenting and creating new tasks for workers. With this in mind, there is more of a focus than ever on the need to rewrite the rules of organisation design, and ensure our organisations reflect the agility our people and customers want.
So, what really is a modern workplace? Is it a hybrid model where we spend two days a week in the (same old) office, with the rest working from home? I don’t believe so. I think our idea of a ‘modern’ workplace needs to fundamentally change and reflect the new, digital age, and the new behaviours this brings.
Looking back through history, the organisational structures we often refer to as ‘modern’ designs, such as matrix, divisional, or functional models, aren’t actually that ‘modern’, given the fact they were developed around 80-years ago. Yet we have not seen any new theory developed in this field.
The question is, how do we flex our organisational design to reflect the needs of our employees and customers? I believe that any actions must focus on the ‘rehumanisation’ of work. Flexible, collaborative, team-based approaches are the way forward, and should already be embedded in our organisational culture. There has already been a rise in alternative employment models with more reliance on contingent workers, driven by digital platforms and tech-enabled remote working.
Business leaders must defer from the pursuit of hours worked, efficiency and output, towards the pursuit of adaptability, empowerment, support and engagement. Creating these flexible conditions for efficiency and productivity will only enhance performance, through self-managed, networks of teams, focused on specific outcomes.
Although research shows that the HR department is the least likely to be involved in decisions on AI and automation, this flexible organisational design approach will allow organisations to proactively engage with the opportunities that technology brings, shifting from associating job automation with redundancies, towards reskilling, redeployment and job reinvention.
Only with this people-based approach and sustainable, engaged, ecosystem of talent can organisations, structures, processes and policies keep up with the exponential pace of change and technology. My new vision of a modern workplace is even better than I had previously imagined!
See our People & Change offering