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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.
In today’s world, change and disruption are constant and being able to navigate change is an indispensable leadership trait.
There is a fundamental difference between seeing the change challenge as one of navigating the complicated and seeing it as navigating the complex.
Complicated challenges may be demanding but with enough information we can leverage experience and expertise, we can observe patterns of cause and effect, apply rules and processes and then simplify and solve. As one of my old bosses used to say, we often over complicate business problems and then have to simplify to solve. Complexity, on the other hand, should be navigated differently because complex systems and environments are made up of a mosaic of diverse yet interdependent elements that interact in unexpected ways. When we look at mechanics and engineering, we find highly complicated systems, like a jet engine. When we look at nature, we can see highly complex systems, like a rain forest or coral reef.
Some of our work may be complicated, but we do that work in a complex environment.
Complex systems do not always follow patterns and so past behaviour of a complex system may not predict its future behaviour. In a complex system there is no centre or top from which to direct. Empowered and self-directed teams ideally can resolve challenges in different parts of a complex system, almost akin to what the various university and pharma teams are doing around the world in the search for a vaccine for COVID-19.
Complexity is not linear, and it is not predictable. We cannot completely control it, but we can navigate and adapt to it. Only then can we uncover the hidden opportunities.
When you look at the biggest change challenges you are facing, do they resemble the complicated or the complex? Things like, more than the sum of its parts; cause and effect can’t be mapped, unpredictable – unintended consequences and requires exploration not best practice. If your challenge meets some or all of these criteria, it’s likely to be complex rather than merely a complicated challenge.
We know that we cannot exercise complete control in a complex world, the complex environment is always changing, and we cannot lead people back to the way things were before. We can manage our own response – we can develop our own thinking – we can learn. Under stress it can be tempting to fall back on our experience and expertise – to get consumed with the details and to narrow our focus. Leading in a complex system requires us to take a wider view of our firms, our roles, our teams, our service lines and to see them as part of a much bigger system. This then must have implications for the way we lead.