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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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Digital Risk
Grant Thornton offers solutions to the digital risk issues you are sure to face. Our skilled and experienced security team can helping by advising and consulting, giving you peace of mind, clear value for money and an enhanced ability to react to attacks.
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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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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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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 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.
Change is inevitable in day-to-day life, whether we consider our personal or work lives change surrounds us. Organisations of all sizes are in a constant state of change now more than ever. Challenging internal and external factors include but aren’t limited to, economic and political uncertainty, growth, lack of growth, technology developments and shifts in the competitive landscape.
There are a number of key considerations when leading change within an organisation, as highlighted below:
When introducing change it is important that the organisation wants the change. Developing a sense of urgency around the need for change will encourage staff buy-in. By examining the market and the competitive realities of business, the change leader is in a position to identify and discuss opportunities and threats. Sharing this information supports open, honest conversations with staff to explain the necessity for change. If required, a leader can seek support from third parties, such as customers or industry specialists, to help strengthen the case for change.
Convincing people that change is necessary often requires strong leadership. Change managers need to collate a team of influential people whose power comes from a variety of sources such as title, status and experience. The team should consist of a range of people from different departments and levels with varying skillsets. Once this change coalition team is formed, they need to identify key stakeholders and develop a strategy to achieve the change vision.
When a change is first considered there will be many ideas and solutions proposed. Link all these concepts to an overall vision that staff can easily understand to help remember broader details encompassing the change. Successful change requires everyone working towards a common vision, so establishing a clear, concise vision ensures that everyone fully understands what they are being asked to do and why. The change coalition should champion this vision.
Organisational leaders and the change team should promote the vision, leveraging all communication channels to echo sentiments powerfully on a regular and timely basis. Undoubtedly there will be concerns and anxieties, so leaders should talk honestly whilst addressing wider colleagues’ thoughts. Open communication brings the firm along the change journey, thus improving buy-in and the likelihood of successful implementation.
Leaders should champion and empower staff to act on the change and encourage involvement. The team must work towards an agreed plan and seek support from leaders to quickly remove obstacles preventing and limiting progress. Senior management should lead by example employing any new philosophies and approaches.
Success motivates people. When planning a change there will be short and long-term goals. Ensuring there are a few initial ‘quick wins’ that can be easily communicated and viewed by the wider organisation will encourage change momentum and positive attitudes throughout the firm. It is important to celebrate successes and recognise and reward those involved in implementing improvements.
Post-implementation it is useful to complete a project review, benchmarking realised benefits against expectations and lessons learned. Highlight and communicate the good, the bad and the ugly. Understanding what worked well and where further improvements are required helps establish the idea of kaizen, a continuous improvement philosophy. This exercise often highlights further change requirements.
In reality, change is unavoidable and resistance is futile. When planning and implementing change always consider relationships and people, as successful implementation of any change will ultimately start and end there.