A practical approach to tax transformation: six crucial areas to address

Tax functions face increasing pressure from regulatory complexity, heightened enforcement, and significant resource demands, notably around pillar two implementation. Reactive measures are insufficient. This article outlines the practical approaches the authors observe in organisations that successfully navigate these changes. Success requires a structured approach addressing six interdependent areas:

• People;

• Governance;

• Process;

• Data;

• Technology; and

• The tax delivery model.

Successful transformations begin with an assessment of current capabilities across these six core areas. This involves identifying specific strengths and weaknesses. For example, successful teams review tax policies against current business objectives (governance), map core workflows to pinpoint inefficiencies (process), and critically evaluate tax data quality, data accessibility, and how it sources and transforms its data (data). This assessment informs a transformation roadmap, prioritising initiatives based on tangible impact and feasibility.

Successful departments focus on initial, high-impact, lower-effort projects to build momentum and demonstrate value quickly.

Effective tax functions treat data as a critical asset by establishing a single, reliable source, often mandating its capture directly within ERP systems or in a dedicated tax data repository. Success also requires implementing data quality controls from the outset and establishing clear definitions and intended use for essential tax data elements. This provides a unified definition for data across the function, ensuring data accuracy and consistent interpretation for reporting, compliance, and strategic analysis.

Developing a clear technology strategy involves integrating a portfolio of fit-for-purpose tools, avoiding reliance on a single solution. This means employing rule-based automation for high-volume, repetitive compliance tasks, utilising data analytics platforms to extract insights and model scenarios from historical tax data, and implementing specialised tax tools or tax engines for complex calculations such as transfer pricing adjustments or indirect tax determinations. AI can be leveraged for advanced pattern recognition in large data sets. Generative AI offers specific potential for analysing unstructured data, capabilities that will be examined more closely in a future article.

Introducing AI, particularly generative AI, should begin with focused pilot projects targeting specific, high-value use cases, such as initial document review for tax provisions or contract analysis for tax implications. Driving adoption and managing risks requires integrating professionals directly into the AI workflow through the validation of outputs. This ‘human-in-the-loop’ oversight builds confidence and ensures accountability.

Beyond technology and process design, transformation depends on clear governance and active organisational engagement. This relies on visible senior leadership backing, managers trained to support their teams during the transition, and internal champions assisting their peers.

Change management contributes to the success of the transformation. This typically includes executing communication strategies detailing objectives, operational impacts, and individual benefits. Addressing resistance proactively through targeted education on how new tools and processes augment professional expertise, rather than relying solely on mandates, is part of this approach. Involving staff in configuration, testing, and feedback promotes adoption and ownership. Structured, hands-on training focused on proficiency with new technologies and workflows builds user confidence and competence.

Furthermore, talent development plays a part. Career paths and performance metrics should be structured to recognise and reward professionals who build integrated expertise across tax law, technology, and process optimisation to support this goal. Investment in targeted upskilling programmes equips staff to utilise new technologies, interpret system outputs, and contribute to improvement initiatives.

Finally, performance measurement linked to transformation goals provides valuable insights. This can involve tracking metrics such as processing time reduction, error rate decreases, audit outcomes, or the identification of planning opportunities. Regular reviews of these metrics – ideally, quarterly – combined with feedback mechanisms such as team check-ins and usage surveys, can drive iterative improvements to technology, processes, and support structures.

The authors’ experience consistently shows that delivering reduced compliance costs, better risk management, and greater strategic value requires integrated transformation. This involves addressing people, governance, process, data, technology, and the service delivery model holistically.

The successful approaches observed treat transformation as a foundation for ongoing, iterative improvement rather than a discrete project, effectively balancing technical implementation and change management to navigate complexity and enhance the tax function’s partnership with the business. Integrating these components improves outcomes and enhances the efficiency of tax functions.