Business consulting services
Our business consulting services can help you improve your operational performance and productivity, adding value throughout your growth life cycle.
Business process solutions
We can help you identify, understand and manage potential risks to safeguard your business and comply with regulatory requirements.
Business risk services
The relationship between a company and its auditor has changed. Organisations must understand and manage risk and seek an appropriate balance between risk and opportunities.
As organisations become increasingly dependent on digital technology, the opportunities for cyber criminals continue to grow.
Forensic and investigation services
At Grant Thornton, we have a wealth of knowledge in forensic services and can support you with issues such as dispute resolution, fraud and insurance claims.
Mergers and acquisitions
Globalisation and company growth ambitions are driving an increase in M&A activity worldwide. We work with entrepreneurial businesses in the mid-market to help them assess the true commercial potential of their planned acquisition and understand how the purchase might serve their longer- term strategic goals.
Recovery and reorganisation
Workable solutions to maximise your value and deliver sustainable recovery
Transactional advisory services
We can support you throughout the transaction process – helping achieve the best possible outcome at the point of the transaction and in the longer term.
We provide a wide range of services to recovery and reorganisation professionals, companies and their stakeholders.
The International Financial Reporting Standards (IFRS) are a set of global accounting standards developed by the International Accounting Standards Board (IASB) for the preparation of public company financial statements. At Grant Thornton, our IFRS advisers can help you navigate the complexity of financial reporting from IFRS 1 to IFRS 17 and IAS 1 to IAS 41.
Audit quality monitoring
Having a robust process of quality control is one of the most effective ways to guarantee we deliver high-quality services to our clients.
Global audit technology
We apply our global audit methodology through an integrated set of software tools known as the Voyager suite.
Corporate and business tax
Our trusted teams can prepare corporate tax files and ruling requests, support you with deferrals, accounting procedures and legitimate tax benefits.
Direct international tax
Our teams have in-depth knowledge of the relationship between domestic and international tax laws.
Global mobility services
Through our global organisation of member firms, we support both companies and individuals, providing insightful solutions to minimise the tax burden for both parties.
Indirect international tax
Using our finely tuned local knowledge, teams from our global organisation of member firms help you understand and comply with often complex and time-consuming regulations.
Innovation and investment incentives
Dynamic businesses must continually innovate to maintain competitiveness, evolve and grow. Valuable tax reliefs are available to support innovative activities, irrespective of your tax profile.
Private client services
Our solutions include dealing with emigration and tax mitigation on the income and capital growth of overseas assets.
The laws surrounding transfer pricing are becoming ever more complex, as tax affairs of multinational companies are facing scrutiny from media, regulators and the public
Tax policies are constantly evolving and there are a number of complex changes on the horizon that could significantly affect your business.
Srikant Sastry, national managing principal, Advisory Services, Grant Thornton US, on why companies need to stop hiring people who look like them.
I had a mirror held up to me recently at a conference in the US. We had a panel on stage to speak about innovation, and in front of a room of 500 people, one of our managing directors stood up and she asked a question: why are there no women on stage?
This brave woman stood up in front of her peers and asked a very simple question. And I committed to doing something about it.
Looking into that mirror is not just about growth, it’s about changing who we are and transforming. And a big part of that is to take a look at our culture. But how good is a culture when only 10% of your leadership are women? I had to ask myself that question.
Yes, we were growing and having a great impact on our clients, but we were really not seizing innovation because we didn’t have the diversity of ideas at the table. So we committed to diagnosing what was wrong, and hired consultants to help us.
We did a survey and conducted a host of interviews with our senior women to get a perspective of getting behind the numbers. At the associate level we were doing well, our incoming classes of campus hires were very diverse, we started dipping at the manager level and then saw contraction at the senior management level until we ended up with only only 10% female partners.
How could that be in a practice that was growing headcount so strongly? We would hire people who looked like ourselves. Who are your go-to sources to find great talent? Well, the places you know, universities, old companies, friends, people you associate with and hang out with. What does that do? They may be great talent, but are you really looking as broadly and widely as you should be?
The interviews were quite telling. They showed lots of unconscious bias among men. On the same sets of questions, we received vastly different perspectives from men and from women.
So we’ve launched four initiatives to be able to build a more gender diverse leadership culture. Firstly, we needed to build trust. How could we get the numbers up if people don’t understand or believe the ‘why’? We can’t be innovative unless we are embracing a full range of perspectives. If we don’t build trust in the organisation going forward, we’re asking people to do things differently.
The second initiative is mentoring and sponsorship. We have to change how we engage with each other, and mentoring is critical so we’re building a mentoring culture, not just to keep employees at the senior manager level and promote them, but also to mentor and sponsor our young female partners to become senior leaders in our firm.
The third initiative is recruiting. We have to stop fishing at the same wells. We have to go out and do the hard thing – hire people we don’t know. We need to get out of our comfort zone and look more deeply for talent.
Lastly, we have to keep score. Good intentions are not good enough. We love to talk about our culture, I think we have a great culture with collaboration, agility, but how good is a culture that’s not gender diverse? It’s about truth, and the truth is our culture needs to improve. And the truth is we all need to demonstrate courage to improve our culture, to improve our firm.
Read our Women in business report Return to Champions home page