About

A young business on a rapid growth trajectory, driven perhaps by acquisitions or new market entry, will face the need for their risk and governance to play catch-up. Developing processes and controls is a natural feature of groups as they mature. Conversely, established groups can develop governance and risk frameworks which become disproportionate to the risk environment. Too many controls, strictly implemented, may reduce risk beyond that which is optimal. Business wants to manage risks, not reduce them to zero. How can in-house tax leaders 'right-size' their controls and governance and ensure frameworks apply appropriate controls aligned with risks facing the group and its risk appetite?