This resource commitment is only part of companies’
efforts to build a better tax function. Survey data
clearly shows that executives both in tax and elsewhere
in finance seek better leadership for and from the
senior tax team. Queried on the importance of a
variety of professional attributes—we asked whether
they are “nice to have,” “required,” or “critical to
meeting the company’s expectations”—executives
persuasively state an expectation for more managerial
and technical leadership (see figure 5). Unsurprisingly,
technical tax knowledge is most frequently cited as
critical to success, both today and in the future.
But two-thirds of tax respondents give the top
score—critical to future success—to leadership and
managerial skills, and nearly half offer this view of
tax executives’ ability to work effectively with top
management and the board of directors. Why do tax
executives emphasize broad business management,
communication, and leadership skills so strongly?
These results suggest that tax executives seek more
than leadership within the tax function—they seek a
more active leadership and advocacy role in the
enterprise at large. From such a position, senior tax
executives would be able to take part in business
decision making from a tax point of view and serve
as advocates for greater awareness of the tax
consequences of business decisions.
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