By the end of this year, the global tax system will experience a historic shift that will have implications for multinational enterprises (MNEs) that go far beyond their tax departments. The upcoming regulatory changes will impose significant compliance burdens on MNEs and should prompt C-suites to reconsider whether their global operating models remain fit for purpose.
For decades, countries have competed intensely to attract MNEs’ operations by cutting their corporate tax rates and narrowing their tax base. But this competition is about to change significantly, now that 138 jurisdictions, representing nearly 95% of the global gross domestic product, have reached an agreement to put a floor on global tax competition. The agreement — part of an initiative led by G-20 countries and the Organization for Economic Cooperation and Development (OECD) — requires that all large MNEs be subject to a minimum tax of 15% in each foreign country in which they operate. Key jurisdictions, including all members of the European Union, are expected to apply the new rules in 2024.
A Brief History of Global Corporate Taxation
The new tax agreement represents a watershed moment for global business regulation. Consider that the average corporate income tax rate among OECD countries was 47% in 1980, and had declined to 23% in 2021, in what various policy experts referred to as either a “race to the bottom,” or the result of healthy competition.
Bu hikaye MIT Sloan Management Review dergisinin Summer 2023 sayısından alınmıştır.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber ? Giriş Yap
Bu hikaye MIT Sloan Management Review dergisinin Summer 2023 sayısından alınmıştır.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber? Giriş Yap
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.