Fremtidens Skattelandskab

November 17, 2015

“Utilizing data to enable transparency”

Jonathan Bernsen & Mads Frank

© 2014 Deloitte

September 2015: Senate Report (Aus.)

14 “Transparancy”

3 “Other”

17 recommendations

© 2014 Deloitte

Sample inventory of MAP cases (OECD, 2013 data)

Geneva I, 1 year

Annecy, 1 year

Torquay, 1 year

Geneva II, 1 year

Dillon Round, 1 year

Kennedy Round, 3 years

Tokyo Round, 6 years

Uruguay Round, 7 years

Doha, 14 years

0

20

40

60

80

100

120

140

160

180

200

1948 1953 1958 1963 1968 1973 1978 1983 1988 1993 1998 2003 2008 2013

Bill

ion U

SD

Year

Total Merchandise* World Trade and duration of WTO GATT rounds

ExportBillion USD

ImportBillion USD

*Merchandise is excl. services, foreign investments and capital transfers, and it covers all types of inward and outward movement of goods

through a country or territory including movements through customs warehouses and free zones.For further explanations, see United Nations

International Trade Statistics, Concepts and Definitions, Series M, No 52, Revision 2.

Circle size

is indicative

of trade

round result

Will multilateral agreements reduce risk and complexity?

© 2014 Deloitte6

Tax agendas, stakeholders and data on the rise…….

Adoption(Analytics)

Availability(Data Management)

Quality(Governance)

Security

8

The insight driven organization

IDO is about asking the complex questions

9© 2015 Deloitte Greenhouse

Non-Insight driven organizations

Insight driven organizations

Why and how did it happen ?

What is the next best action ?

What does simulation tell us; the options and the pros and cons ?

What has happened?

What is currently happening?

What is going to happen? Future

Present

Past

Outlook

© 2013 Deloitte LLP. Private and confidential.

Foresight

Insight

Hindsight

10 The Analytics Playbook

Analytics is about how to get the answers to the questions

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Kick-start #1 – Address the data agenda

© 2013 Deloitte LLP. Private and confidential.

Sure…data collection is a complex and difficult task

12© 2015 Deloitte Greenhouse

Too many data sources to cope

High complexity in data sources

Can we deliver data more efficiently ?

© 2013 Deloitte LLP. Private and confidential.

But we can significantly remove some of the complexity…

13© 2015 Deloitte Greenhouse

In some cases we do need assistance to

solve the data delivery challenge…

…however sometimes it is just about

combining two or more data sources fast and

easy…

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Kick-start #2 – Interact with your organization

© 2013 Deloitte LLP. Private and confidential.

How do we improve the way we interact with our surroundings?

15© 2015 Deloitte Greenhouse

Data volumes are huge making it very

difficult to interpret data

We need to be able to tell

something about our business

which we don’t already know

Can we change and improve the way

we drive our decision effort ?

© 2013 Deloitte LLP. Private and confidential.

Reflect our reality and visualize…

16© 2015 Deloitte Greenhouse

Grab the data…Look for

“low-hanging-fruits”…

Develop trust-worthy

visualization

and insight …

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Kick-start #3 – The Crystal Ball

© 2013 Deloitte LLP. Private and confidential.

How can we provide our selves with an advantage ?

18© 2015 Deloitte Greenhouse

If we are going to interact with our

surroundings, we must be able to

have deep insight and look ahead

How can we derive future events from

historical transactions ?

Predictive Analytics and

simulation might be the key

© 2013 Deloitte LLP. Private and confidential.

Data Collection

Data Transformation

Data Cleansing

Big Data Management

Information Modelling

Architecture advisory

Project management

Analytics in 4 simple steps

19© 2015 Deloitte Greenhouse

Data Profiling

Data Discovery

Data Mining

Business challenge

hypothesis

Project management

Predictive

Relationships

Simulation

What-If scenarios

Business advisory

Project management

Visualization

Exploration

Story Boarding

Geospatial

Impact Analysis

Decision intelligence

Strategy enablement

Project management

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How to start the insight-driven journey?

© 2013 Deloitte LLP. Private and confidential.

Deloitte analytics operating model guide the definition of the IDO

vision

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Designing and setting

up organisation

including competence

requirements,

organizational

anchoring, roles and

responsibilities, etc.

What do/manage locally

versus centrally

Finding and nursing

talents

Organisation Process Technology Data

Governance, principles and standards

Operating Model

Processes you need to

design, implement and

operationalize.

Prioritization process for

use cases / projects

Designing architecture, selecting

technology and setting up

environments.

Analysts need not just analytical tools

but also the ability to do self service

data acquisition and preparation

Defining and maintaining

information model.

Defining Master data and

meta data approaches –

data definitions, data

quality and availability

Governance resides in the intersection between

Organisation, Processes and Policies.

You express governance using terms from those

three elements – e.g. Role X is responsible for

compliance to Policy Y in process X

IDO visionFit / gap analysis

of capabilitiesRoadmap

Decide: build versus, buy versus

outsource. Make sure to investigate

/ leverage prebuild solutions

How to deal with compliance and

data lineage in a flexible self

service enabled environment

© 2013 Deloitte LLP. Private and confidential.

Typical initial project approach

22

IDO visionFit / gap analysis

of capabilitiesRoadmap

Objectives

• Overall statement of the position of Analytics. How

will Analytics support the business strategy and

prioritized business initiatives.

• Get solid understanding of where we are coming from

• Define what to do in order to close the gap and realise the

Analytics vision

• Get a prioritized roadmap and a

‘communication package’.

Key activities

• Start up meeting and walk-through of existing

findings and material (BI strategy etc.)

• Stakeholder analysis

• Access current business strategy and plans

• Conduct issue and business need workshop with

key business representatives

• Dialog with BI team

• Review meeting with reference group

• Workshop with BI team to assess current capabilities

• Identify current analytical professionals in the organisation to

access current analytical capabilities

• Fit/gap analysis. Define what needs to be done in order to

deliver what the business want and to realise the Analytics

vision and objectives – covering:

• Organisation

• Process

• Technology

• Data

• Governance

• Describe activities needed to close the gap

• Look into BI & IT-strategy for dependencies

• Review meeting with reference group

• Assess the resource situation

• Analyse dependencies

• Plan the delivery of the capabilities

outlined in the fit/gap analysis

• Workshop reference group to define

and prioritize business initiatives.

• Create roadmap with business track

and related development of supporting

capabilities

• Make communication material

• Review meeting with reference group

Output / Key Deliverables

• Vision statement

• Analytics projects idea catalogue

• Services descriptions

• Assessment of current state and capabilities

• Design of future setup

• Activity descriptions

• Roadmap

• Communication material

3-6 weeks 2-3 weeks3-6 weeks

© 2014 Deloitte

Deloitte Analytics Centre of Excellence

Director

Mads Frank, madsfrank@deloitte.dk

Deloitte Skat

Partner

Jonathan Bernsen, jbernsen@deloitte.dk

Contact

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