In order to get buy-in from senior management it is often about setting the right priorities, understanding the root cause of underperforming and select a method for measurement that best fits. The deck explains what a tax function could do to get indirect tax higher on the priority list of senior management.
Is it all less challenging when change is initiated and sponsored by senior management itself? For example when the overall business framework is changed (e.g. COSO ERM) or non routine transactions are considered.
More detail: Where you are and where you want to go