A bold path towards agility
An experimental culture has been part of our activities for several years now.
A little over a year ago, we got off to a speedy start in terms of a tribal approach, first by experimenting with self-direction and multi-talented teams so that the experiment was finally established as part of analysts’ activities.
The operating method based on a tribal model will also be introduced in the Customer Relations Unit in the spring of 2021. We are not jumping into the unknown, as the Customer Relations Unit’s analysts already have practical experience in the tribal approach. One of the goals is to produce customer-driven services suitable for ecosystem thinking. We can achieve this by having goal-driven and agile teams that listen and are ready for rapid experiments in their work.
The experiences of more than 50 analysts, who reported a high job satisfaction and work productivity, have also inspired us to apply the operating model.
We continue to develop our customer understanding in analytics, for example, towards a holistic human insight mindset. The idea is to explore how we can improve our internal services regarding tribal products and services – how we can improve proactivity and support segmenting and profiling beyond numerical divisions.
We are also planning a situation room to bring together and demonstrate all the information produced by each tribe of analysts. The situation room will verify how knowledge can be produced together, in concrete terms. A single room will be used to present data sources, generate real-time analyses and report them understandably.
The impact balance is built in multi-talented teams
We want to know what factors have an impact on taxpayer behaviour and tax revenue. Whenever there are changes in the operating environment, affecting taxpayers or the Tax Administration’s activities, the impact of these changes will be assessed by combining data collections with existing data or the changed situation will be evaluated by using impact balance data.
In 2020, we started to put together all the factors that affect the impact balance and that we want to examine considering our activities. By working on the impact balance, we generate information on the impact of actions initiated by the tax authorities in relation to taxpayer behaviour, tax type-specific tax revenue and trust towards the Tax Administration. When completed, the impact balance will cover data on the impact of communication, guidance, advice, and tax control.
Empirical data on tax risk management will be combined with impact balance data. We will also address the use of the personnel resources required for these activities. This will strengthen the Tax Administration’s ability to build an overview of the competence requirements set by actions taken at the initiative of the authorities. At the beginning of 2021, this construction work, which emphasises determination, will continue in terms of individual and corporate income tax functions.