UNCLASSIFIED Structure Follows Strategy G L E N N N E W B Y, Q I A N A M O O R E , R A S H A R D B A R K L E Y, M A R K R AY M O N D MGT/521 FEBRUARY 15 2017 DR ANDREA DEISE UNCLASSIFIED Agenda 1. E X A M I N E T H E C U R R E N T S T R AT E G I C O B J E C T I V E S O F T H E O R G A N I Z AT I O N . 2. D E T E R M I N E T H E C U R R E N T S T R U C T U R E O F T H E O R G A N I Z AT I O N . 3. D I S C U S S H O W E X P A N D I N G T O A G L O B A L M A R K E T M AY A F F E C T W O R K FUNCTIONS. 4. R E C O M M E N D S T R U C T U R A L A L T E R N A T I V E S T H A T M AY F A C I L I T A T E T H E N E W G L O B A L S T R A T E G Y. H O W D O T H E S E O P T I O N S D I F F E R ? W H AT A R E T H E I R STRENGTHS AND WEAKNESSES? 5. D E T E R M I N E T H E K E Y C O M P O N E N T S O F A C H A N G E M A N A G E M E N T S T R AT E G Y FOR THE RESTRUCTURING. 6. RECOMMEND NEXT STEPS FOR AN ACTION PLAN. Internal Revenue Service Mission P R O V I D E A M E R I C A ' S TA X PAY E R S T O P Q U A L I T Y S E R V I C E B Y H E L P I N G T H E M U N D E R S TA N D A N D M E E T T H E I R TA X R E S P O N S I B I L I T I E S A N D E N F O R C E T H E L AW W I T H I N T E G R I T Y A N D FA I R N E S S TO A L L . Current Strategic Objectives of Internal Revenue Services (I.R.S.) 1. 2. T W O S T R AT E G I C O B J E C T I V E S A R E I D E N T I F I E D I N T H E F I S C A L Y E A R S 2 0 1 4 2 0 1 7 S T R AT I G I C P L A N 1. DELIVER HIGH QUALITY AND TIMELY SERVICE TO REDUCE TAXPAYER BURDEN AND ENCOURAGE VOLUNTARY COMPLIANCE 2. EFFECTIVELY ENFORCE THE LAW TO ENSURE COMPLIANCE WITH TAX RESPONSIBILITIES AND COMBAT FRAUD A S I D E N T I F I E D I N T H E S T R AT E G I C P L A N , R E P E AT E D R E D U C T I O N I N FUNDING AND RESOURCES HAS REQUIRED THE IRS TO ‘DO MORE WITH L E S S . ’ E M P H A S I S I S P L A C E D O N I N N O V AT I O N I N O P E R AT I O N E X E C U T I O N . Current Structure of I.R.S. FATCA & IGA F O R E I G N AC C O U N T TAX C O M P L I AN C E AC T • R E Q U I R E S T H AT F O R E I G N F I N A N C I A L I N S T I T U T I O N S A N D C E R TA I N O T H E R NON-FINANCIAL FOREIGN ENTITIES REPORT ON THE FOREIGN ASSETS HELD BY THEIR U.S. ACCOUNT HOLDERS OR BE SUBJECT TO WITHHOLDING ON W I T H H O L D - A B L E PAY M E N T S . I N T E R G O V E R N M E N TAL AG R E E M E N T • I N T E R G O V E R N M E N TA L A G R E E M E N T S A R E A S E T O F E S TA B L I S H E D D O C U M E N T S D E F I N I N G TA X L AW G I V I N G I N V O LV E D C O U N T R I E S A C L E A R U N D E R S TA N D I N G T O TA X A B L E I T E M S A N D T O R E A S S U R E C O U N T R I E S A R E N O T B E I N G TA X E D TWICE. Expanding Global Markets (Pro and Cons) Cons Pros    Accountability of United States Citizens in other countries Revenue for IRS Increases the effectiveness of the exchange of information between the IRS and the CRA    Privacy Violations Legislation Agreement Laws between countries Private trust and holding companies, are not considered FIs in Canada but are considered FIs Structural Alternatives 1. Create a Board of commissioner representing the global market . 2. Divide the I.R.S. Structure into three primary organization. 3. Introduce Deputy Commissioner of Global Affairs Glenn Strengths: Global Awareness Properly ascertain issues and solution on the global market Diversity Enhance global understanding of the I.R.S. operations Weakness: Policies may be difficult to appease all. Chain of Authority( Who to answer to) Global Policies may not support the ongoing policies Global Scrutinization Difference: Currently the I.R.S. only have two primary organization Adjust organizational structure to increase communication across the borders. Key Components of a Change Management Strategy • EMPLOYEE FEEDBACK AND CORRECTIVE ACTION • TRAINING DEVELOPMENT • C O M M U N I C AT I O N S • D ATA C O L L E C T I O N / A S S E S S M E N T S Qiana Action Plan Steps A S S E S S C U R R E N T S T R U C T U R E O F O R G A N I Z AT I O N , A N D D E T E R M I N E REQUISITE STREAMLINING OF FUNCTIONS UNDER SPECIFIC BRANCHES I N C L U S I O N O F AD D I T I O N AL S T R U C T U R E D B R AN C H T O S U P P O R T E X PAN D E D G L O B A L M A R K E T, W H I C H M I R R O R S T H E F U C N T I O N S O F D O M E S T I C BRANCHES F A M I L I A R I T Y W I T H F O R E I G N TA X L AW R E Q U I R E D . I N C O R P O R AT I O N O F F O R E I G N L AW I N T O I R S F R A M E W O R K W I L L R E Q U I R E A D D I T I O N A L RESOURCES AD D I T I O N O F C U LT U R AL / L I N G U I S T I C / P R O F E S S I O N AL S P E C I AL I S T S AR E A M U S T - H AV E I N N E W B R A N C H - Mark "Recommended Structure" infographic Deputy of Release Management (RM) Deputy Chief Architect Deputy Program Test Team Deputy Program Requirements Development Team Deputy of Program Governance Internal Revenue Service (IRS) Commissioner Deputy of Release Management (RM) • Project Management (PM) Deputy Chief Architect • Solution Architecture • Solution • Engineering • Roadmap • Performance Engineering • Program Requirement s management • Platform Engineering / Infrastructure • Systems Integration Deputy Program Test Team • • • • • Functional Testing Integration Testing Cross-project Testing Performance Testing Security Testing Deputy Program Requirements Development Team • Legislative Analysis • Release Log Deputy of Program Governance • • • • • • Program Planning Communications Stakeholder Management Configuration management Quality Assurance (QA) Budget/Finance Summary 1. E X A M I N E T H E C U R R E N T S T R AT E G I C O B J E C T I V E S O F T H E O R G A N I Z AT I O N . 2. D E T E R M I N E T H E C U R R E N T S T R U C T U R E O F T H E O R G A N I Z AT I O N . 3. D I S C U S S H O W E X P A N D I N G T O A G L O B A L M A R K E T M AY A F F E C T W O R K FUNCTIONS. 4. R E C O M M E N D S T R U C T U R A L A L T E R N A T I V E S T H A T M AY F A C I L I T A T E T H E N E W G L O B A L S T R A T E G Y. H O W D O T H E S E O P T I O N S D I F F E R ? W H AT A R E T H E I R STRENGTHS AND WEAKNESSES? 5. D E T E R M I N E T H E K E Y C O M P O N E N T S O F A C H A N G E M A N A G E M E N T S T R AT E G Y FOR THE RESTRUCTURING. 6. RECOMMEND NEXT STEPS FOR AN ACTION PLAN. Reference 1. 2. 3. 4. F O R E I G N A C C O U N T T A X C O M P L I A N C E A C T. H T T P S : / / W W W. I R S . G O V / B U S I N E S S E S / C O R P O R AT I O N S / F O R E I G N - A C C O U N TTA X - C O M P L I A N C E - A C T- FAT C A I N T E R N A L R E V E N U E S E R V I C E , S T R AT E G I C P L A N F Y 2 0 1 4 - 2 0 1 4 , R E V I S I O N 6 – 2014, HT T PS://W W W.IRS.GOV/PUB/IRS -PDF/P3744.PDF K I N I C K I , A . , & W I L L I A M S , B . K . ( 2 0 1 6 ) . M A N A G E M E N T: A P R A C T I C A L I N T R O D U C T I O N ( 7 E D . ) F O R E I G N A C C O U N T T A X C O M P L I A N C E A C T. T O D AY ’ S I R S O R G A N I Z AT I O N , J A N 2 0 1 7 , H T T P S : / / W W W. I R S . G O V / U A C / T O D AY S - I R S - O R G A N I Z AT I O N
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