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Actuarial
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Consulting
The Grant Thornton FS Consulting team have a wealth of experience across a wide range of issues. From banks to insurance companies, the FS Consulting team have branched into all areas of Financial Services. Our FS Consulting team can help you with an array of issues, and guide you through the journey.
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Grant Thornton’s Corporate Finance team has built up a vast range of experience providing a range of transaction, valuation, deal advisory and restructuring services to clients for the past two decades.
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Data Analytics
Grant Thornton has the expertise required to ensure you succeed in your analytics proposition. We combine excellent technical skills in data analytics and machine learning, with a deep understanding of your business and the insurance industry.
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Digital Transformation
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FinTech
Grant Thornton’s cross-functional, dynamic team of specialists can help with your FinTech needs. Whether in supporting existing market participants looking to innovate in products and services, or new entrants seeking to upscale their FinTech businesses within the complex financial services environment, we have the solution for you.
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Forensic Accounting
Organisations may undergo some type of dispute or internal investigation during their lifetime. Our Forensic Accounting team can seek evidence that can make the difference between finding the truth or being left in the dark.
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People and Change Consulting
Grant Thornton engages with clients to effectively build and implement the learning, development and career progression frameworks necessary to attract and retain first-rate talent in today’s dynamic workplace.
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Prudential Risk
Our Prudential Risk Advisory Team of specialists engages with clients on a broad range of issues within the financial services sector, developing and implementing tailored strategies to manage and mitigate many types of financial risk.
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Quantitative Risk Services
Our Quantitative Risk team comprises more than 20 specialists educated to postgraduate level in relevant disciplines including Mathematics, Statistics, Engineering, Computer Science and Econometrics.
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Sustainability Desk
Grant Thornton’s team of experts provides a wide range of sustainability solutions, combining our knowledge of sustainability with our deep experience in providing professional services.

I was reading a book recently from Erika Andersen, titled, “Change from the Inside Out”, which very much reflects my own approach to change management over the last 30-years or so. To put it simply, for change to work and be sustained, it needs to be driven from the inside out, reflecting an organisations’ leadership, culture, values, beliefs and practices.
Change used to happen slowly and incrementally, but the speed of change has accelerated and its magnitude has grown. Typically, something new forces people to behave differently to what they know, as it pushes their comfort zones. The concept of change from the inside-out, is to vision a more meaningful and practical dimension to ease change, recognising change as less of an object and more a shift in organisational culture, that is accepted from the inside to acknowledge on the outside.
Firstly, leaders and managers can aid change from the inside by being accountable to employees and especially as a point of contact for those most affected. Initially, managers should connect with employees to articulate the need for change; this includes defining what the change entails alongside any positives or negatives which are relevant, with careful explanation of these, and this should diminish immediate concerns. Involving people from the beginning will prevent organisational obstacles encountered during the execution of the change.
The most common question employees have is; what will this change bring? Hence, it is important to articulate the challenge and do so clearly, showing how the outcome of the change is beneficial for most employees. This also prevents contradictory views from other employees or functions, which may be uncertain of the change, generating growing frustration and resistance among some staff.
Secondly, leaders must define the behaviours that exemplify the change they want to see. The use of incentives can be of benefit here, and help with behaviour change. Leaders can start by leading by example and supporting those employees who follow, again changing from the inside out.
Using a Work Breakdown Structure (WBS) can be helpful when implementing change, as this structure creates deliverables and tasks assigned to an owner who can ensure that their area is completed. Added is a sense of ownership around the new change, that will help any staff struggling to deal with the new environment, expected behaviours, and culture.
Further, leaders should evaluate the change for sustainability. Identifying the changes that will be successful in the short-term, as these are the best improvements to focus on and easiest when it comes to sustaining the change. This can be difficult, as resistance may still occur or reoccur as time passes and requires reassurance of the need and impact of the new changed environment.
An important part of sustaining the change is measuring success, as this lets people know that you are monitoring and evaluating it, enforcing a sense of follow-up and control.
Lastly, while sustaining the change, it is important to remember people will move through change at different speeds depending on their own personal abilities to readjust and become familiar.
To conclude change from the inside, out, is necessary for an efficient transition to a new organisational culture and environment. Leaders and managers must have the vision to communicate what lies ahead and to help others comprehend it. Paint a picture of what success looks like for the organisation and its people after the change, and depict that achievement. Commit it to paper – diagram or picture, and use the present or past tense to define the future.
Unless leaders lead by example, people will resist change, which is why it needs to be from the inside out.