International Tax Reform the C-Suite Can't Ignore
MIT Sloan Management Review|Summer 2023
For decades, nations competed to attract businesses with tax breaks. A new agreement among OECD countries is about to change that
Danielle Rolfes, Dan Prud’homme, and Vinod Kalloe
International Tax Reform the C-Suite Can't Ignore

By the end of this year, the global tax system will experience a historic shift that will have implications for multinational enterprises (MNEs) that go far beyond their tax departments. The upcoming regulatory changes will impose significant compliance burdens on MNEs and should prompt C-suites to reconsider whether their global operating models remain fit for purpose.

For decades, countries have competed intensely to attract MNEs’ operations by cutting their corporate tax rates and narrowing their tax base. But this competition is about to change significantly, now that 138 jurisdictions, representing nearly 95% of the global gross domestic product, have reached an agreement to put a floor on global tax competition. The agreement — part of an initiative led by G-20 countries and the Organization for Economic Cooperation and Development (OECD) — requires that all large MNEs be subject to a minimum tax of 15% in each foreign country in which they operate. Key jurisdictions, including all members of the European Union, are expected to apply the new rules in 2024.

A Brief History of Global Corporate Taxation 

The new tax agreement represents a watershed moment for global business regulation. Consider that the average corporate income tax rate among OECD countries was 47% in 1980, and had declined to 23% in 2021, in what various policy experts referred to as either a “race to the bottom,” or the result of healthy competition.

This story is from the Summer 2023 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

This story is from the Summer 2023 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

MORE STORIES FROM MIT SLOAN MANAGEMENT REVIEWView All
Avoiding Harm in Technology Innovation
MIT Sloan Management Review

Avoiding Harm in Technology Innovation

To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.

time-read
10+ mins  |
Fall 2024
Make a Stronger Business Case for Sustainability
MIT Sloan Management Review

Make a Stronger Business Case for Sustainability

When greener products and processes add costs, managers can shift other levers to maintain profitability.

time-read
9 mins  |
Fall 2024
How to Turn Professional Services Into Products
MIT Sloan Management Review

How to Turn Professional Services Into Products

Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.

time-read
10 mins  |
Fall 2024
Do You Really Need a Chief AI Officer?
MIT Sloan Management Review

Do You Really Need a Chief AI Officer?

The right answer depends on the strategic importance and maturity of AI in your company.

time-read
10+ mins  |
Fall 2024
Where To Next? Opportunity on the Edge
MIT Sloan Management Review

Where To Next? Opportunity on the Edge

Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.

time-read
10 mins  |
Fall 2024
Make Smarter Investments in Resilient Supply Chains
MIT Sloan Management Review

Make Smarter Investments in Resilient Supply Chains

Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.

time-read
10+ mins  |
Fall 2024
The Three Traps That Stymie Reinvention
MIT Sloan Management Review

The Three Traps That Stymie Reinvention

Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.

time-read
10+ mins  |
Fall 2024
What Makes Companies Do the Right Thing?
MIT Sloan Management Review

What Makes Companies Do the Right Thing?

Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.

time-read
10+ mins  |
Fall 2024
Build the Right C-Suite Team for Your Strategy
MIT Sloan Management Review

Build the Right C-Suite Team for Your Strategy

CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.

time-read
10+ mins  |
Fall 2024
A Better Way to Unlock Innovation and Drive Change
MIT Sloan Management Review

A Better Way to Unlock Innovation and Drive Change

A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.

time-read
10+ mins  |
Fall 2024