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There are always various different factors that might put the brakes on a transaction or cause us to entirely abandon it. Such factors may manifest at any stage of a transaction depending on how transparent the communication between the parties has been during the transaction process.

For Grant Thornton Baltic OÜ, the 2021/2022 season in Estonia was very successful - our turnover increased by 24% compared to the previous financial year. The impressive growth took us to the second place in the ranking of auditing companies compiled by business newspaper Äripäev.

Experts say that activity on the transactions market has returned to previous levels in contrast to the slump in the spring, but it should be remembered that more restrictive conditions are added to contracts in hard times.

In every crisis, an optimistic view of the future should be combined with a bulletproof crisis plan that helps a business navigate the worst situations. A few simple tips help build a working strategy, said several experienced practitioners who were guests on the Äripäev business daily’s radio programme “Kasvukursil”.

A businessman who started a company in Estonia even before the country had regained independence, Kevin Probert-Ehaver, recently sold his life’s work – the three Baltic companies in BK Group – to a major Chinese corporation, Hikvision. The transaction proved more complicated than planned, but in the end he managed to negotiate a price that was triple what was originally offered.

A wisely selected supervisory board – one that doesn’t do its work only at meetings but lays down clear strategic goals for management and itself and meters them constantly, while serving as a mentor for executives – can contribute greatly to achieving solid business results.

Something that family businesses should consider besides earning a profit is maintaining mutual relations between family members and devoting attention early on to questions of succession if the business is to stay in the family.

In the post-pandemic landscape, a new model of leadership will be needed to enable organisations to thrive. Engendering innovation, collaborating and communicating across the business, and adapting to change have become operational necessities, while empathy and inclusion are the keys to team performance.

The Automotive Industry is one of the sectors in which very large investments are being made. Although the coronary pandemic has caused serious disruption to car production, which accounts for the main share of the car industry, the sector as a whole is making significant progress in the coming years.

It has been a year and a few months since the coronavirus turned a new page in world history and exploded all comfort zones. Since that time, Estonia has beaten back two waves of the virus, and like last spring, we are now facing a calmer period. But this brings up new questions – how to return little by little to ordinary working life and juggle the needs of companies and employees while taking into account the way work will be organized in future.

In January and February 2020, Grant Thornton Baltic conducted a financial and tax due diligence for the Kyyrix OÜ, which has almost 30 years of experience in providing professional cleaning services in Tartu.

Mart Nõmper, Sworn Auditor and Head of Audit and Assurance Services, and Mikk Mägi, Head of Financial Advisory at the pan-Baltic audit, outsourcing and advisory services provider Grant Thornton Baltic, spoke about what distinguishes a good financial manager from a mediocre one on the Äripäev Radio programme ‘Kasvukursil’.

To give people freedom and responsibility in their work, these values must be a part of organisational culture. The precondition is a working environment where failures and mistakes are allowed and instead of routine feedback there is also feedthrough, says Grant Thornton Baltic’s Head of People & Culture, Marge Litvinova, who shares her experiences and knowledge in more detail.

The Covid-19 crisis has undoubtedly disrupted the equilibrium model of the world economy, as well as on the micro-level the equilibriums of many businesses. Whether your company will exit this crisis alive or even stronger will depend on your ability to rethink the strategic position and business model in the context of the new normal that is still yet to unfold.

COVID-19 led to a crisis that has accelerated the changes that were actually taking place even before the so – called era of social distancing. Those with the automation and digital sales channel in the DNA of their business model are emerging stronger from the crisis than before. Among others, the race for the rest of the market is likely to begin. Read more about the topic in an article by Grant Thornton Baltic's Legal and Financial Manager Marko Rebane.

Grant Thornton Baltic OÜ advised Milrem Robotics in preparing a business plan and financial forecasts for the new Type X robotic fighting vehicle during autumn of 2019.