The business world is in flux. Never has so much change happened at such a pace. Amidst it all, it has become incumbent upon the corporate treasurer to support the business in managing this change, creating order, efficiency and clarity so that opportunities can be captured – and so that risks can be mitigated. While more and more of the treasurer’s time is spent supporting long-term strategic plans, the rapidly shifting environment also means that they need to be able to quickly adapt to their businesses’ continually changing cash and liquidity management requirements.
Finance and treasury departments must, therefore, evolve. They need to navigate converging yet often apparently conflicting priorities. They must manage global financial value chains amidst anti-globalisation and protectionist policies. They have to harness technology while ensuring cybersecurity and data privacy. And they must remain competitive while participating in more collaborative business ecosystems.
Our recent paper, ‘Treasury convergence: technology- driven business model transformation’, explores these trends and discusses the implications for treasury management. How can it change to support the business, using technology to help? How can siloes of financial operations and data be amalgamated to gain central visibility, control and insight?
Fast-evolving macro trends
Powerful trends are forcing change on the business world. Most notably, a wave of populism and nationalism is stoking protectionist policies. The United States, in an effort ‘to make America great again’, is looking to protect its domestic industries by raising trade barriers with China. Then there is the ongoing debate about the post-Brexit trade agreement between the UK and EU.
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