The combination of better, increasingly real-time data and easier, more bespoke ways of exchanging this data, has an alchemic effect. Increasingly, treasurers’ role becomes less one of transaction execution and more one of analysis to drive value-added decision-making.
Next generation treasury functions will work in real-time, with highly integrated, automated systems. Treasury teams will leverage intelligent tools; data will power forward-looking decision-making; and manual legwork will give way to strategic thinking. But how can treasurers deploy innovations associated with the Fourth Industrial Revolution, also known as Industry 4.0, to work towards this vision of Treasury 4.0?
By now, most treasurers will have heard of SWIFT gpi – the solution that is speeding up cross-border payments and delivering track and trace capabilities. But not all treasurers have grasped the game-changing potential, or that it isn’t just for treasury functions that are SWIFT-enabled.
In any industry, the selection process is a task that requires a careful and considered approach. The necessity to hire the right person is made even more pertinent within corporate treasury, due to the comparatively small size of most treasury teams. A focus on formal succession planning allows organisations to not only prepare themselves for future staff fluctuations but encourages participation from individual employees.