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Technology’s role in the conversation In the future Treasures must increase their visibility and think ahead about building and strengthening key relations and current infrastructure. The evolution of technologies provides opportunities for treasurers to have more impact when they interact with business partners. Their increasingly strategic contributions will force executives to give treasurers a more central role in the organization’s decision-making. Sponsored by THE WELL-CONNECTED TREASURER How corporate treasurers can become stronger business partners—and why it matters. Treasury's evolving role of treasurers and CFOs say their businesses’ leadership teams increasingly consult corporate treasurers on strategic questions. 1 Because of where they sit in companies, treasurers can often anticipate and help solve problems that other managers and executives might not even know are there. 73% Treasurers have a responsibility to educate others in the company about treasury’s role beyond cash generation, including understanding factors that can negatively affect the business. Almost 90% of CFOs say being a strategic advisor is an important mandate for the corporate treasury. 2 To get the information they need to add additional value to their companies, treasurers need to strengthen their business relationships, internally and externally, as well as implementing updated technologies in their organizations. Better cash forecasting Calculating for increased liquidity Access to additional loans or funding sources TECHNOLOGY AND PAYMENT OPTIONS New payment options yield more data, which can support more effective customer and supplier interactions. Rapid technology advances and quick access to information in personal lives drive expectations for more efficient digital solutions in the business world. 3 i 60% of B2B payments require manual intervention, each requiring at least 15 to 20 minutes. 3 Successful treasurers are leveraging technology and data as a means of working around obstacles. Difficulty switching technologies Potential lock-in with banks and other third parties that prevent treasurers from considering additional options Updated technologies and relationships can free up resources to support expansion of operations with existing capital Enhanced accuracy of cash flow predictions « H U R D L E S E N A B L ER S » Treasurers that identify as heavy technology investors are more confident they have sufficient time and resources to meet changes ahead. 1 When they have good data, treasuries have more opportunities to put topics on the table for discussion. Using data and technology to become strategic Hit working capital targets Existing players have shifting strategies of their ownbanks and payments systems are transforming. INTERNAL CHALLENGES EXTERNAL CHALLENGES 40% find inadequate treasury systems infrastructure to be a strategic challenge. 2 Technology disruptions changing expectations from existing resources Despite the benefits, technology challenges can hold back treasurers from adopting data-driven changes to strategy and operations. of companies agree adoption of new technologies is gaining momentum in the treasury department. 1 68% 28% of CFOs and treasurers believe there is a lack of understanding about the role that technology can play in the treasury department. 1 61 % of CFOs and treasurers say technology is not given enough priority . 1 S T R A T E G Y R E S U L T S V I S I O N Legacy infrastructure and operations Risk monitoring and surveillance strategies Communication with wider business $ $ New payment players with various value propositions adds difficulty in understanding how they meet treasury's needs Complex regulation creating more pressure for accurate reporting Sources: 1 EIU Research sponsored by Deutsche Bank; Financing the Fragile Economic Recovery http://www.economistinsights.com/analysis/financing-fragile-economic-recovery 2 Deloitte - 2015 Global Corporate Treasury Survey https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Risk/gx-risk-2015-global-corporate-treasury-survey.pdf 3 McKinsey & Company - Global Payments 2015: A Healthy Industry Confronts Disruption Disclosure: The content in this published material are provided for general informational purposes only and do not constitute investment, financial, tax, legal or other professional service on any subject matter. Please contact your investment, financial, tax, legal or other professional advisor regarding your specific needs and situation. American Express Travel Related Services Company, Inc. and its subsidiaries and affiliates (“American Express”) do not accept any responsibility for any loss which may arise from reliance on information contained in these materials. American Express does not warrant or guarantee the accuracy of these published materials. INCREASED VISIBILITY EMBRACING NEW TECHNOLOGIES BUILDING STRONG RELATIONSHIPS

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Technology’s role in the conversation

In the futureTreasures must increase their visibility and think ahead about building and strengthening key relations and current infrastructure.

The evolution of technologies provides opportunities for treasurers to have more impact when they interact with business partners.

Their increasingly strategic contributions will force executives to give treasurers a more central role in the organization’s decision-making.

Sponsored by

THE WELL-CONNECTED TREASURERHow corporate treasurers can become stronger business partners—and why it matters.

Treasury's evolving role of treasurers and CFOs

say their businesses’ leadership teams

increasingly consult corporate treasurers

on strategic questions.1

Because of where they sit in companies, treasurers can often anticipate and help solve problems that other managers and executives might not even know are there.

73%

Treasurers have a responsibility to educate others in the company

about treasury’s role beyond cash generation, including understanding factors that can negatively affect the

business.

Almost

90% of CFOs say being a

strategic advisor is an important mandate

for the corporate treasury.2

To get the information they need to add additional value to their companies, treasurers need to strengthen their business relationships, internally and externally, as well as implementing updated technologies in their organizations.

Better cash forecasting

Calculating for increased liquidity

Access to additional loans

or funding sources

TECHNOLOGY AND PAYMENT OPTIONS

New payment options yield more data, which can support more effective customer and supplier interactions.

Rapid technology

advances and quick access to information in personal lives drive expectations for more

efficient digital solutions in the business world.3

i

60% of B2B payments require manual

intervention, each requiring at least 15

to 20 minutes.3

Successful treasurers are leveraging technology and data as a means of working around obstacles.

Difficulty switching technologies

Potential lock-in with banks and other third parties that prevent treasurers from considering additional options

Updated technologies and relationships can free up resources to

support expansion of operations with

existing capital

Enhanced accuracy of cash flow predictions

« HURDLES ENABLERS »

Treasurers that identify as

heavy technology investors are more

confident they have sufficient time

and resources to meet changes

ahead.1

When they have good data, treasuries have more opportunities to put topics on the table for discussion.

Using data and

technology to become strategic

Hit working capital targets

Existing players have shifting strategies of their own—banks and payments systems are transforming.

INTERNAL CHALLENGES EXTERNAL CHALLENGES

40% find inadequate treasury systems infrastructure to be a strategic

challenge.2

Technology disruptions changing

expectations from existing

resources

Despite the benefits, technology challenges can hold back treasurers from adopting data-driven changes to strategy and operations.

of companies agree adoption of new technologies is gaining momentum in the treasury department.1

68%

28% of CFOs and treasurers

believe there is a lack of understanding

about the role that technology can play

in the treasury department.1

61% of CFOs and treasurers say technology is not given enough priority.1

STRATEGY

RESULTS

VISION

Legacy infrastructure and

operations

Risk monitoring and surveillance

strategies

Communication with wider business

$

$

New payment players with

various value propositions

adds difficulty in

understanding how they

meet treasury's

needs

Complex regulation creating

more pressure for

accurate reporting

Sources:1 EIU Research sponsored by Deutsche Bank; Financing the Fragile Economic Recovery http://www.economistinsights.com/analysis/financing-fragile-economic-recovery2 Deloitte - 2015 Global Corporate Treasury Survey https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Risk/gx-risk-2015-global-corporate-treasury-survey.pdf3 McKinsey & Company - Global Payments 2015: A Healthy Industry Confronts Disruption

Disclosure:The content in this published material are provided for general informational purposes only and do not constitute investment, financial, tax, legal or other professional service on any subject matter. Please contact your investment, financial, tax, legal or other professional advisor regarding your specific needs and situation. American Express Travel Related Services Company, Inc. and its subsidiaries and affiliates (“American Express”) do not accept any responsibility for any loss which may arise from reliance on information contained in these materials. American Express does not warrant or guarantee the accuracy of these published materials.

INCREASED VISIBILITY

EMBRACING NEW TECHNOLOGIES

BUILDING STRONG RELATIONSHIPS