Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Evolving Treasury in the Digital Age

22 views

Published on

Today’s treasurer faces a turbulent reality, they must drive cost containment, become a catalyst for digital transformation and adopt new talent models. In this session we will discuss the impact and opportunities those realities create for treasury departments and explore how treasury can evolve to drive value to the enterprise.

Published in: Software
  • Be the first to comment

  • Be the first to like this

Evolving Treasury in the Digital Age

  1. 1. Evolving treasury in the digital age Deloitte Risk and Financial Advisory March 2019
  2. 2. Evolving treasur y in the digital age Today’s treasurer faces a turbulent reality. They must drive cost containment, become a catalyst for digital transformation and adopt new talent models. In this session we will discuss the impact and opportunities those realities create for treasury departments and explore how treasury can evolve to drive value to the enterprise.
  3. 3. Copyright © 2019 Deloitte Development LLC. All rights reserved. 4 Niklas Bergentoft Matthew Hollander
  4. 4. Copyright © 2019 Deloitte Development LLC. All rights reserved. 5 Let’s level set… 1. https://www.cnbc.com/2017/01/17/6-billion-smartphones-will-be-in-circulation-in-2020-ihs-report.html 2. https://www-01.ibm.com/software/data/bigdata/what-is-big-data.html 3. Annual Global Millennial Study, https://www2.Deloitte.com/uk/en/pages/about-Deloitte-uk/articles/millennial-survey.html 4. https://www.newscientist.com/article/mg23130810-800-the-100year-life-how-should-we-fund-our-lengthening-lives/ 5. https://www2.deloitte.com/content/dam/Deloitte/il/Documents/human-capital/Thriving_in_times_of_digita_disruption.pdf 6. http://www.oxfordmartin.ox.ac.uk/downloads/reports/Citi_GPS_Technology_Work_2.pdf 7. Intuit 2020 Report: Twenty Trends that will Shape the next Decade https://http- download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/intuit_2020_report.pdf 8. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dttl-hc-english-opentalenteconomy.pdf 9. https://www.information-age.com/65-c-suite-execs-believe-four-ten-fortune-500-firms-wont-exist-10-years-123464546/ AI, Cognitive Computing, Robotics $500,000 in 2008 $22,000 today5 Technology is everywhere 6.0 billion+ smartphones in the world by 20201 Tsunami of data 9x more in last 2 years2 Major enabler of machine learning Jobs vulnerable to automation 35% UK 47% US 77% China6 Diversity and generational change Millennials 50%3 25% global pop in Africa by 2050 5 Longevity Dividend– 50 year careers4 Explosion in contingent work US Contingent workers 40% by 20207 Change in nature of a career 2.5 – 5 years: Half-life of skills 4.5 years: Average tenure in a job8 40% of Fortune 500 will be wiped out in the next 10 years 9 Digital Disruption Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  5. 5. Copyright © 2019 Deloitte Development LLC. All rights reserved. 6 The significance of digital… • Digital technologies, Big Data, and analytics are changing the landscape of business at an incredible pace • A revolution that has and continues to enable new business models • Opportunities “in the business” are re-defining work and the talent required to respond to the increased digitization of businesses Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  6. 6. Copyright © 2019 Deloitte Development LLC. All rights reserved. 7 On the path to “Business 4.0”… The Economist CFOs, Fortune 500 Predict and simulate. Because we need better transparency and visibility into the performance of our business models, we’ve invested a lot in solutions that allow us to predict and simulate our business performance across the different constituents of our business—and do it in real-time, interactive format. We have to be much more nimble in how we serve our businesses. We’ve seen changes in business models, changes in revenue recognition, and changes in control environments that the finance team has had to not only keep up with, but hopefully has been a step ahead of where we’re going. A fast-running business is like a fast-running car. The primary objective of finance is to help management make decisions based on our understanding of how the future might look. That includes helping to accelerate the decision- making process. A fast-running business is like a fast-running car. You can’t brake too late, and you can’t brake too early. Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  7. 7. Copyright © 2019 Deloitte Development LLC. All rights reserved. 8 Talent disruption is real… • A new talent economy with an alternative workforce is here to stay • Sourcing and embedding digital talent within treasury is critical to meet digital expectations from the organization, employees and the street • Navigating the talent crunch starts with leadership SOURCE FOCUS WINNING TEAM Crowd Sourcing Managed Services Freelancers Tech savvy Relevance ofskills Address Tenure Cost efficient Re-think Work Globalvs.LocalInternal gigs Employees Asst. Treasurer Financial Risk Treasury Operations Capital Markets Treasurer Benefits & Pension Insurance Investor Relations Core Treasury Non-Core Treasury Global Banking Treasury Accounting Controller Today* Next 5 years* 70% 5% 15% 10% 95% Automated 50% Automated 50% Automated 25% Automated 90% DTP 25% DTP 50% DTP 50% DTP *Estimates are representative samples of workforce distribution found in Deloitte client projects and projected impact of digitization Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  8. 8. Copyright © 2019 Deloitte Development LLC. All rights reserved. 9 Oppor tunities in treasury Digital • Drive financial performance through treasury efficiency and effectiveness • Three of seven digital disruptors primarily drive the value proposition in treasury • Cloud • Advanced analytics • Automation Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  9. 9. Copyright © 2019 Deloitte Development LLC. All rights reserved. 10 Oppor tunities in treasury Talent • Driving digital leadership • Transformative leadership • Digital awareness • Business insight • Acquire new talent – blend business knowledge with tech savvy professionals • Treasury talent in the digital age is tilting more towards data and technology • Delivering on the expectation of a digital workplace Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  10. 10. Copyright © 2019 Deloitte Development LLC. All rights reserved. 11 Digital evangelists are solving business problems • Early adopters of digital in treasury have solved for the talent crunch and pioneered solutions that augment its digital core (treasury management systems) • Benefits delivered across four domains are allowing these organizations to re-think work and the role treasury fills within the enterprise Technology and Digital Treasury Operations Cost Containment and Financial Performance Capital Structure 1 3 2 4 Four domains of benefits Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  11. 11. Copyright © 2019 Deloitte Development LLC. All rights reserved. 12 Where to star t or accelerate your path for ward Immerse Yourself in Innovation Prove it Works (Quickly) Build Your Ecosystem THINK BIG Scaling the Edges START SMALL ACT FAST ESTABLISH A DIGITAL LEADERSHIP TEAM Pick One or Two Plays Market Your Own Success Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  12. 12. Copyright © 2019 Deloitte Development LLC. All rights reserved. 13 Want to discuss more? Niklas Bergentoft nbergentoft@deloitte.com 347-371-1604 Matthew Hollander mhollander@deloitte.com 917-284-1101 Evolving treasury in the digital age – Deloitte Risk and Financial Advisory
  13. 13. This document contains general information only and Deloitte is not, by means of this document, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This document is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this document. As used in this document, “Deloitte” means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2019 Deloitte Development LLC. All rights reserved.

×