This document outlines a strategic battle plan for treasury management success over 5 years. It identifies components of the plan including defining goals and barriers. It also discusses trends in cash management, relationships, and professional development. Emerging treasury tasks like accounts payable and risk management are covered. The presentation provides advice on performing a gap analysis and finding resources to address gaps in people, processes, technology, and professional development needed to meet career goals.
Understand the objectives and functions of financial management. Get your concepts clear on what does financial management mean, why is financial management improtant and many more.
The presentation slide is on stock valuation. We have tried to present the various techniques to stock valuation under which different methods are discussed with illustrations. Key concepts:
Zero Growth Model
Balance sheet Technique
Constant Growth Model
Two-stage growth Model
Feel Free to comment.
Understand the objectives and functions of financial management. Get your concepts clear on what does financial management mean, why is financial management improtant and many more.
The presentation slide is on stock valuation. We have tried to present the various techniques to stock valuation under which different methods are discussed with illustrations. Key concepts:
Zero Growth Model
Balance sheet Technique
Constant Growth Model
Two-stage growth Model
Feel Free to comment.
Capital Adequacy Standards and Bank Capitalcatelong
For banks these questions are answered:
*What is capital, what role does it play?
*How is capital measured?
*How much capital is desirable?
*How does capital influence bank behaviour?
Presented at the Enhancing Risk Management and Governance in the Region’s Banking System to Implement Basel, II and to Meet Contemporary Risks and Challenges Arising from the Global Banking System, APEC, 8th December - 12th December, 2008
Cash Management Training
http://www.ustreas.gov/
Laura Trimble, Associate Director, Budget and Financial Accountability, US Department of the Treasury
Michael Ablowich, Budget and Financial Accountability, US Department of the Treasury
Gail Ostler, Budget and Financial Accountability, US Department of the Treasury
Laura Ross, Budget and Financial Accountability, US Department of the Treasury
A comprehensive overview of cash management objectives, challenges, and techniques faced by all public financial managers will be the focus of all the sessions today.
Personal Financial planning & ManagementAshish Ongari
Personal finance is the financial management which an individual or a family unit performs to budget, save, and spend monetary resources over time, taking into account various financial risks and future life events.
Financial management - its importance and objectivesRobert Smith
This Presentation gives us information about Financial Management. It gives us details about importance and objectives of Financial Management. Financial Management is all about obtaining funds and how to use that fund.
This presentation broadly covers Mumbai University MMS Semester IV - Elective - Treasury Management.
It starts with History; factors leading to modern treasury management; main objectives; Integrated treasury; departments of treasury - Front, Middle and Back office.
www.abhijeetdeshmukh.com
Capital Adequacy Standards and Bank Capitalcatelong
For banks these questions are answered:
*What is capital, what role does it play?
*How is capital measured?
*How much capital is desirable?
*How does capital influence bank behaviour?
Presented at the Enhancing Risk Management and Governance in the Region’s Banking System to Implement Basel, II and to Meet Contemporary Risks and Challenges Arising from the Global Banking System, APEC, 8th December - 12th December, 2008
Cash Management Training
http://www.ustreas.gov/
Laura Trimble, Associate Director, Budget and Financial Accountability, US Department of the Treasury
Michael Ablowich, Budget and Financial Accountability, US Department of the Treasury
Gail Ostler, Budget and Financial Accountability, US Department of the Treasury
Laura Ross, Budget and Financial Accountability, US Department of the Treasury
A comprehensive overview of cash management objectives, challenges, and techniques faced by all public financial managers will be the focus of all the sessions today.
Personal Financial planning & ManagementAshish Ongari
Personal finance is the financial management which an individual or a family unit performs to budget, save, and spend monetary resources over time, taking into account various financial risks and future life events.
Financial management - its importance and objectivesRobert Smith
This Presentation gives us information about Financial Management. It gives us details about importance and objectives of Financial Management. Financial Management is all about obtaining funds and how to use that fund.
This presentation broadly covers Mumbai University MMS Semester IV - Elective - Treasury Management.
It starts with History; factors leading to modern treasury management; main objectives; Integrated treasury; departments of treasury - Front, Middle and Back office.
www.abhijeetdeshmukh.com
THE DATAFICATION OF TALENT MANAGEMENT: HOW PEOPLE ANALYTICS LEADS TO STRATEGI...Human Capital Media
According to Bersin by Deloitte’s HR Technology Disruptions for 2018 report: people analytics is now “a must-have domain within HR.”
The global economic recovery, compounded by demographic shifts, has moved power from employers to employees, turning talent into a seller’s market. As a result, the workforce is increasingly a core strategic consideration and top concern of the C-suite. Yet the most commonly monitored talent metrics do very little to deliver true insight into the workforce and its impact on the business–and Talent Management’s readiness to report more than basic metrics remains a serious issue.
Talent Management needs to graduate from metrics to people analytics–from information that only guides tactics to insights that drive strategy–and discover the important connections and patterns in their data that enable better workforce decisions. Join expert Dave Weisbeck as he discusses how Talent Management can use people analytics to achieve strategic excellence and play a more critical role in driving business performance than ever before.
In this informative webinar, Dave will show you how to transform your Talent Management, ramping up from basic operational reporting to strategic people analytics and workforce planning.
Topics will include:
Global and technological trends shaping the Datafication of Talent Management
How Talent Management can move up the people analytics maturity curve
What impact the advent of the people strategy platform plays in analytics maturity
Practical examples of how to graduate from metrics to people analytics in:
Recruiting Effectiveness
Performance Management
Talent Retention
Comp & Benefits
Workforce Costs
Common pitfalls to avoid with people analytics
Register for this engaging webinar to learn the ins and outs of the datafication of Talent Management and what impact it has your organization.
A skills-based approach to employment creates a more equitable job market for all. In this deck, learn how your organization can become a skills-based employer by posting positions that reflect the skills you need, selecting candidates based on their skills, and helping incumbent employees develop new skills.
View related videos:
Welcome to the Future of HCM https://www.youtube.com/watch?v=lpuYpJWD58k
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
The best companies boost revenues by not just building advanced pricing analytics programs but also developing relevant capabilities - people, processes, tools. A successful revenue growth program is a journey, and this presentation highlights the four areas where companies need to focus to become leaders. Brian Elliott (CEO of McKinsey Periscope) gave a version of this presentation at the Professional Pricing Society event in Oct., 2014.
The Impact Outweighs the Effort: Effective and Impactful CRM and Online Appli...Hobsons
The impact outweighs the effort – effective and impactful CRM and online application implementation
College Marketing Network Annual Conference
12 November 2016
Daniel Falls, Head of HE Consulting Services
Closing the Employee Skills Gap: A Framework for Future Success | Webinar 11....BizLibrary
According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy.
Does a skills gap really exist in the American economy? Are there truly open jobs for which there are no qualified applicants or people to fill them? In this webinar we’ll discuss:
• Information and research about where organizations are struggling to find talent
• Practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps
• The business benefits of focusing on three critical areas: leadership skills, technical/professional skills, and IT/computer skills.
Delivering earnings predictability, owning corporate governance, and supporting productivity across the enterprise are among the top challenges faced by financial professionals. Where do financial professionals even begin defining a strategy to embrace these opportunities? The answer to that question may raise more than a few eyebrows: best-in-class travel and entertainment (T&E) expense management
Effective marketing in today’s world almost by definition requires digital marketing and specific social media strategies. There are a dizzying array of social networks and digital vehicles for companies to leverage in trying to engage existing and potential customers . Many companies do not even know where to get started in the realm of digital marketing. This course will teach you to speak the language of digital marketing from A/B testing to SEO, help you define the value proposition for digital marketing channels including LinkedIn Facebook, and direct e-mail for your company, and will explore best practices in designing, executing and managing marketing programs that deliver measurable ROI for your company’s valuable marketing dollars.
Billions of dollars are spent each year by organizations delivering or sponsoring webinars. Unfortunately, most fail to deliver the ROI that attendees deserve for their time, let alone the sales growth that companies that invest in delivering or sponsoring these webinars desire. The desired outcomes of all parties involved in a webinar should go hand in hand. A great webinar will draw great attendance, produce happy attendees, and deliver the sales leads that organizations need to deliver top line sales growth. Th The content of this presentation focuses on how to develop, market and execute a webinar that delivers sales growth while also conveying thought leadership and building your company's brand.
Treasury success blocking and tackling to strategic leadership- ernie humphr...
Treasury Management: A 5-Year Strategic Battle Plan for Success
1. THE RESOURCE FOR CORPORATE FINANCE, ACCOUNTING AND TREASURY PROFESSIONALS
Treasury Management
A 5-year Strategic Battle Plan for Success
Ernie Humphrey, CTP
Vice President, Proformative
2. Presentation Objectives
Identify the components of a battle plan for
Treasury Management success
Identify “what will never change” in the realm of
Treasury Management
Identify “what is changing” in the realm of
Treasury Management
Identify “what will change” in the realm of
Treasury Management
Identify Specific Resources and Advice to be a
best in class Treasury Professional
3. Proformative
• Proformative is the largest and fastest growing online resource for
senior level corporate finance, treasury, and accounting
professionals.
• An ad-free, noise-free community of more than 350,000 CFOs,
Controllers, Treasurers and related professionals
• A resource where corporate finance and related professionals excel
in their careers through:
– Uniquely valuable, online Peer Network
– Direct subject-matter-expert advice
– Valuable Features and Resources
• All of it completely free and noise-free
• www.proformative.com
4. Battle Plan for Success
Define your mission statement which defines what
success means to you
Self Assessment in terms of performing a gap analysis
between your current responsibilities and your skill set
Define a strategy to “fill the gaps” and give yourself
room to function at the next step up on your career
ladder
Define near term, medium term, and long term goals
Identify what you see as the inherent barriers you face
in achieving your goals and then access which factors
are “perceived” and which are real
Define what you need in terms of network development
and professional resources to meet and exceed your
goals
5. Timeless Treasury Tasks
Cash Management
Bank Account Management
Visibility of Cash
Movement of Funds (Control of Cash)
Cash Forecasting
Treasury Technology Management
Relationship Management
Bank Relationships
Treasury Services Vendor Relationships
Investment Management Relationships
Internal Relationships (Interdepartmental and
Intradepartmental)
Professional Development
Personal
Your Staff
6. Cash Management Trends
Bank Account Management
Electronic Bank Account Management (EBAM)
Electronic Bank Account Analysis Statements (TWIST)
Visibility of Cash/Movement of Funds
SWIFT connectivity and SWIFT Alliance Products
ASP (SaaS) solutions
Cash Forecasting
Incentivizing Forecasting Accuracy
An Enterprise Approach
Treasury Technology Management
Cloud Computing
SaaS based Applications
7. Relationship Management Trends
Internal Relationships
Intra-departmental
o More teamwork necessary
o Overworked colleagues require more support
Inter-departmental
o More collaboration necessary
o Need to engage support and “incentivize” colleagues
o Formalize projects and sell to stakeholders
o Actively manage inherent barriers to successful cross-
departmental projects by identifying those that “do not play
well with each other” and mitigate potential conflicts
8. Professional Development Trends
Personal Professional Development
An actively managed personal value proposition is a
requirement for career success
Passive professional development is no longer an option
Development and maintenance on online brand that is
BETTER than your peers
Learning to leverage Social Media is critical
Obtaining access to the professional resources you need
to succeed with less support from your employer is key
and requires creativity in accessing the people and tools
you need to be successful
9. Professional Development Advice
Personnel Professional Development
You need EVERY employee to be best in class
Hire people that are smarter than you
Provide your employees with the tools who are able to
TEACH you
Provide your employees with an environment that is
conducive to their personal and professional success
Know what makes your employees tick and mitigate
negative changes in behavior at work as soon as it is
noticed.
11. Accounts Payable
A/P is “coming home” to Treasury
to facilitate an enterprise approach
to working capital management
Global Purchase Cards
Global Payroll Cards
International ACH
SEPA Initiatives
Online Bill Payment
Active Online Account
Management with Suppliers
12. Accounts Receivable
A/R is “coming home” to Treasury to
facilitate an enterprise approach to
working capital management
Remittance Detail on Wire Transfers
Electronic Payment Receipt Vehicles
Strategic Interchange Fee Management
RDC with a Mobile Phone
Mobile E-commerce applications.
According to Gartner, by 2012 3%
of smart phone users will use it to
make a purchase.
13. Risk Management
Insurance
o E&O Policies
o Global Property and Casualty Policies
FCPA Compliance
o New Regime at SEC
Counterparty Risk Management
o Measurement and Visibility
o Suppliers, customers, banks, and anyone to
whom drives the bottom line
Enterprise Risk Management
o Financial Risk Management (Euro Crisis)
o Operational Risk Management (Cost and
Revenue Drivers)
o Governance and Compliance
15. Treasury Tasks on the Horizon
Legal Risk Management
Online Brand Management
Reputation Risk Management
IT Services Management
Benefit Plan Management
16. Resource Gap Analysis
Develop the gaps in the professional resources you
currently have and need to meet and exceed your career
expectations
People- who do you need to “get on board”, do you
need to re-deploy people or engage new internal or
external people to get you where you want to be (and
keep you there)
Technology- systems you need to communicate better,
do you need access to new software, upgrades, etc.
Processes- what existing processes and procedures
and policies do need to revise, do you need new ones
with the adoption of new technology?
17. Inherent Barriers to Success
People
Individuals who affect productivity and do not
understand (or do not care)
Lack of internal support from executives as to the
importance of departmental goals and responsibilities
People involved in processes that not “play nicely with
each others” either interdepartmental as well as
intradepartmental
Processes
Processes that by their very design facilitate the
reporting or recording of untimely or inaccurate data
Processes that “compete” against each other instead of
offering synergies.
18. Inherent Barriers to Success
Technology
Systems that do not communicate effectively with each
other
Systems that facilitate more than “one version of the
truth” in terms of data.
Access to no system that allows direct collaboration
between parties affecting forecasting accuracy
Current technology does not meet data needs in terms
of timeliness and accuracy
19. Finding the Resources YOU Need
Networking/connecting with peers who face (and have
faced) the same challenges you face in your career
Professional Associations
LinkedIn
Proformative
Professional Seminars
Leverage your treasury services providers to connect
with their other clients and prospects
Professional Development Resources
Free webinars from recruiters
Professional Associations
Proformative
Job Boards
LinkedIn Groups
20. Finding the Resources YOU Need
Technical/task related resources
Professional Associations
LinkedIn
Proformative
Professional Seminars and Webinars
White Papers
Leverage your treasury services providers to connect
with their other clients and prospects
*You need to ensure that you get ROI on
each resource for which you allocate funds
as there is growing trend towards free
professional resources*
21. Closing Thoughts
Treasury Management Success
Create a Dynamic Battle Plan
Identify your current, emerging, and future
needs in terms of people, process, and
technology
Perform a gap analysis for each major area
Devise a strategy for how to address each
area
Effective alignment of people, process, and
technology in all areas of career
management drive success
22. THE RESOURCE FOR CORPORATE FINANCE, ACCOUNTING AND TREASURY PROFESSIONALS
??Questions related to this presentation
or ideas for how to best serve treasury &
finance professionals??
Ernie Humphrey
Vice President, Proformative
EHumphrey@proformative.com
http://www.proformative.com
(408) 400-3993 ext. 107(Office)
(260) 494-2210 (Cell)