Treasurers must increase their visibility within their organizations and embrace new technologies to become stronger strategic business partners. As technologies evolve, treasurers have more opportunities to add value and impact business partners when interacting with them. Their contributions will require executives to give treasurers a more central role in decision-making. To strengthen their strategic role, treasurers need to build relationships internally and externally and implement updated technologies to access better data and solutions that support strategic goals.

1. 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.
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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-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
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INCREASED VISIBILITY
EMBRACING NEW TECHNOLOGIES
BUILDING STRONG RELATIONSHIPS