In the modern treasury landscape, projects are always complex, regardless of scope and size. Even a small project like a SaaS cash flow forecast system implementation is complex if we take into account that the business, regulatory and technical landscape is constantly evolving and that in most cases business resources cannot fully dedicate their time to projects. In today’s world, project teams also need to respond to change quickly and deliver value as soon as possible, both to the project and to business stakeholders. The challenge is to do that while also being in control of timelines, budget, scope, and – most importantly – creating quality and value to treasury and the business.
The importance and benefits of delivering a digital strategy for treasury operations are well understood. For many organizations, however, there is a significant barrier that may prevent them from being able to successfully implement. In this article, we discuss how to overcome that barrier, resulting in an accelerated process to achieve a true smart treasury function at lower overall cost.
Treasury optimization in Asia, Part IV
Compared to their Western counterparts, Asian corporate treasuries have had to grow and learn to react to business complexities and changes in their environments very quickly. Western corporations have had the ‘luxury’ of adapting over a longer period, while Asian treasuries have worked hard to catch up and match their levels of maturity and integration. In this fourth and final part of our series on treasury optimization in Asia, we look at global optimization.