Agile Treasury Thought Leadership Series
People should be empowered to innovate and perform critical decision making, which means they are driving long-term strategies that maximise enterprise value.
Any agile treasury process needs to be designed from a holistic stakeholder perspective. This means lateral input across a senior level, but also, critically, horizontal input from key operational staff through to the CFO and the Board. This is especially true for global entities with staff in diverse time zones or who maintain relatively low interaction with head office.
– Lack of time
– Skills or experience gap
– Competing or uncertain strategic agendas
– Team size limitations
– Excessive key-man risk
– Lack of KPI alignment to commercial & risk management objectives
– Consultation with stakeholders
– Ongoing experienced strategic and operational support
– Event driven strategic advice and management
– Upskilling internal personnel
– Align individual’s performance assessment/awards to relevant KPIs
Download a copy of the case study prepared by Rochford Group on how they identified, designed and implemented an interim and long-term solution for a client.
This case study has been developed by Rochford Group