The Strategic Treasurer – A Partnership for Corporate Growth

Preface.
<p>Acknowledgments.</p>
<p>CHAPTER 1 Building the Case for Being a Strategic Treasurer.</p>
<p>Volatility and Turbulence as Opportunity.</p>
<p>Resiliency, Diversification, and Due Diligence.</p>
<p>Being a Strategic Business Partner.</p>
<p>It Is Good to Be Needed.</p>
<p>Technology Has Improved.</p>
<p>Summary.</p>
<p>CHAPTER 2 First Things for the New Treasurer.</p>
<p>Study the Business.</p>
<p>Assess Treasury.</p>
<p>Identify Risks.</p>
<p>Socializing Your Assessment.</p>
<p>Put Your Team Together Like a Puzzle.</p>
<p>Creating and Socializing the Vision and Plan.</p>
<p>A Time for Action.</p>
<p>Ongoing Intellectual Curiosity.</p>
<p>Summary.</p>
<p>CHAPTER 3 Being a Partner, Not a Vendor.</p>
<p>Avoiding Inevitable Pitfalls.</p>
<p>Keeping in Between the Two Lines.</p>
<p>Know What Is Important to the Organization and to Its Partners.</p>
<p>Summary.</p>
<p>CHAPTER 4 Managing Relationships.</p>
<p>Scope of the Relationship Management Plan.</p>
<p>Key Components of a Relationship Management Plan.</p>
<p>Plan and Process for Accomplishing the Objectives.</p>
<p>Rationale for Formally Documenting Relationships.</p>
<p>Request for Proposal.</p>
<p>Summary.</p>
<p>CHAPTER 5 Owning Cash and the Five Os of Treasury.</p>
<p>The Os of Treasury.</p>
<p>Centralized or Decentralized Treasury.</p>
<p>Taking Ownership.</p>
<p>Protecting the Balance Sheet.</p>
<p>Summary.</p>
<p>CHAPTER 6 Cash Boot Camp for Treasurers.</p>
<p>Cash.</p>
<p>A Tale of Two Types of Cash.</p>
<p>Disbursement Example.</p>
<p>Collection/Receivable Example.</p>
<p>Discussion.</p>
<p>Technology Enables Appropriate Cash Recording and Reporting.</p>
<p>Cash Implications.</p>
<p>Summary.</p>
<p>CHAPTER 7 Owning Working Capital.</p>
<p>Two Definitions of Working Capital.</p>
<p>Two Different Measurements for Working Capital.</p>
<p>Working Capital Impact on Organizational Value.</p>
<p>Differences Between Liquidity and Historical Working Capital Measures.</p>
<p>Projecting Working Capital Usage and Variations.</p>
<p>Steps Needed to Optimize Working Capital.</p>
<p>Summary.</p>
<p>CHAPTER 8 Differences Between a Process View and a Silo View.</p>
<p>The Process Perspective Is Vital.</p>
<p>Symptoms of a Silo View.</p>
<p>Fighting the Silo Mentality with the Process.</p>
<p>Summary.</p>
<p>CHAPTER 9 Financial Risk Management, Part One: Considering Risk Through the Eye of the Beholder.</p>
<p>Risk.</p>
<p>Summary.</p>
<p>Notes.</p>
<p>CHAPTER 10 Financial Risk Management, Part Two: Altering the Risk a Company Faces to Match the Risk It Desires.</p>
<p>Risk Management Choices.</p>
<p>Possible Reasons for Hedging.</p>
<p>Value in Risk Management.</p>
<p>Volatility and Impact.</p>
<p>What to Hedge?</p>
<p>Financial Risk Management Process.</p>
<p>Treasurer s Role.</p>
<p>Black Swans.</p>
<p>When Do We Hedge?</p>
<p>No Cheers for Hedges; It s the Objective That Matters.</p>
<p>Summary.</p>
<p>Notes.</p>
<p>CHAPTER 11 Losses and Fraud: What Can Keep Treasurers Awake at Night.</p>
<p>Situations of Loss.</p>
<p>Fraud.</p>
<p>Summary.</p>
<p>CHAPTER 12 Communication: Mars and Venus: Minimizing Communication Conflict Between Treasurers and Controllers.</p>
<p>Cash.</p>
<p>Forecasting.</p>
<p>Working Capital.</p>
<p>Controls.</p>
<p>Summary.</p>
<p>CHAPTER 13 Building and Developing the Treasury Team.</p>
<p>Putting the Puzzle Together.</p>
<p>Developing the Team.</p>
<p>Summary.</p>
<p>CHAPTER 14 Understanding and Maximizing the Use of Treasury Technology Tools.</p>
<p>Technology Supports the Treasury Role, and Treasury Supports the Organization.</p>
<p>Treasury Technology Landscape.</p>
<p>Extension and Visibility Services.</p>
<p>Treasury Workstation and the Technology Landscape.</p>
<p>The Order of Activities.</p>
<p>Respecting Your Time: A Tale of Dashboards and Reports.</p>
<p>Other Treasury Systems.</p>
<p>Managing Financial Processes.</p>
<p>Summary.</p>
<p>Notes.</p>
<p>CHAPTER 15 Advice from Various Treasury Leaders.</p>
<p>Change Management.</p>
<p>Risk Management.</p>
<p>Relationship Management.</p>
<p>Mindset and Perspectives of the Treasurer.</p>
<p>Developing Treasury Staff.</p>
<p>Vision, Strategy, and Execution.</p>
<p>Reading List.</p>
<p>Summary.</p>
<p>CHAPTER 16 Volatility and Liquidity Management.</p>
<p>Protecting the King.</p>
<p>Volatile Times.</p>
<p>Financial Crisis of 2007+.</p>
<p>Financial Instrument Risk.</p>
<p>Counterparties.</p>
<p>Foreign Exchange Rates.</p>
<p>Commodities.</p>
<p>Rating Agencies.</p>
<p>Banks and Insurance Companies.</p>
<p>Governments.</p>
<p>Summary.</p>
<p>CHAPTER 17 Achieving Visibility to Your Liquidity: Visibility and Process–Automation Requirements for the Strategic Treasurer.</p>
<p>Achieving Visibility to Liquidity Requires Internal and External Data.</p>
<p>Prerequisites to Achieving Visibility.</p>
<p>Connecting Through Networks.</p>
<p>Assessing Threats and Impacts to the Organization s Liquidity.</p>
<p>Summary.</p>
<p>CHAPTER 18 Envisioning Treasury in the Future.</p>
<p>Treasury s Role in the Corporation.</p>
<p>Stewardship: Technology Developments and Green Treasury.</p>
<p>Everything as a Service: Cloud Computing Comes to Treasury.</p>
<p>Visibility and Risk Management.</p>
<p>Relationship Power Shifts.</p>
<p>Liquidity and Balance Sheet Management.</p>
<p>Chairing the Working Capital Council and Advising Business Areas.</p>
<p>Cash, Checks, and Miscellaneous Projections.</p>
<p>Some Things Will Not Change.</p>
<p>Summary.</p>
<p>CHAPTER 19 Not–to–Do List for the Treasurer.</p>
<p>Relationship Management.</p>
<p>Technology Decisions and Perspectives Don ts.</p>
<p>Staffing, Resources, and Consultants.</p>
<p>Projects and Communication.</p>
<p>Decisions, Debates, and Assumptions.</p>
<p>The Crowd: Follow or Take the Road Less Traveled.</p>
<p>Some Basics.</p>
<p>Summary.</p>
<p>Appendix.</p>
<p>Index.</p>