Cash is likely to be moving closer to the top of your agenda, right now.
You learn things the hard way while turning around a multinational business 'on a dime'. I've got the scars; here are seven elements that should be included in every liquidity and cash strategy:
Reality
Today’s environment presents us with unprecedented dynamics and constraints. Few can afford to assume that liquidity is not a priority, particularly when stakeholders are looking for cash confidence.
Visibility
As far as the eye can see? The frequencies, intervals and periods considered when assessing cash confidence will vary, and should be determined by a number of factors. We find it useful to consider who is looking for cash confidence, and why, and adapting your cash cadence to match.
Accountability
Accountability for cash confidence actually changes when the situation or circumstances suddenly shift – and your stakeholder expectations around accountability change too.
Boards and leadership teams often think the CFO is accountable for cash confidence, which may be a convenient assumption when it’s not important, but quickly turns into a rude awakening when the spotlight is in your eyes.
Responsibility
Well if the CFO isn’t accountable, they must be responsible, right? Wrong! Cash confidence is a team effort.
Predictability
Agreeing planning assumptions can feel like making a shot in the dark. If a reconciled balance sheet isn’t the most critical input and assumption generator to your projected cash position, you’re cutting corners that lead to regret.
Reliability
Your most reliable friends are those who you know will be there when you really need help. It takes time to build trust, so build cash confidence with your stakeholders that you can rely on before you need it.
Achievability
No one likes unexpected surprises. Where cash levers can be controlled, what’s the likely range of outcomes? For those outside your control, what scenarios need to be anticipated?
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