Whether this is reflected in a flexible counterparty credit risk strategy or ensuring the safety and security of staff and assets, treasurers have much to contend with. In addition, marshalling the huge flows of related information and analysis coming into a business requires care and patience – commodities in short supply during such times.
There is a school of thought which says that organisations which have built management structures and incorporate the best local or regional talent will tend to do better in periods of economic or political change. Local knowledge coupled with qualitative management standards should at least give organisations a decent chance of coping with turbulence. Education in itself is not necessarily the answer but it provides a platform on which developing economies have long been built – provided economic conditions are suitable and stable and where social governance is perceived as legitimate.
The ACT has long made the case that effective treasury management requires suitably qualified treasurers. The record numbers of treasury students globally would suggest the market agrees with us. In its near three years of existence the ACTME has placed education at the core of its growth while also providing important opportunities for networking and peer exchange in our various events, which now include social networking at our LinkedIn site. All readers are welcome to contribute to the discussions. Go to http://linkd.in/luwCxQ
PETER MATZA
HEAD OF PUBLISHING ACT
