Want to sign up for Treasury 360° Nordic 2025 on 22 May? Click here – free for corporate treasury pros!
Article updated 7 October, based on the number of responses having grown from 44 to 56.
The engagement back from you, treasurers, has been spectacular! As we put together our poll across 57 listed niche topics, we were worried it could be a big ask. Yet, with 56 respondents, each ticking 15 boxes on average, the outcome is already a clear picture of what Nordic treasurers are currently concerned with.
Let us digest the insights and come back with a list of four topics for treasurers-only roundtable discussions, through a separate breakout track in the Treasury 360° Nordic 2025 conference, taking place in Stockholm on 22 May. We will draw heavily on the vote outcome, but may tweak headlines, combine some topics into one, or single out topics for keynotes rather than roundtables where suitable. You can sign up here to be among the 800-or-so delegates on site – free of charge for treasurers!
As you see, the “winner topic”, so far, is the in-house bank. Here’s the full list:
| Rank | Sub-topic | Topic category | Votes |
| 1 | The in-house bank | Processes | 32 |
| 2 | Digitalising treasury – concrete choices and action points | Technology | 31 |
| 3 | Currency risk evaluation | Risk management | 29 |
| 4 | Global cash pooling | Cash | 28 |
| 5 | Working capital – my key action points | Working capital | 27 |
| 6 | How to boost cash flow forecasting with AI | Cash | 25 |
| 7 | How I manage centralisation vs de-centralisation | Business partnering | 24 |
| 8 | The keys to efficient skills development (existing staff) | The human side | 21 |
| Prepping for market shocks | Funding | 21 | |
| 10 | Pobo / Cobo (“Payments/collection on behalf of”) | Processes | 20 |
| My concrete steps to becoming a more strategic partner to the business | Business partnering | 20 | |
| Freeing staff time through automation | Technology | 20 | |
| Investing excess cash (operational and strategic) | Cash | 20 | |
| 14 | Actual to forecast – analysing the deviation to improve | Cash | 19 |
| 15 | APIs in practice | Technology | 18 |
| Setting up a new treasury | Processes | 18 | |
| Cash flow forecasting – my key action points | Cash | 18 | |
| 18 | Real-time visibility and real-time cash forecasting | Technology | 17 |
| Data analysis | Technology | 17 | |
| Selecting the TMS | Technology | 17 | |
| Improving business management’s understanding of treasury | Business partnering | 17 | |
| 22 | ESG-coupled funding (e.g. “green” funding) | Funding | 16 |
| How to deepen the treasury-to-business dialogue | Business partnering | 16 | |
| Managing geopolitical risks in practice | Risk management | 16 | |
| 25 | Collaborating with procurement to control currency risk | Risk management | 15 |
| 26 | Payment connectivity standards (Swift Gpi / MT940 etc) | Technology | 14 |
| Shared service centres – the pros, cons and challenges | Business partnering | 14 | |
| The keys to efficient onboarding | The human side | 14 | |
| Selecting a bank and managing the relation | Processes | 14 | |
| Improving treasury’s business/commercial understanding | Business partnering | 14 | |
| 31 | My best data management practices | Technology | 13 |
| Cost transparency and business-wide understanding of total costs | Business partnering | 13 | |
| Developing my existing TMS and how we use it | Technology | 13 | |
| 34 | Fixing the work environment | The human side | 12 |
| 35 | Asset liability management (“ALM”) | Risk management | 11 |
| Digitalisation of trade finance documents | Processes | 11 | |
| Data quality and the action points to improve it | Technology | 11 | |
| Trade finance | Supply chain | 11 | |
| Global visibility | Processes | 11 | |
| 40 | Accounts receivable and payable | Processes | 10 |
| Selecting a system vendor and managing the relation | Processes | 10 | |
| Manage-for-profit versus manage-for-cash – which mindset should guide us and when? | Business partnering | 10 | |
| 43 | Payment and collection policies and processes | Processes | 9 |
| Strengthening the collaboration with the supply chain | Supply chain | 9 | |
| Managing process quality | Processes | 9 | |
| Sanctions | Risk management | 9 | |
| Improving global alignment | Business partnering | 9 | |
| 48 | Arguing for a larger treasury budget | Business partnering | 8 |
| Inflation | Risk management | 8 | |
| 50 | Data flow integration | Technology | 7 |
| Selecting a consultant and managing the relation | Processes | 7 | |
| 52 | Challenging the payments services suppliers | Processes | 6 |
| Surfing (or surviving) the volatility | Risk management | 6 | |
| 54 | Supply chain monitoring | Supply chain | 5 |
| Managing commodity risk | Risk management | 5 | |
| 56 | Collaborating with procurement to control price risk | Risk management | 4 |
| 57 | Shared workforces | Business partnering | 3 |