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PodChats for FutureCFO: Better ways to manage capital in times of persistent instability
The three years since 2020 saw organisations focus on digitalisation, payment efficiency, security, and cash forecasting.
With continuing uncertainty in 2023, how are CFOs and treasurers calibrating their strategies in the years ahead to reflect desires for growth and profitability, a return to business as usual in the face of unpredictability and market volatility.
Joining us to find better ways to manage capital in times of persistent instability is Kabir Ahmed Shakir, Chief Financial Officer, Tata Communications. Kabir, welcome to PodChats for FutureCFO.
1. Briefly please elaborate your role at Tata Communications.
2. As a CFO, what is top of your mind in 2023? (narrow to treasury)
a. How does this compare to the previous 3 years?
b. What did CFOs and treasury leaders learn?
3. In times of crisis, cash is king. Is this phrase still relevant in an increasingly digital world? Have you noticed a significant shift in attitude and approaches as it relates to capital strategies as digital transformation continues to mature? (from 2020-2022)
4. Shifting to M&A, S&P reports suggests that overall APAC saw a decline of 11% in deal volume and 24% in transaction value in 2022. Globally, Morgan Stanley sees muted M&A activities in 2023. PwC says M&A tends to slow during times of uncertainty or market volatility—but those can be precisely the times when valuations become more attractive and opportunity knocks. Are CFOs and leadership being prudent or overly cautious?
5. We've had three years of muted growth if not declines. Now we have inflationary concerns coupled by continuing instability in parts of the world, including what appears to be the start of a new financial crisis. How do you see CFOs shifting their capital management strategies to reflect the continuing, albeit different kind of, crises in 2023 and beyond?
6. In your opinion, what will be THREE capital management trends in 2023?
a. To what extent will technology support these trends?
7. What is your advice for CFOs and those in charge of capital strategies as regards to in 2023 and beyond?
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By CXOCIETY | FutureCIO FutureCFO FutureIoTThe three years since 2020 saw organisations focus on digitalisation, payment efficiency, security, and cash forecasting.
With continuing uncertainty in 2023, how are CFOs and treasurers calibrating their strategies in the years ahead to reflect desires for growth and profitability, a return to business as usual in the face of unpredictability and market volatility.
Joining us to find better ways to manage capital in times of persistent instability is Kabir Ahmed Shakir, Chief Financial Officer, Tata Communications. Kabir, welcome to PodChats for FutureCFO.
1. Briefly please elaborate your role at Tata Communications.
2. As a CFO, what is top of your mind in 2023? (narrow to treasury)
a. How does this compare to the previous 3 years?
b. What did CFOs and treasury leaders learn?
3. In times of crisis, cash is king. Is this phrase still relevant in an increasingly digital world? Have you noticed a significant shift in attitude and approaches as it relates to capital strategies as digital transformation continues to mature? (from 2020-2022)
4. Shifting to M&A, S&P reports suggests that overall APAC saw a decline of 11% in deal volume and 24% in transaction value in 2022. Globally, Morgan Stanley sees muted M&A activities in 2023. PwC says M&A tends to slow during times of uncertainty or market volatility—but those can be precisely the times when valuations become more attractive and opportunity knocks. Are CFOs and leadership being prudent or overly cautious?
5. We've had three years of muted growth if not declines. Now we have inflationary concerns coupled by continuing instability in parts of the world, including what appears to be the start of a new financial crisis. How do you see CFOs shifting their capital management strategies to reflect the continuing, albeit different kind of, crises in 2023 and beyond?
6. In your opinion, what will be THREE capital management trends in 2023?
a. To what extent will technology support these trends?
7. What is your advice for CFOs and those in charge of capital strategies as regards to in 2023 and beyond?