Communication is Key: How to Communicate Treasury Changes Across the Organization

Change is never easy, especially in a corporate treasury context where every adjustment ripples across departments and processes. But let’s face it: treasury is often seen as the “black box” of finance, and poorly communicated changes can reinforce that perception. If you want to drive impact—and get people on board—you need to do more than implement new tools or policies. You need to communicate. Having led treasury transformations myself, I’ve learned that successful communication isn’t just about sending out an email and hoping for the best. It’s about creating buy-in, minimizing confusion, and empowering stakeholders to succeed. Here’s my take on how to do it effectively.

1. Know the Impact Before You Communicate

You can’t communicate what you don’t understand. Treasury changes—whether they involve implementing a new cash pool, updating FX policies, or rolling out a treasury management system—affect people differently.

Start by mapping the impact:

Who’s going to feel this change the most?
Will it require people to work differently, learn new systems, or rethink how they interact with treasury?
Are there potential roadblocks (e.g., resistance from IT or workload concerns in finance)?

In my experience, this step is critical. You can’t just assume people will embrace change. They need to know why it matters to them.

2. Craft a Message That Hits Home

Treasury professionals are great at details, but the rest of the organization? Not so much. You need to simplify your message without dumbing it down.

Start with why:

Why are we making this change? (E.g., “To reduce banking costs and free up cash for growth.”)
What’s in it for the business? (“We’ll save €400K annually in interest and transaction fees.”)
What’s in it for individuals? (“Fewer manual tasks and clearer reporting.”)

Be transparent about challenges, too. If there’s a short-term workload spike or a learning curve, own it. People appreciate honesty more than spin.

3. Choose the Right Channels (Hint: It’s Not Just Email)

Think beyond a generic company-wide announcement. The people impacted most—like finance teams or procurement—need more targeted communication. Here’s what’s worked for me:

Workshops or training: Hands-on sessions for teams using new tools or processes.
FAQs and guides: Keep these accessible on your intranet or shared folders.
Quick wins dashboard: Share measurable results (e.g., cost savings, process improvements) to keep people motivated.

The best communication doesn’t just flow from treasury—it also flows to treasury. Make it clear where people can go with questions, concerns, or feedback.

4. Engage the Right People Early

Here’s a secret: If you want your project to fly, you need champions outside of treasury. Get influencers from other departments—like IT or finance—to act as advocates for the change.

How do you do that?

Involve them early. If you’re rolling out a treasury management system, let IT weigh in on vendor selection or integration planning.
Frame the change in terms they care about. For example, IT doesn’t care about cash visibility, but they’ll care if the new system reduces their workload or supports security compliance.

In short: make it a team effort, not a treasury project.

5. Invest in Training and Support

No one likes being thrown into the deep end with new tools or policies. If you want adoption to stick, you need to make training practical and accessible.

Tailor the approach:

For finance teams: Detailed, hands-on training on how new systems or processes work.
For leadership: High-level overviews focusing on strategic benefits and KPIs.
For everyone else: Simple guides or even a quick video walkthrough.

And don’t stop there. A change isn’t “finished” the day it goes live. Keep the communication flowing with follow-ups, support channels, and regular check-ins to address issues.

6. Feedback: Don’t Wait for It—Ask for It

In my projects, I’ve learned that waiting for feedback is too passive. People are often hesitant to speak up unless you actively ask for input. Whether it’s through surveys, workshops, or one-on-one chats, make it easy for people to share their thoughts.

Listen carefully, and adapt where you can. For example, if you hear that reporting templates aren’t user-friendly, don’t defend them—fix them. Small changes can make a big difference in how your project is perceived.

7. Celebrate Wins and Keep the Momentum Going

Don’t let the conversation stop after the rollout. Keep showcasing how the change is delivering value. Did the new cash pool hit its utilization targets? Share that. Did treasury reduce FX exposure by 20%? Let the organization know.

It’s not just about patting yourself on the back—it’s about reinforcing why treasury matters to the business.

Final Thoughts

Treasury changes are rarely simple, but they’re always an opportunity to build stronger connections across the organization. The key is communication—clear, honest, and ongoing. Don’t just implement the change; bring people along for the journey.

When you get communication right, treasury stops being a “black box” and starts being a strategic partner everyone can rely on.

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