Structure records of cash flow and liquidity management so that they answer the questions an auditor will actually ask.
Managing Cash Flow and Ensuring Sustainable Corporate Liquidity
Build a working method for cash flow and liquidity management that stands up to scrutiny and survives daily pressure.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in cash flow and liquidity management is earned separately. When liquidity management is unclear, people default to protecting their own function. The version of the organisational leadership capability described in the manual and the version practised on the floor tend to diverge over time. The course sets out a working method for cash flow and liquidity management that participants can apply the week they return. Participants finish able to explain the organisational leadership discipline to a non-specialist audience without losing precision. Exercises escalate in difficulty, ending with the ambiguous situations that make liquidity management hard in practice. Post-incident reviews keep identifying weaknesses in cash flow and liquidity management that were visible long before the incident. It is written for people who have to make liquidity management work with the resources they already have. Participants leave with a first-ninety-days plan for this part of organisational leadership rather than a set of notes.
Expected Learning Outcomes
Estimate what liquidity management costs to run properly, and what is lost when it is not.
Distinguish the parts of cash flow and liquidity management that must be standardised from those that require judgement.
Build coalitions across functions to make liquidity management stick.
Build the trust that makes candid feedback about cash flow and liquidity management possible.
Set standards on liquidity management and apply them consistently regardless of who is involved.
Read the informal dynamics that determine whether cash flow and liquidity management actually moves.
Who Should Attend
Managers of geographically distributed teams handling cash flow and liquidity management.
Training and development staff building internal capability in liquidity management.
Those responsible for briefing external stakeholders on cash flow and liquidity management.
Team leaders responsible for daily delivery of liquidity management.
High-potential staff being prepared for wider responsibility for cash flow and liquidity management.
Executives leading multi-function programmes involving liquidity management.
Course Modules
Cash flow and liquidity management: performance, standards and consistency
2 sessions · 8 pointsSession 1Delegating cash flow and liquidity management without abandoning it
- Identify your successor for cash flow and liquidity management and the gap they need to close.
- Give one piece of specific feedback on liquidity management within the week.
- Benchmark the organisation's cash flow and liquidity management against comparable operations.
- Plan the sequence in which improvements to liquidity management will be introduced.
Session 2What your team concludes from how you handle liquidity management
- Identify which function can quietly block cash flow and liquidity management and address it directly.
- Set out the decisions in liquidity management that require sign-off and by whom.
- Identify where judgement in cash flow and liquidity management is legitimate and where it is not.
- Prepare the summary of liquidity management that senior management will read.
Liquidity management: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Holding the line on liquidity management when it costs you
- Review a past decision on cash flow and liquidity management and state honestly what you would change.
- Establish what evidence demonstrates liquidity management is under control.
- Write down the assumptions underpinning the approach to cash flow and liquidity management.
- Decide what you will delegate on liquidity management and what you will not, and say why.
Session 2Comparing liquidity management with recognised practice
- Set the decision rights on cash flow and liquidity management: who decides, who is consulted, who is told.
- Prepare how you will respond when liquidity management is challenged publicly.
- Collect evidence on the present handling of cash flow and liquidity management before proposing changes.
- Confirm that the people affected by liquidity management heard it from you first.
Liquidity management: conflict, politics and informal power
2 sessions · 8 pointsSession 1Showing that liquidity management changed something measurable
- Prepare the response for the most likely failure in cash flow and liquidity management.
- Rank the weaknesses in liquidity management by consequence rather than by ease of fixing.
- Test whether the team can explain cash flow and liquidity management in their own words.
- State the outcome expected from liquidity management in a single sentence anyone can repeat.
Session 2Applying the standard on cash flow and liquidity management to your best performer
- Agree the standard on cash flow and liquidity management and confirm it applies to everyone.
- Check whether incentives anywhere reward behaviour that undermines liquidity management.
- Set out how exceptions to cash flow and liquidity management are requested and approved.
- Decide the point at which you would escalate liquidity management.
Liquidity management: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Reviewing liquidity management when nothing has gone wrong
- Decide what will be stopped to create capacity for cash flow and liquidity management.
- Build the internal briefing that explains liquidity management to those affected.
- Ask the team what they think is wrong with the plan for cash flow and liquidity management.
- Assess the workload liquidity management adds and what you will remove to make room.
Session 2Moving liquidity management from approval to execution
- Map the handovers in cash flow and liquidity management between functions and secure them.
- Name a single owner for each element of liquidity management.
- Define the trigger that would require cash flow and liquidity management to be redesigned.
- Set the review point at which liquidity management will be reconsidered.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.