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The treasury organization at $3.2 billion Diebold Inc. came up with an unusual way to do more with less and free up time for strategic projects. They did not do it through a big automation project, although some tactical automation occurred. They did not do it because of a corporate reorganization or migration to a new technology infrastructure. The spark was a request from Tim McDannold, newly elevated to the position of treasurer and vice president, for a review of howthe people reporting to him–more than 150 of them–were organized. Diebold’s treasury was divided into functional groups: global treasury, risk management, asset management, global facilities, a captive finance company and a North America shared services center for accounts payable, order management and accounts receivable. McDannold wanted to add organization by skill sets.

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