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Home > Finance > Tech-enabled cash management strategies have come to the fore during the Covid-19 pandemic – and will be key to firms’ recovery from it

Tech-enabled cash management strategies have come to the fore during the Covid-19 pandemic – and will be key to firms’ recovery from it

Published by gbaf mag

Posted on October 29, 2020

4 min read

Last updated: January 21, 2026

Tech-enabled cash management strategies during Covid-19 - Global Banking & Finance Review — An illustrative representation of technology-driven cash management strategies that businesses are adopting during the Covid-19 pandemic, emphasizing innovation in financial solutions.

By Ed Thurman, managing director and head of Global Transaction Banking at Lloyds Bank Commercial Banking, outlines how technology-enabled solutions are helping businesses strengthen their working capital position amid challenging trading conditions.

The past few months have brought significant headwinds for businesses, including supply chain disruption, government-mandated closures and tumbling customer demand.

UK companies are facing serious cashflow challenges as a result. According to the Office for National Statistics, half (49%) of firms currently trading are either unsure of how long their cash will last, or believe their reserves will last less than three months.

However, for many, the conditions created by Covid-19 have been a catalyst for change and innovation.

Cash management is one of the areas where technology has been deployed with most impact. Below are some examples of the areas where businesses have been using tech solutions to manage liquidity levels during the pandemic.

Payments

Cash withdrawals fell by as much as 50% at the height of the crisis as more people took extra precautions around contact. Even pin pad payment has become far less frequent over the past six months, too.

While a move to enable contactless payments has been the first obvious step for many consumer-facing businesses – especially in the retail, hospitality and leisure sectors – some will have a higher average transaction value than £45, so alternative solutions are required.

We’ve seen more businesses adopting payment methods that allow customers to pay online when purchasing in-store or at-venue. For example, restaurants and bars can use digital platforms to enable customers to settle their bills on leaving.

Payment methods can include payment by URL, WhatsApp, SMS or QR code, which take the customer to a webpage where they can securely make the payment through their smartphone, with their preferred payment method.

These methods are enabling firms to quickly and securely receive payments from their customers, ensuring they can continue to operate effectively, and preventing disruption to cashflow.

Forecasting

Forecasting customer demand is obviously extremely difficult given the uncertain environment businesses are currently trading in.

However, it remains a critical task – helping to determine whether there is sufficient liquidity to cover planned operations and investment during a given period, say, the next quarter.

Many businesses continue to use Excel as their primary tool for cashflow forecasts, but we are starting to see firms

Ed Thurman

Ed Thurman

move towards some of the more efficient digital tools available. For example, cloud-based software can provide a unified set of data that is accessible to all business functions. This can help to accurately forecast incomings and outgoings over different periods, making it easier to evaluate how much working capital firms have available.

Our own Cash Management & Payments Platform uses cloud-based computing to help firms manage their working capital position, with true omnichannel connectivity, market-leading data analytics and self-serve capabilities.

Supply chain

The events of the past few months have highlighted the significant impact supply chain disruption can have on efficiency. For manufacturers in particular, it can be tempting to stockpile to help trade through supply interruptions and minimise damage to output, but this can have significant working capital implications by tying up cash in inventory.

While the potential for local or global supply chain disruption looks set to remain for some time, technological development can help mitigate some of this risk. Digital tools that leverage artificial intelligence can be introduced to help reduce some of the friction, automating certain processes and crunching large amounts of data to assist with decision-making.

This digitisation of the supply chain is picking up pace, meaning that business can be more agile in reacting to fluctuating demand and supply. Devices that harness the Internet of Things are increasingly being used to track and authenticate shipments, while solutions underpinned by Distributed Ledger Technology (DLT) look set to speed up trade finance – shortening cashflow cycles and improving working capital efficiency in a volatile economic environment.

Here to help

It’s been said that, for many businesses, Covid-19 has been a crisis of working capital. The past few months have shone a light on the importance of digital technologies as part of effective cash management strategies.

At Lloyds Bank, we will continue to explore the potential of emerging technologies and have committed to investing £3 billion between 2018 and 2021 to transform not just our own business, but the products and services we offer customers.

Managing cashflow will be more important than ever in the coming months. We’re here to help businesses identify the digital tools that can help them strengthen their working capital position as they prepare to face the challenges ahead.