Toyota calls it Genchi Genbutsu. A key principle of the giant automaker's corporate code, the Japanese words roughly translate to "go and see and see for yourself;" as in, travel beyond your confines to find a solution in the real world.

So when Toyota Financial Services' executives demanded improved asset liability management and financial forecasting from treasury and financial planning, both organizations did just that. Risk managers and forecasters metaphorically knocked down walls, and collaborated to frame common objectives, identify problems and develop and execute a solution; in this case, a process that provides decision support for asset liability management (ALM), hedging, financial planning, business-target setting and performance management.

Both sides braced for difficulties. "We had been working in parallel universes with limited interaction, and without full appreciation of each other's roles," says Amit Shroff, corporate finance director, who worked closely with Vanita Aggarwal, national manager of risk and capital. "This challenge required a holistic approach."