▎Dismantling China's digitalization face to face in one year.
Table of contents
1. Integration of business and finance and the development trend of China's SaaS market
1. Who is the leader of digital transformation of Chinese enterprises?
2. The integration of business and finance is the key for enterprises to achieve competitiveness
3. What characteristics should a "good" business-finance integration solution have?
4. Observation on the development of China's SaaS market
2. Through data, financial upgrade decision-making empowers control
1. Industry trends and cash flow management
2. Benchmark fee control case
3. Data-enabled operations, integrated decision-making at the helm
3. Management-driven, data-led
1. Benchmark case review: TAS project of tax digital transformation of an energy group enterprise
2. What achievements have been made after the implementation
3. Which costs have been reduced and which efficiency has been increased by helping enterprises
4. Reshape the boundary between man and machine, and move towards fully automated finance
1. The new business environment in the post-epidemic era
2. Benchmark RPA case
3. Build a fully automated enterprise
5. Arrangement of follow-up activities
Finance is the "vital gate" of an enterprise, but it is also the most traditional department. How to digitize it? How to liberate from basic work, and create value and even influence decision-making through financial data? How can financial personnel get rid of the problems of "not knowing how to use" and "not daring to use".
On April 14th, Titanium Media and ACCA held a series of "Innovative Scenario 50" salons in Beijing - a special session on the integration of business and finance. The four guests were respectively involved in business finance SaaS, cost control integration, tax digitalization, and the application of RPA in financial scenarios. Multi-angle interpretation of financial digitization and integration of business and finance.
Wan Ning, co-founder of Titanium Media and director of the research institute, believes that the financial digitalization project requires CIOs and CFOs to work together. At the same time, he analyzed that China's SaaS is in a climbing period, and vertical finance and taxation SaaS has great potential.
Zhang Yanni, vice president of Fenbeitong and head of the cost control business, believes that the identity and cognition of financial personnel need to be changed under digitalization, and the real value of analyzing financial data for the operation and decision-making of enterprises.
Ye Jianfeng, National Leading Partner of Deloitte China Tax Digital Technology Services, introduced the changes in the internal and external tax environment and introduced the framework and methods of tax digitalization.
Chen Lei, vice president of Hongji Cyclone , explained the transformation of the working mode in the post-epidemic era, and also shared the necessity of RPA to promote financial digitization and build a fully automatic enterprise.
They all believe that the integration of business and finance is an irreversible wave, and every financial person needs to participate in it.
Digitization is the superposition of scenes. Large and comprehensive solutions are no longer favored, and scenario solutions based on the pain points of enterprise-level user needs are king. Titanium Media launched the column "Innovation Scenario 50" to disassemble and discover best practices.
This year, organizational activities are no longer restricted. We plan to spend one year holding N theme salons to dismantle China's digitalization face to face. It not only helps high-quality enterprise service manufacturers to make in-depth resource links and discover cooperation opportunities. It also helps companies with digital needs to find benchmarks, clarify feasible paths, and even complete model selection.
1. Integration of business and finance and the development trend of China's SaaS market
Wan Ning, Co-Founder of Titan Media and Dean of Research Institute
Who is the leader of the digital transformation of Chinese enterprises?
Mannings: Who is the leader of enterprise digital transformation? There have been many discussions on this issue in the industry. Some people will answer that it may be the top leader of the company, and some people will also say that they play a very important role called CDO\CIO. They are driven by positions that are very familiar with technology. The company is building digitally, but some people say that it is just a technical background, and it is limited in financial scenarios.
So last year we did corresponding research. We selected dozens of CIOs and CFOs of listed companies in China as survey subjects, and at the same time conducted comparative interviews with different sample groups. Nearly 10% are the CEO, president or chairman of the company.
Finally, we will have such a research result. In terms of transformation goals and visions, different management roles have not reached a consensus on digital transformation so far . Whether it is a company's strategy or whether it is related to all organizations in the company Whether the change will bring predictable growth to the future enterprise and so on.
The most important conclusion we have drawn is that in order to achieve corporate competitiveness, CIOs and CFOs must meet each other halfway.
Among the four viewpoints and conclusions we gave, the first one is to be proficient in business. CFOs and CIOs should take the initiative to tear off the label of endorsement for a certain profession, and take the strategic goals that the company hopes to achieve in the future as their own. Responsibility tasks can truly complete the entire digital transformation.
The second problem is understanding one step ahead. When we see future technological trends, we should be prepared for it.
The third conclusion is that companies with good digital transformation actually have a very important characteristic called active evolution. They will constantly adjust their strategies and take actions according to the challenges faced by the company under limited resources. Titanium Media believes that only such enterprises with continuous active evolution can truly win in the future.
The most important conclusion is that in the entire process of enterprise digitalization, all management must meet each other halfway to truly complete such an arduous task.
The integration of business and finance is the key to the competitiveness of enterprises
We believe that business-financial integration is a key to corporate competitiveness.
I had an exchange with Chen Hu, the former president of Zhongxing Xinyun. He said that after realizing sufficient sharing and concentration of organizational resources, a phenomenon will immediately appear, that is, the close integration of business and finance, but this integration The connecting parts happen to pass through technology, and the seamless connection through such technology has enabled enterprises to have the ability to see more data, see more dynamic conditions, and achieve more accurate decision-making.
Therefore, this time is the key, always facing challenges, as we can see, after each company has an information system, the management process is not fair and standardized, department coordination is not enough, etc., but I think the most important are these two The problem is, on the one hand, we need to complete the integration of business and finance, and we need to invest a lot of energy and material resources to complete the renewal, reconstruction and reorganization of the organizational structure and information system. This is a very major challenge for enterprises.
On the other hand, some other managers also believe that business and finance are always different fields. Our business process should be led by the business department, and the financial process should be led by the finance, so as to maintain their own professionalism, that is, in many Up to now, the top leaders of the enterprise still hold such a view.
From such a point of view, how do we understand the integration of business and finance? We believe that if the real integration of business and finance is to be achieved, it should meet four issues.
The first must be the process, to complete the seamless connection of business processes and financial processes, and to avoid isolated islands of data information.
The second is the integration of management, through the integrated and unified management structure to complete the real improvement of management operation and decision-making efficiency.
Of course, the premise to achieve these is whether you have realized the support of data integration and underlying technology integration, which is quite challenging to complete.
A "good" business-financial integration
What characteristics should the solution have?
Under such conditions, how do we understand a good business-finance integration solution and what functions should it have?
Of course, the first one is process management, because I must still support my business process, realize the visualization, standardization, and automation of my business, and finally complete business actions and finally create value for the enterprise.
Of course, on top of the process management function, there is also thinking about how to support the financial process of the enterprise.
Now with the continuous enrichment of computing resources, we can master more data sources, and then conduct management analysis through the sources, leading to data management and analysis functions, report generation and distribution functions, system integration and interface functions. In fact, these functions are highly dependent on the support of information technology or digital technology. Only in this way can a real solution for the integration of business and finance be formed.
China SaaS Market Development Observation
Compared with the United States as a whole, China's SaaS lags behind a lot. When analyzing the entire SaaS service market in North America, we see a very interesting phenomenon, and this phenomenon is also present in China. It was the first 2-3 years of SaaS's rapid development, without exception, there was a decline or fluctuation in the US economy.
We concluded that when the market is good, every company earns a lot of money, and no one cares about efficiency or cost, but when the market is bad, they suddenly find that they need some tools. One is that I want to be able to really reduce costs and have higher efficiency. The other is simpler, can I have some tools that run faster than others. So we will see that China's SaaS market has begun to rise rapidly, and more good applications have begun to be accepted by customers.
At the same time, we also see that there is still a lot of space in the domestic service market, because customers' awareness is still relatively small. In the market, the general category is the main body, and the fastest growing ones are some vertical business fields. The overall market concentration is not high, and the development of market scale has not yet been formed.
First of all, we will see that SaaS applications are different from the supply and demand relationship in the previous era of selling products. In such a business application process, there is a relationship of mutual connection and mutual empowerment between users and SaaS service providers.
It will also be seen that more and more SaaS companies are beginning to move towards a service ecology. More and more people are aware of the diversity of the needs of the customers we serve. It does not only need an HR system, a financial system or a process supply chain management system. When it needs diversification, it is not a SaaS company at this time. When the requirements can be met, more and more service ecosystems will be established. This is also a trend we are seeing, and we especially hope to get more verification in SaaS companies.
Just now I gave several standard portraits of the integration of business and finance, but after all, the status of each enterprise is different, so I will have a slogan called Lei Feng from afar, and Xiaoer Wang from a short distance.
Because Lei Feng will be a very complete and perfect image, in fact, this is also a mistake that many Chinese companies tend to make when choosing enterprise applications. When we often raise a demand, we will propose a nearly perfect demand, and hope that the service provider can give it to you. Sorry, Lei Feng is not so studious.
But Wang Xiaoer is different. Wang Xiaoer from the neighboring village carries the peddlers through the streets to make a fortune. You can see that its business model is called peddlers. I hope that in the future, when we choose the road of technological reform, we should use a more practical perspective to address our own needs, rather than putting forward the kind of near-perfect demands, which will bring better results to the healthy development of the market. help.
2. Through data, financial upgrade decision-making empowers control
Zhang Yanni, Vice President of Fenbeitong, Head of Fee Control Business
Industry Trends and Cash Flow Management
Zhang Yanni: First of all, we look at the industry. After the epidemic, the overall business growth is still in a relatively low state. Maybe this is also an opportunity for cost control, because if our business does not grow today, the company will continue to operate for a long time. Follow our cash flow.
The core of cash flow is to pay attention to the inflow and outflow of funds. Where does my money come from and when does it come from? It is very concerned, and it is becoming more and more concerned.
Including when I came back from the Spring Festival at the beginning of this year, when I went to chat with the company, I also had a very strong feeling that we had fully relaxed at the end of last year. Everyone is very confident in this year's performance growth, but it is already April. Yes, everyone has not seen the rapid growth of their own performance. This matter makes everyone very anxious.
The more anxious you are, the more you need to pay attention to a longer-term business plan of the company, so you will pay attention to cash flow. I will definitely pay attention to the flow of my funds, and I have already realized very clearly that it is impossible to rely on people to complete this matter. There must be various systems and tools to meet the goals.
Many bank solutions will also be introduced. We must pay attention to our accounts. This has been introduced in large quantities. At the same time, we see the above two systems, one is a collaborative platform and the other is a decision-making platform.
Frankly speaking, it is passive for the collaboration platform to be introduced by enterprises at such a high speed, because we used to be very accustomed to my face-to-face management. My team must be in front of me to know what he is doing. I told him that he has control, but The three-year epidemic has changed many of your working and operating methods. I have to collaborate. Through remote collaboration, the project must have continuous output.
The other thing is data. What we need to solve when introducing a service is no longer a problem of tools or efficiency. When it comes to what, I focus on the results. What is the effect is very important, and how the effect is reflected must be data. Our rational analysis and management must look at the data and logic, so it will be introduced in a large number of data decision-making platforms.
Benchmark fee control case
And when we visited companies in the past, we also found some positive cases. Its business is growing, its people are also growing, and its expenses have dropped.
In 22 years, the company's performance in the first half of the year had a substantial increase, the profit margin increased by 40%, the staff expanded to more than 5,000 people, and the cost dropped by 12.5%. First of all, we took a look at the status of this company. There is already a relatively complete management mechanism. Management starts from the budget, which is already very advanced. Finally, it comes down to the report of data analysis. It is already a full-link management, and all process management has introduced a lot of platforms to simplify the process and simplify the work of employees.
Even so, he still has many problems. For example, in the budget area, he found that many departments had overruns when they went to write off after the fact, but the money had already been spent, so a lot of work was spent on planning the budget in the early stage. , but is not controlled during execution. This is a big problem they face.
In addition, there are many approval processes and systems, including OA and mail, which are not uniform. There are quite a lot of consumer platforms introduced, all of which are single-scenario. Finding a solution, the difficulty of the entire settlement is relatively high for financial pressure, because the settlement cycles and methods of different service providers are different, and the bill templates look different. So you have to adapt to the whole process.
Based on these pain points, I started to look for the core problem. I couldn’t control it before. How can I control it? Is there a control method and solution that can get through all of them?
In addition, all data is scattered. Is it possible to have a way to get through all the data, get the data in real time, and see budget execution and reports. After abstracting all businesses, we found that its core is actually two major parts, consumption and cost control.
In the link of budgeting, it must be a closed-loop process of the whole process, from budget preparation to control to analysis, it must be a full-coverage process. In this process, there are many complicated details, which need to be implemented through the system. And we have seen that the budget management of many enterprises is actually not that complicated. The core is whether it can be controlled in the middle of the process.
Another thing that is very important is that finance can empower its business and find some value from the data to feed back to the business, because after the previous actions, the most original data can be obtained in a timely and fast manner. People come and go to input and then review it, but it is directly generated by the system.
For example, if you book a ticket with 858, it must be 858. If you take a taxi from point A to point B, what kind of car you take, how much mileage is, and how long it takes is accurately recorded, not People provide information, so these are the original and most authentic data. All these data can be counted in various dimensions, such as by business scenarios, by departments, and even by people.
In addition, I can see some business opportunities. In the past, I proposed to set up branches in some cities. I just looked at the travel data and kept going there for business trips. I found that there are more and more customers in that area. It is indeed a business opportunity. Cities are here to set up locations, to set up sales teams and service teams. This is the very core value of data.
The development trend of the entire industry, in fact, has three interesting features. The first is data assetization. Data has already been mentioned in the asset level within the enterprise, because of the improvement of various computing power, AI capabilities, and the transformation of financial roles. , have promoted financial attention to data.
The second is the integration of cost control. Of course, there is no need to say more. The more systems you have, the more your management costs and maintenance costs will be. Therefore, it must be integrated to cover all businesses, all scenarios and the whole world. Process, this is a necessary condition.
The third is the paperless taxation. Why do you say that the taxation is paperless? The fourth phase of the Golden Tax, all-electric invoices, especially the recent promotion of digital invoices clearly put forward the direction of using data to govern taxation. In the future, all storage will be paperless and managed through data.
These three trends are relatively obvious trends in the entire industry that we see today, so we also feel very lucky that what we do happens to be in line with this trend.
Reshaping the boundaries of business and wealth:
Data empowers management integration to steer decision-making
Come back and say that when we look at the cost and financial system of managing a company today, it still falls on the person and a role in the end. It is financial workers, who are faced with changes and iterations of the entire role. At first, they started from the role of accounting. Doing more things is a matter of compliance. Today, it has actually gone far beyond this boundary. What we need to do now is business strategy officer. What is a Business Strategy Officer? To put it bluntly, we want to be the best strategic partner of the boss. We have to propose business growth directions and suggestions for business development to the boss. This is the lifelong mission of the CFO.
I also mentioned some policy changes just now. We want to complete the transformation. Frankly speaking, we need to be empowered and burdened. We will speed up and introduce some solutions and tools. One step ahead, these four words are very precise, and it is never too late to start preparing. If we are not prepared, by that day, when everyone is already a next-generation management mechanism, it will be really late to start again.
As mentioned above in terms of tools, if we want to empower business development, we must talk about logic and data, and we need some tools to empower us. And to get through these data and systems, you must not leave the translation of fields between different systems to people. Data washing is a long process.
We need to empower enterprises, empower financial workers, and connect with future trends. Integration is indeed a trend now. Customers will say that I use some businesses, and then I can help us solve some problems. , but there are still some that cannot be solved, can they be solved together, can you give me an integrated solution.
Like we talked with many CFOs in the past, he said that I only pay attention to two things, my budget, whether my budget has been implemented, whether it has been effectively implemented, and the other is data, I must look at it When it comes to data, I would be blind without data. Data is the eyes of finance. So when the word integration is mentioned to us by customers, we feel really enlightened. We have found a particularly good position. The data are all produced directly from this system, so the original data must not have been edited and cover the whole process.
3. Management-driven, data-led
Ye Jianfeng, National Leading Partner of Deloitte China Tax Digital Technology Services
Review of benchmark cases:
TAS project of tax digital transformation for an energy group enterprise
Ye Jianfeng : Let me talk about the background of the company first. He is a leading company in the field of smart energy in the world. At first, the scale was not very prominent.
Why did you do the digital transformation of taxation at that time? There are actually several background drivers.
The first is the fourth phase of the Golden Tax that everyone knows, which has brought certain challenges to them as a local leading enterprise in terms of tax management.
There is a concept in the fourth phase of the Golden Tax called taxation by numbers. To briefly explain, the Chinese tradition is to control taxes by tickets, and the fourth phase of the Golden Tax proposes to control taxes by numbers, which actually means that the tax bureau is doing digital transformation.
The second driving force is that they were included in the scope of the Thousand Household Group that year. In the past few years, we can see that the supervision of thousands of household groups has been continuously increased. In addition to tax declaration, enterprises also need to provide accounting books.
What is the problem with reporting the accounting books? In fact, there are many unknowns in the enterprise. Even a very standardized enterprise may have some unknown risks caused by work negligence. The uncertainty of this risk is the second major driving force for their change.
The third is the opportunity brought about by the reform of electronic bills. This enterprise has more than 1,000 entities, and the taxation and invoices of many entities are handed over to third parties for operation, and the annual agency fee is about several million. The reform of electronic invoices has brought opportunities for enterprises to centralize operations and achieve cost reduction and efficiency increase.
Many companies are doing digital transformation of taxation for similar reasons. What exactly do companies need to do in the digital transformation of taxation? What are we aiming for?
We mentioned four words, just to summarize a goal to be achieved after tax digitization.
The first one is called standard. One of the biggest challenges in the digital transformation of taxation management lies in the non-unification of standards, which is also very unfriendly to IT construction. Therefore, setting standards is a basic specification under the digital operation model, such as statistical caliber, data standards, and tax calculation. rules etc.
The second is called improving efficiency. Of course, building a digital platform hopes to bring about some results of cost reduction and efficiency increase. Under the unified standard and compliance, using some new technologies to improve tax automation capabilities is also an important goal of tax digitalization. one.
The third is called risk control. The technical capabilities of tax regulatory agencies around the world have been improved, and the economic environment with superimposed uncertainties is also at a high level. Enterprises do not want their negligence to receive fines, and they all hope that they can fulfill their social responsibilities.
The fourth, which is also very important, is called creating value. Use tax data to provide decision-making analysis tools for management, and tap the value of tax-related data from the group and sector levels, such as tax preference analysis, tax forecast, etc., to achieve tax value creation.
At the operational level, tax digitization is divided into two phases. In the first stage, it actually took a long time to formulate standards and optimize the system, mainly to construct the tax operating system. Then the second stage is to build a platform to solidify management.
There are also two key words in this process.
First, real-time taxation. In fact, the tax itself is more periodic. Although tax returns are filed on a quarterly or annual basis, if your management does not know how much tax to file until it is time to file, it will definitely be too late. Therefore, you need to see the tax from the forecast data. some real-time situations.
Second, share taxation. Through sharing, you can get rid of tax localization and close your mouth on management. Based on the analysis of this customer, their segment was growing rapidly at that time, but the group's control over the segment was still weak due to limited technology. Through the construction of shared taxation, the group can grasp the taxation information of units at all levels faster and more comprehensively, which improves the management and control of the group.
What has been achieved since the implementation
First of all, it has opened up a total of 12 sets of systems internally, including the receivables system, ERP system, R&D system, and even intellectual property rights, human resources, etc., and the entire chain has been opened up from business to finance to the entire taxation. There are several sets of figures worthy of attention. At present, the automation rate of the entire system is about 88%, which is already quite high; secondly, up to now, they have not had a single reporting error problem, and I think it is still very worth recommending; again , this system has accumulated 35 million data volumes, which is quite large in terms of tax-related data; finally, more than 180 potential tax risks have been discovered and prevented.
Which costs have been reduced and which efficiency has been increased by helping enterprises?
In terms of direct benefits, the core saving is labor costs, mainly all agency parts. Thanks to the batch processing of the system, a lot of manpower and time spent in the past are saved. I predict that its operating costs will be more controllable in the future. After the centralization of electric bills, at least one year's cost can save more expenses, which is also a very direct benefit for them.
There are also some other indirect benefits. I have summarized three core contents.
The first one is the support for rapid expansion brought about by sharing. On the basis of the tax sharing platform, no matter if you add 5, 10 or 100 companies, the pressure on him is not great, because it is still in a set model. Go down for a quick copy.
The second is the actual support ability of tax incentives. We have done a lot of data processing in the tax digital system, including tax incentive monitoring, which can analyze which tax incentives each taxpayer should be able to enjoy, and then look at it. Do you enjoy more comprehensive tax incentives for each declaration form? In addition, there is also the situation of tracking the return of taxes and fees, which is very beneficial to the investment and construction behind it. They can talk to the local government about investing in factories and houses, and the local government will promise a lot of tax incentives and tax refunds, but it is uncertain how much they can actually get. Then at this time, he can take the actual local tax incentives and enjoyment of tax refunds as an effective reference data for his subsequent investment and construction of factories.
The third is the supporting capacity of tax risks. In fact, we put nearly 100 tax risk scenarios in the system in advance, that is, nearly 100 relatively quantifiable data. Make a reminder. If there is a risk, it must remind them to file taxes after the risk is dealt with.
I think this case is still very typical, and I have summarized a few points worthy of your reference.
First of all, it is the combination of tax operation model and platform construction. So what is the tax operating model?
In taxation, there is a shared model, an independent model, and an agency model. Under different models, the informatization construction of taxation is actually very different in terms of goals.
For example, many companies hand over the final settlement and payment to a third party, so at this time, the platform is used for digital transformation. In fact, the significance of construction needs to be carefully considered. Because it is impossible for you to allow a third party to do your business on your platform, this leads us to lack both independence and the third party's own standards.
Secondly, it is the construction mode and promotion route. There are actually several construction models, such as the centralized construction of the headquarters, the centralized construction of business departments, or the construction of each grassroots unit.
Most companies think that the first one is suitable when doing tax digital transformation, but it is not necessarily the case. Because taxation varies greatly in different sectors and formats. For example, some companies have finance, real estate development, and fast-moving consumer goods in the following sections. If they have to be concentrated, they are just mixed together and cannot be used together at all. Therefore, the tax construction The mode needs to choose a suitable mode to advance.
When it comes to the case of the company I mentioned, it can be built centrally at the headquarters. Because it doesn't have too many highly personalized sections, he thought of this path from the beginning, and then the entire construction layout is centered around the headquarters.
The third is the strategy of management first. You must have the courage to change to the end. Taxation is even more backward than finance. Everyone thinks that the normal process is from business to finance and finally to taxation. There is no cure.
Finally, there is the talent echelon. Frankly speaking, I also find it a bit difficult. The difficulty is that there are almost no talents who need to understand both IT and taxation. So from the beginning, they sent several people to our project team to learn and work, and most of the later project promotion was done by themselves. Now they are supporting themselves, and they can upgrade the operation by themselves. I think this is very inspiring: cultivate talents during project execution, and they can continue to operate these jobs after the project is over.
4. Reshape the boundary between man and machine, and move towards fully automated finance
Chen Lei, Vice President of Cyclone, Head of Customer Success and Solutions
The new business environment in the post-epidemic era
Chen Lei: First of all, look at the environment. In fact, due to the impact of the epidemic, everyone knows that business continuity is affected, and then work anytime, anywhere has become a rigid need. Now, no matter whether they are resigned or resigned, when these talents of the enterprise leave, the valuable knowledge, skills and experience are also taken away. Is there any technology that can help the enterprise accumulate these KnowHow?
There is also a situation that the business does not wait for IT. When a new demand arises, it can't wait for your IT to queue up the demand, develop the queue, and then test it before going online. Therefore, agility is a key word, and we need our modernized enterprises, or transformation to fully automated enterprises, to generate competitive advantages.
So there is a proof here, which is called hyperautomation (Hyperautomation, covering RPA, low-code development platform, process mining, AI and other innovative technology collections). Starting in 2019, Gartner will release a list of the top ten global technology strategy trends every year.
What does this picture mean? That is, when the degree of automation of your enterprise increases by one percentage point, the overall revenue, cost reduction and efficiency increase of the enterprise will change greatly, so we will use this model to see how high the degree of enterprise automation is.
Because we are a software robot company, we are looking at the changes that the birth and development of RPA technology can bring to enterprises:
There has been crawler technology, or screen scraping, for many years. This is the prototype of UI automation (interface automation). In 2012, the term RPA was born. By 2017, many RPA companies began to mention the concept of enterprise-level RPA. We hope to build a robot system in the enterprise, which can bring some automation advantages to your various business departments.
In the same year, OCR technology began to be commercialized, and in the same year, some companies began to mention the concept of one mobile phone per person - just like Ford proposed that each person should have a car, and Microsoft proposed that each person should have a computer. In 2019, users began to emphasize human-computer interaction, hoping that the interaction between humans and robots would be more natural and experience better. Later, with the reduction of development difficulty and the huge pressure on IT caused by a large number of demands, the demand for civilian development emerged. Later, on the basis of UI automation, API automation was added. There will be a lot of changes in 2022, and the demand for cross-platform automation in the commercial environment will soar. Therefore, there will be a demand for cross-platform robots. It is required that the robot can not only run on Windows, but also run on Linux, Mac, and mobile terminals. In the same year, a keyword called semantic automation appeared . The robot can understand whether a string of numbers is a phone number, or an order number, contract number, or contract amount. This brings huge room for improvement in automation.
Benchmark RPA case
Let me show you what we just mentioned is that during the epidemic, if you cannot go to the office site or the production site, the production will be suspended. For banks, the data center is the production environment of the bank. The Shanghai branch of a certain bank that you have seen was closed for three months in Shanghai from March to June last year, and continuous production can still be carried out even when people have no way to reach the outlets and data centers. Their business of paying wages on behalf of others, the business of international payments, and the business of refunding deposits for patients in tertiary hospitals, including the business of opening interbank accounts and escrow accounts, are still being implemented.
So with the help of robots, you can extend your tentacles into your production environment without having to appear in the production environment. So this picture roughly tells that if you are a user, if you cannot enter your production environment today, you can use different channels and a digital assistant to drive the work here, because your production environment is There is a robot there, waiting for your instructions anytime, anywhere. This robot can complete your work through a series of operations such as accessing your existing system, creating orders, and so on. This is one of the practices and gives you some inspiration.
There is another case here, which is also a group company. I think the process they chose is better. In the first phase, the so-called integration of business and finance, in fact, whether these things are financial or business, they The relationship between them is very high. You can take a look at the overall situation of missing parts, processing progress of sluggish parts, inventory reduction progress, in-transit orders and in-transit applications, service operation monitoring reports, daily overdue, etc., which have surpassed the large Some companies say that automation is only applied to traditional financial situations. This is the real fusion of business and wealth.
The following is the automated Benchmark in the financial sharing center, which is also a reference for everyone. A financial sharing center for high-tech manufacturing, with more than 1,000 financial personnel, has deployed 100 robots, and the robots run for 60,000 hours a year.
The best enterprise is a fully automated enterprise, that is, it can let robots do everything without human beings.
The more robots do, the closer it is to a fully automated enterprise. How to evaluate your maturity, we actually have a model, for example, each item is 5 points. Of course, there are many small items in each major item. Come and evaluate, for example, from your automation strategy, from the operation plan, from the reception of opportunities, large-scale popularization, value realization, etc., to evaluate whether you are on the road of automation which step.
Build a fully automated enterprise
Looking forward to the last part, of course, it is not entirely about the future, because many have already been realized. The first is that the collaboration between humans and robots has become a norm, so you can see that if you have such a digital assistant on your computer, you can see how many jobs and tasks there are after you open the assistant. Press a button and a robot will come to help you with this task.
And at the same time, I can see whether the robot is normal in helping you manage this process, or there are some abnormalities, how many tasks have been run today, etc.
In the future, every enterprise will have a robot center. It is a fully automatic robot center. Some tasks are timed tasks, and they will run when the time comes. For some tasks, you give him an instruction and he will run, or you set a condition for him. After the robot detects this condition, it will run. You can run his tasks, which is equivalent to a financial sharing center, but the financial sharing center is not human employees but robots.
When your degree of automation is getting higher and higher, and more and more links are replaced by robots, you will find that people have become a part of the business process of the enterprise. You are not driving this process, but you are just needed. It is needed in a certain decision-making, analysis, and innovation link.
There are still relatively few, but several of our customers have already done this, which is the change of positions. These positions submitted for registration have already been completed by robots, so what should humans do?
People do the liquidation management posts and manage robots, so any very specific work that needs to be entered and reconciled by humans will be done by robots, but it will have a manager to monitor management and handle abnormal situations , so the position will undergo some changes with the development of technology, and some companies will start to "everyone has a robot".
Where can this kind of thing happen? It will happen in some positions that need to communicate with customers while doing an operation at the same time, such as customer service, such as sales representatives, and some positions that require very high professional knowledge, such as investment bank researchers, For the IT operation and maintenance team, it is very helpful to assign them an assistant.
Through the combination of technology and business, you can optimize the process and improve your compliance. We believe that there will be a large number of applications in the future.
5. Arrangement of follow-up activities
The Innovation Scenario 50 Salon is positioned to use the latest and most real cases to dismantle "digitalization" in a scenario-based form, which not only helps high-quality enterprise service manufacturers to make in-depth resource links and discover cooperation opportunities. It also helps companies with digital needs to find benchmarks, clarify feasible paths, and even complete model selection.
The form of the event is a precise closed-door salon with fixed-point invitations. Interested persons in charge and manufacturers in related fields are welcome to join in and dismantle China's digitalization face-to-face with us.
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