If small and micro enterprises are the capillaries of my country's market economy, then central enterprises are the aorta carrying the development of my country's market. From the scale-oriented point of view, central enterprises have completed the first long march, but central enterprises compete in terms of soft power such as profitability, market share, industry status, patented technology and advantages, brand influence, market value management, standards and rules-making voice Strength needs to be improved. The report of the Nineteenth National Congress of the Communist Party of China proposed to accelerate the cultivation of world-class central enterprises with global competitiveness, which sounded the clarion call for the second long march of central enterprises oriented towards value creation.
In March 2022, the State Council and the State-owned Assets Supervision and Administration Commission issued the "Guiding Opinions on Accelerating the Construction of a World-Class Financial Management System for Central Enterprises". The 12-character standard of "wisdom" aims to build a sound system, complete functions, leading models, digital intelligence technology and strong value.
The financial sharing service reconstructs the financial operation and management system of central enterprises from the aspects of system, organization, personnel, system, process and system, and can bring five major values to the corporate governance and financial management system of central enterprises:
1
Improve financial information transparency and compliance
Optimizing the Corporate Governance Structure of Central Enterprise Groups
Most of the financial management models of central enterprises have gone through four stages from "accounting decentralized management - financial centralized management - second-level group financial sharing services - group unified financial sharing services", and very few central enterprises have directly established group unified financial sharing services from decentralized accounting management In the future, with the strengthening of state-owned assets supervision, whether there will be a financial shared service center directly under the SASAC/Ministry of Finance/other ministries and commissions, the author believes that there will be a high probability event.
For central enterprises, the upper-level financial shared service center can realize transparency and compliance with the financial information of subordinate management and operating entities, strengthen the control of various management and operating entities, improve the standardization of management and operation of central enterprise groups, and prevent subordinates from operating Managerial staff rent-seeking risk, thereby optimizing the corporate governance structure of central enterprise groups (the essence of corporate governance is to solve the agency problem and reduce the rent-seeking space of corporate controllers and managers).
2
Establish "Strategic Finance, Operational Finance and Shared Finance"
Trinity's new financial management system
Based on the principle of "separation of management and management and stratification of personnel", the management reform of financial shared services has assigned the work related to the group's strategic management and control to the group's finance department, and the work closely related to production management and operation to the finance departments of each unit. Routine, common, repetitive, and standardized operational affairs in finance are separated from each unit and handed over to the group's financial shared service center for centralized and large-scale processing, providing unified, standard, efficient, and low-cost services to each unit of the group Financial professional services, so as to liberate the financial management personnel of the group and each unit from routine work, transform to engage in high-value financial strategy and management work, and promote the establishment of a new trinity of "strategic finance, operating finance and shared finance" in the finance of central enterprise groups The financial management system realizes the upgrading of group finance from a decentralized basic transaction type to a shared management value type.
3
Optimize the structure of financial personnel and tap the value of financial personnel
With the implementation of the new trinity financial management system, the financial personnel structure of central enterprises will also be optimized from a pyramid structure to a conical structure . More financial personnel who were previously engaged in basic financial work have the opportunity to transform into financial strategy and management personnel, completely reversing the situation of insufficient development of high-value financial strategy and financial management, and finance to better serve the company's strategy and operation management; on the other hand, After the basic work of the financial shared service center is standardized, automation technology will be widely applied, and more and more personnel will be released from basic service work to expand more valuable financial professional services, data asset mining and data consumption services, etc. , to further release the potential of personnel in the financial shared service center.
4
Construct a standardized and unified end-to-end service process system at the group level
In the past, the financial process of central enterprises under the bureaucratic system paid more attention to work processing, but under the sharing system, the financial process of central enterprises will carry out service-oriented transformation of the financial work process, and build a customer-oriented end-to-end service process system with unified group standards. The departmental wall between business and finance breaks the heat insulation layer between superiors and subordinates, and the following process content needs to be resolved: Who is the customer of each service process? What is the customer's need? When is service needed? What are the internal control management requirements for services? What is the processing of the service? What automation and intelligent technologies can be applied? What are the deliverables of the service? When and how will it be delivered to the customer? Are customers satisfied with the service? How to optimize service and improve customer satisfaction? How much does the service cost to deliver? How to reasonably optimize service delivery costs? How will the service be billed?
5
Build a business-finance integrated digital intelligence financial sharing service platform
From the perspective of digital intelligence platform construction, central enterprises can take advantage of the opportunity of financial sharing service reform to build a digital intelligence financial sharing service platform integrating business and finance. and other digital and intelligent technologies, build a financial middle platform including service platform, operation platform, operation platform, data platform, intelligent middle platform and integrated middle platform, support linking business finance, shared services, data assets and intelligent applications, and realize integration The goals of business wealth, business empowerment, digital intelligence sharing and value creation.