业财融合

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这才是职能BP踩雷的本质
3 6 Ke· 2025-07-31 03:42
Core Insights - The forum focused on the theme of "organizational change, functional BP as a key factor," discussing the transformation of functional Business Partners (BPs) [1] - The evolution of functional BPs, particularly HRBP and financial BP, is highlighted, with a historical context provided [2] - The concept of organizational middle platform and its relationship with functional BPs is explored, emphasizing the importance of these roles in empowering business units [3][4] Summary by Sections Functional BP Evolution - The first financial BP was established at Ford in the 1980s, leading to a three-pillar financial structure [2] - HRBP emerged in response to criticisms of HR's bureaucratic nature, with IBM being a notable success story in implementing this model [2] Organizational Middle Platform - The organizational middle platform is identified as a crucial connector between front-line business units and back-end functions [5] - Data middle platforms have emerged with digital transformation, focusing on data management and efficiency improvements [4] Current Trends and Challenges - There is a noticeable decline in enthusiasm for building organizational middle platforms, with only 54% of surveyed companies having established one, matching the lowest level in four years [5] - Many companies are reducing HRBP roles, with 15% to 16% of clients indicating plans to cut HRBP positions [6] HRBP Satisfaction and Issues - A survey revealed that HRBPs rated their satisfaction at 85%, while business leaders rated it at only 43%, indicating a significant perception gap [10] - The main dissatisfaction among business departments stems from HRBPs' lack of understanding of business needs, termed "business integration" challenges [11][15]
YonSuite如何解决大宗贸易业财融合难题?中能储运的数智化转型实践
Zhong Guo Chan Ye Jing Ji Xin Xi Wang· 2025-07-16 00:37
Core Insights - The article highlights the transformation of Zhongneng Storage and Transportation (Shandong) Group Co., Ltd. through the implementation of the YonSuite digital solution, which has enabled real-time settlement and improved operational efficiency in the bulk commodity trading sector [1][4][10] Group 1: Industry Challenges - The bulk commodity trading industry faces unique challenges such as non-standard business characteristics, complex payment terms, and the need for strong cost control and fund management capabilities [2][3] - Zhongneng Storage previously struggled with manual accounting, delayed financial data, and complex settlement processes, leading to significant operational inefficiencies [2][5] - The integration of multiple subsidiaries into a group structure created additional challenges in data management and operational efficiency [2][9] Group 2: Digital Transformation - The introduction of YonSuite has allowed Zhongneng Storage to achieve real-time integration of business and financial data, reducing the financial closing cycle from one month to three days [5][10] - The system has improved risk management by enabling precise tracking of financial transactions back to their corresponding contracts and documents [5][10] - The implementation of a comprehensive expense control system has transformed previously uncontrolled costs into manageable assets, enhancing budget management and financial transparency [6][8] Group 3: Human Resource Management - The YonSuite human resource module has streamlined payroll processing, reducing the number of personnel required for payroll from three to one and increasing efficiency by 70% [9] - The system has shifted human resource management from administrative tasks to strategic support, allowing for better workforce planning and cost analysis [9][10] Group 4: Standardization and Group Management - YonSuite's multi-organization management capabilities have standardized financial reporting and data management across subsidiaries, significantly reducing the time required for consolidated reporting [9][10] - This standardization has allowed subsidiaries to maintain operational flexibility while benefiting from centralized financial oversight and risk management [9][10] Group 5: Industry Impact and Future Outlook - Zhongneng Storage's digital transformation serves as a benchmark for the bulk commodity trading industry, demonstrating the necessity of digitalization for survival in a low-margin, high-risk environment [10][12] - The company plans to further integrate AI technologies into its operations, aiming to create a "digital twin" supply chain that enhances real-time data visibility across all stages of the trading process [11][12]
北京国际人力与北咨公司一行座谈交流
Sou Hu Cai Jing· 2025-07-04 06:57
Group 1 - Beijing International Human Capital Group (FESCO) welcomed the delegation from Beijing Engineering Consulting Co., Ltd. (North Consulting Company) and expressed gratitude for their ongoing support [2] - North Consulting Company has nearly 40 years of experience in consulting services for major investment projects in Beijing, establishing a comprehensive engineering consulting business chain [3] - Both companies discussed topics such as business integration, legal compliance, market-oriented talent selection, and digital technology empowerment for business transformation, laying a solid foundation for future cooperation [3]
人力和财务BP,赋能业务要“闯三关”
3 6 Ke· 2025-05-20 03:36
Core Viewpoint - Companies are increasingly pushing for "business-people integration" and "business-finance integration" through the deployment of Business Partners (BPs), aiming to establish a three-pillar structure consisting of Centers of Excellence (COE), Shared Services Centers (SSC), and BPs. However, the value of BPs is not widely recognized in most companies today [1] Group 1: Understanding Business - The first challenge for HR and finance BPs is to truly understand the business, as their current understanding is often superficial and lacks depth [2][3] - There is a disconnect between business personnel and BPs, with business personnel feeling that BPs do not understand the frontline realities, while BPs believe business personnel are not being truthful about their situations [3] Group 2: Professional Support - The second challenge is providing professional support once business issues are identified. BPs must translate business models into processes, structures, and compensation plans, which requires a high level of expertise [4] - Many BPs feel constrained by corporate frameworks, limiting their ability to provide meaningful insights and solutions [5] Group 3: Relationship Management - The third challenge involves maintaining appropriate relationships with business units. Some BPs resort to informal methods, such as socializing over drinks, to integrate with business teams, which can undermine their professional credibility [6] - Genuine integration should be based on professional respect rather than personal relationships, as relying on emotional connections can lead to a misunderstanding of the BP's value [7]
武汉黄陂:积极作为 推动财务工作高质量发展
Zhong Guo Chan Ye Jing Ji Xin Xi Wang· 2025-05-12 08:43
Core Viewpoint - The recent financial meeting emphasizes the importance of enhancing financial management and supervision within the tobacco industry, focusing on systematic improvements, budget control, and digital empowerment to support high-quality development [1][2]. Group 1: Financial Management Enhancements - The meeting highlighted the need to strengthen and unify financial regulations, ensuring a robust system for financial accounting and management [1]. - There is a focus on improving the existing financial system to enhance its relevance, effectiveness, and operability, thereby preventing management loopholes and reinforcing internal control systems [1]. Group 2: Budget Control and Cost Efficiency - The strategy includes implementing comprehensive budgeting as a means to control costs and improve efficiency, aligning with the new development requirements [2]. - Emphasis is placed on monitoring expense execution to prevent misallocation and ensure that cost-saving potentials are fully explored [2]. Group 3: Digital Empowerment and Data Sharing - The initiative aims to integrate financial and operational data, enhancing collaboration across departments and improving data governance [2]. - There is a commitment to leveraging big data in financial sharing to boost automation and intelligence within financial processes [2].
对话合思CEO马春荃:AI的世界的第一性原理就是降本增效
Sou Hu Cai Jing· 2025-04-28 06:32
Core Insights - DeepSeek has launched lower-cost, higher-performance open-source multimodal models, Janus-Pro and DeepSeek-R1, which challenge OpenAI's global dominance and drive an "AI access wave" across various industries [2] - The AI era is expected to fundamentally reshape the business world, with a focus on cost reduction and efficiency enhancement as the primary principles of AI applications [2][5] - The capabilities of AI agents are doubling every seven months, while prices are decreasing by 90% annually, indicating rapid advancements in the AI field [5] Group 1: Financial Management and AI Integration - Cost-saving remains a critical goal for businesses, but developing a new financial system for operational decision-making is equally important [6] - Companies face uncertainty due to unpredictable factors like tariff policies, which complicate decision-making [6] - Effective financial management requires a combination of cost reduction and efficiency improvement, focusing on both downward cost control and upward profit maximization [6][9] Group 2: AI's Role in Business Decision-Making - AI can transform traditional expense management into intelligent decision-making processes, serving as a brain for enterprise risk management [14] - The goal is to convert every workflow into intelligent agents, gradually replacing manual operations and optimizing decision-making based on historical data and real-time conditions [15] - AI's rapid development, particularly breakthroughs in large models, has lowered the barriers for businesses to adopt AI technologies [19] Group 3: Future of Financial Roles and Systems - AI technology will not replace financial personnel but will elevate their roles from basic execution to management decision-making [20] - Financial systems need to be restructured at three levels: modeling, execution, and decision-making, to leverage AI effectively [24] - The transition to AI-driven financial management emphasizes the importance of integrating technology with business logic to enhance efficiency and innovation [24] Group 4: Market Demand and AI Adoption - There is a growing demand for AI-driven solutions among clients, with nearly all customers expressing interest in AI capabilities [25] - The market is shifting from process-driven to model-driven approaches, with AI playing a crucial role in this transformation [25] - Companies must balance understanding AI's capabilities with meeting user needs to create valuable product solutions [30][31]