The management mode of shared service and the innovative means of process standardization and simplification have had a great impact on the traditional enterprise management mode, which has the advantages of faster response time, higher transparency, lower operating cost and less management risk. It is known as the management mode of "liberating the brains of top managers and liberating the shackles of commercial exhibition industry". Nowadays, this new management mode is a beneficial attempt for domestic financial enterprises to popularize and apply, reduce costs and improve service quality.
Rebecca, general manager of securities business department of Zhongguancun Street of Haitong Securities, embezzled nearly 1 100 million yuan from clients, and Rao, general manager of securities business departments of Guangdong Securities and changchun road Securities, embezzled nearly 20 million yuan, and were sentenced to 9 years and 8 years respectively. The chaotic management, weak internal control and improper operation of Southern Securities Company directly led to the continuous deterioration of financial situation. On April 29th, 2005, CSRC announced that Southern Securities was closed on June 24th, 2006. Dapeng Securities made a mistake in investment decision, resulting in a large amount of capital profit rate and ultimate debt, and had to declare bankruptcy. Since 2005, 17 securities companies have been ordered to suspend business for misappropriating customer deposits and operating beyond the scope of trust management, and the heads of business departments have also been punished accordingly.
Why do domestic securities companies have such a big business risk in their business sectors? "The bottom-up of the violations of laws and regulations due can be traced back to the traditional financial management model. On top of these securities-in the early stage of the development of the securities industry, for a long time, all financial expenditures of the main organizations and business units of the business department were collected and paid from the business, and the accounting and statements of the business department and the finance department were independently audited." Professor Zhang Ruijun from the Business School of Renmin University of China recently made it clear that "as a separate and independent accounting and financial management model, Guotai Junan Securities Company, a shared service organization under the profit-risk game of financial institutions with too many branches, and an enterprise shared service forum with UFIDA-advanced management model, is easy to manage out of control and even maliciously infringe. In recent years, in order to eliminate the financial risks brought by branches, explore the reform of the financial system of securities companies, strengthen supervision, and narrow the gray space of transparency and standardization of various businesses, financial sharing service has become a new shared service mode of centralized financial management mode.
In the late 1990s, the value of multinational enterprise groups was to reduce costs and improve efficiency, and an organization was established to share services among its subsidiaries, which were simple, repetitive and standardized. As a result, a new management model-the survey of Deloitte Consulting Co., Ltd., the world's top 500 international data company, was born-and there are more and more shared service centers.
Shared service is the most basic function to reduce costs. The average return on investment is 27%, and the number of employees can be reduced by 26%. A comparative study of IMA 100 Fortune 500 companies with and without shared services shows that the average reduction is 83%, and the selected six cost sharing capabilities are reduced.
In addition to saving costs, shared services can also be an advantage for enterprise groups to optimize resource allocation, improve system efficiency, improve customer satisfaction, improve business agility and flexibility, and strengthen core competence. "Shared services provide a standard working procedure, standard deviation and one of the most important advantages of implementing internal management black hole phenomenon, thus avoiding the emergence of departments between regions and enterprises, so they can be compared in a unified standard data, which is a positive factor for the company's management and major shareholders of the board of directors to win the trust of customers." The Zhang Jun case emphasized that.
There are many companies that share the financial beginnings of services. Financial sharing service is to establish and implement a series of unified systems and financial management processes, such as expense management, capital expenditure management and commission expenditure management, on the basis of changing the original financial management organizational structure, and realize centralized and unified digital information in the whole process of financial management, centralized examination and approval, centralized payment, financial budget execution, accounting and analysis by using the costs of branches and headquarters supported by network technology and information systems, so as to achieve the purpose of reducing operating costs, controlling operating risks and improving the quality of accounting information.
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Game between income and risk, choose/> Guotai Junan Securities Co., Ltd. is one of the largest securities companies in China in 2005, with the widest business scope and the widest organization distribution. The first innovation pilot qualification was approved by the CSRC. Three years ago, the company broke the network-centered system and implemented a vertical management system to improve business operation efficiency and management efficiency. Last year, Guotai Junan broke the financial management convention, learned the advanced foreign shared service model, and set up a financial shared service center.
When asked why Guotai Junan took the lead in trying the financial sharing service model in the domestic securities industry, He Wei, vice president of Guotai Junan, viewed this choice from a strategic perspective: "Modern enterprises pay more and more attention to the risk and profitability of assets, which are unified and contradictory. Improving the profitability of enterprise capital plays a protective role, enabling enterprises to bear huge losses. However, excessive emphasis on reducing risks will weaken profitability. "
The profit risk of the game, Guotai Junan can be divided into three levels. Basic layer: how to establish a unified system to ensure the consistency between the strategic headquarters and subordinate units of the group? The most basic form of the game of profit risk is the game between headquarters and subordinate companies. Some managers often pay direct attention to the overall profitability of the company and the risk environment, while ignoring the game relationship between the superior and the subordinate among important groups. In fact, only with the game advantage of the headquarters can we minimize the overall risks and benefits of the group and ensure that the molecular target development business is consistent with the company headquarters.
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Middle layer: how to improve its internal control mechanism and effectively reduce the profit risk and financial risk of operation and management. The internal control mechanism of core game content is an effective means to reduce group risk. Through scientific formulation, simplified workflow, examination and approval procedures and rational distribution of rights and interests, we can identify and deal with operational, management and financial risks, ensure profit targets and minimize risks.
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Top level: how to realize multi-dimensional analysis and evaluation, and gradually establish a performance appraisal system, so that the headquarters can better pay attention to the overall profitability of the group at the grassroots and middle levels. Multi-dimensional analysis and evaluation innovative management tools can help enterprises analyze the competitive environment, explore market opportunities, further expand the scale of analysis and evaluation profits, implement scientific performance management, stimulate potential and improve core competitiveness.
Effectively solved three problems, Guotai Junan made an important decision-organizational structure-M-matrix management. Therefore, in Taiwan Province Province, after the general manager of the original sales department at headquarters is separated from the original (marketing department), power supply can be realized, resources can be mobilized and strategies can be deployed centrally, and the level of risk management can be greatly improved. Matrix management mode, which returns the business management authority of the front and back office to the headquarters, cannot solve the approved financial management problems. An Important Choice Made by Guotai Junan —— Financial Sharing Service Model. From June 5438+ 10, 2006, the financial sharing service solution of Guotai junan ufida has been completed 100, and the accounting expenses and funds of more than one branch have been centrally approved, and the budget, accounting and performance analysis have been carried out, including dynamic management and monitoring of the whole process, thus effectively reducing costs and risks and improving operational efficiency and effectiveness.
Rome was built in a day.
"Rome was not built in a day, and the financial sharing center was not built overnight." Liu Xuefeng, general manager of Guotai Junan Finance Department, said, "Foreign research shows that the shared service project may take one to three years, depending on whether the company has established a new ERP system. Modern information technology has played a key role in the process of introducing project information and merging cross-border financial systems. The financial sharing center also needs a powerful information system to support the centralized deployment of Guotai Junan. Headquarters Web server, application server data server, switch and external network are connected to 23 regional management headquarters, and five branches and a physical server are set up. The server at the headquarters of financial institutions logs in through the network, and the number of employees exceeds 165438+ "
When talking about the difficulties encountered after the implementation of the shared service project, Liu Xuefeng said frankly that the main difficulties are often legal and technical aspects, but all aspects of organization, culture and change management. For example, the accepted financial institutions will inevitably lead to changes in the pattern of rights and interests in management methods and reform processes, which will inevitably lead to conflicts and resistance among stakeholders; There are also restrictions, institutional environment and cultural environment.
Liu Xuefeng has implemented the financial sharing service project. Further, Guotai Junan has various shortcomings and needs to be improved. Considering the specific conditions and characteristics of each branch, in the process of unifying standards, there is not enough centralized management of the slender management process, and problems may occur in the early stage. Due to the system design and authority setting, each branch has different characteristics, which may lead to the decline of production efficiency in a certain part or a certain period of time. In addition, the objective separation of business and finance, electronic information and accounting, and the physical information sharing mode in time and space have led to a situation of centralized examination and approval and centralized payment, which has also caused the authenticity and legitimacy of risk information judgment to some extent. Guotai Junan needs to deal with the relationship between the reform of internal shared centralized management mode and the external environment, and straighten out the relationship between financial management and business management system and budget; Master the relationship between information technology system and organizational structure, company, enterprise process and culture. We should also deal with the responsibilities and rights on other issues, establish and improve various systems, gradually form strict and serious implementation systems, living habits and culture, and strengthen financial management of financial front-end or branches; Strengthen and manage the close cooperation between banks.
In the fierce market competition, the rapid development of enterprise scale, the continuous expansion of business fields, the timely and effective accounting information of securities companies, the refinement and implementation of financial management requirements, and the practice that shared financial services really adapt to external changes, it is an effective way to choose securities companies.
Hope to pass