摘 要
随着信息技术的飞速发展，财务管理数字化转型已成为国有企业提升管理效率和竞争力的重要路径。本文首先定义了财务管理数字化转型，并阐述了其主要特点，包括财务职能的前瞻性转变、管理效率的显著提升以及风险管理能力的科学化增强。通过与传统财务管理模式的比较，揭示了数字化转型在财务职能、管理效率和风险管理能力等方面的显著优势。当前，国有企业在财务管理方面面临着一系列问题，如预算管理不科学、信息披露不透明、资金管理不规范以及财务管理制度不健全等。这些问题严重制约了国有企业的持续发展和市场竞争力。在数字化转型的过程中，国有企业同样面临着传统思维模式的束缚、管理能力滞后、人才队伍匮乏以及技术应用不足等挑战。为了有效应对这些问题，国有企业需要采取一系列策略。首先，要树立新型管理理念，打破传统思维模式的束缚，推动财务管理向数字化、智能化方向发展。其次，要优化财务管理流程，提升管理效率，确保财务数据的准确性和可靠性。同时，要加强人才队伍的建设，积极招聘和培养具备数字化技能和财务管理经验的人才。最后，要加强技术投入，引入先进的数字化技术，推动财务管理与业务的深度融合。通过财务管理数字化转型，国有企业可以实现财务管理的高效化、智能化和精准化，为企业的发展提供强有力的支持。关键词：财务管理；数字化转型；应对策略
With the rapid development of information technology, the digital transformation of financial management has become an important path for state-owned enterprises to improve management efficiency and competitiveness. This article first defines the digital transformation of financial management and elaborates on its main characteristics, including the forward-looking transformation of financial functions, significant improvement in management efficiency, and scientific enhancement of risk management capabilities. By comparing with traditional financial management models, the significant advantages of digital transformation in financial functions, management efficiency, and risk management capabilities have been revealed. Currently, state-owned enterprises are facing a series of problems in financial management, such as unscientific budget management, opaque information disclosure, non-standard fund management, and inadequate financial management systems. These problems seriously constrain the sustainable development and market competitiveness of state-owned enterprises. In the process of digital transformation, state-owned enterprises also face challenges such as the constraints of traditional thinking patterns, lagging management capabilities, lack of talent teams, and insufficient application of technology. In order to effectively address these issues, state-owned enterprises need to adopt a series of strategies. Firstly, it is necessary to establish a new management concept, break free from the constraints of traditional thinking patterns, and promote the development of financial management towards digitalization and intelligence. Secondly, it is necessary to optimize the financial management process, improve management efficiency, and ensure the accuracy and reliability of financial data. At the same time, it is necessary to strengthen the construction of the talent team, actively recruit and cultivate talents with digital skills and financial management experience. Finally, it is necessary to strengthen technological investment, introduce advanced digital technologies, and promote the deep integration of financial management and business. Through the digital transformation of financial management, state-owned enterprises can achieve efficient, intelligent, and precise financial management, providing strong support for the development of enterprises.
Keywords: Financial management; Digital transformation; Response strategies
目录
Abstract II
第1章 绪论 1
1.1 研究背景及意义 1
1.2 研究目的及内容 1
1.3 国内外研究现状 2
第2章 财务管理数字化转型概述 3
2.1 财务管理数字化转型的定义 3
2.2 数字化转型的主要特点 3
2.3 与传统财务管理模式的比较 4
2.3.1 财务职能的转变 4
2.3.2 财务管理效率和准确性 5
2.3.3 风险管理能力 5
第3章 国有企业财务管理现状分析 7
3.1 预算管理不科学 7
3.2 信息披露不透明 7
3.3 资金管理不规范 8
3.4 财务管理制度不健全 8
第4章 国有企业财务管理数字化转型存在的问题 9
4.1 传统思维模式的束缚 9
4.2 管理能力滞后 9
4.3 人才队伍匮乏 9
4.4 技术应用不足 10
第5章 国有企业财务管理数字化转型的应对策略 11
5.1 树立新型管理理念 11
5.2 优化财务管理流程 11
5.3 招聘外部人才 12
5.4 加强技术投入 12
结 论 13
参考文献 14
