Take Stock Of Three Major Evolutionary Paths In The Financial Workplace

Following the ancient "left to demotion and right move for promotion", under the current situation of CFO is still scarce resources, more and more financial practitioners have chosen to "go right", from Party B to Party A with stronger discourse power as CFO.

The real start of Xu Xiangrong's career began with accounting firms. Xu Xiangrong, who specializes in Industrial Finance at University, has been doing basic accounting for three years in industrial enterprises. He is familiar with the relevant financial process and technological process in the grass-roots equipment manufacturing industry. Later, Xu Xiangrong passed the professional accounting examination and entered the accounting firm. The work of the accounting firm brought her into all kinds of businesses and had the ability to quickly become familiar with different industries.

Today, Xu Xiangrong, vice president and chief financial officer of Juli group, once again introduced the way of "CFO CFO" with its professional line from accounting firm to enterprise.

　　 From Party B to Party A

After seven years of office career, Xu Xiangrong came to Delong international strategic investment company, which once foundry the financial empire. At that time, Delong international set up a first-rate financial platform in Beijing. Xu Xiangrong joined the general manager of financial audit as director of financial audit of Delong group. Around 2000, Delong international is in the golden age of rapid expansion. Its investment system is quite complex, with more than 100 subsidiaries. Xu Xiangrong's main job at that time was to merge and integrate dozens of enterprises and to be listed on A shares. Although the de long International Building had fallen, Xu Xiangrong said he had benefited a lot from the Delong system. "Delong system attaches great importance to strategic financial management, strategic planning, mergers and acquisitions and other contents, and the concept of international integration is relatively advanced at that time. Although the industrial sector is not listed, but because it is a key incubator project, it has shared Deron's internal management system and control resources. In which I have formed a set of strategic financial management ideas and operational experience, and I should say that Delong gave me the opportunity to learn and grow.

Leaving Delong international, Xu Xiangrong attended MPCC of Renmin University of China. At the same time, he collated and sublimated the practical experience, firm experience and management experience from the theoretical point of view. Besides managing the enterprise from the angle of the enterprise, he also looked at the business from the perspective of the third party. In 2008, Xu Xiangrong joined the Origen seed industry Limited by Share Ltd (hereinafter referred to as "Austrian Ruijin"). The domestic company listed on NASDAQ in 2005 is facing great challenges. First, from the financial crisis, the US capital market is more picky about the management of Chinese enterprises. Two, Austrian Ruijin, a joint company covering the whole industry chain of production, research and sales, is facing enormous risk management challenges. At the same time, Origen has been injected with international capital. The company is developing merger and consolidation business in China. From a single corn industry chain, it has developed into a multi variety, multi cause and multi operation state, while management has changed to the group structure. Therefore, as the vice president of Finance responsible for the operation and management of domestic entities, Xu Xiangrong should not only deal with the challenges of domestic operation, but also meet the external requirements of standardization and internationalization of risk management.

"Internal control is too complex, efficiency will decline and cost increases; if internal control is not done, overseas auditors will not give compliance approval according to the US guidelines." Origen not only meets the requirements of operation management, but also balances the relationship between cost and efficiency between internal control and operation. Xu has done a lot of work, and has accumulated a lot of work to balance, serve, support and supervise business and finance, how to make the business more efficient under the premise of financial compliance, while supporting the business team to create better performance. Xu Xiangrong said, "this is a difficult balancing work. I am very grateful to this opportunity to make the theory promoted before the National People's Congress has the practical application."

In the second half of 2011, Xu Xiangrong came to Juli group. "Juli is a private enterprise, and also has the characteristics of private enterprise management. After more than 20 years of growth, Juli has six major industrial sectors. With the listing of rigging business in A shares, the group is facing the challenge of making the listed industry bigger and stronger while advancing other industries in parallel.

Juli started from rigging, and now is a multi industry group enterprise. As a private enterprise, the advantage of Juli is group operations. The subsidiary companies of the six major industries have financial controller, who is responsible for the specific daily work. As group financial controller, manage group finance from the angle of strategic control, planning and balance. The strength of Juli group's control is middling. Because the subsidiaries are independent legal persons, the group will not intervene too much in daily work and give them corresponding autonomy. But from the perspective of the group, we need to have an overall and highly developed third party perspective based on the operation and finance of all industries and sectors. "The chief financial officer of the industrial sector is the entity responsible for financial management, and needs to be infiltrated into every work process to carry out detailed control. It is very necessary for a coach to help them in a more macro perspective and sort out the urgent and important matters: how to manage time, how to coordinate the relationship between business and finance, how to operate funds more effectively, and how to make effective use of the advantages of group purchasing and resource sharing. Xu Xiangrong emphasized that the group is not only supervising the subsidiary companies, but also doing more cooperation, support and service. Supervision is accountability, and service is supporting and matching, playing a leading and guiding role in philosophy, perspective and culture. For the financial directors of various sectors, Xu Xiangrong has regular communication mechanisms with them in specific operations. "I am function The supervisor is also a technical consultant, consultant, and mentor. Xu Xiangrong said.

　　 Xiang Rong Xu The main responsibilities are divided into two parts, one is the group's financial management, the other is the group internal audit, internal control and risk management. The two part is the perspective of operation strategy, one is the supervision of the third perspectives. She said that through the functions of these two foundations, the whole group can help the whole group to make their investment decisions, management decisions, strategic planning and performance appraisal system more effectively, as well as update, train and support financial team members. It can also communicate through some regular meetings mechanism to help financial team members solve problems in objective, developing and growing problems and find room for improvement. "In my personal understanding of group financial internal audit, I am not a simple leader and a leader, but a strategic partner." As a strategic partner, when formulating strategic objectives, we should not only absorb the views of the following sectors, but also absorb the opinions of the board of directors. Such top-down and bottom-up process of reciprocating and reciprocating can enable the group to reach a consensus on strategic objectives and business objectives, and make the allocation of resources more effective.

　　 Velvet glove

Xu Xiangrong thinks China Private enterprise There is a lot of experience to learn. Therefore, she does not approve of the development of private enterprises, and simply uses external experience. "As a financial professional, it is more consistent with the advantages of enterprises and developing together with their own knowledge and advantages."

For a company with unique advantages, the first thing to do as an airborne professional manager is to solidify and inherit the advantage and rebuild it on this basis. Xu Xiangrong believes that the corporate culture of Juli group is a culture of "harmony". It is a culture of customer service supremacy. It will show strong combat effectiveness when tackling difficulties and changes. Internal writing is the internal driving force, which can promote the development of all parts in the same direction. This "harmony" culture is the key to the success of private enterprises. It is precisely because of this kind of corporate culture that inclusiveness can attract professionals and accept acceptance of change and improvement.

From a financial point of view, the angle of view of enterprises is often microscopic. This requires a more macroscopic view of the chief financial officer to focus on strategic issues with the board of directors and senior executives, not just the details of operations, but also to raise their heads and walk. In the process of looking up, we can fully report the actual situation of operation to the board, high-level and CEO, and establish an effective communication mechanism. Besides, we should consider the position of Finance and risk management from the perspective of investors and shareholders. The chief financial officer is not just the manager of the operation at this time. He needs third party's perspective and future vision, otherwise he can't communicate with investors. For other business leaders, they want to be supported by financial professional leaders. The financial controller should understand the business through finance and grasp the business rules clearly, so that the business team can see the overall business and overall interests of the company in a higher angle and more complete industrial chain. A thorough understanding of the business will help the chief financial officer to communicate smoothly with other departments.

Xu Xiangrong summed up the role played by financial personnel as an insider. "The culture of foreign-funded enterprises seems to advocate the strength of financial personnel. Chinese culture advocates" harmony ". Xu Xiangrong believes that when many departments inside the enterprise are fighting for limited resources and interests, finance should be a neutral role, helping different departments in different directions to move in unison, adjust the angle and form a resultant force, and finally develop towards the strategic goal.

The medium and long term resource allocation of enterprises has a structured model and a profit model. Xu Xiangrong compares it to a wargame deduction. In the process of strategic resource allocation, finance should have a large degree of participation. In addition, in the process of daily operation management, especially in the process of implementing risk management and control, we should respect the independent operation rights of business departments, and help them see the risk possibility that they do not realize. "Financiers tend to see more risks, pessimistic and prudent, and business teams are more likely to see feasibility and bright future. Different angles will create a conflict between the spirit of business venture and the spirit of financial prudence. Xu Xiangrong believes that financial personnel should understand the possibility of a business team, and see that the ultimate goal of a business team is to contribute to the realization of strategic goals. When such a consensus is reached, common interests will be seen and what should be done to meet the needs of the group.

In addition, Xu Xiangrong believes that the financial department that grasps the overall data can see clearly the relationship between different business departments. In the process of interest communication between departments, if we use more optimized performance appraisal mechanism to mobilize the accumulation of leaders and teams in every value chain, we can not only reduce the internal friction between business departments, but also deeply process information resources, providing a clearer perspective for CEO.