What are the difficulties in the digital transformation of state-owned enterprises? Why digital transformation?

1. Characteristics of digital transformation of central enterprises

At present, my country’s central enterprises have realized the importance and urgency of digital transformation. However, due to lack of practical experience, lack of technical teams and other common reasons, There is a lack of clear digital strategic planning, it is not clear where to start digital transformation work, and it is not clear how much impact digital transformation will have on the entire enterprise. Some central enterprises follow the way of thinking in the information age and solve the information application problems of individual links through mechanized production and other methods, trying to slowly transition from informationization to digitalization; some central enterprises have little understanding of new digital technologies. , and at the same time, there is a lack of professional technical talent team to guide the digital transformation work. It can be said that the digital transformation of my country's central enterprises has the following characteristics:

First of all, the direction and goals of digital transformation to promote the systematic reform of enterprise management are not clear enough, and the digital transformation of central enterprises is basically at the stage of crossing the river by feeling the stones;

Secondly, the digital transformation of central enterprises is moving towards cross-business and cross-link collaborative upgrades, as well as management digital transformation of integrated interconnection and intelligent collaboration. The overall level is not high, and the characteristics of island informatization are obvious;

Third, the construction of digital infrastructure is obviously unbalanced and inadequate, and the progress of digital transformation in various industries and links is uneven;

Fourth, the application of Internet platforms to expand markets, and Intelligent manufacturing and improving capabilities have become the core demands of digital transformation, and there is a strong desire for change.

2. Key points and difficulties in the digital transformation of central enterprises

The digital transformation work of my country’s central enterprises has already started, with the degree of digital application and management constantly being strengthened, and the awareness of digitalization constantly increasing. However, an analysis of factors such as the path, foundation, and services of digital transformation reveals that there are still problems that urgently need to be solved in some areas.

A major reason why most central enterprises in my country are slow to advance digital transformation or have poor transformation capabilities is that the basic transformation capabilities are not strong. In the information age, many central enterprises have only completed the informatization of some key links

, which requires them to start from scratch when promoting digital transformation. Some central enterprises do not have the foundation to directly apply advanced digital technologies, resulting in a slow start in transformation work. Specifically, in terms of industrial technology reserves, overall, my country's industrialization process has not yet been completed, but some industries have entered the post-industrial information society, resulting in many manufacturing central enterprises still in the primary processing stage, technological innovation and R&D The design capabilities are insufficient, the accumulation of industrial technology is not deep enough, and the overall added value is still low.

An analysis of the supply of digital transformation plans for central enterprises shows that most transformation plans are general development plans for a specific industry or industry, lacking integrated architecture design and infrastructure. A coherent and orderly solution that integrates cloud migration, core software development, business process optimization, data resource operation, and equipment operation and maintenance upgrades has resulted in a mismatch between the digital transformation plan and the development status of central enterprises, making it difficult to support integrated, all-round, and Sustainable digital transformation.

At the same time, from the perspective of the supply of digital talent teams, most central enterprises do not yet have professional digital talent teams to lead the digital transformation of enterprises, making them insufficiently responsive to the rapidly updated digital technologies. Naturally, It cannot be put into use quickly. Digital transformation requires a large number of technical and compound digital talents. According to data from the Ministry of Human Resources and Social Security in 2018, skilled workers account for less than a quarter of the total number of employed people in my country. High-skilled talents account for the proportion of the total number of skilled workers. Less than 30%, accounting for less than 10% of the total employed population. It can be said that the serious lack of highly skilled talents is an important bottleneck restricting the transformation and development of central enterprises.

3. The path of digital transformation of central enterprises

(1) Support data sharing with digital infrastructure construction

Digital infrastructure is a constraint for central enterprises in my country A major obstacle to the development of digital transformation.

3. Use financial digital transformation as the starting point to promote the overall digital transformation of enterprises

Transform the production and operation methods of traditional enterprises through the integration of information technology and advanced management concepts , organizational methods and business processes, reintegrate enterprise resources, transform from traditional centralized management to platform-based and decentralized management, and improve enterprise work efficiency and benefits. The use of new generation information technology can meet the real-time and efficient computing requirements for multi-source heterogeneous data characteristics without human contact, enhance the interpretation ability of model methods, build a unified framework for data analysis, and then build a complete remote , decentralized information collaborative management model. Among them, human-to-human collaboration solves problems such as working in remote locations and copywriting processing; machine-machine collaboration and human-machine collaboration bring together industrial Internet data; data and business collaboration solves the acquisition and processing of remote data; and enterprise business analysis and Decision-making activities (the core work of management accounting) face a complex and ever-changing market environment. Monitoring of financial and operating conditions of group companies, investigation of risk points, interaction and decision-making between superiors and subordinates of group companies and subsidiaries are faced with more uncertain information. Source: Traditional management accounting work needs to be transformed through digital transformation to assist managers to work more effectively and achieve collaboration in analysis and decision-making.

Digital transformation or intelligent application is actually based on big data, artificial intelligence and other technologies, through human-computer interaction, shifting the focus of work to more creative and valuable financial management, operational management, In areas such as capital operations, financial intelligence analysis and decision-making can be developed collaboratively. Financial digital transformation is not only a change at the technical level, but also involves financial strategy, financial organization, financial processes and other aspects, providing richer internal and external information for management decision-making and reducing information loss.

1. In response to the needs of the times, state-owned enterprises need to proactively find digital transformation paths

With the advancement of information technology, digital transformation has become an important starting point for the future innovation and development of Chinese enterprises. State-owned enterprises have become the main force in digital transformation. In August last year, the State-owned Assets Supervision and Administration Commission issued the "Notice on Accelerating the Digital Transformation of State-owned Enterprises", which clarified the foundation, direction, focus and measures of digital transformation of state-owned enterprises, and actively promoted state-owned enterprises to accurately identify changes and respond scientifically in the era of digital economy. , Actively seek change, accelerate the upgrading of industrial structure, and cultivate new momentum for development.

2021 is the first year of the “14th Five-Year Plan” and the year of acceleration of digital transformation. State-owned enterprises need to play a leading role in the new round of technological revolution and industrial transformation and proactively pursue digital transformation. Transformation path: Accelerate the transformation and upgrading of the traditional industrial structure with a scientific response and proactive change attitude, and fully promote high-quality economic and social development. With the accelerated advancement of major national strategic deployments such as Digital China, Cyber ??Power, and New Infrastructure, digital transformation has become a general trend.

2. Create a smart travel ecosystem, and Travel World helps state-owned enterprises to digitally transform and develop efficiently

·What are the difficulties in corporate travel management and control?

At present, the digital transformation of state-owned enterprises is imperative, but in practical applications, as the most active cell in my country's new economic construction - smart travel, the penetration rate among Chinese enterprises is still very low. According to statistics, the penetration rate of travel management in China's large and medium-sized enterprises in 2019 was only 11.7, and there are still many pain points and dilemmas in the process of travel management and control:

The problem of data silos is serious

Large state-owned enterprises often have a certain information foundation. However, due to the lack of top-level design and historical reasons, data information islands and fragmentation are common. Data from various suppliers is scattered, the ability to provide data is uneven, and the data format is inconsistent. , it is difficult for enterprises to integrate, the compatibility and integration problems between various systems are serious, and it is difficult to achieve visualization and diagramming.

The business cannot be flexibly adjusted

Multiple suppliers cannot be integrated and displayed on one interface, the dimension standards are not unified, and true multi-supplier price comparison cannot be achieved; the travel process of leaders or employees cannot be traced , it is difficult to judge the rationality of business travel behavior and ensure the safety of travelers.

It is impossible to correlate corporate budgets, approvals are superficial, it is difficult to monitor travel expenses, and the process is rigid and inflexible.

Low management efficiency

The explicit costs of travel management are difficult to control, and the hidden costs cannot be underestimated. For corporate travel managers, due to the uncertainty of business changes, more manual attention is required, and travel management efficiency is extremely low.

Waste of labor costs

The travel reimbursement process of most companies still requires employees to complete it manually, from manually filling in reimbursement documents, affixing invoices, superiors' approval and signature to the financial department's review and payment. , the process is cumbersome and the cycle is long, resulting in a waste of labor costs.

There are risks in tax control audits

There are many types of travel expenses, which are prone to travel management risks. It cannot support one-stop booking through all channels. There is no strict implementation of the declaration process, and there are ex post facto The phenomenon of supplementary filing approval and non-standard travel expense reimbursement can easily lead to over-reporting, repeated reimbursement and other disadvantages.

Insufficient data analysis

Managers of many large state-owned enterprises are currently unable to track and review data. Data management is scattered, and the approval, booking, reimbursement, and travel analysis processes are not connected. Without integration, it is difficult to form effective data analysis reports.

These problems have restricted the pace of efficient development of state-owned enterprises, and they will inevitably be in a relatively backward situation in the global digital transformation wave. This requires state-owned enterprises to urgently solve the entire process of business travel, intelligentization and compliance. Management and control needs.

·Travel World: Leading China’s Digital Intelligence (Travel) Cost Control Platform

Travel World is China’s first company focusing on CTMC business (Chinese-style travel control) A Chinese local company, it is a professional smart travel expense control platform that integrates system operation, travel procurement, expense control management and software sales. Relying on 20 years of industry accumulation, superior resources, and strong technical strength, Travel World has successfully built a full-scenario enterprise consumption ecosystem covering "air tickets/train tickets, hotels, cars, corporate dining, corporate procurement, welfare subsidies, visa reimbursements, MICE", etc., and has won the The "Smart Travel Expense Control Platform" with independent intellectual property rights and a project approved by the Ministry of Science and Technology helps enterprises easily save 15-26 (travel) expense control costs!