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1998年10月,受区国资委委派,我走上了上海九百集团财务总监的岗位。此时,国有企业改革已到了攻坚阶段,如何在企业的改革、发展中保障国资的安全,不使其流失,自己心中没底;而且,财务总监又是国资监管方式的创新,没有成熟的方法、规则、程序,自己不知从何做起。到今年元月,我在九百集团工作已有15个月了,15个月的财务总监工作,使我认识到:财务总监不是某个人的工作岗位,而是一种国资监管机制。因此,不能以个人的方式、方法开展工作,而必须履行《实施意见》、《实施细则》中规定的职责。然而集团公司的情况又是复杂的,公司领导层对财务总监工作的认识程度不可能一致,而且一项制度也无法对具体工作做出规范,因而,财务总监工作的具体方法又是灵活的。做好工作不仅要靠扎实的业务技能、专业知识,还要有协调能力,判断能力,甚至人格魅力。
In October 1998, appointed by the district SASAC, I embarked on the position of CFO of Shanghai 900 Group. At this point, the reform of state-owned enterprises has reached a crucial stage. How to guarantee the safety of state-owned assets in the reform and development of enterprises without losing them is not the end of their own mind. Moreover, the finance director is also an innovation in the methods of state-owned assets supervision. There is no mature method Rules, procedures, I do not know where to start. As of January this year, I have been working in the Nine Hundred Group for 15 months. The work of 15-month CFO has made me realize that the chief financial officer is not a person's job but a supervisory mechanism for state-owned assets. Therefore, we can not carry out our work in an individual way and with our own methods, but must fulfill the duties stipulated in the “Opinions on Implementation” and the “Regulations”. However, the situation of the group company is complicated. The leadership of the company can not know the work of CFO consistently. And a system can not regulate the specific work. Therefore, the specific method of the CFO is flexible. Doing a good job not only depends on solid business skills, professional knowledge, but also coordination, judgment and even personal charisma.