The traditional system is built in a stovepipe manner, leading to inconsistent user permissions across various applications and data. This results in frequent switching between systems for office work, which in turn reduces work efficiency.
Lacking a unified service entry point and without proper categorization of tasks, handling business and pending work across decentralized systems requires accessing various individual systems for processing.
Faced with multi-level and multi-dimensional subordinate organizations, it is impossible to issue maintenance permissions, and it is difficult to promptly respond to the business needs of collectivization, hierarchical decentralization, and delegation of authority.
The traditional OA system style is outdated, does not comply with UI specifications, lacks personalized features such as theme switching and font adjustment, and has low interface interactivity.
Use the open-source process engine Camunda as the core engine layer of the product, and extend and customize it based on this.
With the continuous deepening of internal informatization construction within enterprises, there are an increasing number of internal business systems, each with its own distinct login addresses and identity security authentication, resulting in end users needing to remember multiple system entries, usernames, passwords, and other information. The systems and application areas involved are constantly expanding, including "isolated" systems that can operate independently, such as personnel, administration, finance, ERP, SCM, etc. There is an increasingly urgent need to build a unified informatization office platform for enterprises to achieve the following goals: unified authentication, unified entry, unified interface, unified standards, and unified collaboration; in order to help enterprises improve business efficiency, enhance decision support capabilities, provide a secure and collaborative office environment for enterprises, and simultaneously enhance the corporate image.
Through the integration of data and applications, coupled with personalized control, a unified portal is provided for managers, employees, suppliers, and others, comprehensively integrating enterprise information and applications.
It can enhance work efficiency, achieving better results with less effort and in a faster manner.
Design and empower partners through customized portal layouts to provide personalized and comprehensive services for employees, customers, and suppliers.
Using a mobile portal allows users to conveniently and quickly access personalized content, applications, and services at any time and any place.
The system is fragmented and there are data silos, making it impossible to build a data hub based on the existing system; there is a large number of redundant internal systems, lacking solidification and precipitation of business core.
Product functional requirements change rapidly and are highly uncertain, but current products cannot achieve rapid iteration to cope with such rapidly changing and highly uncertain requirements.
The architecture has high coupling, and the service nodes cannot be expanded as needed. This can lead to system denial of service under large-scale instantaneous traffic peaks, triggering a widespread system avalanche.
The business is closely related to the Internet, but the level of informatization and resilience are not sufficient to support continuous online operations; the business has not achieved real-time, online, and unified operations.
With the proliferation of enterprise information systems and the continuous development of businesses, the integration between numerous business systems has become challenging. The establishment of new systems can trigger ripple effects, leading to many unnecessary changes and investments. To address such issues, Shanghai DeSmart has established a business platform, which precipitates the core capabilities of the enterprise in the form of shared services, providing an enterprise architecture for rapid and low-cost business innovation. Business can be divided into user centers, infrastructure centers, transaction centers, marketing centers, product centers, inventory centers, etc., and the business is precipitated in each center and shared across various front-end applications of the enterprise. The core of the business platform is to "build an enterprise shared service center." The process of the business platform involves linking and collaborating between business segments to continuously enhance the efficiency of business innovation, ensuring a stable, efficient, and economical ideological system for key business processes, while highlighting organizational and business mechanisms. The business platform also encompasses both technical and organizational aspects, realized through "methodology + tools + business understanding.".
It can enhance work efficiency, achieving better results with less effort and in a faster manner.
The business platform capability can be reused as needed to quickly respond to front-end applications, rapidly build new business scenarios, adapt to business expansion and market changes, and provide support for the business
Concentrate on business processing, eliminating the need for repetitive operations across various independent systems, thereby enhancing internal collaboration efficiency and allowing each department to operate its respective business with precision.
The mid-platform architecture avoids performance bottlenecks caused by parallel operation of multiple systems, reduces redundant links, and significantly enhances performance. Data is uniformly accessed through the mid-platform, enhancing data security
The traditional system is built in a "chimney" style, where users have inconsistent permissions for various applications and data, leading to frequent switching between systems for office work and resulting in low work efficiency.
Lacking a unified service entrance and without classification of items, it is necessary to access various systems to handle business and pending tasks in decentralized systems.
Faced with multi-tiered and multi-dimensional subordinate organizations, it is impossible to issue maintenance permissions, and timely responses to the business needs of collectivization, hierarchical decentralization, and delegation of authority cannot be provided.
The traditional OA system style is outdated, does not comply with UI specifications, lacks personalized features such as theme switching and font adjustment, and has low interface interactivity.
How to govern data has become a major challenge for enterprise managers. Enterprises need to address a series of issues such as incomplete data, scattered and inconsistent data, low data quality, and high integration costs. Based on this, Shanghai Dehui has embarked on a long-term, continuous, and effective governance of data, committed to establishing an effective data governance system. Based on solutions for master data, data governance, and data middleware, through the management of data standards, data governance, data security, data models, data architecture, data lifecycle, master data, metadata, etc., it controls from the source, unifies data calibers, mines and analyzes data, and coordinates external data, in order to improve data quality, enhance data sharing, simplify structure, establish and improve a unified management system across the bank, solve the challenges of "storage", "communication", and "use" of enterprise data, empower enterprises with data, and enhance their competitiveness.
Relying on low-code data technology, we can reduce enterprise development costs, unify data standards, lower communication costs for business personnel, facilitate data search and acquisition methods, reduce the time cost of data acquisition, and ultimately achieve a reduction in enterprise operating costs.
Relying on data governance, we ensure that processes are traceable and data are traceable, breaking down barriers between data and business. We accelerate the process of data assetization, asset valorization, and value servitization, truly achieving cost reduction and efficiency improvement.
After integrating global data, the perspective of data analysis shifts from a single department or business system to a company-wide, global data perspective, making data analysis more comprehensive and scientific. This provides data support for corporate leadership decision-making.
Through data governance, we can integrate business systems, address the issue of data silos, and leverage data standards to establish unified data services. This enables integrated analysis of data and business, thereby facilitating the digital transformation of enterprises.
The granularity of budget division directly impacts the accuracy of budget preparation, the flexibility of implementation, and the efficiency of management. A reasonable granularity of budget organization division needs to be determined based on factors such as the size of the enterprise, business complexity, and management needs.
Isolation and lack of coordination among business units is a common management issue in enterprises. This often manifests as a lack of information sharing, process incoordination, and resource integration among departments, leading to inefficiency, delayed decision-making, and resource waste.
When the enterprise management model fails to meet management needs due to reasons such as rigid organizational structures and outdated technical tools, it often manifests as issues like delayed decision-making, resource wastage, inefficiency, and poor departmental collaboration.
The data linkage is poor, lacking a full-cycle closed-loop management from planning, budgeting, execution, analysis to evaluation. Financial budgeting and business planning are disconnected, and data is not shared, transmitted, and coordinated in a timely manner.
Assist enterprises in forming a closed-loop management system, enhance their strategic planning capabilities, and achieve the goal of "starting with strategy and returning to strategy"
Promote the construction of basic norms such as organization, process, responsibility, and model, and continuously enhance the ability to analyze, make decisions, and strengthen internal control within the bank.
Through the technical means of system construction, we aim to enhance the efficiency of budget management in terms of preparation and analysis, thereby facilitating the transition towards management-oriented finance.
Decentralized activities and resources are effectively integrated, and centralized management is conducive to risk control.
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