本文所指企业行政，是较为宽泛的职能概念，包括但不限于文秘、采购、固定资产、租赁、快递、办公用品、FM、印鉴、证照、薪酬绩效、员工培训、员工入转离、IT support、会务、接待、差旅、公务用车、安全、企业文化等等；这么多垂直又专业的职能，需要多少人、什么样的人才能承包呢？数字化时代下，又需要多少系统才能实现各项工作高效流转？
很多朋友觉得，每个小职能都上一套系统，会务系统、薪酬绩效系统、培训系统、固定资产系统等等，哟哟切克闹所有系统都来一套……然后，信息孤岛如喷泉迸发。
直到遇见某软件，所有系统开始集成，比如，将会务、采购、借款、用车、盖章梳理出一个个精美的流程，再通过钉钉的审批模块全部实现了，顿时成就感满满，仿佛数字化转型成功了。
然而，实际走流程的时候发现，怎么采购跟借款都是一件事，也要重复走流程，太麻烦了，财务却美其名曰“审计需要”，为了审计合规让效率为之让路，竟一时无语！
难道就没有别的办法了吗？
在企业行政的数字化过程中，很多朋友也许忽略了两件事：战略支持和数据联动。
企业行政的职能战略对于企业发展战略来讲应该起到什么样的总支持，以及在此过程中数据是如何联动、如何分级传输。
如果说企业行政为扩张期所需提供尽可能的支持，那么就会有大量采购数据流入，然后分析联动到相应的职能模块，如与固定资产、办公用品、差旅交通甚至IT support、租赁等产生联动，而且要通过数据联动，让数据多跑，尽可能减少重复流程设计；联动过程还需与制度流程配套，而不是将数字化与制度化割裂开，甚至一个模块一个流程一套制度。企业行政数字化，应该是战略联动一体化、数据联动一体化以及制度联动一体化；真不是上几套系统、做几套软件审批流程就完事了。
那么……
企业行政的职能战略如何跟企业发展战略联动起来？
又是如何跟各项事务管理产生数据联动，达到提升效率的目标？
且关注后续#企业行政数字化#连载分解。
过去有以书会友，如今有以考会友。一起复习，共赴考场，共享知识成果转化的喜悦。
翻译：
This article refers to the enterprise administration, is a relatively broad functional concept, including but not limited to secretary, procurement, fixed assets, leasing, express delivery, office supplies, FM, seal, license, salary performance, staff training, staff transfer, IT support, conference, reception, travel, official vehicles, security, corporate culture and so on; So many vertical and professional functions, how many people need to contract, what kind of talent? In the digital age, how many systems are needed to achieve efficient flow of work?
Many friends think that every small function on a set of systems, meeting system, salary performance system, training system, fixed assets system and so on, yo yo check all systems to a set…… Then, islands of information erupt like fountains.
Until Dingding met, all systems began to be integrated. For example, exquisite processes were sorted out for meeting affairs, procurement, loan, car use and stamping, and then all were realized through Dingding’s approval module. I felt a sense of accomplishment immediately, as if the digital transformation had been successful.
However, when I actually went through the process, I found that how to purchase and loan are the same thing, and it is too troublesome to repeat the process. However, the finance called it “audit needs”. In order to make efficiency give way to audit compliance, I was speechless for a moment!
Isn’t there another way?
In the digital process of enterprise administration, many friends may overlook two things: strategic support and data linkage.
What kind of overall support should the functional strategy of enterprise administration play for the enterprise development strategy, and how to link and level the data transmission in this process.
If the enterprise administration provides as much support as possible for the needs of the expansion period, then there will be a large number of procurement data inflow, and then the analysis linkage to the corresponding functional modules, such as fixed assets, office supplies, travel and transportation and even IT support, leasing, and through the data linkage, let the data run more, as far as possible to reduce the repetitive process design; The linkage process also needs to be matched with the institutional process, rather than separating digitalization and institutionalization, or even one module, one process, one system. The digitalization of enterprise administration should be the integration of strategy, data and system. Really not on a few sets of systems, do a few sets of nail nail approval process is done.
So…
How does the functional strategy of enterprise administration link up with enterprise development strategy?
How to produce data linkage with various transaction management to achieve the goal of improving efficiency?
And pay attention to the follow-up # enterprise administration digitization # serialized decomposition.
In the past, there were members of the association for books, but now there are members of the association for examinations. Review together, go to the examination room together, and share the joy of knowledge transformation.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于网络；编辑/翻译：数字化转型网宁檬树。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
