20世纪80年代以来，经济全球化是世界经济发展的重要趋势。随着经济全球化以及新兴经济体的出现使得世界各国经济互相交融，加剧了经济发展得复杂性。随着全球经济一体化发展速度不断加快，企业竞争不断加剧，企业开始认识到了兼并、收购等业务的重要性，这些业务市场规模较大，涉及领域教广，对公司的发展具有重要作用，随着企业利润规模不断扩大，以及经济效益的提升，使得企业管理风险不断加剧，成本也呈现出不断上涨的发展趋势。在这一条件下，全球企业财务管理的竞争力不断加剧，自20世纪80年代，一些企业就开始进行财务转型，并树立全新的财务共享理念，简化企业管理流程，提高企业资源配置效率，充分发挥了企业的规模效应，将企业成本控制在合理范围内，提高企业的经营效率具有重要性意义。 H公司创立于1998年，是中国领先的产业新城运营商，于2011年上市，全球经济一体化的大背景下，随着业务版图的扩张，各方面管理风险突出，于是于2016年底实现了财务转型，围绕“服务、团队、风险防控、优化提效”四大核心要素，建立了财务共享服务中心。 本文从H公司财务共享服务中心组织结构与基本功能，分析了该企业现阶段的发展状况，存在的不足。并针对企业发展提出了几点建议，不断完善企业组织结构，提高企业服务水平，加强企业绩效管理，简化企业绩效流程，期望能够为H公司的财务共享服务中心的运营管理进入全新的发展阶段提供支持，也能够为其他企业提供参考依据。

Since 1980s, economic globalization is an important trend of world economic development. With the rise of economic globalization and emerging economies, the economies of all countries in the world blend with each other, which aggravates the complexity of economic development. With the acceleration of global economic integration and the intensification of enterprise competition, enterprises begin to realize the importance of mergers, acquisitions and other businesses. These businesses have a large market size, involving a wide range of fields, and play an important role in the development of companies. With the expansion of enterprise profit scale, as well as economic benefits, upgrading makes the risk of enterprise management more and more serious, and the cost also presents a rising trend. Under this condition, the competitiveness of financial management of global enterprises is increasing. Since the 1980s, some enterprises have begun financial transformation, and set up a new concept of financial sharing, simplify the management process of enterprises, improve the efficiency of enterprise resource allocation, give full play to the scale effect of enterprises, and control the cost of enterprises. Within a reasonable range, it is of great importance to improve the business efficiency of enterprises. Founded in 1998, H Company is the leading operator of industrial new town in China. It was listed in 2011. Under the background of global economic integration, with the expansion of business territory, management risks are prominent in all aspects. Hence, at the end of 2016, it realized financial transformation, focusing on the four core elements of "service, team, risk prevention and control, optimization and effectiveness". A Financial Shared Service Center was established. From the organizational structure and basic functions of H company's Financial Sharing Service center, this paper analyses the current development situation of the enterprise and its shortcomings. Some suggestions are put forward for the development of enterprises, such as improving the organizational structure of enterprises, improving the service level of enterprises, strengthening the performance management of enterprises, simplifying the performance process of enterprises, hoping to provide support for the operation and management of H company's Financial Sharing Service Center to enter a new stage of development, and also to provide reference for other enterprises. Test the basis.