并购是现代化企业资本运营的重要方式，它能够帮助企业实现快速发展、优化产业结构、提升资源配置效率、加强市场竞争力。并购能否取得圆满成功，除了前期的并购调查分析，更重要的是并购后各项整合工作的完成效果是否能达到预期。而并购后，财务整合是并购整合的重要部分，财务组织又是财务整合的执行主体，因此财务组织的运作效率决定了财务整合的成败，进而影响到整个并购的效果。财务整合工作千头万绪、任务繁重，企业管理层应当重视并对财务组织给予充分的理解与支持。如何在并购整合过程中，建立高效和适应性强的财务组织，提升企业财务管理水平，有效降低财务风险，促进业务快速健康发展，不断发掘和实现企业价值，最终达成并购目标，就成为了并购后企业财务领导者面临的主要问题。 本文首先对有关财务组织优化的文献进行了概述和小结，然后对财务组织的相关概念进行了界定，并介绍了价值链理论主要内容及其与财务组织各要素的关系，为如何优化并购后集团财务组织提供了理论指导。接着以M集团并购后财务组织调整为案例，介绍了M集团近几年通过并购实现业务结构调整的基本情况，并对并购前后的M集团组织结构和财务组织结构进行了分析，就公司财务组织在并购整合后遇到的问题进行研究。之后本文基于价值链理论，提出财务组织优化设计的思路，包括优化的目标、原则、依据、流程和思路框架。再以价值链理论为基础，对M集团财务组织优化建设进行了设计，制定出具体的优化内容。而后对优化设计的可行性进行了评估，阐述了优化设计的实施步骤并预估了优化设计的效果。最后对优化设计可能遭遇的挑战进行了说明。 本文通过对M集团并购后财务组织整合案例的分析，对该集团的财务组织进行了优化设计，期望通过优化设计，使财务组织能满足集团战略发展的需求，财务管理工作更加高效和规范，促进财务与业务协同发展，提升企业整体效率和效益。同时，通过本文的研究为其他集团公司财务组织的优化设计提供案例参考，为完善现代集团公司的财务管理提供了一些启示和借鉴。

As an important way of capital operation of modern enterprises, mergers and acquisitions (M&A) can help enterprises to achieve rapid development, upgrade and optimize industrial structure, improve the efficiency of resource allocation, and strengthen market competitiveness. Whether the M&A can be successful or not is not only determined by the preliminary investigation and analysis, but also deeply influenced by whether the completion of the integration work after M&A could achieve the expected results. After M&A, in consideration of the importance of financial integration in the enterprise's later integration, and the executive role that financial organization plays in financial integration, so the operation efficiency of financial organization determines the success or failure of financial integration, and further affects the effect of the whole merger and acquisition business. The integration work after M&A of enterprises is very complicated and the workload is heavy. The management team should pay high attention to them and give fully understand and support to the financial organization. The leader of finance team is facing some major problems, such as how to establish an efficient and adaptable financial organization, how to improve the financial management level of the enterprise in order to effectively reduce the financial risk, how to exert financial synergies to improve the financial resource utilization efficiency of enterprises and reach the goal of M&A, and how to continuously explore and realize the enterprise value for them. This paper firstly summarizes the literatures related to financial organization optimization, and then starts with the concepts and contents of financial organization, describes the value chain theory and its application in various elements of financial organization. All these set up a theoretical foundation for how to optimize the group financial organization after M&A. Secondly, taking M group as the case background, this paper introduces the basic situation of M group's business structure adjustment through M&A in recent years, and analyzes the organizational structure and financial organizational structure of M group before and after M&A, and studies the problems encountered by the company's financial organizations after M&A. Thirdly, based on the value chain theory, this paper proposes the optimization design idea of financial organization, including optimization objectives, principles, basis, process and thinking framework. Fourthly, the paper designs the optimization construction of M group's financial organization and works out the specific optimization contents based on the value chain theory. Finally, the paper evaluates the feasibility of the optimization design, describes the implementation steps of the optimization design, and predicts the effect and possible challenges of the optimization design. Through the case analysis and summary of the M group financial integration after M&A, the paper makes the optimization design of the group's financial organization hoping to help its financial organization fulfill the group's strategic development needs, and make the financial management work more normative and efficient, realize collaborative development between financial organizations and business organizations, and improve enterprise efficiency and benefit as a whole. Meanwhile, this paper can not only provide a case reference of the optimization design of financial organizations for other group companies, but also provide some inspirations and references to improve the financial management for modern group enterprises.