Transformation of Financial Personnel in the context of Big Data: Basis for Strategic Plan

Abstract

The rapid advancement of information technology has positioned big data as a key catalyst for global economic and social development, equipping decision-makers across industries with valuable insights and transformative opportunities. This study examined the transformation to big data among financial personnel in China, focusing on its necessity, impact on traditional financial work, transformation requirements, strategies, and associated challenges. Using a descriptive method under a quantitative research design, data were collected from financial professionals, IT personnel, enterprise managers, and academics across manufacturing and service sectors. Findings showed that transitioning to big data was considered highly significant, particularly in reshaping financial functions and addressing new operational demands. The need for transformation was rated highly needed, indicating the requirements such as shifting from accounting to management, personnel training, and establishing shared financial models. Strategic approaches such as skills development, organizational restructuring, leadership enhancement, and policy formulation were considered highly important, while challenges including skills gaps, psychological resistance, cultural rigidity, and risk management were identified as very challenging. The transformation was also seen to improve operational efficiency, market reach, service personalization, and overall organizational performance, enhancing technological readiness and competitiveness. The impact on client service delivery was assessed as highly positive. A strategic plan was proposed to optimize services through big data transformation. Overall, the study underscores the importance of a comprehensive, adaptive approach to successfully navigating the shift to big data in financial operations.