First and foremost, it is important to respond to the megatrend of financial change: the rapidly increasing possibility and importance of rationalized decision-making. Unlike the "accounting wagon" and the "tax wagon", the "finance wagon" focuses on the decision-making function. The core of financial management is financial decision-making: firstly, operational decision-making, secondly, investment decision-making, and finally, financing decision-making. The three types of financial decisions constitute the key aspects of enterprise management, but also the main force of fate.

The success or failure of decision-making depends on the degree of rationality of the decision. Traditional Chinese culture has been brought into corporate decision-making, creating a situation where emotional decision-making overwhelms rational decision-making, incurring a high risk of decision-making failure, which needs to be changed urgently. Here, the digital economy can be used as the most powerful lever to promote the rationalization of financial decision-making. Unlike emotional decision-making, rational decision-making relies heavily on information to determine what is "gained" and what is "lost". Decision-making without relevant information is blind decision-making, and it is very easy to become a competitive loser. The digital economy is also the age of speed: being one beat behind is roughly equivalent to being four beats behind, which means there is little chance of catching up with the competition.

While driving the rationalization of the financial carriage, the digital economy is also driving the hollowing out of financial accounting: it is becoming increasingly difficult for accounting information to reflect the substance of economic transactions. The concept, type and manner of "transactions" (fragmentation, complexity and virtualization) are very different from the past. The information function of accounting has either been transferred to big data and smart platforms or fully outsourced, resulting in a diminishing function to support analysis and decision-making. The accounting profession and workforce remains indispensable, but its true role is increasingly questionable.

How can we respond? One way is to develop and apply management accounting, and an even better way is to integrate management accounting methods and tools into financial management to bring management decisions back to the core part of the organization - operational, investment and financing decisions. The growth of the digital economy has made these efforts more urgent and more likely to lead to low-profile, pragmatic results.

The trend of change in the "tax wagon" is toward simplicity. For businesses, this means a shift to a "nodal model" of tax risk management and tax planning, rather than a comprehensive approach. The way the U.S. controls the world's oceans is simply to control 12 strategic straits, each of which is a "node". In the field of taxation, big data has created a new opportunity to accurately lock the nodes.