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从传统封闭到现代开放,央企在不断成长的背后,历经了一次次的机制变革和自我突破。2010年开始,国家电网公司正式把建设“三集五大”体系作为一项系统性工作整体推进,历时5年全面建成。公司的经营管理呈现出全新局面,一系列长期制约企业发展的管理短板和瓶颈问题得以解决,公司进入新的发展阶段。作为一项管理变革,“三集五大”体系建设对于公司创新发展的重大价值是什么,我们采访了国网能源研究
From the traditional closed to the modern open, the central enterprises in the growing behind, after a series of institutional changes and self-breakthrough. Starting from 2010, the State Grid Corporation formally promoted the construction of the “three big five” system as a systematic work as a whole, which lasted five years and was completed in an all-round way. The operation and management of the Company presented a completely new situation. A series of management shortcomings and bottlenecks, which have long restricted the development of the enterprise, were resolved and the Company entered a new stage of development. As a management reform, what is the great value of the “three sets and five major” system for the company’s innovation and development? We interviewed State Grid Energy Research