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2012年,国家电网公司发布了《关于全面推进“三集五大”体系建设的意见》,对核心业务领域的组织架构、管理模式进行深入彻底的变革。同时,公司对其包括规划、建设、运行、检修、营销在内的五大核心业务的生产运营方式进行全面、系统的调整。本文以生产技术变革为视角,分析技术驱动、经济驱动因素如何改变电网企业的发展环境,以及在这种环境下国家电网公司如何进行管理创新与生产运营方式变革。
In 2012, SGCC issued Opinions on “Building a Big Five” and “Building a Big Five” system in an all-round way, and thoroughly and completely changed the organizational structure and management mode in the core business areas. Meanwhile, the Company conducted a comprehensive and systematic adjustment of its production and operation modes of its five core businesses including planning, construction, operation, overhaul and marketing. In this paper, from the perspective of production technology change, this paper analyzes how technology-driven and economic drivers change the development environment of power grid enterprises and how National Grid Company can make innovations in management innovation and mode of production and operation in this environment.