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2009年,宝钢实施了对宁波钢铁的兼并重组,由于成功地推进了文化融合,使得这一战略性资产重组顺利达到了预期目标。重组前的宁钢,资产负债率高达92.64%,几近资不抵债;生产成本、财务成本大大高出同类企业,累计亏损32.8亿元;员工队伍很不稳定,每月流失员工近40人。宁钢重组后,3个月扭亏为盈,6个月盈利过亿。同一家企业、同一条生产线、同一支员工队伍,为何重组后的变化这么大?答案很明确:在于正确的战略思维、先进的管理理念和以人为本的团队建设,而支撑其后的是宝钢文化,是成功的文化融合促使了宁钢的蜕变。
In 2009, Baosteel implemented the merger and reorganization of Ningbo Steel. Due to the successful promotion of cultural integration, this strategic asset reorganization smoothly achieved its expected goal. Before the reorganization, Nanjing Steel had a debt-to-asset ratio of 92.64%, which was almost insolvent. Production costs and financial costs were much higher than those of similar companies, with a cumulative loss of 3.28 billion yuan. The staff team is very unstable and nearly 40 employees are lost every month. After the reorganization of Nanjing Steel, it turned profitable in 3 months and profited in over 6 billion in 6 months. Why does the same company, the same production line, and the same team of employees change so much after the reorganization? The answer is clear: it lies in the correct strategic thinking, advanced management concepts, and people-oriented team building, which is supported by Baosteel culture. It was the successful cultural integration that prompted the transformation of Nanjing Iron & Steel.