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搞活企业固然离不开外部环境的优化,但是,是不是企业本身就没有内部潜力可挖掘了呢?为什么同样的外部条件、同样类型的企业,有的搞得好,有的搞得差呢? 深圳市石油化工(集团)股份有限公司不是消极地坐等外部条件的优化,也不是伸手向国家要优惠,把希望寄托在减税让利上,而是在主动争取政府对企业支持的同时。眼睛向内,增强自我积累、自我发展、自我调节和自我服务能力,努力创造自己的“小气候”。把集团公司从松散、改头换面的行政公司转换为有必要的直接控制权和集中经营权的紧密型实体。集团公司的作用能否有效发挥,很大程度上取决于本身的实力与效能。也就是说,能不能为二级企业办实事,解决实际问题,
Invigorating the enterprise is inseparable from the optimization of the external environment. However, is it not that the enterprise itself has no internal potential for excavation? Why do the same external conditions, the same type of enterprise, some do a good job, and some do worse? Shenzhen Petrochemical (Group) Co., Ltd. does not passively wait for the optimization of external conditions, nor does it reach out to the country for preferential treatment, and places its hopes on tax cuts and profits, but on the initiative to win government support for enterprises. With eyes inwards, self-accumulation, self-development, self-regulation and self-service capabilities are enhanced, and efforts are made to create their own “microclimate.” The group company was transformed from a loose, restructured administrative company into a compact entity with the necessary direct control and centralized management rights. Whether the role of group companies can be effectively played depends largely on their strength and effectiveness. In other words, can it be practical for secondary enterprises to solve practical problems?