Chinese architecture develops by leaps and bounds through innovation?

The formulation of a strategy is our transformation from participating in competition in the international construction market to becoming an internationally competitive construction enterprise group. After the reform and opening up, we took the lead in entering the international market and taking the first step in overseas operations. For more than 20 years, we have practiced through exploration and developed through practice, always making the flag of China Construction fly overseas. Looking at the concept of international operation of China Construction Corporation, we have come to the conclusion that taking the road of internationalization is A powerful engine to become stronger and bigger.

According to statistics, over the past 20 years, in the international contracting market, we have signed contracts worth nearly 200 billion yuan, completed a turnover of 180 billion yuan, driven 200,000 technical and labor personnel to go abroad, and completed projects More than 3680. In the past few years, our turnover has stabilized between US$2.5 billion and US$2.7 billion. Although it only accounts for 30% of the entire company's turnover, its benefits exceed 50%.

Our strategic goals will not change as the country implements macro-control. Because the determination of our goal is based on maintaining healthy development of the national economy. It is in line with the spirit of the central government and leaves ample room for improvement. In the international market, our market development and business operations in Africa, Southeast Asia, North Africa, Hong Kong and Macao have maintained a good momentum of development.

Second, conceptual innovation is the soul of enterprise development. Concept innovation is the solution to the behavior of enterprises and employees. Advanced concepts will bring advanced profit methods.

The main member companies of China Construction Corporation are large state-owned enterprises established and grown under the planned economic system. Facing the tide of reform, opening up, and market competition, we have established a commercial, group-oriented, and scientific The concept of deepening reform, strengthening management and accelerating development has been firmly established. This is also a prerequisite for our success. As a multinational enterprise, conceptual innovation requires us to establish four perspectives: first, the perspective of the world, second, the perspective of the times, third, the perspective of development, and fourth, the dialectical perspective.

Third, institutional innovation is the driving force for enterprise development. The core competitiveness of an enterprise is introduced into a good system and intellectual team. If there is no corresponding institutional support and management system to guarantee it, the core competitiveness of the enterprise will not be sustainable. In the process of social change and self-development, we have also left many sequelae. Because the enterprise's property rights structure is single, it cannot fully utilize social resources and accept social supervision. Internally, it is difficult to create a complete company system. The system has seriously restricted the rapid development of enterprises. In order for state-owned enterprises to develop and grow, they must establish a modern enterprise system that adapts to the requirements of socialized mass production and market economy, and transform state-owned investment enterprises into joint-stock enterprises. However, this is a very arduous task of institutional reform. To this end, our approach is to first organize advantageous enterprises, high-quality assets, and outstanding talents. On the one hand, these reorganized enterprises integrate and improve resources, liberate and develop part of the productive forces. On the other hand, we should use the demonstration effect of these market-oriented operations to accelerate system-wide institutional reform. After three years of institutional innovation practice, good results have been achieved.

Fourth, management innovation is the key to enterprise development. For state-owned enterprises, institutional reform has always been a bottleneck restricting our development and growth. When the actual conditions are incomplete and the institutional reform has not made substantial progress, we start with management innovation and work hard on the scientific management of enterprises.

Whether it is a joint-stock enterprise or a wholly state-owned enterprise, it should strive to move in the direction of a clear implementation and supervision agency for investment decisions. Taking the establishment of a corporate governance structure with unified powers and effective checks and balances as the ultimate goal of mechanism construction, giving full play to the enthusiasm of investors, operators, and producers, the best combination of social resources, the development and growth of enterprises also have a solid foundation Assure. A scientific corporate governance structure is the primary prerequisite for management innovation.

In addition, we must also make the following innovations in basic management.

1. Use system innovation as a means to improve the economic benefits of enterprises.

By implementing management measures such as corporatization of institutions, legalization of management, scientific decision-making, and standardized operations, we have effectively improved the level of basic management throughout the system, enabling the company to achieve rapid expansion in scale and firmly occupy the leading position in China's construction industry. And the purpose is to improve the quality of enterprise development, enhance international competitiveness, and fly together.

Second, optimize the enterprise management model with organizational innovation as the guarantee. We have seized the favorable opportunity of the current rapid economic growth and implemented an all-round project to promote development through reform and seek benefits from management. In the past, the enterprise's corporate institutions had problems with management objectives, economic structure, unscientific investment, and unconstrained behavior, which led to low economic efficiency of the enterprise. Throughout the system, a series of management measures such as capital and financial system management, labor subcontracting, centralized bidding, corporate organization integration, and legal person management of projects have been promoted.

3. Take cultural innovation as the soul to shape the management characteristics of the enterprise. From the perspective of the development of management science, enterprise management has gone through three stages, namely, experience management stage, system management stage and cultural management stage. At present, cultural management is the highest level of enterprise management. The core of cultural management is corporate culture. Corporate culture is a comprehensive reflection of the business philosophy, corporate spirit, organizational form, management philosophy and employee quality acquired by the company.

Fourth, technological innovation is a lever for enterprise development. In recent years, technological innovation has increasingly become an eternal source of economic growth. To this end, we first establish the concept of technological innovation and build the core competitiveness of the enterprise.

Since the mid-1990s, we have taken the lead in proposing the corporate development strategy of big technology in the construction industry. We have researched and formulated an advanced science and technology development plan, and organized and implemented the company's scientific and technological activities in accordance with the needs of the development plan and actual experience, and achieved good results. In recent years, through the implementation of science and technology development strategy, we have organized and developed 23 key development projects. Among them, 12 items have entered the international advanced level. *** has won 27 national science and technology progress awards, making it the construction company with the most awards in China, and has won more than 400 provincial and ministerial science and technology progress awards. Especially the Shenzhou Launch Center rocket built by China Construction Corporation.

It is necessary to create a technology development layout for resource integration and sharing. Faced with the current situation that China Construction Corporation has many companies and scattered scientific and technological resources, our approach is to integrate these resources on one platform within three years and organize and complete the operation with the group's business development as the leader. Through practice in recent years, good results have been achieved. At present, we already have three state-owned achievements and corresponding technical standards with internationally advanced levels. We have also transformed from scientific and technological research and development to the industrialization of scientific and technological achievements. Our scientific and technological demonstration projects were pioneered in the 1980s and have become a mature means of promoting science and technology in the construction industry.

In short, the market environment is always changing. Changes in the construction market caused by macro-control are not surprising. Practice has proved that changes in the market environment and the strength of competitors are not terrible. For a company For enterprises, innovation is the unremitting driving force for prosperity. Market competition is fair, but also ruthless. If an enterprise is not good at seizing and creating opportunities, and is not good at analyzing itself, transforming itself, and surpassing itself in the ever-changing market environment, it will definitely be eliminated by the fierce market competition. Only by continuously pioneering and innovating and advancing with the times can enterprises achieve leap-forward development.

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