Establish a strong sense of globalization
Currently globalization has penetrated into all aspects, not only the flow and configuration of production factors are more globalized, but also the system, rules, environment and concepts, etc. are becoming more and more globalized. Compared with the internationally renowned large companies such as Dyke, Siemens, BP, Anglo American, Michelin, Telefonica, etc., there is a considerable gap between our enterprises in terms of strategic planning, scale of operation, corporate governance, development and innovation, corporate management, social responsibility and sustainable development. How to adapt to the new situation of globalization, improve the core competitiveness of enterprises, better implement the "going out" strategy, take the initiative to participate in international competition and cooperation in both the international and domestic markets, and achieve the strategic goal of building a moderately prosperous society will face more severe challenges. The world is now very concerned about the role of the "China factor" in all aspects of international political, economic and diplomatic diplomacy, and the accelerated process of globalization and modernization in several countries, including India, Brazil and Russia, has posed unprecedented challenges to the world's pattern and mode of development. Although peace and development is the theme of today's society, but the contradictions and conflicts will continue, Europe and the United States model continues to encounter challenges, the international community will be at a crossroads, China's reform and development is also at a new crossroads.
For China there is a more serious reality, no country in the world can maintain a long-term competitive advantage with cheap labor, China is no exception. The development of Spain, for example, 25 years ago, it has the advantage of cheap labor, developed countries have implemented industrial transfer, but with the accession to the European Union and globalization is increasingly deep, this advantage is gradually lost, forcing them to accelerate industrial upgrading and structural transformation. China's development process if you do not solve this problem, today's prosperity tomorrow may be the decline.
In the face of this new situation, to narrow the gap with developed countries and their multinational corporations, and to cope with the challenges of globalization, we need to learn and be good at observing the reality from the world's perspective, pondering the problems with a global consciousness, and planning for the future with strategic thinking.
Accelerating domestic industrial upgrading
Today's globalization stems from the new technological revolution represented by information technology and the reforms of countries in transition, especially the disintegration of the former Soviet Union. Since the 1980s, large companies in developed countries, driven by the information technology revolution, by concentrating their industrial strengths, developing their core business, and expanding the horizontal and vertical division of labor, have gradually formed an oligopoly globally, i.e., "system integrators", with these large companies controlling 50% to 90% of the global market share. These system integrators have also produced the "waterfall effect" and made the industrial policies of some countries turn into policies of large companies to a considerable extent. Therefore, we should focus on the following two aspects of the response:
The relevant government departments should pay attention to the integration and aggregation of industries in the context of globalization, especially the "system integrators" and the "waterfall effect" trend, combined with the "11th Five-Year Plan" and the "11th Five-Year Plan", and the "11th Five-Year Plan". Combined with the "Eleventh Five-Year Plan", the government should study and formulate the national competitive strategy and industrial competitive strategy. Focusing on globalization, we should shift from facing domestic industries and balancing and allocating domestic resources to facing the international arena, focusing on improving national competitiveness and the competitiveness of some important industries, drawing on the Lisbon Agreement of the European Union and the experience of Denmark and other countries, and speeding up the cultivation of our own "system integrators" through industrial restructuring and mergers and acquisitions, by means of formulating and implementing a series of supportive and complementary policies in the areas of social security, education and training, public **** services, and financial support, and so on. The company's "system integrator" is a system integrator of its own.
Chinese enterprises should accelerate the development and implementation of industrial competition and enterprise competition strategies through rational and effective mergers and acquisitions. Although the U.S. group and the University of Cambridge Professor Singh research have proved that the performance of the acquisition of the company after the merger and acquisition is often declining, generally 60% unsuccessful, but practice has proved that mergers and acquisitions is the formation of the "system integrator" is an important means. Such as HSBC in the past five years in the global acquisition of more than 500 banks, BP by a simple oil company quickly developed into a "beyond oil" comprehensive energy company, Anglo American Resources Group in Latin America's successful acquisitions, Telefonica in just a few years jumped to the world's second largest telecommunications company, and has just acquired the British telephone company! And so on are through mergers and acquisitions to become a "system integrator" of successful examples.
Improvement of corporate governance and organizational structure
The company is the core of a successful market economy, and corporate governance is the core of the company to achieve sustainable development, so we must accelerate the reform of China's state-owned enterprises, improve corporate governance and organizational structure.
The study and operation of corporate governance should start from the actual situation, according to the local conditions, according to the enterprise, "foreign for Chinese". China, India and other developing countries should not be superstitious about the US stock market and the myth of establishing corporate governance structures through the stock market. Because of the different institutional models, so the corporate governance structure of each country is also different from each other, and can not be copied dogmatically.
The study and operation of corporate governance should aim at development. Corporate governance is to achieve sustainable development of the company's institutional guarantee, can not be detached from or ignore the development of the company to talk about the governance structure, like BP, Vodafone, Dyke, Anglo American, Telefonica, Maersk Group, as a complete set of development strategies and step-by-step implementation measures to avoid short-term corporate behavior, but also the only way to compete in the market to grow up in the globalization of the "system integrator". Only in this way can we grow up to be a globalized "system integrator" in the competitive marketplace.
The study and operation of corporate governance should be adapted to the organizational management structure. The concrete realization of corporate governance relies on the organizational management structure, and it is a common trend of modern successful companies to integrate the institutional economics of solving corporate governance with the management science of solving the organizational management structure. This integration mainly solves two problems: one is to improve efficiency, through the reduction of management levels, expanding the management range of the flat organizational structure, improve management efficiency; the second is to prevent risk, through the compression of the vertical management level, reduce the "multi-level" legal person to prevent the multi-level commission agent brought about by the business risk.
Strengthen enterprise R&D and independent innovation
Strengthen enterprise R&D, emphasize independent innovation, and master core technology. Technology has widely penetrated into all aspects of the industry and the entire value chain, and core technology has become the key to the core competitiveness of enterprises. On the one hand, we must adhere to independent innovation, improve such as the market for technology of the existing industrial technology policy. When the technology gap is very big fashion can be solved through the introduction of technology, when the technology gap is gradually narrowed or even become competitors, foreign companies will no longer transfer the key technology. The only way out is independent innovation, to establish a government-guided, enterprise-autonomous, market-operated way to solve the problem. If this kind of key core technology and basic technology we can not independently develop and solve, our enterprises will be difficult to become an international "system integrator".
We need to emphasize the establishment of an effective mechanism for research and development, achievement transformation and protection. Compared to the R&D systems and mechanisms of large companies in Europe and the United States, the gap between us is not only manifested in the lack of investment, but also in the transformation of the results and the lack of protection, but also in the lack of strategic research and development. Such as HSBC last year into the R & D costs of 5.4 billion U.S. dollars, Dykers, Michelin R & D are aimed at the next 10 to 30 years, so as to ensure that always have independent intellectual property rights. Siemens and Dyke's experience in transforming and protecting R&D results is worth learning from
Strengthening corporate culture construction
Learn to use the "Lean" management method. The theory of "lean" management method of Daniel Jones, is a famous international management concept innovator, but also the "lean" enterprise society founder and chairman. This management method was pioneered by Toyota in Japan, and after his theorization, it has spread to various industries and fields around the world, from manufacturing to hospitals and insurance, etc. The key is to analyze all the processes of the enterprise, and streamline and remove the processes and links that do not create value. The key is to analyze all the processes of the enterprise, streamline and remove the processes and links that don't create value. Excellent enterprises use average people to manage an excellent process, while poor enterprises use excellent people to manage a bad process, and lean thinking is the process reengineering thinking. The biggest difference between this way of thinking and the traditional way of thinking is that the enterprise is no longer seen as a simple combination of various production factors, but from the customer end of the value chain reverse integration of production factors and processes. He also warned us that although China has cheap labor, this advantage may be gradually lost because of "lean" management. We need to use this theory and methodology to study the power industry, the military industrialization enterprises and banks in the enterprise process.
Establish a correct brand awareness, develop and implement a scientific brand strategy. The world's leading companies do not pay attention to the brand, develop the brand, publicize the brand, protect the brand, the world's top ten famous brands are not only high value, but also known globally. For example, Coca-Cola spreads over 200 countries, becoming another most common word in the world except OK, with daily sales of more than 1 billion cups, operating income of 22 billion dollars, and net income of 4.8 billion dollars. In contrast, Chinese companies are 5 to 10 years behind in brand awareness and strategy.
Emphasize the construction of corporate culture. Experts introduced, modern successful companies do not pay attention to corporate culture, especially the construction of the company's philosophy. Corporate culture is the external manifestation of the business philosophy, essentially rooted in the company's entire business activities and widely penetrated in all aspects. For example, Michelin is a hundred years of family-owned enterprises, still thriving, one of the important reasons is that the company's culture is y rooted in people's hearts. In contrast, our company's cultural construction is still relatively poor, still more in the slogan or programmed.
Emphasis on supply chain management, accelerate the development of the logistics industry. Supply chain management is increasingly important in today's globalization era, and the development of modern logistics industry is an important part of it. Maersk as the world's internationally renowned logistics and transportation enterprises, the past five years the Group's logistics industry in the global growth of 20%. They believe that the development of logistics is of special importance to China, which is conducive to the "going out" of Chinese enterprises and the development of the central and western regions. At present, China's logistics costs are very high, according to their estimates, China's logistics costs accounted for more than 20% of GDP, while the United States, Japan, Europe, developed countries only 9.9%, 11.4%, 10%. The gap between China's logistics companies is mainly manifested in four aspects: information technology, international network, logistics personnel, government supervision.
Coordination of economic growth and protection of the environment, *** the relationship between the same affluence
The Central Committee of the Fifth Plenary Session of the Sixteenth Central Committee put forward the scientific concept of development, the development of a conservation-oriented economy, and the construction of a harmonious society is of great significance. Enterprises should shoulder the corresponding social responsibility in solving energy and environmental protection problems. Energy and environmental protection are increasingly becoming a globalized issue, requiring all parties to **** the same efforts. Governments should formulate energy strategies and improve environmental regulations and systems. In the long run, energy security requires consideration of both the effectiveness of energy use and the environmental impact of energy use. Solve the energy security neither self-sufficiency, nor stop the development, should improve energy efficiency and reduce energy consumption, the development of new energy sources, accelerate technological progress and international trade multiple ways to solve, China's energy should implement a comprehensive strategy.
Enterprises should shoulder the corresponding social responsibility in solving the coordinated development of urban and rural areas and regions. China in the past 20 years in the rapid economic growth and income growth has made certain achievements, the richest 20% of the United States and China's poorest 20% of the gap between the 1980's 157 times narrowed to 67 times in 2000. However, the current trend of widening income disparity within China, with China's Gini coefficient widening from 0.28 in 1980 to 0.45 in 2004, should be of great concern and addressed. For this problem, Copenhagen Business School introduced the development experience of Denmark, which focuses on the coordination between individuals-enterprises-public ****organizations and the government, giving full play to the role of public ****organizations in training, education, coordinating labor-management relations, and formulating public ****policies, etc., and has gradually formed a high-growth, high-efficiency, high-competitiveness, high-income, and high-quality public ****organizations. growth, high efficiency, high competitiveness, high welfare model, a better solution to the high efficiency of the market allocation of resources and income distribution and welfare levels, which is a great inspiration for us.
Strengthening international risk research and prevention
Emphasize risks and strengthen the regulation and prevention of risks. Economic globalization has brought about the globalization of the rules of economic interaction and the globalization of the spread of financial risks. On the one hand, it is necessary to pay attention to the risks brought about by changes in rules. Take changes in accounting standards as an example, there is currently a trend of convergence of international accounting standards. The relevant domestic government departments and enterprises, especially those companies that want to go public outside the United States or the European Union, should study this carefully and make early preparations. On the other hand, it is necessary to pay attention to and guard against financial risks. Professor Kieran of Cambridge University analyzed that finance is the cornerstone of future development, but there have been many financial bubbles in history, such as the Asian financial turmoil may happen again. Global financial risks are difficult to prevent. In order to avoid risks, international consortia are increasingly entering areas and countries that are not strictly regulated. Although the risk will not be a financial collapse, it will spread rapidly like a virus. Asian financial risks are expanding rapidly, from finance to economics and politics. China will also face such risks. It is important to pay attention to the combination of international capital and industrial capital, and to new monopoly oligopolies. A whole set of risk management system should be established from risk discovery, risk reporting to risk identification, risk analysis and risk control, and the core of risk management should be identified as 4 major elements: corporate governance, corporate culture, risk discipline, information and communication.
Focus on changes in the international economic and trade situation. Strengthen international cooperation, pay attention to the impact of the world economy, such as the United States, to create and maintain a favorable international development environment. Morgan Stanley's chief economic analyst, Stephen Roach, made an insightful analysis from the macro. He believes that now the world economy's four engines only China and the United States two in a good job, but now the two engines are not balanced: on the one hand, China's production continues to grow rapidly, while on the other hand, the United States of America's consumption growth is declining, China's exports of 35% of the total amount of the United States, the United States of America, the decline in consumption growth will inevitably affect China's economic growth. If exports continue to increase, is bound to cause dissatisfaction of importing countries, triggering new trade friction and protection, China once the slowdown in export growth, and the proportion of personal consumption is low and can not grow rapidly, and then can not pull the production growth, if the fixed asset investment and then decline, it is bound to trigger deflation. He even predicted that China's economic growth rate of 6.7% in 2006. Therefore, from the government to the enterprise, we must pay close attention to changes in the international economic and trade situation, and take early measures to avoid or minimize changes in the international economic and trade situation to China's macroeconomic operations and business development to bring about adverse effects.
Accelerate the training of international talents
Accelerate the training of composite talents to cope with globalization, especially high-quality business managers, in particular, to increase the training of the hand of the enterprise. The high quality of business leaders and adapt to the globalization of strategic vision and ability to master, is the company's development and growth and participation in international competition and cooperation is the key, no international talent, there can be no international enterprise. Vodafone CEO introduced the company's talent strategy, the company in the training and use of people, the requirements must have professional ability, cross-regional working ability and global vision, to be able to look at the enterprise 360 degrees. Siemens, Dyke, BP, Anglo American, Telefonica, Maersk Group and other internationalized companies are making great efforts to cultivate internationalized talents. Even the Spanish Barcelona Football Club has hired McKinsey and Company, such as the executives of internationally renowned consulting firms as the club's CEO, and it took a few years for the club's income to grow significantly, reaching an annual income of 270 million euros last year. Therefore, it is not only necessary to continuously learn the latest knowledge, but also to update the concept, improve the ability of international exchanges, selection and training of internationally competitive talents.