企业要想获得可持续竞争优势，推动企业健康发展，就要根据企业所处的内外部环境，结合自身实际，对战略进行评估分析，保持良性的环境、战略、组织之间的动态协调，并对不能满足动态协调一致的企业内部组织、人员和制度进行变革。变革是多方面的，包括技术变革、产品和服务变革、组织机构变革、管理体系变革、企业文化变革、人员变革等等。

If an enterprise wants to obtain sustainable competitive advantage and promote its healthy development, it must evaluate and analyze its strategy according to its internal and external environment and in combination with its own reality, maintain the dynamic coordination among benign environment, strategy and organization, and reform the internal organization, personnel and system that can not meet the dynamic coordination. Change is multifaceted, including technological change, product and service change, organizational change, management system change, corporate culture change, personnel change and so on.

这里讲的企业改革要和战略规划同步推进，侧重点在如何加快推进国有企业的市场化改革，来适应和满足企业战略实施的要求。从实务操作上，国有企业的改革还要侧重以下几点：

The enterprise reform mentioned here should be carried out simultaneously with the strategic planning, with the focus on how to accelerate the market-oriented reform of state-owned enterprises to meet the requirements of the implementation of enterprise strategy. In practice, the reform of state-owned enterprises should focus on the following points

首先，要建立以市场需求为导向的产品研发和生产管理机制。要彻底摒弃以产定销、以产促销的传统思路和经营模式，在产品供应充足、产品同质化程度高的今天，市场竞争越来越充分、越来越残酷，假若还是一味按传统的思想和管理方法来组织生产和销售，到头来只有一个结果，这就是产品库存高企，占用资金大，整机厂和经销商都不赚钱，甚至损失惨重。

First of all, it is necessary to establish a market-oriented product development and production management mechanism. We should completely abandon the traditional thinking and business model of production based marketing and production based promotion. In today's era of sufficient product supply and high degree of product homogeneity, market competition is becoming more and more full and cruel. If we still blindly follow the traditional ideas and management methods to organize production and sales, there will be only one result in the end, that is, high inventory of products and large capital occupation, The whole machine factory and dealers do not make money, or even suffer heavy losses.

要力戒“自以为是”的产品开发理念，要面向市场、面向消费者开发产品，要分析研究不同地区、不同消费者的需求变化，不仅要找准他们的痛点、痒点和爽点，还要帮他们解决烦心事、操心事和揪心事。要学会换位思考，做到换位做事，换位做人，总之要做到我们提供的产品，就是用户需要的（产品）。在这方面，企业要少一些经验之谈，少一些大师之言，少一些领导盲目拍板。

We should avoid the "self righteous" concept of product development, develop products facing the market and consumers, analyze and study the changes in the needs of different regions and consumers, not only find out their pain points, itching points and cool points, but also help them solve their worries, worries and worries. We should learn to think in a new position, do things in a new position, and behave in a new position. In short, we should make sure that the products we provide are what users need. In this regard, enterprises should be less experienced, less masters' words and less leaders' blind decision.

其次要健全企业约束和风险防控机制。国企改革的权力下放和充分授权，目的是提升效率。但企业在提高决策效率和运营效率的同时，也要把科学决策和正确决策放在重要的位置。

Secondly, we should improve the mechanism of enterprise restraint and risk prevention and control. The purpose of decentralization and full authorization of SOE reform is to improve efficiency. However, while improving the efficiency of decision-making and operation, enterprises should also put scientific decision-making and correct decision-making in an important position.

除了大家常说的国有资产流失外，还要关注和重视企业资产负债率的提高、盈利能力的下降、亏损企业增多、劳动生产率降低、企业凝聚力减弱、违法违规事件频发等具体问题。所以，企业的依法经营和合规管理，要坚定不移地坚持和深化，在这里，要把好制度和决策流程的执行关，管到位，追责到位，以此来推进企业的经营效率提升和价值增长。

In addition to the loss of state-owned assets, we should also pay attention to the improvement of asset liability ratio, the decline of profitability, the increase of loss making enterprises, the decrease of labor productivity, the weakening of enterprise cohesion, and the frequent occurrence of violations of laws and regulations. Therefore, the enterprise's legal operation and compliance management should be unswervingly adhered to and deepened. Here, the implementation of the system and decision-making process should be well controlled, and the responsibility should be well pursued, so as to promote the enterprise's operation efficiency and value growth.

再次，要对企业的经营管理模式进行变革，以适应业务发展和企业应对市场竞争的要求。比如前边提到的通用电气公司（GE）实施的战略业务单位管理方法，就是比较好的一种业务多元化的企业的管理工具。关键是要用好，要把目标任务，经营团队、责权利协调到位。还有就是集团内资源的配置和优化整合，要本着盘活存量、提高使用效率的原则，把优势资源往重点业务版块和有能力经营好的企业负责人手下集中和调配，实现好资产的运营价值。

Thirdly, it is necessary to change the business management mode to meet the requirements of business development and market competition. For example, the strategic business unit management method implemented by General Electric Company (GE) mentioned above is a better management tool for enterprises with diversified business. The key is to make good use of it and coordinate the objectives, tasks, management team, responsibilities and rights. There is also the allocation and optimization of resources within the group. In line with the principle of revitalizing the stock and improving the efficiency of use, we should concentrate and allocate the advantageous resources to the key business sectors and the enterprise leaders who have the ability to operate well, so as to realize the operational value of the assets.

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