Author: Tang Hongwei (Researcher at Nanjing University of Aeronautics and Astronautics, Jiangsu Research Center for Theoretical System of Socialism with Chinese Characteristics)
General Secretary Xi Jinping pointed out that developing the digital economy is a strategic choice to grasp the new opportunities of the new round of technological revolution and industrial transformation.
The healthy development of the digital economy is conducive to promoting the construction of a new development pattern, the construction of a modern economic system, and the construction of new national competitive advantages.
As the backbone of national economic development, state-owned enterprises should contribute to the development of the digital economy.
Strengthen the leadership of party building in state-owned enterprises.
State-owned enterprises not only have the inherent desire to create economic profits, but also need to undertake the important task of consolidating the party's ruling foundation, so as to achieve an organic unity of improving the economic and social benefits of enterprises and the level of risk prevention and control.
The establishment of digital thinking in state-owned enterprises is not only a need for the economic development of the enterprise, but also a practical need for maintaining public ownership. However, due to the wide coverage, slow effectiveness, and large capital investment, it is difficult for enterprises to rely on a certain department to achieve this. Party organizations are required. Give full play to its function of overseeing the overall situation and coordinating all parties.
State-owned enterprise party organizations play an important role in "setting direction", "consolidating consensus", "breaking problems" and "promoting development" in the digital construction of enterprises.
Benchmarking the digital strategy, in order to truly realize the empowerment and gathering of souls of the party organization for the high-quality development of state-owned enterprises, the party organization of state-owned enterprises needs to make four transformations: First, the transformation from management to service.
Adhering to the overall leadership of the party, the construction of party organizations should strive to meet the reasonable demands of various stakeholders as much as possible, and through diversified services, close the relationship between the party and the masses, cadres and masses.
The second is the transition from a bureaucratic type to a network type.
General Secretary Xi Jinping pointed out that "without network security, there will be no national security, and without informatization, there will be no modernization".
The digital construction of enterprises is inseparable from massive information and a complete network system, and this network system will also promote the development of enterprise organizational structure from the original vertical bureaucratic system to the flattening of the analog market network. State-owned enterprises must adapt to the network. With the new concept of network management, it actively explores and establishes a new mode of party-mass work.
The third is the transition from closed to open.
With the continuous deepening of digital construction, various new concepts continue to emerge, and the speed of knowledge update is accelerated, which requires enterprise party and mass workers to establish an open concept, keep abreast of the latest developments in employees' thinking and the development and changes of the international situation, and strengthen ideological and political guidance and Thought guidance, enhance the pertinence and effectiveness of the work of the party and the masses.
The fourth is the transformation from extensive to fine.
In the process of building party organizations in state-owned enterprises, party and mass workers should review and reflect on the management model in a timely manner, firmly grasp "people", "concepts" and "digital technology", and work hard, make a fuss, and implement them in combination with lean tools. The application of the method requires great effort, improvement, and practical results.
Cultivate independent innovation talents in digital technology.
Today, my country's digital economy is developing rapidly, but there is a large gap in talents related to digital technology.
Faced with this challenge, state-owned enterprises must use an excellent corporate culture to unify their understanding and actions, stimulate the enthusiasm and creativity of digital technology independent innovation talents within the enterprise, and then enhance the innovation capability and core competitiveness of state-owned enterprises.
By building a good talent training mechanism, utilization mechanism, incentive mechanism and competition mechanism, not only high-quality professional cadres can be cultivated, but also innovative digital technology talents can be cultivated to provide talent support for the high-quality development of state-owned enterprises.
In response to the shortage of digital technical talents, state-owned enterprises can solve the problem in three ways: First, seek professional support from the state.
Provide intellectual support for high-quality development by inviting the state to set up a digital technology expert group to enter the enterprise to inspect the reform work on the spot, and digital technology experts to provide remote guidance.
The second is to cooperate with colleges and universities.
Through the establishment of enterprise base classes and other forms, the "order-based" talent training is implemented to meet the needs of enterprises' digital talents.
The third is to increase the training of existing digital talents of enterprises to meet the needs of digital development in the new stage.
By promoting the transfer of internal and external knowledge, strengthening the construction of informatization teams, and forming a three-level operation system of "key users - internal consultants - external consultants".
Strengthen the digital infrastructure construction of state-owned enterprises.
From "asset-driven" to "data-driven", it is necessary to improve the digital infrastructure, organically couple with traditional resources, and realize the interconnection of data production, storage, sharing and analysis within the enterprise resource architecture.
To establish digital thinking, it is necessary to build a new IT structure model such as "data center" and "business center" that meet the operating characteristics and development needs of state-owned enterprises. The empowerment platform stimulates new kinetic energy of data elements and makes data into productivity.
To this end, the construction of digital infrastructure by state-owned enterprises needs to do the following three points: First, enhance the awareness of the importance of digital infrastructure construction.
For state-owned enterprises, accelerating the construction of digital infrastructure can, on the one hand, promote technological transformation and equipment renewal, and provide strong support for the conversion of old and new kinetic energy; on the other hand, it can promote application scenarios such as smart transportation, smart city, smart manufacturing, and smart energy. And the rapid iteration of business models will form a new economic growth point for a new round of investment expansion.
The second is to clarify the main tasks of digital infrastructure construction.
Digital infrastructure construction covers not only sensor terminals, 5G networks, big data centers, industrial Internet, etc., but also the use of new-generation information technologies such as the Internet of Things, edge computing, artificial intelligence, etc., to traditional infrastructure such as transportation, energy, ecology, and industry. Carry out digital, networked and intelligent upgrading and transformation.
The third is to increase human, financial and material support for digital infrastructure construction.
The construction of digital infrastructure is a systematic project, which requires state-owned enterprises to strengthen human, financial and material investment through various measures, and can also introduce third-party channels for joint technology development and facility construction.
Improve the governance system of state-owned enterprises.
The penetration of digitalization into all levels of state-owned enterprises has forced the transformation of enterprises, and the requirements for the reconstruction of internal production, operation and management mechanisms of enterprises are becoming more and more urgent.
The State-owned Assets Supervision and Administration Commission also mentioned in the "Notice on Accelerating the Promotion of the Digital Transformation of State-owned Enterprises" that digital transformation is not only a top-level project, but also an innovation activity involving all employees and all elements. , Good at digital transformation atmosphere, strengthen the next game of chess.
It can be said that the establishment of digital thinking requires the transformation of all employees of the enterprise, which involves cross-organizational and cross-departmental collaborative work, so it must be considered comprehensively.
Specifically, state-owned enterprises need to build a "four-in-one" governance system: First, promote the reform of the company system and shareholding system.
According to the development goals of digital construction, state-owned enterprises should clarify their development ideas, build a scientific management system, and effectively guarantee the due interests of digital technical talents.
The second is to improve the corporate governance structure of the company.
State-owned enterprises should standardize the construction of the board of directors, effectively implement the functions and powers of the board of directors, reform the management system of external directors, and strictly manage the selection and performance of directors, so that the board of directors can truly become the decision-making body of the enterprise, so as to provide a voice for digital technology talents and enhance their voice and influence. .
The third is to manage the digital technology leaders of state-owned enterprises by classification and hierarchical management.
According to different types and levels of state-owned enterprises, various flexible methods can be adopted for the promotion and appointment of digital technology leaders of state-owned enterprises, such as appointment system, selection system, appointment system, etc., but they must be passed through strict assessment.
The fourth is to improve the salary distribution system of state-owned enterprises.
Whether state-owned enterprises can establish a salary distribution system that conforms to the economic laws and the training laws of digital technology talents is related to the vital interests and potential of the employees of the enterprise, the implementation of the salary incentive function and the implementation of the strategy of "strengthening enterprises with talents". To the long-term development of the enterprise and the stability of people's hearts.
To this end, state-owned enterprises must establish and improve a salary system that reflects efficiency and promotes fairness for the purpose of encouraging labor and enhancing the creativity of digital technology talents.