从“管控中心”向“价值创造中心”转型的实践研究—新疆天筑建工集团为例

Practice Research on the Transformation from “Control Center” to “Value Creation Center” -Taking Xinjiang Tianzhu Construction Group as an Example

摘要

在经济高质量发展进入深水区、企业治理体系持续完善的宏观背景下，国有企业集团总部的职能转型已成为关乎企业生存与发展的核心议题。传统以“管控中心”为定位的总部模式，在日益激烈的市场竞争和深化国企改革的要求下，显露出权责模糊、响应迟缓、协同不足、赋能缺失等内生困境。推动集团总部从“管控中心”向“价值创造中心”转型，已非可选项，而是政策驱动与内生需求共同作用的必然结果。

Abstract

Against the backdrop of high-quality economic development entering a critical phase and continuous improvement in corporate governance systems, the functional transformation of headquarters in state-owned enterprise groups has become a pivotal issue concerning corporate survival and development. The traditional headquarters model, positioned as a “control center,” has revealed inherent challenges such as ambiguous authority and responsibility, sluggish responsiveness, insufficient coordination, and lack of empowerment under increasingly fierce market competition and the requirements of deepening state-owned enterprise reforms. Promoting the transformation of group headquarters from a “control center” to a “value creation center” is no longer an optional choice but an inevitable outcome driven by both policy incentives and intrinsic demands.

关键词

集团总部 / 价值创造 / 管控转型 / 国企改革 / 组织架构 / 天筑集团

Key words

Group Headquarters / Value Creation / Control Transformation / State-Owned Enterprise Reform / Organizational Structure / Tianzhu Group

参考文献

[1] 国务院国资委. 国企改革深化提升行动方案（2023—2025年）. 2023.

[2] 新疆天筑建工集团有限公司. 总部组织架构改革方案. 2025.

[3] 王吉鹏, 等. 集团管控[M]. 北京：中信出版社， 2018.