X公司战略升级背景下的集团管控实践研究
X公司战略升级背景下的集团管控实践研究
摘要
随着社会经济的不断进步，企业作为社会经济活动的主体之一，也在持续发
展壮大，越来越多的企业迈向了集团化发展阶段，集团企业在兼具规模、成本、
产业布局、抗风险能力等优势的同时，也面临着管控难题。如何构建和优化集团
管控体系，为企业持续健康发展保驾护行，成为众多集团企业的研究和实践课题。
本论文以正在进行相关多元化战略升级的 X公司为研究对象，通过高管访
谈的方式，诊断分析了支撑 X公司战略升级目标的达成所面临的管控问题，并
以现代企业集团管控机制的相关理论为指导，从集团总部定位与架构设置、管控
权限、核心业务流程、组织绩效管理以及激励机制等方面入手，提出适合 X公司
未来发展的集团管控方案和优化建议。
本研究分为五大部分，前两部分为绪论和理论概述部分，第三部分主要介绍
了 X公司的发展情况、阐述了公司战略升级目标，并通过组织诊断模型识别出 X
公司在集团管控实践当中存在的主要问题，包括管控模式不灵活、总部高层次架
构不适应、人力资源等方面的问题，明确了 X公司当前集团管控存在的局限性
和改革的必要性，第四部分针对 X公司存在的主要问题，结合集团管控相关理
论，提出了相应的优化方案建议，涵盖管控模式与组织设计，管控权责与核心流
程，战略绩效评价与激励机制优化等，并对部分已经在实施当中的方案进行效果
的跟踪分析，第五部分为结论部分，对研究的结论、不足之处和未来的展望进行
阐述。
X公司通过对集团管控体系的研究与应用，为公司未来业务发展所需的管控
能力建设提供了思路和方法，也对其他有类似需求的企业具有一定的借鉴意义。
关键词：集团管控、管控模式、组织架构、组织绩效、激励机制
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X公司战略升级背景下的集团管控实践研究
Practical Research on Group Management Control
under the Background of X Company's Strategic
Upgrade
Abstract
With the continuous progress of social economy, enterprises, as one of the main
bodies of social and economic activities, are also growing. More and more enterprises
are moving towards the stage of group development. While group enterprises have the
advantages of scale, cost, industrial layout and anti risk ability, they are also facing
management and control problems. How to construct and optimize the group
management and control system to ensure the sustainable and healthy development of
enterprises has become a research and practical topic for many group enterprises.
This paper takes X company, which is upgrading its diversification strategy, as the
research object, diagnoses and analyzes the outstanding problems faced by X company
in terms of management. Guided by the relevant theories of modern enterprise group
management and control mechanism, this paper analyzes the company's business
portfolio, functions and positioning of group headquarters, management and control
authority, core business process, management and control mechanism, management and
control mechanism, and management and control mechanism From the aspects of
organizational performance management and incentive mechanism, this paper puts
forward the group management and control scheme suitable for the future development
of X company, and simultaneously observes and verifies the effect from the perspective
of practice.
This study is divided into five parts, the first two parts are the introduction and
theoretical overview. The third part mainly introduces the basic situation of
X
company, and identifies the main problems existing in the group management and
control of X company through the organization diagnosis model, including the
headquarters management and control and positioning, R & D, procurement and supply
chain, sales, human resources and other aspects, and clarifies the limitations of group
management and control of X company and the necessity of reform. In the fourth part,
aiming at the main problems of X company, combined with the relevant theories of
group management and control, the corresponding solutions are put forward, including
the management and control mode and organization design, management and control
rights and responsibilities and core processes, strategic performance evaluation and
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X公司战略升级背景下的集团管控实践研究
incentive mechanism optimization, etc., and the effect of some of the schemes that have
been implemented is tracked and analyzed. The fifth part is the conclusion part The
deficiencies and future prospects are described.
Through the research and application of the group management and control system,
X company provides ideas and methods for construction of the management and control
capabilities required for the company's future business development, and also has
certain reference significance for other enterprises with similar needs.
Key words: Group management and control; Organizational Structure; Organization
Performance; Incentive Systems
V
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