On The Transformation Path For S Large Collective Enterprise Affiliated To Former State Enterprise After Reform

Large collective enterprises affiliated to state enterprises,a special type of enterprises,appeared in China at a specific stage.These enterprises will face urgent transformation requirements after the property right reform from affiliated enterprises of state enterprises to local state-owned enterprises.The transformation effect of large collective enterprises affiliated to former state enterprises(referred to as reformed large collective enterprises,RLCE)will not only enjoy strategic significance for enterprises themselves,but also impact on the further deepening reform of state enterprises and even the whole economic and social development.As a whole,the transformation foundation of RLCE is relatively good.The RLCE not only have a good foundation of land,human capital,fixed assets and organization,but also enjoy special social capital with the original state enterprises as well as the window mechanism formed between the original state enterprises and regional economy.Furthermore,Macro external conditions are also generally favorable for the transformation of RLCE.However,the RLCE also have obvious obstacles to transformation,which include prominently manifested in the lack of subjective initiative of enterprise stakeholders,dependence on market development and low technological innovation ability.In summary,the RLCE has the dual hard constraints of the necessity of transformation and the limitation of resources;This dual hard constraint makes the transformation of RLCE entail the following path: focus on mobilizing and concentrating effective resources,realize the transformation of key fields such as market channels and technological research and development as soon as possible with minimal resource investment.S enterprise is a typical enterprise after property right restructuring.S enterprise has a long history of development,enjoys strong economic strength and good industrial foundation,and shows strong awareness of transformation and development and positive actions after restructuring,including strategy formulation,organization mobilization,market transformation,technology research and development,reorganization and integration of subsidiary enterprises(businesses),excavation and utilization of external effective resources etc.So that they can adjust,adapt,stabilize and even develop in a short time.Nevertheless,S enterprise still faces relatively insufficient human capital resources and leadership,low asset quality,weak technology R & D ability,difficulties in market development,and various external challenges.Through the questionnaire survey and analysis on the three core key issues of the transformation of S enterprise,it is found that the internal driving force for the transformation and development of S enterprise is relatively insufficient,there are even some potential unstable factors(mainly reflected in the stability of backbone human capital in the enterprise).S enterprise need effective strategies to improve the transformation effect.Based on the scientific transformation positioning,it should focus on six strategic priorities:market development,talent training and improvement,concept transformation and corporate culture reconstruction,technological innovation,coordination and smoothness of internal management,and fully expand the participation of ordinary employees in the transformation and development,and establish and improve relevant safeguard measures.