The enterprise ownership of China building materials reorganization is different, including state-owned, private, foreign-funded and mixed ownership; The scale is also different, and there are large, medium and small enterprises. China Building Materials vigorously implements management innovation and explores a unique management integration system: introducing the dynamic mechanism of "central enterprises running in the market", realizing inclusive growth and * * * win-win through diversified shareholding system controlled by central enterprises, standardized corporate governance structure, professional manager system, marketization of internal mechanism of the company and management of enterprises according to market rules; The implementation of hierarchical management has established the hierarchical positioning of China Building Materials with investment center, business platform as profit center and production factory as cost center, ensuring the smooth exercise of rights; In-depth implementation of the "Three Five" management integration model with KPI management as the core, and the use of benchmarking management, counselor system and other integration methods to comprehensively improve the level of integrated management; We should implement the new management concept of "cost-benefit", reconstruct a reasonable price system under the background of overcapacity, limit production and set production by sales, maintain the dynamic balance between supply and demand in regional markets, and promote the healthy development of enterprises and the rational return of industry value.
China Building Materials' experience and achievements in joint restructuring and growth mode and management integration are praised as the miracle in the history of cement development in the world, and won the first prize of national management modernization innovation achievement, which was listed as a teaching case by Harvard Business School.