The promotion of the core competitiveness of state-owned enterprises is not the result of a single factor, but a systematic project. It is necessary to allocate resources and integrate capabilities from a strategic height, create a reasonable organizational structure and management system, and form various capabilities that can enhance the core competitiveness, such as learning ability, management ability, innovation ability, etc. This is the fundamental reason for state-owned enterprises to maintain their competitive advantage and the cornerstone of their development and growth. Therefore, it is necessary to establish a long-term, unique core competitiveness that is not easy to be imitated by competitors, and the enterprise will continue.
First, how to understand the core competitiveness of enterprises
The description of enterprise's core competitiveness can be traced back to the founders of this theory, C.K.Prahalad and Hammer, who put forward in the article "Core Competitiveness"? Core competitiveness is a unique skill and technology, which can make the company bring special benefits to customers? This important viewpoint has caused great influence in theoretical and academic circles, especially in coordinating different production skills and organically combining various technical flows. Domestic scholars also put forward their own understanding based on the views of western scholars on core competitiveness. Chen Qingtai, deputy director of the State Council Development Research Center, said at the199 Fortune Youth Annual Meeting. Core competitiveness refers to the ability of an enterprise to continuously serve the market and innovate marketing methods? Generally speaking, the research on core competitiveness can be divided into the following categories:
1. Based on the cultural view, this view holds that the core competitiveness of an enterprise exists not only in the business operation system of the enterprise, but also in the cultural system of the enterprise, rooted in the complex relationship between people and the environment. The accumulation of core competitiveness is hidden in the corporate culture and permeates the whole organization, while * * * knowledge is achieved in the organization, and members of the organization deeply understand and guide actions. This is a comprehensive and impossible corporate culture.
2. Based on the view of knowledge core competitiveness, this view holds that the core competitiveness of enterprises should be defined from the perspective of whether the knowledge owned by enterprises can be obtained or imitated from the outside.
3. Based on the view of combination, core competitiveness is a group of differentiated technologies, complementary assets and practices that can bring sustainable competitive advantages to an organization in a specific field, and it is also a skill and ability that mainly creates value and is enjoyed by multiple products or businesses.
4. Core competitiveness based on the concept of integration This view holds that the knowledge of * * * in the core competitiveness organization, especially how to coordinate various production skills and integrate various technical processes, does not belong to the exclusive resources of a certain person or strategic business unit, but the construction of the core competitiveness of the whole company's resources lies in? Coordination? And then what? Integration? Its formation needs organic coordination and integration, rather than the simple accumulation of skills or technologies within the enterprise.
Second, the analysis of the reasons that affect the core competitiveness of state-owned enterprises
At present, the core competitiveness of state-owned enterprises is generally low, the main reasons are as follows:
1. The original management system model of state-owned enterprises ignores the core competitiveness of enterprises. Although the system reform has been more than 30 years, China's market economy system is gradually developing and improving, but the theory and practice of the core competitiveness of state-owned enterprises are still very simple, and the decision makers of state-owned enterprises have not put the cultivation of core competitiveness on the strategic height of enterprise life and death, and lack long-term consideration for enterprise development. Many enterprises are often forced to cope with the increasing market competition, pay too much attention to short-term economic interests and lack the development of sustainable competitiveness of enterprises.
2. Insufficient learning and accumulation of knowledge and skills in state-owned enterprises. Strong core competitiveness must attach importance to the learning and accumulation of intangible resources such as knowledge. In China's state-owned enterprises, a considerable number of state-owned enterprise managers have a low level of education, and senior technical talents, senior management talents, marketing and technical and management talents are generally lacking. Most enterprises ignore the accumulation and maintenance of intangible assets such as market information, trademarks, brands and patents, and ignore the reorganization of knowledge structure and the promotion of knowledge and skills, which restricts the formation of core competitiveness of enterprises in China.
3. The market economy system is imperfect and the modern enterprise system is not standardized. At present, the state-owned enterprises are in the transition period from the traditional enterprise system that does not distinguish between government and enterprise to a more standardized modern enterprise system, and the institutional basis on which the core competitiveness mechanism of enterprises is established is still very weak? Master is not here? The new system makes many state-owned enterprises inefficient; The state-owned enterprises have many redundant staff, heavy social burden, insufficient vitality and imperfect legal system, which have caused great obstacles to the cultivation and improvement of the core competitiveness of state-owned enterprises.
4. The formation of the core competitiveness of state-owned enterprises depends on the establishment of a set of innovation mechanisms within enterprises, including the renewal of enterprise values, the cultivation of enterprise culture, the mechanism of talent acquisition and use, the incentive mechanism, the innovation environment of enterprises, internal democracy and communication channels, and the knowledge management mechanism. Due to the influence of traditional economic system and mode of thinking, many managers of state-owned enterprises are backward in concept, hidebound and afraid of risks. Refusing to innovate makes enterprises unable to adapt to the changes of external environment and the needs of their own development, and the confidence and support of enterprise members for enterprise reform is reduced or even resisted, thus weakening the competitiveness and cohesion of enterprises, and it is difficult for state-owned enterprises to form core competitiveness.
Third, how to enhance the core competitiveness of state-owned enterprises.
Through the above analysis of the factors affecting the core competitiveness of state-owned enterprises, this paper expounds the strategies to enhance the core competitiveness of state-owned enterprises from five aspects: establishing the core competitiveness consciousness, strengthening the core technological innovation, establishing a standardized modern enterprise system, establishing an excellent corporate culture and forming a United learning organization.
1. Establish a sense of core competitiveness In order to ensure the sustainable survival and development of enterprises, enterprises must have a stronger ability to optimize the allocation of resources for a long time than other competitors, and at the same time, they must have strong core competitiveness. State-owned enterprises should establish the idea of core competitiveness, formulate and study enterprise development strategies based on core competitiveness, focus on the improvement of core competitiveness, focus on the long-term development of enterprises, and focus on forming sustainable competitive advantages in the international market.
2. Intensify the innovation of core technologies, and improve scientific research competitiveness and innovation ability. To a certain extent, state-owned enterprises should improve their own technological innovation system, strengthen R&D investment, focus on core technological innovation, organize technical research around industries and key technologies, and strive to form independent intellectual property technologies in some advantageous technical fields, which not only improves their competitiveness, but also drives other enterprises to grasp the technological initiative in international competition, thus creating the whole national industry.
3. To establish a standardized modern enterprise system, improve the management level and enhance the core competitiveness of enterprises, there must be institutional guarantee. Enterprise system innovation should constantly innovate and improve the basic system, standardize the shareholding system reform with the enterprise property right system as the core, and improve the corporate governance structure. At the same time, it is necessary to promote the reform of the distribution system, focus on exploring the reform of the distribution system of enterprise managers and the management system of total wages, and establish an incentive and restraint mechanism to adapt to the market economy.
4. Establishing a good corporate culture Corporate culture is the sum of values and codes of conduct that are formed in the long-term production and operation of the enterprise and recognized and followed by all employees. Advanced corporate culture has the functions of rallying people's hearts, stimulating potential, creating employee loyalty, improving corporate cohesion and affinity, and promoting, guiding and enhancing the value of intangible assets such as corporate brands. Corporate culture is regarded by many as the core competitiveness of enterprises in the new era. Cultivating excellent corporate culture mainly includes three aspects: first, establishing correct corporate values, forming corporate spirit, establishing corporate image and enhancing corporate cohesion; Second, establish a people-oriented management concept, create a fair and relaxed working and growth environment for employees, create a cultural atmosphere to attract and retain talents, and cultivate a cooperative and enterprising team spirit; Third, create a dynamic cultural innovation mechanism and encourage ideas and ideas that are conducive to corporate cultural innovation.
5. Forming a United learning organization The formation of a learning organization is very important for the cultivation and promotion of the core competitiveness of state-owned enterprises. With the advent of knowledge economy, market factors are more complicated and changeable, and knowledge capital becomes the first capital, which determines whether enterprises can respond quickly to market changes in the future, adjust themselves to the new environment and market in time, and be familiar with and solve new problems in time, which depends on the learning ability of enterprise organizations. Establishing a learning organization has become the most concerned issue for enterprise managers today.
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