Founded in 1984, after years of development, Bluestar Group has become a key state-owned backbone enterprise with new chemical materials and special chemicals as its main business. In the process of development, Bluestar Group has merged many enterprises, and after the merger, most of these enterprises have retained the original legal person status and enterprise structure, and most of these enterprises are state-owned enterprises, with aging organizations and many internal management levels. Too many management layers lead to a long and inefficient management chain, and the transmission of relevant information is slow and distorted. In order to solve this problem, Bluestar Group has taken the action of cleaning up the following enterprises, reducing the organizational level, and compressing the management chain. The head office of Bluestar Group has cleaned up 194 enterprises within three years, including 161 cancelled, 22 equity transfers, and 11 other ways
1. In the process of cleaning up the following enterprises, Bluestar Group has conducted in-depth research in the enterprise for many times, grasped the first-hand information, found out the actual situation, and made a directory of enterprises to be cleaned up, laying the foundation for the clean-up work.
2. Adopt the working method of "please come in and go out". "Please come in" refers to the combination of the group company's production of the list of enterprises to be cleaned up, the use of the opportunity of the top leaders of each enterprise to Beijing on a business trip, the use of assessment, audit, case handling opportunities, repeatedly communicate with the enterprise to exchange opinions, discuss the clean-up plan, solve the problems left over from history, and supervise the clean-up work;"Going out" means that the group company will send special personnel to each clean-up enterprise to understand the specific situation and data, and study the clean-up plan with the leaders of the enterprise on the spot, so as to eliminate the concealment of information and data.
3. Bluestar Group has established a leading group for clean-up work headed by the deputy general manager, clarifying that the supervisor's office is the main office, the director of the supervisor's office is personally responsible, and two comrades with rich management experience are assigned to be responsible for the specific clean-up work.
4. Introduce incentive policies to better mobilize the enthusiasm of the person in charge of the clean-up work. Bluestar Company has researched and introduced a reward policy, that is, 3,000 yuan for the completion of a household cancellation, and 1,500 yuan for equity transfer and branch cancellation. The reward notice will be issued by Bluestar Company, and the enterprises will implement it, requiring that the proportion of the reward amount shall not be less than 30% of the total amount.
5. In order to ensure the compliance and legality of the operation in the process of equity transfer, Bluestar Group has adopted the method of introducing intermediaries to deal with the procedures and required documents for equity transfer, so as to speed up the work of cleaning up foreign investment.
[References].
Bluestar Group's Way to Success, "The Way to Success of Chinese Enterprises", Bluestar Group Case Study Group, 2012
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