In recent years, the reform of state-owned enterprises has always been one of the important topics in China's economic development. However, in the process of promoting the reform of state-owned enterprises, we often see a phenomenon: the reform has always been employee-centered, but the problems of the senior management have been ignored. When implementing the reform of state-owned enterprises, we should dare to make it one of the key points of the reform to the senior management, rather than just starting with the employees.
First, the C-suite plays a crucial role in SOEs. They are the decision-makers and the key force driving the business forward. However, in some state-owned enterprises, there are some problems at the senior level, such as excessive concentration of power, unscientific management, and lack of supervision. These problems not only affect the operational efficiency of SOEs, but can also lead to the breeding of undesirable phenomena such as corruption. Therefore, we should dare to open the door to the senior management and optimize the organizational structure of the senior management through reform to improve their management level and ability.
Second, reforming the senior management can effectively enhance the competitiveness of SOEs. The quality and ability of senior management directly determine the direction of development and strategic decision-making of the enterprise. If the senior management lacks innovative thinking, market insight and leadership skills, it will be difficult for SOEs to remain invincible in the fierce market competition. Therefore, we should dare to open our doors to the senior management and promote the innovation and development of state-owned enterprises by selecting and cultivating outstanding senior executives and improving their professionalism and management level.
Third, reforming the senior management can effectively improve the governance level of SOEs. Good corporate governance is an important guarantee to ensure the healthy development of enterprises. In some state-owned enterprises, the concentration of power at the top management and the lack of effective supervision mechanisms have led to corruption. Therefore, we should dare to open up to the senior management, establish a sound corporate governance mechanism, strengthen the supervision and restraint of the senior management, prevent the occurrence of corruption, and improve the transparency and fairness of state-owned enterprises.
Finally, reforming the senior management can improve the ability to maintain and increase the value of state-owned assets. As an important asset of the country, the asset management of state-owned enterprises is crucial. However, in some SOEs, there is a loss of assets, waste, and inefficient use of assets due to problems at the senior level. Therefore, we should dare to open to the senior management, establish a scientific asset management system, strengthen the supervision and management of assets, enhance the ability to maintain and increase the value of state-owned assets, and realize the maximum utilization of state-owned assets.
To sum up, the reform of state-owned enterprises should dare to attack senior executives, rather than starting with the workers, especially Article 5. Reform of the senior management can not only solve the problems existing in the senior management, improve the competitiveness and governance level of state-owned enterprises, but also improve the ability to maintain and increase the value of state-owned assets, and promote the innovation and development of state-owned enterprises. Therefore, we should fully recognize the importance of reforming the senior management and take corresponding measures to promote the process of SOE reform. Only on the basis of the reform of the senior management can state-owned enterprises truly achieve healthy and sustainable development.