-- Discuss the coordination of grassroots party building and basic management of state-owned enterprises.
Wen Liang Dong Luan Dongxiao.
* January 2024 issue of SOE magazine.
The Institute of Energy Economics signed a strategic cooperation agreement with China Economic Information Service and Xinhua News Agency Beijing Branch.
Since the 18th National Congress of the Communist Party of China, state-owned enterprises have always played the role of "stabilizer" and "ballast stone" of the national economy in resisting risks and responding to challenges under the strong leadership of the national economy. On the whole, there are two main aspects of the "magic weapon to win". On the one hand, it is necessary to strengthen party building, and on the other hand, it is necessary to strengthen the capacity of decision-making. Combining these two factors, the Party Committee of the Energy Economics Research Institute of CNOOC Group (hereinafter referred to as the Energy Economics Research Institute) combined the experience and practice of think tank party building and state-owned enterprise think tank construction to promote the construction of think tank party organizations is the unique advantage of state-owned enterprises to realize the two-way empowerment of "party building + think tank" to cope with the challenges of change under the new situation.
The think tank party organization is a learning party organization.
It is a logical extension of the theoretical context of party building.
The learning-oriented party organization emphasizes the establishment of a learning system that integrates "learning-thinking-understanding", while the "think tank-type party organization" is further extended to build a new system of "learning, research and application" that is learning-oriented, research-based, and decision-making-oriented. This extension further highlights the concept of practice, transformation of learning and research, and integration of knowledge and action.
"Learning" is the logical starting point in this context. At the beginning of its establishment in December 2020, the Institute of Energy Economics attached great importance to strengthening learning, taking strengthening political learning as the key to the construction of think tank party building and "learning party organization", and taking learning transformation as the starting point for the improvement of think tank capabilities. Along this vein, the think-tank party organization further emphasizes the passage between "the first call" and "the company has action", and solves the dual problems of "incomprehensible spirit" and "not grounded" in production and operation. This puts forward higher requirements for strengthening learning, and at the same time provides more specific application scenarios for the integration of "learning, research and application".
Regarding strengthening learning, the Party Committee of the Energy Economics Research Institute emphasized two requirements in combination with the actual party building of state-owned enterprise think tanks and the needs of think tank party organization construction.
First, it is necessary to stress the need to highlight key points and take a clear-cut stand on politics. The "first topic" follows up and learns to master a series of important expositions related to the reform of state-owned enterprises and the main responsibilities and main businesses, normalizes the attention to the latest policies and situation dynamics in the macroeconomic field, systematically understands and grasps the relevant decision-making and deployment, and the relevant policy documents of national ministries and commissions, and does a good job in policy interpretation and decision-making with a higher political position and a stronger theoretical basis.
The second is to emphasize paying attention to transformation and keeping an eye on the target as a staff officer. Find the "force point" with a "high position", carry out forward-looking thinking, strategic planning and overall thinking in combination with learning, form policy interpretation and thematic decision-making support materials, closely follow the situation and task analysis and report special report information, and do a good job as a staff assistant to promote the formation of good production and operation decisions, and promote the double promotion of party building business and the double promotion of theory and practice.
The construction of think tank party organizations is not to transform party organizations at all levels into think tanks, but to refer to the unique role played by think tanks in decision-making support, improve the party organizations (especially party committees and party groups with decision-making power) in the "direction, management of the overall situation, and ensure implementation" in the forward-looking, strategic and comprehensive, think tank's unique strategic thinking, innovation consciousness, talent concept, overall vision and other elements and characteristics into all aspects of state-owned enterprise party building. A multi-dimensional and in-depth reform with the fundamental goal of capacity improvement will realize the all-round ability improvement of the party organization of state-owned enterprises in multiple dimensions such as station vision, way of thinking, information resources, system innovation, communication and sharing, and decision-making mechanism.
Cultivating the "four capabilities" is an element of a think tank.
Integrate into the basic party building of state-owned enterprises.
The key to the construction of think tank-type party organizations lies in people, and the core lies in capacity improvement. To build a think tank-type party organization, it is necessary to cultivate four abilities: strategic thinking, comprehensive research, learning and innovation, and communication, which are gradually tempered into organizational behavior habits and solidified into pragmatic, effective and organizationally binding mechanisms and regulations.
The first is the ability to think strategically. For state-owned enterprises, strategic issues are fundamental issues related to survival and development, and it is necessary to focus on the overall strategic situation and long-term development of enterprises, focus on the central work and contradictions, make accurate judgments through research, put forward scientific plans, win strategic initiatives, and serve and support scientific decision-making of enterprises. Firmly grasp the key links, through a wide range of views, constantly correct thinking, and effectively improve the breadth of broadening horizons, the depth of analysis of problems and the focus of solving problems. From the three levels of theory, method and practice, strengthen the strategic thinking training of production and operation managers of state-owned enterprises, break through the boundaries of thinking, and deepen the level of thinking.
The second is comprehensive research capabilities. Highlight the demand-oriented, goal-oriented and result-oriented research problems of party organizations at all levels, strengthen the transformation management of research, pay attention to the timeliness, pertinence, practicability and operability of results, and take the decision-making power of research production and operation as the cornerstone of party building in state-owned enterprises and the foundation of shaping influence. Strengthen the in-depth integration of research in related business fields, control the purpose, direction, theme, category, frequency, breadth and depth of research, and improve the ability of language expression and achievement presentation.
The third is the ability to learn and innovate. Adhere to the "open enterprise", actively create an innovative atmosphere, explore innovation models, and build a collaborative and integrated innovation platform. Open up the dual cycle of independent innovation and cooperative innovation in soft science, and form a new pattern of innovation and development that promotes each other. Explore the formation of a normalized flexible and borderless organization, regularly carry out thematic exchanges, promote knowledge sharing, cultivate internal innovation incubators, and collaborate on innovation and research and development. Through integration, grafting, and coupling, we will establish and improve information and data sharing with external think tanks, realize the integration and sharing of research results, and accelerate the transformation and application of research and development.
Fourth, communication skills. Attach importance to the role of experts and the construction of exchange and cooperation platforms, and use joint party building as a link to broaden communication channels with well-known academic institutions and large companies at home and abroad. Actively establish strategic cooperation with well-known think tanks, carry out personnel exchanges and visits, information sharing, and cooperative research. Actively participate in industry policy consultation, grasp the forefront of industry policies, and build a mechanism for pushing and disseminating advanced concepts, opinions, suggestions and other achievements. Firmly establish the awareness of brand image building, give full play to the role of internal and external experts, establish a good relationship with the mainstream, and encourage public voices in the mainstream. Actively participate in and hold important industry forums, make good use of high-end exchange and cooperation platforms, invite external experts to discuss industry hot spots and key issues, and create a good external environment for the development of enterprises.
The construction of think-tank party organizations is needed.
A series of internal and external environments serve as the basic conditions.
Think tank party organizations need first-class think tank thinking, and first-class think tank thinking must have first-class management concepts, talent echelons, incentive mechanisms, organizational structures, process standards, etc.
First, have systems thinking. The operation and management of think tank party organizations must be based on a good top-level design. Improve all kinds of institutional documents from the level of top-level design, standardize and clarify the organization's management philosophy and value orientation, management process and standard specifications, organizational structure, etc., and focus on improving three types of institutional documents: basic operation, incentive and compliance assurance. To ensure daily operation, the basic operation system must clearly stipulate the process and standards and control the general tone of management. The incentive system aims to fully mobilize the enthusiasm of employees, make employees willing to start a business and take responsibility, and create a working environment of hard work and healthy competition. Compliance assurance systems reveal risks, reflect problems, and maintain the bottom line. The three types of systems are coherent and complementary to each other, constituting a complete institutional system.
Second, we need to think creatively. It is necessary to gradually adapt to the benign interaction between think-tank party organizations and flexible organizations under the new situation. China's development has entered a period of coexistence of strategic opportunities, risks and challenges, and increasing uncertainties and unpredictable factors. Under the conditions of extreme uncertainty, the strengthening of expectation management needs to be achieved through organizational change. The core part is to realize the benign interaction between the think tank-type party organization and the flexible organization, and effectively improve the efficiency of decision-making with a flexible, flat and matrix organizational structure. In order to adapt to this change, the first is to ensure and encourage the "matrix" project organization to carry out work through the mechanism, realize the allocation of cross-departmental resources, support the corresponding assessment mechanism, and promote cross-professional and cross-field personnel collaboration. The second is to design and adapt to the "flat" business process. Different from the traditional bureaucratic system, the flexible organization of the business process chain focuses on key links, minimizes the length of the chain, and improves management efficiency.
Again, have bottom-line thinking. It is necessary to balance the relationship between incentives and responsibilities and supervision, punishment and prevention. The first is to deepen the use of the coordination mechanism for the construction of a clean and honest government and anti-corruption work, further improve and improve the coordination and linkage mechanism between the supervision of procurement, finance and other functions and the special supervision of discipline inspection, and strive to build a general supervision pattern and strengthen supervision over the implementation of the system. The second is to increase the intensity of supervision, inspection and evaluation, organize and carry out comprehensive, standardized and effective self-examination and self-evaluation in a timely manner, focus on making up for shortcomings, strengths and weaknesses, solidifying the bottom board, and promoting advantages, form a work ledger for the problems found in internal and external supervision and inspection, implement rectification one by one, and continuously optimize the institutional system.
Author's Affiliation: CNOOC Energy Economics Research Institute).
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