In order to thoroughly implement the spirit of the 19th National Congress of the Communist Party of China, the keynote speeches of the 2018 annual meeting of the Boao Forum for Asia, the full-fledged Chairman of the Congress, were initiated and directed by the State-owned Assets Supervision and Administration Commission of the State Council and Xinhua News Agency on April 21st. Press Center of the State-owned Assets Supervision and Administration Commission of the State Council and state-owned assets of the State Council. Committee Research Center, Sponsored by the Economic Reference Newspaper, China Development Research Foundation, China Enterprise Reform and Development Research Association, CITIC Reform and Development Research Foundation joined in co-organizing, “New Times, New Initiatives and New Initiatives” - Cultivating a world-class global competitiveness The enterprise's theme of the Second China Enterprise Reform and Development Forum was held in Beijing. Nearly 100 people from all walks of life gathered together to deepen enterprise reform, continue to expand openness, and strive to nurture world-class companies with global competitiveness to gather consensus and gather together. Strength. How to implement the important plan proposed by the Nineteenth Congress to 'Cultivate a world-class company with global competitiveness'? How can state-owned enterprises achieve high-quality development in the process of deepening reforms? What kind of new products will they enter in a new era? Initiatives, new to achieve the dream of Chinese companies, Chinese dreams? Excerpts from the forum Their wonderful views, share with you.
At the second session of the China Enterprise Reform and Development Forum held on April 21 at the sub-forum on “Innovation Drives the Transition of Old and New Energy”, Bo Manhui, General Manager of China TravelSky Mobile, stated that Air Travel is the first in the history of China’s TravelSky development. The incubation project created many first time in the history of the company. Reviewing the development course of Air Travel, using the term “Inside Entrepreneurship” to describe the most appropriate. From an interest-driven development attempt in spare time, to the project team, the company’s With more than 50 million users of Internet brands, Air Travel has stepped out of an atypical entrepreneurial path.
Introducing Bo Manhui, At present, China Hangxin Mobile Technology Co., Ltd. built a team with an average age of less than 27 years old and engineers with more than 85% of technical genes in the real-time calculation, off-line calculation, machine learning, pattern recognition, etc. In the field of technology, many breakthroughs and accumulations have been made. They have won Apple's annual global selection of APP, innovation, and hundreds of corporate awards, and have been widely acclaimed by users. With almost no market input, users have enjoyed rapid and continuous growth. For the state-owned enterprises grow wonderful.
As a witness to such a pioneering path, Bo Manhui talked about two experiences: First, conforming to the times is a solid foundation for the development of air travel.
He said that the top-level design of the Internet +, double-driving, supply-side structural reforms and other national top-level designs not only made innovation and entrepreneurship deeply rooted in the hearts of the people, but also greatly stimulated the conscious awareness of the technical staff in the mission vision, and at the same time stimulated the awareness of change in traditional enterprises. The directions for the reinvigoration of the company have been pointed out. It is in this context that Air Travel Vertical is able to grow rapidly with the pulse of a new era.
Secondly, continuous innovation is the core driving force for the development of Hanglu's vertical and horizontal development. HangZhuHang adheres to innovation driven from the first day of its birth. It first proposes a service model for information seeking, launches automatic route management, pre-order flights, flight warnings, and electronics. Boarding pass, delay in guessing, electronic verification, etc. more than 20 market first features, convenient travel capacity of the world's leading level.
In the field of technology, it took the lead in applying large-scale machine learning technology to the industry, establishing the industry’s largest real-time computing engine, and realizing online information, services, images, semantics, and face recognition technologies that are widely used in industry development. , All technology independent research and development, independent control, own their own intellectual property rights.
Not only that, but also in the management of continuous innovation and exploration, personally, to help employees establish a pioneering mentality, through the strengthening of the mission vision to allow everyone to deeply understand the significance of the work, through the close integration of corporate culture and party building to establish the responsibility, mutual assistance, innovation, self-motivation The value system lays an endogenous driving force for the sustainable development of the company.
However, as one of the few state-owned Internet companies in the strategic emerging field of digital economy, Bo Manhui pointed out that while developing, he also deeply felt the obvious differences between traditional industries and strategic emerging industries. This is reflected in the following three Aspects:
First, the linear development model of traditional enterprises does not match the exponential development requirements of strategic emerging industries. Traditional enterprises have experienced long-term development, and most of them have developed relatively stable and linear growth. The emerging industries such as the Internet are different, as new incremental In the market, all companies must experience an entrepreneurial development path that grows from scratch, grows and grows. Only if the development speed is fast enough and exponential growth is maintained, can it stand out from the fierce market competition. Therefore, the development concept of emerging industry enterprises And the management model is destined to be quite different from the traditional enterprise. It cannot be simply copied or translated.
Second, the core competitiveness factors of strategic emerging industries are different from those of traditional enterprises. The core competitiveness of an enterprise consists mainly of resources, capital, and talent. The proportion of different types of enterprises is different. For most state-owned enterprises In fact, the most important source of core competitiveness is resources. However, due to the lag in the value discovery process of resources, most enterprises in strategic emerging industries cannot adopt resource-driven development models. Instead, they must use talent and capital. To build the core competitiveness of manufacturing companies, this requires companies to establish a distribution system that is compatible with them and continuously strengthen the barriers to core competitiveness, otherwise it is difficult to succeed in strategic emerging industries.
Third, the risks faced by strategic emerging industries are different from those of traditional enterprises. A significant feature of most strategic emerging industries, such as the Internet, is that the Matthew effect is obvious, winning is the winner, and losing is nothing. All competitors need to face the normal state. Therefore, compared with traditional enterprises, enterprises in strategic emerging industries are facing greater risks and different tolerances for decision-making risks. At the same time, most emerging companies need to be in a loss-making situation even in the early days of development. A large amount of investment is in contradiction with the traditional enterprise's pursuit of a mode of long-term deterministic income.
It is precisely because of the above reasons that while the Internet is rapidly infiltrating all aspects of the society, state-owned enterprises are still in a systematic absence in these emerging fields, and even state-owned enterprises cannot succeed in the competitive areas such as the Internet and the digital economy. It has become a universal understanding of the society. In the eyes of the younger generation who have grown up with the Internet, state-owned enterprises are no longer the representatives of advanced productive forces. Not only are they difficult to attract high-quality fresh blood, but internal talents are also constantly being lost, creating a vicious circle.
In fact, with the development of science and technology, the Internet is no longer just a technical title. It is a concept of a new digital space that corresponds to the physical space. In the future, the enterprise’s business cannot just stay in the traditional physical space. The category must be extended to the digital space, otherwise it will be forced into the unfavorable situation of competing with the low-dimensional and high-dimensional dimensions. Solving the problem that the state-owned enterprises can not make a difference in the Internet field has become an urgent matter.
Here, Bo Manhui hopes to take measures to promote the development of state-owned enterprises in strategic emerging industries:
The first is to strengthen the consensus of the development of state-owned enterprises in strategic emerging industries. For areas involving major powers, national strategic direction, and for basic information services related to national economy, people's livelihood, or national security, it is necessary to extend to digitized areas to support its traditional core business model. In the field, state-owned enterprises or state-owned capital must have something to do. Through policy guidance, encourage and support state-owned enterprises to develop in the above-mentioned strategic emerging direction.
The second is to give state-owned enterprises a driving force and mechanism for the development of a strategic emerging industry. Participate in the common practice in the market, establish an incentive design mechanism based on market value growth, and refer to the establishment of employees’ innovative product achievements, intellectual property rights, and invention patents in scientific research institutes. Access for equity.
The third is to guide the flow of state-owned enterprises' data on new types of production factors in the state-owned system. Define the ownership of data from the perspective of exceeding the enterprise, coordinate from the national level, avoid the partial weakening, rigidity, and solidification of resource elements, and concentrate on the realization of state-owned capital in the digital economy. Realize breakthroughs in the field.
Fourth, the state-owned enterprises should use their resources to encourage their use. Encourage state-owned enterprises to conduct internal business ventures, provide entrepreneurial platforms and entrepreneurial environments, gather innovative resources, reduce entrepreneurial costs, reduce entrepreneurial risks, and achieve a win-win situation for state-owned resources and entrepreneurs.