复兴集团治理和管控.pptVIP

复星集团的集团管控体系剖析 　　　复星集团1992年由复旦大学五名年轻教师创办，是上海第一家民营高科技企业集团。复星集团只用13年时间，就从一家小型科技咨询公司起步，发展到大型控股企业集团。在医药、房地产、钢铁、商贸流通、金融等产业领域，逐步形成了各产业皆有支柱企业、专业化能力强、有相当竞争力的企业集团。复星成功的关键基础在于集团管控体系的建立。 　　　Fosun Group was founded in 1992 by five young teacher of Fudan University, which is the first private high-tech enterprise group in Shanghai. Fosun was started from a small technology consulting company, to a large group of holding company in 13 years. And gradually it formed the industry backbone in medicine, real estate, iron and steel, trade, financial and other industries, and become a competitive enterprise groups. The key to Fosun’s success lies in the establishment of the basis of Fosun Group Control system. 目 录 01 02 03 　 复星集团集团管控问题的由来 问题的挖掘和解剖 　复星集团管控体系设计精华 04 资本运营和产业运营是复星集团管控之魂 作为一家知识性的企业，复星的发展漂亮地实现了很多企业梦寐以求的发展中速度与效率的平衡、发展和稳定的平衡、以及多元化和专业化的平衡。 复星产业运营成功的关键有两点：集团战略上对于产业的整体把握，及集团资源的有效共享；产业上及产业中的核心企业在专业性和主观能动性上，得到充分发展。能够结合这两点优势的只有——集团管控。 As an intellectual enterprise, Fosun achieve the goal of balancing the development speed and efficiency, development and stable equilibrium, and the balance of diversification and specialization. There are two key Fosun industrial operation success: The group strategy for the industry overall grasp, sharing the resource of the group effectively. Industry and the core of industry enterprise in professional and subjective initiative can be fully developed. The only way to combine this two advantages can be the group control strategy. 第一节 复星集团集团管控问题的由来 一贯追求内部管理的复星集团在追求自身超常规的发展的过程中不断思索下面三个问题。 1.1如何实现从企业经营到产业经营？ 1.2如何兼顾母公司有效控制和子公司的专业化经营？ 1.3如何兼顾发展的速度和效率？ the Fosun Group which is keen to pursuit the internal management should consider the following three questions in the development of ultra-conventional in their own development. 1、How to implement the Enterprise management to Industry management? 2、How to balance the professional management of parent company and Specialized management of the subsidiary? 3、How to balance the development speed and eff