In order for Chinese enterprises to cope with the opportunities and challenges faced by economic globalization, the China Development Research Foundation of the Development Research Center of the State Council and the China Development Trust Fund of the University of Cambridge recently co-sponsored the first advanced training course on Chinese enterprise management.

, the main leaders of 15 large enterprises, including the Development Research Center of the State Council, the State-owned Assets Supervision and Administration Commission and COSCO Group, participated in the training. The training content mainly included famous professors from Cambridge University and nearly 40 world business leaders focusing on the global business revolution on the quality of corporate leaders.

The challenges of

Social impact, etc.

After conducting more than 50 careful discussions, the trainees initially formed some strategic thinking on the reform and development of Chinese enterprises.

Establish a strong awareness of globalization. Currently, globalization has penetrated into all aspects. Not only the flow and allocation of production factors have become more globalized, but also systems, rules, environments and concepts have become increasingly globalized.

Compared with internationally renowned large companies such as Decker, Siemens, BP, Anglo American, Michelin, Telefonica, etc., our company has outstanding performance in strategic planning, operating scale, corporate governance, development and innovation, corporate management, social responsibility and sustainable development.

There are considerable gaps in all aspects.

How to adapt to the new situation of globalization, improve the core competitiveness of enterprises, better implement the "going out" strategy, actively participate in international competition and cooperation in both international and domestic markets, and achieve the strategic goal of building a well-off society will all face more challenges.

Serious challenges.

The world is now very concerned about the role of the "China factor" in all aspects of international politics, economy and diplomacy. Coupled with the acceleration of globalization and modernization in India, Brazil, and Russia, the world pattern and development model have encountered unprecedented challenges.

Although peace and development are the themes of today's society, contradictions and conflicts will continue. The European and American models will continue to encounter challenges. The international community will be at a crossroads, and China's reform and development will also be at a new crossroads.

There is a more severe reality for China. No country in the world can maintain a long-term competitive advantage with cheap labor, and China is no exception.

Take the development of Spain as an example. 25 years ago, it had the advantage of cheap labor. Developed countries implemented industrial transfers. However, as they joined the EU and globalization deepened, this advantage was gradually lost, forcing them to speed up industrial upgrading and structural transformation.

If China does not solve this problem in its development process, today's prosperity may lead to decline tomorrow.

Facing this new situation, we must narrow the gap with developed countries and their multinational companies, respond to the challenges of globalization, learn to observe reality from a world perspective, think about problems with global awareness, and plan the future with strategic thinking.

Accelerate domestic industrial upgrading Today's globalization stems from the new technological revolution represented by information technology and the reforms of transition countries, especially the disintegration of the former Soviet Union.

Since the 1980s, driven by the information technology revolution, large companies in developed countries have gradually formed an oligopoly around the world, that is, "system integrators" by concentrating their industrial advantages, developing core businesses, and expanding horizontal and vertical division of labor.

, these large companies respectively control 50% to 90% of the global market share.

These system integrators have also produced a "waterfall effect" and caused some countries' industrial policies to evolve into large company policies to a considerable extent.

Therefore, we should focus on the following two aspects: Relevant government departments should pay attention to industrial integration and aggregation in the context of globalization, especially the trends of "system integrators" and "waterfall effects". Combined with the "Eleventh Five-Year Plan",

Research and formulate national competition strategy and industrial competition strategy.

It is necessary to focus on globalization, shift from being oriented to domestic industries, balancing and allocating domestic resources to being oriented to the international market, focusing on improving national competitiveness and the competitiveness of some important industries, drawing on the experience of the EU Lisbon Agreement and Denmark and other countries, and through national formulation and implementation of social

A series of supporting supporting policies such as security, education and training, public services, and financial support will accelerate the cultivation of our own "system integrators" through industrial restructuring and corporate mergers and acquisitions.

Chinese enterprises should speed up the formulation and implementation of industrial competition and corporate competition strategies through reasonable and effective mergers, acquisitions and reorganizations.

Although the American research group and the research of Professor Singer of Cambridge University have proven that the performance of acquiring companies often declines after mergers and acquisitions, and generally 60% are unsuccessful, practice has proved that mergers and acquisitions are an important means to form "system integrators".

For example, HSBC has acquired more than 500 banks around the world in the past five years, BP has rapidly developed from a simple oil company into a comprehensive energy company that "beyond oil", Anglo American has successfully acquired in Latin America, Telefonica Telefonica has been successful in just a few years.

It has become the second largest telecommunications company in the world and has just acquired the British Telephone Company. These are all successful examples of becoming a "system integrator" through mergers and acquisitions.

Improving corporate governance and organizational structure A company is the core of the success of a market economy, and corporate governance is the core of a company's sustainable development. Therefore, we must speed up the reform of China's state-owned enterprises and improve corporate governance and organizational structure.

The research and operation of corporate governance must be based on reality, adapt measures to local conditions, adapt to enterprise conditions, and "use foreign materials for China."