深耕“135”宣教模式,赋能企业高质量发展

Group 1 - The "135" education model aims to enhance the internal cohesion of state-owned enterprises and transform this strength into productivity, becoming a core competitive advantage for high-quality development [1][2] - The model consists of three key components: establishing a theoretical learning center for party committees, utilizing three types of red resources, and implementing a "five-in-one" education approach to improve the effectiveness of ideological work [2][7] - Focusing on the "key minority," the model emphasizes the critical role of leadership in shaping corporate strategy and operational management, thereby providing strong ideological guidance and political support for high-quality development [2][3][4] Group 2 - Strict implementation of learning systems, including organization, planning, attendance, and discussion, is essential for updating knowledge and enhancing decision-making capabilities among leaders [3][5] - The design of learning content is crucial, with clear guidelines and structured plans to ensure leaders develop political insight and decision-making skills in complex market environments [4][5] - A diverse learning format, including workshops, expert guidance, and self-study, is employed to create an engaging and effective learning environment [5][6] Group 3 - The value of red resources is highlighted as an essential tool for ideological education, helping to shape the values and beliefs of employees in state-owned enterprises [7][8] - Various methods, such as offline learning plans and online platforms, are utilized to enhance the learning experience and effectiveness [8] - Immersive experiences, including cultural events and visits to red education bases, are organized to deepen the understanding of red culture among employees [8][9] Group 4 - The ideological work of state-owned enterprises is aligned with core tasks, focusing on effective communication of corporate stories and responsibilities in economic development and social responsibility [9][10] - Leaders are encouraged to engage directly with employees to clarify policies and address concerns, fostering a unified understanding of corporate goals [9][10] - A "light cavalry" team of skilled communicators is formed to conduct interactive and immersive educational activities, ensuring that corporate values resonate with employees [10][11] Group 5 - Regular micro-education sessions led by party branch secretaries are conducted to ensure timely communication of policies and strategies, enhancing grassroots understanding and implementation [11][12] - Management personnel engage in reflective discussions to align ideological work with business objectives, ensuring that ideological efforts support corporate growth [12][13] - Group organizations leverage their roles to conduct targeted educational activities, fostering a motivated workforce and promoting steady progress in high-quality development [13]