文/广州日报全媒体记者许晓芳、赵方圆 企业如何穿越产业智能化变革周期？世界500强企业在当下恪守着哪些战略信条，遵循着怎样的管 理原则？9月25日，在广州举办的2025年《财富》世界500强峰会上，全球知名经济学者、《财富》世界 500强、《财富》中国500强、行业领先企业的高管齐聚一堂，共同探讨如何在充满不确定性的全球经济 环境中发现机遇、拥抱变革。值得关注的是，记者会上获悉，在今年的《财富》世界500强排行榜中中 国共有130家企业上榜，其中广东地区有10余家。 500强企业高管共议高质量发展 会上，多位《财富》世界500强企业高管分享了其企业经营转型的实践与思考，展现了500强企业在 复杂商业环境下的战略选择与管理原则。 广汽已在全球建了5家散件组装的工厂。图为广汽生产线。广州日报全媒体记者 王燕 摄 其中，广东省广新控股集团有限公司总经理刘志鸿分享了广新集团从外贸转型制造业的历程："广 新本身是从传统外贸企业转型到制造业的，我们制造业基因本身并不强，但是我们能把制造业做强做 大。除了坚定的战略支撑之外，我们比较注重苦练内功，其中一个就是做精益管理。" 会上，美的集团股份有限公司副总裁兼首席财务官钟铮分 ...

中国化学四化建建筑工程公司以党建为引领，深耕岳阳县域市场，近年来在岳阳高新产业园承建10个项 目，实现产值10.6亿元，共荣获湖南省优质工程、优秀省重点项目、省质量安全标准化工地等省、市、 集团级奖项38项，在岳阳本土树立起"建一项工程、树一座标杆"的良好口碑。 精益管理树标杆 绿色施工绘底色 聚焦集团公司"135"发展战略，岳阳县项目指挥部在质量管理、安全文明施工、星级工地创建中构建全 流程精细化管理体系，通过"方案引领、机制保障、亮点突破、管理规范、氛围营造"五步举措，全周期 提供精准目标管理与决策指导。晶易医药项目创新设立网格化责任区、安全质量体验馆、脚手架规范搭 设等措施，形成"QHSE系统平台辅助质量管理"等46项质量管理亮点与"微型消防站"等24项安全管理特 色；施工现场严格落实绿色施工标准，扬尘治理实现"六个100%"，既擦亮星级工地的生态底色，更成 为公司践行"两山"理念的生动实践。 匠心施工获佳绩 品牌跃升拓市场 以现场实绩稳固市场根基，建筑工程公司抓实安全、质量和环保工作，品牌影响力持续攀升。近三年 来，项目团队斩获的38项荣誉尽显硬核实力：14次获评湖南省施工质量、安全管理标准化优良工地 ...

Core Insights - The article discusses the challenges faced by Chinese companies in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges [2] - It highlights the "Danaher Model," which is based on the Danaher Business System (DBS), showcasing how it has been successfully applied in various acquisitions and operational improvements [2][4] - The narrative underscores the importance of transforming lean management from a tool into a core competency, as demonstrated by Midea Group's implementation of the Midea Business System (MBS) [4][5] Group 1: Challenges in the Business Environment - The business landscape in 2025 is marked by unprecedented restructuring, with companies facing common anxieties related to profit erosion and growth stagnation [2] - The failure rate of mergers and acquisitions remains high, necessitating a robust approach for companies to survive and thrive [2] Group 2: The Danaher Model - The Danaher Group's early acquisitions were strategic, focusing on undervalued assets, but its transformation was driven by a strategy of industry upgrade through systematic acquisitions [7] - The evolution of Danaher from diversified acquisitions to a focus on healthcare illustrates that a company's boundaries are defined by its core capabilities rather than just capital [7] Group 3: Implementation of Lean Management - Midea Group's journey in adopting the DBS framework led to significant improvements in operational efficiency, with an average annual efficiency increase of approximately 15% across its factories [5] - The establishment of the MBS capability center and the development of over 60 lean management educational materials have empowered both domestic factories and suppliers [5] Group 4: Globalization Strategy - Danaher’s globalization strategy combines internal and external growth, emphasizing the importance of localizing research and development to meet local demands [8] - Midea's establishment of 17 R&D centers and 22 manufacturing bases abroad reflects a commitment to building a "second home market" through an Own Branding & Manufacturing (OBM) strategy [8] Group 5: Lessons for Chinese Enterprises - The book serves as a high-density management tool, addressing key questions about achieving capability integration through acquisitions, evolving lean management into a core competency, and balancing localization with integration in globalization [10] - The historical context of Danaher’s growth, from a $1 million loan for its first acquisition to a market valuation exceeding $200 billion, emphasizes the importance of adhering to fundamental principles such as process efficiency and factual respect [10]

Core Viewpoint - The event "2025 Shanghai Listed Companies Collective Reception Day and Mid-Year Performance Briefing" highlighted the effective cost control measures implemented by Baosteel Packaging (601968) during the first half of the year [1] Group 1: Financial Performance - In the first half of the year, Baosteel Packaging achieved a reduction in sales expenses by 26.20%, management expenses by 4.52%, and financial expenses by 6.49% [1] Group 2: Operational Strategies - The company has integrated meticulous cost management into all operational aspects, emphasizing comprehensive benchmarking and optimization [1] - Baosteel Packaging has adopted a principle of rapid response to customer needs through dynamic inventory management and JIT supply chain collaboration, leading to decreased costs and improved overall efficiency [1]

Core Insights - The company is implementing a lean management approach to optimize energy usage and reduce costs through the use of time-of-use electricity pricing [1][2] - The successful application of this model in the Wema project has led to significant cost savings and operational efficiencies [2] Group 1: Energy Management Strategy - The company identified that electricity costs are closely linked to equipment operating hours and implemented a "three early" strategy to align production schedules with lower electricity rates [1] - High-energy-consuming equipment is operated during off-peak hours, while low-energy tasks are scheduled during peak times to minimize costs [1] Group 2: Operational Efficiency - The implementation of a "time-based operation schedule" ensures that equipment usage aligns with electricity price fluctuations, enhancing resource allocation [2] - Training programs for personnel have been enhanced to ensure flexibility in workforce deployment, maximizing productivity during off-peak hours [2] Group 3: Economic Impact - The application of the time-of-use electricity model has resulted in a 12% increase in workload for the company’s fifth team, while the usage of key equipment during peak hours decreased by 40% [2] - The company saved 10,000 yuan in electricity costs in July compared to the previous year, demonstrating the effectiveness of the lean management approach [2]

Group 1 - The fourth High-Tech Enterprise Management Skills Competition aims to promote management innovation and cultivate high-quality management talent in China's high-tech industry [2][3][8] - The competition has attracted hundreds of organizations and over 30,000 participants since its launch on May 12, 2025, with 315 team leaders, 133 lean managers, and 27 inspection personnel advancing to the finals [1][8] - The competition's structure includes practical assessments that evaluate real-world management skills, emphasizing team coordination, problem-solving, and value chain optimization [7][8] Group 2 - The event serves as a platform for enhancing management capabilities in the face of challenges posed by artificial intelligence, necessitating a comprehensive upgrade of management systems and cultural frameworks [5][7] - A three-tier collaborative cultural system is proposed to address the cultural challenges brought by AI, focusing on enterprise culture, employee culture, and team culture [5] - The competition continues to emphasize the importance of management innovation, aiming to foster a new generation of management talent with innovative spirit and exceptional management skills [8]

Core Viewpoint - Shandong Energy Luxi Mining's Gucheng Coal Mine is focusing on dual enhancement of safety and efficiency through standardized production, disaster management, and cost control to overcome operational challenges [1] Group 1: Standardization and Quality Control - The mine has initiated a "Standardization Improvement Special Action" to integrate safety and efficiency throughout the production process, emphasizing the importance of both [2] - Training programs are being conducted for employees to ensure adherence to standards, with a focus on practical skills and safety education [2] - A management system has been implemented to ensure daily checks and immediate rectification of non-compliance issues in the field [2] Group 2: Disaster Management and Production Efficiency - The mine has established a disaster management system that emphasizes proactive measures and precise strategies to mitigate risks [3] - Monthly meetings are held to analyze potential risks and develop disaster response plans based on geological data and monitoring [3] - Specific measures are being taken in key work areas to ensure production stability and efficiency, with a focus on daily assessments and adjustments [3] Group 3: Cost Control and Asset Optimization - The mine is adopting a cost-saving approach by managing energy consumption, optimizing asset use, and repairing old equipment [4] - A plan to reduce electricity costs by utilizing off-peak hours for major equipment has been implemented, saving over 40,000 yuan per month [4] - Initiatives to dispose of idle assets and standardize warehouse management are in place to maximize resource utilization and minimize expenses [4]

Core Viewpoint - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges and achieve sustainable growth [2][4]. Group 1: Challenges in the Business Environment - By 2025, the business landscape is undergoing unprecedented restructuring, with common issues such as homogenized competition eroding profits and price wars squeezing survival space [2]. - The failure rate of mergers and acquisitions remains high, indicating a pressing need for effective strategies among Chinese companies [2]. Group 2: The Danaher Model - The book "The Danaher Model" dissects the success strategies of Danaher, known as the "king of acquisitions," highlighting the Danaher Business System (DBS) as a key engine for success [2][10]. - Danaher’s approach involves transforming lean management from a tool into a core competency, validated by over 400 successful acquisitions [2]. Group 3: Midea Group's Implementation - Midea Group began learning from international advanced enterprises, specifically the Toyota Production System, but initially saw limited success [4]. - After engaging with Danaher, Midea developed its own Midea Business System (MBS), focusing on establishing a lean talent system and achieving factory lean transformation [4][5]. - By 2018, Midea completed the lean transformation of its domestic factories, leading to an average efficiency improvement of approximately 15% annually [5]. Group 4: Globalization and Core Competencies - Danaher’s strategy evolved from diversified acquisitions to a focus on healthcare, demonstrating that a company's boundaries are defined by its core competencies rather than capital [7]. - Midea's global strategy includes establishing 17 R&D centers and 22 manufacturing bases, emphasizing the importance of localizing R&D to meet local demands [8]. Group 5: Lessons for Chinese Enterprises - The book serves as a high-density management tool, addressing key questions about achieving capability integration through acquisitions, evolving lean management into a core competency, and balancing localization with integration in globalization [10]. - The success of Danaher, which grew from a $1 million loan for its first acquisition to a market value exceeding $200 billion, underscores the importance of adhering to fundamental principles such as process reliance, fact respect, and efficiency [10].

Core Insights - The company aims to build a "domestically leading tight gas field" by deploying five core strategies to activate new momentum for high-quality development in the natural gas sector [1][2][3] Resource Development - The company has established a professional geological research team to utilize advanced exploration technologies and data analysis methods to understand resource distribution and enhance single well output and recovery rates [1] - Optimization of well location planning and well network layout is being implemented, along with collaboration with other gas fields for technical research and resource allocation [1] Technological Innovation - The company has developed a collaborative innovation system involving industry, academia, and research, investing annually in research funds and establishing joint research centers with renowned domestic universities and research institutions [1] - Focus areas include low permeability reservoir transformation and efficient gas extraction, with an emphasis on cultivating core technologies with independent intellectual property rights [1] Lean Management - The company integrates refined, standardized, and intelligent management throughout its operations, optimizing processes to reduce redundancy and ensuring standardized operations and management systems [2] - A digital management platform is being established for real-time monitoring of gas well production data and equipment status, promoting a transition to digital and intelligent gas field development [2] Talent Management - A multi-level and multi-channel talent training system has been constructed, addressing new employee onboarding, skill enhancement, and career development [2] - The company has set up a talent reward fund to recognize outstanding contributions in technological and management innovation, fostering a supportive environment for talent development [2] Green Development - The company has established comprehensive environmental management systems, utilizing advanced equipment for wastewater treatment and waste gas purification to control emissions [3] - A "three-step" development path has been outlined, aiming for initial breakthroughs in the domestic market by 2025, enhancing international market influence by 2030, and competing with global developers by around 2035 [3]

Core Insights - The company held an online performance briefing on September 12, 2025, discussing its semi-annual report and business operations with investors [1] - In the first half of 2025, the company achieved a revenue of 7.453 billion yuan, a year-on-year increase of 6.38%, and a net profit attributable to shareholders of 312 million yuan, up 13.88% [1] Performance Highlights and Business Analysis - The significant growth in net profit was primarily driven by the material handling equipment segment, which saw a substantial increase in gross profit, while the gross profit of the new energy equipment segment declined [1][2] - The gross profit margin for the new energy equipment segment was only 4.42%, significantly lower than the core components segment's 27.93%, attributed to intense market competition leading to price reductions [2] Strategic Layout of Business Segments - The company aims to create an internationally leading heavy industry group, focusing on four core professional areas: - Material handling machinery: Developing high-end, intelligent, green, and lightweight solutions [3] - Metallurgical machinery: Focusing on high-end, intelligent, and environmentally friendly equipment [3] - Core components: Expanding the core components business, including gear transmission and electrical control [3] - Large casting: Enhancing capabilities in large-scale, high-value-added manufacturing, particularly in wind power products [3] - Comprehensive services: Building an intelligent service model for the entire product lifecycle through international trade and engineering services [3] - Emerging industries: Cultivating energy-saving, environmental protection, and intelligent logistics equipment as new growth drivers [3] Stock Price and Incentive Plan Responses - The company acknowledged that stock price fluctuations are influenced by various factors and emphasized its commitment to improving operational performance and competitiveness [4] - The 2025 restricted stock incentive plan was not approved by the shareholders' meeting, and the company is carefully evaluating feedback and strategic planning for future proposals [4] Development Goals for the Second Half - The company will maintain a market-oriented approach, adjusting marketing strategies based on market insights and industry trends to ensure steady performance growth [5] - Key drivers for the second half of 2025 will be the port, bulk machinery, and core components for wind power [5]