Group 1 - The core viewpoint emphasizes the importance of innovation and data-driven strategies in driving industrial upgrades and competitiveness in the sub-center [4][5] - Shenzhen's experience highlights the need for a supportive ecosystem that encourages exploration and tolerates failure, which can serve as a model for the sub-center [4] - The integration of party organization into economic activities is crucial for coordinating industrial development and addressing common challenges [5] Group 2 - The article discusses the significance of timely and effective policy execution, drawing lessons from Shenzhen's approach to governance and service delivery [6] - It reflects on the need for a systematic reshaping of the cadre training path to enhance the capabilities of sub-center officials [7] - The emphasis is placed on understanding local resources and needs through thorough research to inform policy and development strategies [8][9] Group 3 - The article advocates for top-level design and systematic planning to clarify development paths and objectives for the sub-center [9][10] - It suggests a phased approach to achieving long-term goals, using examples from successful companies like Huawei to illustrate the importance of strategic planning [10]