（原标题：陈春花：实现协同增效，管理者需要做出4个改变） "经理人员的职能，重在维持一个庞大而复杂的协作努力的体系。"——切斯特·巴纳德 我很喜欢巴纳德给经理人职能的界定，也就是说，作为一个职业经理人、一个管理者，你要做的不是证 明自己做得多好，而是能够让所有的组织成员都愿意为协作去做努力。 巴纳德的定义告诉我们，经理人员有三项重要职能：第一，提出和界定目的，就是告诉大家做一件事情 的目的是什么，价值和意义是什么。第二，发挥促进作用以便获得必要的努力，让大家因为你真正发挥 努力，能够为整个公司的目标绩效和之前界定的目的贡献价值。第三，提供沟通的体系，让大家能够对 话，上下同欲，能够解决问题。 企业想真正拥有协同的效应和行为，管理层必须很清楚地知道，自己对协同管理的行为其实是有影响 的，它至少涵盖以下四个方面。 01 刷新协同管理假设 在管理层的主要假设中，主要是看你自己的价值取向是什么，如何通过沟通促进必要的努力，怎么理解 激励与协同行为之间的关系。 第一，要有明确而清晰的价值取向。 吉姆·柯林斯在《选择成就卓越》一书提到，选择成为卓越的企业，管理层要有"10倍领先的领导力"， 其第一个特征就是"高度自律"。 ...

娄底是中国重要的高强钢、硅钢与汽车板生产基地，经过数十年淬炼，已积累成熟完备的冶金技术体 系、经验丰富的专业人才队伍和规模庞大的重型加工装备集群。当全球新材料浪潮袭来，当地敏锐地捕 捉到钢铁与钛这两种重要金属的工艺亲缘性：在决定材料性能的热轧、冷轧环节，设备通用率高达 80%，直接催生了"以钢带钛、协同增效"的独特发展思路。 无需另起炉灶、重复建设，娄底便能充分依托区域内上百家成熟的钢铁产业链企业，快速承接并高效释 放超过30万吨的钛材加工产能。此次涟钢成功实现钛板热轧，正是这一协同逻辑落地生根的成果。 为构建一个自主可控、韧性强大的钛材料产业生态圈，娄底绘就了完整的全产业链布局蓝图。在上游资 源保障端，当地企业五江集团在新疆拥有大型海绵钛生产基地与丰富的钛矿储备，宏旺集团则在非洲锁 定了优质矿源，从产业链最前端筑牢了资源安全防线；中游加工制造环节，"一龙头三骨干"的优势集群 格局已然成形，华菱涟钢、湖南宏旺、五江集团、福建允升等领军企业各展所长、优势互补，形成强大 的发展合力；下游应用拓展方面，娄底企业精准聚焦价值链高端，积极推动钛材进入航空航天、深海装 备、高端医疗等前沿领域，同时通过培育终端品牌让钛制品 ...

Investment Rating - The report maintains a "Buy" rating for the company [1] Core Views - The company has demonstrated better-than-expected growth through both organic and acquisition strategies, with the first interim dividend being distributed [1] - The integration of the acquired company, Yuefeng, has shown significant contributions to revenue and profit, indicating strong synergy effects [1] - The company's financial performance is projected to improve, with net profit estimates for 2025-2027 being raised due to better-than-expected growth [1] Financial Summary - Total revenue for 2023 is projected at 12,541 million, with a decline of 2.59% year-on-year, while 2024 is expected to see a further decline of 5.22% [1] - Net profit attributable to shareholders is forecasted to be 1,430 million in 2023, with a year-on-year growth of 25.23% [1] - The latest diluted EPS is expected to be 1.75 in 2023, with a P/E ratio of 14.85 [1] - The company’s operating cash flow for the first half of 2025 is reported at 12.21 billion, showing a year-on-year increase of 2.80 billion [1] - The company plans to distribute an interim dividend of 0.25 per share, totaling 2.04 billion, which is 21.08% of the net profit for the first half of 2025 [1]

Core Viewpoint - Securities companies play an increasingly critical role in the strategic layout of regional economies, particularly under the expectations of state-owned and local government shareholders [1][2]. Group 1: Performance Expectations from Major Shareholders - Major shareholders, including state-owned enterprises, are assessing the performance of securities companies and setting new targets for the upcoming year, emphasizing the need for these firms to integrate their development into the group's overall strategy [2]. - There is a strong focus on "operational efficiency," with multiple shareholders urging securities firms to control costs and improve quality and efficiency [3][11]. Group 2: Service to Local Economies - Local state-owned enterprises are exploring ways to enhance the role of provincial state-owned securities firms in supporting their members and implementing regional development strategies [5]. - For instance, Shaanxi Coal and Chemical Industry Group has set performance expectations for its subsidiary, Kaiyuan Securities, to align with the group's key objectives and enhance macroeconomic strategies and industry research [5]. Group 3: Strategic Development and Integration - The integration of securities firms into the broader strategic framework of their parent groups is emphasized, with a focus on high-quality development and effective service to state-owned enterprises [6][10]. - The recent merger of Guolian Minsheng Securities is highlighted as a significant step towards establishing a national-level securities platform, enhancing its competitive position in the market [7][8]. Group 4: Emphasis on "Industrial Investment Banking" - There is a growing trend among securities firms to adopt an "industrial investment banking" strategy, which involves integrating investment, research, and banking services to better serve regional and sectoral development [9][10]. - Major shareholders are pushing for a collaborative model that enhances the synergy between investment banking, asset management, and investment services [10]. Group 5: Cost Control and Efficiency Improvement - Cost control and efficiency improvement are recurring themes, with shareholders urging their securities firms to adopt innovative methods to enhance operational performance [11]. - Specific goals include optimizing governance structures, enhancing talent development, and implementing effective cost management strategies across departments [11].