Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].

每一个创业者都知道创业是一件 "九死一生"的事， 90% 的创业公司活不过一年，以前我对这样的 事实并没什么体感。 在混沌工作的这些年，我接触到了很多创业者，从他们的口中，我明白了创业会遇到的林林总总的问 题，好像每一个问题都足以致企业于死地。 现金流断了 …… 供应商停了 …… 同行内卷 …… …… 这些问题，真想系统梳理下，给到创业者，资治通鉴 …… 直到人民邮电出版社的编辑老师给我寄来了《突围》这本书，作者蔺雷、吴易，可以说，这本书基本 上是系统回答了这个问题：为什么 90% 的创业公司活不过一年？并且给创业者指明了出路。 这也难怪有中国企业联合会、中国企业家协会党委书记朱宏任先生、清华大学经济管理学院教授吴贵 生先生、梅花创投创始合伙人吴世春先生，三位大佬推荐了。 混沌一向把面对面和大咖交流的机会给到同学，因此， 我和同事把《突围》这本书 的 两位作者之 一、 蔺雷老师请到了混沌直播间，明晚 19 ： 00 他将和混沌创新领教、洪泰基金董事总经理潘杨 老师，一起分享"新质企业低风险创新经营指南"， 诸君一定要珍惜与老师们互动的机会呀！ 6. 创新是一种底层逻辑，更是一系列的行动方案。 7. 每次危机或 ...