| 工商信息 历史工商值息 | | | | 目 文字介紹 | | Ch 工商管网扶服 ▶ | 0 导出 | ● 企音音 | | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 传一社会信用代码 | 91110400MAETNFGFXT | 企业名称 | | 北京法重清达管理咨询合伙企业 [高限合伙] | | | | | | 执行@劳合优人 | 北京市建达着石商业管理有限公司 | 型记忆志 | | 行候(在雷、开业、在册) | 底立日期 | | 2025-08-21 | | | | | 出版版 | | 805311.6111万元 | 成绩过本 | | | | | 图像机构成 | MAETNFGF-X | 工商注册号 | | 110400045330650 | 得留了七角 | | 91110400MAETNFGFXT | | | 企业等量 | 和限合伙企业 | 重业期限 | | 2025-08-21 至 无图出明架 | 制有Y服區 | | | | | 人员规模 | | 学保人数 | | | 核准日期 | | BIP | | | 所属地区 | 北京市大 ...

格隆汇8月25日｜工商资料显示，近日，万达、京东旗下公司在北京投资设立北京泓睿潘达管理咨询合 伙企业，该企业出资额约80.53亿元，经营范围包括企业管理咨询及信息技术咨询等相关业务。其中， 大连万达商管间接持股比例约54.9669%，京东间接持股约45%。 ...

Group 1 - The core viewpoint of the article is the launch of Kearney's 2026 campus recruitment in Greater China, inviting students to join the company and pursue their dreams [2][4]. - Kearney is presented as a leading global management consulting firm with a robust talent development mechanism, tailored training programs, and experienced mentors to accelerate career transformation [2][4]. - The company offers diverse and challenging project tasks, allowing employees to engage deeply in various industries and witness the practical outcomes of their ideas [2][4]. Group 2 - The recruitment event is scheduled for September 6, 2025, at 21:00 Beijing time, targeting graduates from domestic and international institutions, including those from Hong Kong, Macau, and Taiwan [2]. - The application deadline is set for September 4, 2025, at 9:00 Beijing time, with a specific registration link provided for interested candidates [2][5]. - The company seeks candidates with outstanding problem-solving abilities, critical thinking, and strong communication skills in both Chinese and English [6][7].

近日，《财富》中文版公布" 中国40岁以下最具潜力的商界精英榜 "，麦肯锡中国区全球董事 合伙人方寅亮先生荣膺此项殊荣。 今年的榜单包括两个部分：中国40位40岁以下的商界精英榜单与中国40岁以下最具潜力的商 界精英榜。前者是当下中国最具影响力的年轻领导者；后者是在各个行业中最具潜力的创新 者。榜单旨在深入挖掘人工智能、大健康、绿色科技、新消费等众多新兴行业最具潜力的领 导者和创新者。正是这些年轻力量引领着中国商业世界的变化，塑造未来。 新能源与智能化正在快速推动中国及全球的汽车与高端制造行业的创新与蝶变，未来10年的行业格局 将进一步演进。与此同时，麦肯锡也即将迎来公司百年纪念， AI与创新也正在快速推动管理咨询为企 业与行业创造价值的理念与方式，我们期待在这充满机遇与挑战的十字路口，不断挑战自我，与企业 一起书写行业发展的新篇章。 方寅亮 麦肯锡全球董事合伙人 引领变革：驱动汽车产业价值跃升 方寅亮先生是麦肯锡中国区全球董事合伙人、中国区汽车与装配行业咨询业务、亚洲区商用车与零部件 业务主要领导人之一。凭借在汽车行业多年的积累和行业专识，方寅亮先生在推动中国汽车行业向新能 源化、智能化和全球化转型方面影响 ...

Group 1 - Kearney is a leading global management consulting firm with branches in 40 countries, employing top consultants from prestigious business schools and industry experts [2] - The firm offers comprehensive management consulting services, including strategy, organization, operations, digital solutions, and enterprise service transformation [2] - Kearney has a rich history of over a century, consistently leading business transformation trends with unique perspectives and insights [2] Group 2 - The company is committed to helping clients achieve transformation and upgrade while exploring the infinite possibilities of each member's life [2] - Kearney provides an excellent growth platform for individuals interested in management consulting, driven by curiosity and a desire for self-improvement [2]

Core Insights - The article promotes the McKinsey Organizational Health Index (OHI) for Non-Profits, which aims to help non-profit organizations assess and improve their organizational health [1][6] - This initiative marks the first systematic implementation of the OHI in China, focusing on three core aspects of non-profit organizations [1] Recruitment and Participation - McKinsey is recruiting 6-10 non-profit organizations to participate in the OHI project, which will provide actionable recommendations to enhance organizational potential [1][7] - The project is free of charge, emphasizing its non-profit nature [8] Timeline and Process - The project timeline includes several key phases: - July 2025: Intent confirmation and registration of participating organizations [5] - August 2025: Launch of the survey and collection of responses [5] - September 2025: Workshop 1 for interpreting OHI results and confirming priorities [5] - October 2025: Workshop 2 for developing action plans based on organizational health [5] - November 2025: Flexible Q&A sessions for participating organizations [5] Expected Outcomes - Participating organizations will receive a summary of their organizational health assessment, guidance on interpreting results, and assistance in formulating priority actions and plans [6]

Group 1: Core Development Trends in Management Consulting Industry - AI technology is deeply integrated into the management consulting process, evolving from a supportive tool to a core decision-making engine, with leading firms building proprietary AI platforms for comprehensive business coverage [1] - Demand differentiation is evident in the government and enterprise markets, with state-owned enterprises focusing on ESG strategy planning and digital transformation, while private enterprises prioritize compliance consulting and cash flow optimization [1] - Agile delivery models are becoming mainstream, with light consulting services exceeding 50% of offerings, and long-term value co-creation services seeing high client renewal rates [1] Group 2: Competitive Landscape of Domestic Management Consulting Market - The Chinese management consulting market is characterized by diversified competition, including comprehensive consulting groups, specialized leaders in various fields, and niche service providers [1] - Notable comprehensive consulting firms include Hejun Consulting, Best Consulting, and Peking University Zongheng, each with unique strengths in areas such as strategic planning and organizational reform [2][5][7] - Strategic and operational consulting firms like Junzhi Consulting and A.T. Kearney focus on competitive strategy and supply chain resilience, respectively, showcasing the specialization within the industry [10][12] Group 3: Key Considerations for Choosing Consulting Firms - Clearly defining service needs is crucial, as different firms have significant expertise in various areas such as strategic planning and digital transformation [27] - Industry experience is a priority, with firms that have successful case studies in similar sectors being more reliable in addressing industry-specific challenges [27] - Cost-effectiveness is a consideration, with international firms offering mature methodologies at higher costs, while local firms may provide better alignment with domestic market practices [27]

Group 1 - The core viewpoint emphasizes the shift from "passive success" to "effort-based success" in corporate top-level design, highlighting the importance of finding meaning in success [5][6] - Companies are encouraged to maintain strategic determination by focusing on core issues and internal management improvements while navigating economic uncertainties [7][8] - The article suggests that successful management requires adapting large enterprise experiences to smaller companies, fostering a new management philosophy that aligns with organizational needs [8][9] Group 2 - Companies should prioritize "doing well in the present" by ensuring that every role contributes meaningfully to the organization's development [11][12] - Establishing a contract spirit around goal management is crucial, as it helps align the organization towards common objectives and enhances managerial effectiveness [13][14] - The integration of AI technology will necessitate a shift in labor roles, prompting all workers to reflect on the meaning of their contributions, which is essential for future corporate strategies [14]

Group 1 - The core issue facing companies is the "high-performance dilemma," where organizations aim to maximize the contributions of young high-potential talent but inadvertently diminish their actual impact due to overwhelming demands and complex processes [2][3] - Increasing organizational complexity leads to reduced productivity, lower employee engagement, and declining team performance due to redundant processes, cross-departmental coordination, and ineffective meetings [2][3] Group 2 - Companies must undergo transformation to maintain vitality and employee engagement, as highlighted by Knut Haanaes, who emphasizes the need to address management paradigms that inadvertently create internal friction [3] Group 3 - The "two-pizza" rule from Amazon suggests that if a team requires more than two pizzas for lunch, it is too large, indicating that smaller, focused teams are more effective [5][6] - A small, skilled, and focused team can achieve significantly higher effectiveness compared to a larger, resource-dispersed team [7] Group 4 - Reporting overload is a common issue, where teams spend excessive time on report writing with little time for actual analysis, leading to frustration and decreased morale [9] - A CEO's intervention to streamline reporting processes and focus on valuable insights can enhance employee engagement and performance [9][10] Group 5 - The concept of agility is often misapplied; while it is beneficial in uncertain environments, clear initial planning is crucial for achieving high-quality results in projects with stable goals [12][14] - In highly regulated industries, precise planning is essential to avoid unnecessary changes and ensure project success [13][14] Group 6 - The "planning fallacy" highlights the tendency to underestimate project timelines and budgets, as illustrated by a Norwegian underground parking project that significantly exceeded its initial estimates [15][16] - Effective project planning should include risk assessment and buffer mechanisms to mitigate potential issues [15][16] Group 7 - The "curse of good intentions" suggests that adding more rules and processes to improve performance can lead to organizational constraints and employee frustration [17] - Companies should simplify processes and focus on core objectives to enhance organizational focus and execution efficiency [17] Group 8 - Project management should adopt a holistic approach rather than treating projects as isolated entities, ensuring strategic alignment and resource allocation across projects [18][19] - Not all attractive projects warrant investment; only those that align with the overall organizational strategy should receive resources [19] Group 9 - Clear communication and boundary respect are essential to prevent employees from overextending themselves due to ambiguous expectations [21][23] - Leaders should differentiate between urgent and non-urgent tasks to maintain morale and protect employee well-being [23] Group 10 - To address organizational complexity, companies should recognize the "success trap," utilize "reverse thinking," and identify hidden costs associated with seemingly rational decisions [24] - Maintaining a clear and collaborative organizational structure can significantly enhance overall performance and employee morale [24]

Core Insights - Shanghai continues to be the most concentrated city for multinational company regional headquarters and foreign-funded R&D centers in mainland China [1][5] - The city remains a preferred destination for foreign investment, with significant projects in key industries such as biomedicine, smart manufacturing, and financial services [2][7] Investment and Economic Activity - On July 11, Shanghai awarded certificates to 30 newly recognized multinational company regional headquarters and 15 foreign-funded R&D centers, with a total investment of approximately $3.68 billion (about 263.9 billion RMB) [1] - In the first five months of this year, nearly 2,500 new foreign-funded enterprises were established in Shanghai, with actual foreign investment exceeding $7.6 billion [5] Industry Focus - The newly recognized headquarters and R&D centers primarily come from key development sectors, including biomedicine, smart manufacturing, and fashion consumer goods [2] - The investment projects also cover emerging fields such as digital economy and green low-carbon initiatives [2] Company Strategies - Scopely, a U.S. gaming giant, established its China headquarters in Shanghai, planning to introduce its leading products to the Chinese market by 2026-2027 [3][9] - Sonova, a Swiss hearing care solutions provider, upgraded its China headquarters to a "special zone," indicating a strategic focus on the Chinese market [2][8] Market Potential - The Chinese market is seen as having significant growth potential, particularly in sectors like healthcare and gaming, driven by a large population and increasing demand for innovative products [7][8] - Companies like Baxter Healthcare are increasing local production capabilities to reduce supply chain risks and meet the growing demand in China's healthcare market [7] Talent and Innovation - The gaming industry in China boasts a high density of talent, with approximately 4 million professionals in game development, enhancing the competitive edge of local studios [4] - Companies are leveraging local R&D capabilities and technological advancements, particularly in AI, to improve product quality and development efficiency [4][9]