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1、复星集团的集团管控体系剖析,复星集团1992年由复旦大学五名年轻教师创办，是上海第一家民营高科技企业集团。复星集团只用13年时间，就从一家小型科技咨询公司起步，发展到大型控股企业集团。在医药、房地产、钢铁、商贸流通、金融等产业领域，逐步形成了各产业皆有支柱企业、专业化能力强、有相当竞争力的企业集团。复星成功的关键基础在于集团管控体系的建立。Fosun Group was founded in 1992 by five young teacher of Fudan University,which is the first private high-tech enterprise group i
2、n Shanghai.Fosun was started from a small technology consulting company,to a large group of holding company in 13 years.And gradually it formed the industry backbone in medicine,real estate,iron and steel,trade,financial and other industries,and become a competitive enterprise groups.The key to Fosu
3、ns success lies in the establishment of the basis of Fosun Group Control system.,目 录,01,02,03,复星集团集团管控问题的由来,问题的挖掘和解剖,复星集团管控体系设计精华,04,资本运营和产业运营是复星集团管控之魂,作为一家知识性的企业，复星的发展漂亮地实现了很多企业梦寐以求的发展中速度与效率的平衡、发展和稳定的平衡、以及多元化和专业化的平衡。复星产业运营成功的关键有两点：集团战略上对于产业的整体把握，及集团资源的有效共享；产业上及产业中的核心企业在专业性和主观能动性上，得到充分发展。能够结合这两点优势的只
4、有集团管控。As an intellectual enterprise,Fosun achieve the goal of balancing the development speed and efficiency,development and stable equilibrium,and the balance of diversification and specialization.There are two key Fosun industrial operation success:The group strategy for the industry overall grasp
5、,sharing the resource of the group effectively.Industry and the core of industry enterprise in professional and subjective initiative can be fully developed.The only way to combine this two advantages can be the group control strategy.,第一节 复星集团集团管控问题的由来,一贯追求内部管理的复星集团在追求自身超常规的发展的过程中不断思索下面三个问题。1.1如何实现
6、从企业经营到产业经营？1.2如何兼顾母公司有效控制和子公司的专业化经营？1.3如何兼顾发展的速度和效率？the Fosun Group which is keen to pursuit the internal management should consider the following three questions in the development of ultra-conventional in their own development.1、How to implement the Enterprise management to Industry management?2、H
7、ow to balance the professional management of parent company and Specialized management of the subsidiary?3、How to balance the development speed and efficiency?,对复星集团管控问题的诊断和解决方法The solutions to the problems of Fosun Group control.,第二节 问题的挖掘和解剖,3.2集团管控体系细探1管控基础平台分层管控平台集团层面：产业层面：企业层面：2管控基础理念管育结合管控支点之一和谐经理团队管控支点之二企业文化和品牌塑造管控风险网风险管理,第三节 复星集团管控体系设计精华,3.3集团管控体系建立过程集团在实施新的集团管控体系时，分三个阶段实现集团有效管控。其阶段划分和重点关注内容可以见下表：,资本运营和产业运营是复星集团管控之魂。集团管控包含的具体工作较为繁杂，但是从集团运营的高度来看，最为重要的问题是就是资本运营和产业运营。抓住了资本运营和产业运营的牛鼻子，集团管控就更有控制力，也更容易入手操作。,第四节 资本运营和产业运营是复星集团管控之魂,THANKS,
