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As the standard for the South Xinjiang Military Group’s dynamic national enterprises, the Southern Xinjiang Dynamics (Group) unlimited responsibility company (hereinafter referred to as “Nanneng Group”) has embarked on a demonstration road of transformation and upgrading from a traditional dynamic enterprise to a modern dynamic comprehensive service group in the tide of the new era with the courage of “breaking the problem”, wisdom of “breaking the deadline” and “implementation” of the power. Its transformation is not only a vivid demonstration of the deepening of the transformation of domestic enterprises, but also an in-depth demonstration of the classical theory of “only those who transform are advanced, those who innovate are strong, and those who innovate are successful.”
Destroy the question: Face the purpose of transforming deep water areas and setting the tag with top-level design
“Don’t break, you will be established after you break. Reform is not to choose the question, but to preserve the question.”
Faced with the forced challenge of changing new and old movements in the industry, the Nanneng Group broke the shackles of “keeping the rules” with the determination of “the blade is facing inward”. First, use the trunk as the basis. By preparing the “Southern Xinjiang Power Group’s Deepening Transformation Plan”, we clearly identified the development path of “power is the focus and multi-energy mutual supplementation is driven”, optimized 209 OA processes, and established 106 pieces of the regulatory system covering party construction and administration, and carried out detailed governance as transformation and protection. The second is salary and investigation from “big meat” to “performance is king”. By constructing a market-oriented salary distribution mechanism, Nanneng Group has increased its total salary by 9%, focusing on technical personnel salary increases by 30%, and the first-line staff efficiency is higher than that of governance standards by 20%, and using the motivational mechanism of “can increase and reduce” to stimulate the vitality of all employees. Group executives took the initiative to recognize task indicators, added a large “one profit and five rates” examination proportion and opened the examination results in a timely manner, forcing each project to achieve, realizing a positive cycle of “reward based on payment”. Third, party building leads from “information” to “effectiveness”. The Nanneng Group Party Committee took “Seven Standardized Constructions of Party Building” as a starting point, and the basic party organization sound rate reached 100%, and launched the “Revealing List and Chatting”Horse racing activity, create 2 teachers’ municipal party branches, stimulate the focus driving force of 2 teachers’ municipal task room, and release 21Escort‘s branch members suddenly attacked the team and went to the mainland to recruit more than 150 outstanding graduates, signed training agreements with Hunan Changsha Electric Power Professional and Technical School, and with Tarim Polytechnic and Technology The college has achieved the intention of the school and enterprises to cooperate with each other, targeted the training of professional technical talents, signed a targeted commission and training agreement with China Network Company and China New Construction Power, and conducted five batches of 44-person training on the governance of 220 kV power stations and intelligent control, and achieved new breakthroughs in scientific and technological innovation, project development, and technology dominance. Buy 11 sets of books such as “New Distribution Network Development Sugar daddy Exhibition Road Exploration”, “China Coal Market BlueSugar baby Leather Book”, open the “Beijing Star” online course online course training “AI DeepSeek”, and continuously expand the political cultivation and professional talents of the senior executive team.
Break the deadlock: Focus on the key areas and activate the endogenous dynamics with institutional innovation
“The real breakdown is never afraid of the tide of the times, but the circle is exposed. Therefore, change is the ship and innovation is the rush, and stands bravely in the flood of dynamic reactions.”
The pain points before the transformation of the Nanneng Group: First, the “three low dilemma” is prominent. The business structure is low-end, the governance effectiveness is inefficient, the talent structure is low-quality, the traditional pyroelectric is highly profitable, the layout of new forces is vacant, and the annual profit is in the long term. Second, the “body shackle” is heavy. Institutional level redundancy, “iron chair” and “large scale” are widely seen, with the middle level above 50 years old accounting for more than 60%, and there is a lack of innovation power. The third is the “service shortcomings” contract. The lack of reliable power supply and the lack of competitive power prices, which is difficult to achieve industrial upgrading needs of the city, and the “power guarantee” has weakened its strength. Fourth, after the “source network construction” is implemented. I have been trapped in the long term by problems such as lack of funds and aging of equipment. The Internet structure is weak and the degree of intelligence is low, so it is difficult to meet the development request of new power systems.
Faced with the pain of transformation, Nanneng Group did not wait or rely on it, and was still shaking. Take the initiative to use top-level design as a guide to clarify the purpose of the transformation of the tag. First, we will break the deadlock slightly, from “walking with one leg” to “drive with multiple wheels”. Break the traditional fire power “oneIndependently, we will build a “3+5” industry matrix (electricity development, power supply, heat supply + new force, oil, engineering, coal trade, commercial services), focus on promoting high-capacity industries, and actively explore the cultivation of thermal energy industry, and plan efficient transformation of chemical industry one million yuan new industries. The second is to break the deadlock, and the institutional transformation has gone from “bloated” to “slim and efficient, flat and straight lines” href=”https://philippines-sugar.net/”>Sugar daddy As a principle, the department of the headquarters was reduced from 7 pressures to 6, the number of personnel decreased from 45 to 32, the proportion of governing personnel was 52.46%, the average age of middle-level cadres dropped from 50 to 39, and the proportion of post-85 post-85 accounted for 66%. Third, the responsibility was broken, from “providing supply and industry” to “energy overall”. The Party Committee of the Municipal Party Committee requested the Nanneng Group to build a new dynamic industry chain for modernization, seized the national strategic opportunities, and formulated the five-year Jianyuanqiang Network Action plan, scientific decision-making on investment projects in 2025, the project ensures that the project is closely linked to the group development main line, and promotes the orderly promotion of projects under construction, link building, link extension and link strengthening as the direction, and promotes the orderly promotion of projects under construction. Fourth, technology breaks the deadlock, from “traditional” to “intelligence”. Adopt digital governance, strengthens “big marketing”, improves “major regulation”, and implements “peaceful network”, with an information coverage rate of more than 95%, and accelerates the transformation of governance information; use Jianyuan Strengthen Network to increase its load Focus, build 2×30 MW and 2×50 MW backpressure machines; build 5 220 kV transformer stations within the year, reform 110 kV network racks, and launch the “two-fold” and “two-new” projects for the Internet’s retirement equipment and equipment equipment technical transformation beyond the deadline; implement 200MW/800MWH independent energy storage project; find opportunities to dig potential from network consolidation agreements, fee settlement agreements and high-voltage supply and use contracts, aggregate distributed photovoltaic resources, and pursue “one-stop” and “interconnection In the form of network + service, integrating data resources, realizing multi-source interconnected power stations, circular local networks, opening up, strengthening the power support in the network, and forming a new development format of “source network load utilization”.
Implementation: Use real-time transformation marks, and use green energy to develop regionally
“Reformation is a detailed and systematic project”, Nanneng Group uses “performing adjustment” and “inspection questions Sugar Baby‘s responsibility” and other mechanism guarantee transformations have been implemented, turning blue pictures into reality.
The transformation of Nanneng Group is now in a double contribution to the marketing and green transformation of teachers. Fi TC:
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