施工企业的同质多元化战略,从全行业来看确实到了应该反思和调整的时候。不少施工企业实现多元化战略后,不同程度地出现如下问题:一是主营业务进展减缓,竞争力下降。因资源和管理层精力是有限的,故而非常直接的负面结果就是影响主业。二是管理未能提升,十多年还是一套老的管理模式。管理创新需要花时间研究和实施,最费管理层资源。建筑业从项目管理到企业整体管理,复杂度远超其它行业,不钻进去很难提升和改善管理。三是多元化未达到预期目的。四是损失品牌价值。即使是有 Construction enterprises homogeneous diversification strategy, from the industry point of view should indeed be the time to reflect on and adjust. Many construction enterprises to achieve diversification strategy, to varying degrees, the following problems: First, slow down the main business, competitiveness decreased. Due to the limited resources and management effort, the very immediate negative result is the impact on the main business. Second, management failed to improve, more than a decade or a set of old management mode. Managerial innovation takes time to research and implement, with the most costly management resources. Construction from project management to the overall management of enterprises, the complexity is far more than other industries, it is difficult to enhance and improve management without drilling. Third, diversification did not achieve its intended purpose. Fourth, loss of brand value. Even if there is