上海电气(集团)总公司自1995年5月经上海市国资委授权经营以来,从实际出发,积极探索一种既不同于政府,又有别于企业的发展道路和运作模式。集团决策层将政府作为宏观经济的主体,将企业作为微观经济的主体,将介于两者之间的国有资产授权经营公司,作为中观经济的主体。确定了集团总公司管战略、管资产、管主要经营者这三大职能,即:以发展战略为导向,以资产经营为主要方式,以选好用好主要经营者作保证。三大主要职能的确定,强化了作为资本营运主体的集团总公司的资本营运功能,确定了“老板”角色的定位,重新设置组织机构,在管理体制上实施了事业部制,从而保证了资本的有效运营。一、强化投融资功能,发挥资产经营带动生产经营的独特作用 Since Shanghai Electric (Group) Co., Ltd. has been authorized by the Shanghai State-owned Assets Supervision and Administration Commission in May 1995, starting from the actual situation, it actively explores a development path and operation mode that is different from the government and different from the enterprise. The group’s decision-making level regards the government as the main body of the macro economy, the enterprise as the main body of the micro economy, and the state-owned assets authorized to operate the company between them as the main body of the mesocosm economy. The three major functions of the Group’s head office management strategy, asset management, and management of the main manager are identified, that is, the development strategy is the orientation, and the asset management is the main method, with the selection and use of key operators as guarantees. The determination of the three major functions strengthens the capital operation function of the group company as the capital operation subject, determines the role of the “boss” role, resets the organizational structure, and implements the division system in the management system, thereby guaranteeing The effective operation of capital. First, strengthen the investment and financing functions, and bring into play the unique role of asset management in stimulating production and management