实施“三集五大”体系建设以来,国网山西省电力公司(简称公司)组织架构设置全面统一规范,业务链条有效压缩,人财物核心资源实现集约管控,“五大”核心业务管理统一高效。但原有运作模式下的各种流程、制度、标准和考核体系还需要调整,严重制约“三集五大”体系有效落地;各专业、各层级之间“横向协同、纵向贯通”的全覆盖管理机制尚未完善,严重制约公司效率效益提升;信息平台存在壁垒,专业信息数据共享通道不畅,严重 Since the implementation of the “three sets of five” system, the State Grid Shanxi Electric Power Company (hereinafter referred to as the company) set a unified and standardized organizational structure, the effective compression of the business chain, people and property resources to achieve centralized control of core resources, “top five” core business management Uniform and efficient. However, the various processes, systems, standards and examination systems under the original mode of operation also need to be adjusted and severely restricted. The “three major and five major” systems have effectively landed; all majors and all levels have “horizontal synergies and vertical communications” The full coverage management mechanism has not yet been perfected, which seriously hinders the improvement of company efficiency and efficiency. There are barriers in the information platform, the channels for professional information and data sharing are not smooth, and serious