国家电网公司把实施“三集五大”建设作为转变企业发展方式的核心,借助变革组织架构、创新管理方式、优化业务流程,全面提高公司发展的质量和效率。实施“三集五大”体系建设后,对县供电公司主要采取专业垂直管理方式,部分地方辅之以综合管理,相对以往的管理模式,这种分专业的垂直化管理可谓一次变革。2013年是这场管理变革的磨合期,既有同级公司部门与部门之间的磨合,也有上下级公司同专业部门之间的磨合。这期间,对企业的管理提升有很大的促进,也难免出现了阵痛。按照国家电网公司“三集五大”要求,力争用1~2年时间,在全公司推行统一的管理模式,管理标准、业务流程,建设统一的信息平台,不断加大资源重组整合和集约调控力度,提高人、财、物核心资源的集中度 Taking the implementation of “three sets and five big” construction as the core of transformation of enterprise development mode, SGCC improved the business development quality and efficiency by means of reforming organizational structure, innovating management methods, optimizing business processes and improving overall development of the company. After the implementation of the system of “three big sets of five big”, the county power supply companies mainly take the professional vertical management mode, and some places are supplemented by integrated management. Compared with the past management mode, vertical management of such sub-professional can be described as a change. 2013 is the run-in period for this management change. This is not only the run-up between departments and departments in the same level of companies, but also the running-in between upper and lower level companies and specialized departments. During this period, the management of enterprises to promote a great promotion, but also inevitably appeared pain. In accordance with the State Grid Corporation “three sets of five ” requirements, and strive to use 1 to 2 years in the whole company to promote a unified management model, management standards, business processes, building a unified information platform, increasing resource restructuring and integration and intensive Regulate and control efforts to improve the concentration of human, financial and material resources