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本文侧重于在企业已完成外部重组情况下的“内部整合”研究。出于自身发展的需要,或资本市场的迫切要求,企业可对企业内部的业务板块做内部整合,以实现协同效应、增强公司核心竞争力,但事实上往往鉴于各业务单元产品和业务模式的不同,以及企业文化和执行力的差异,各业务单元对业务的整合观点不一致,企业往往迟迟未能实施整合计划。作者有幸有机会参与到若干公司内部整合,有一定的整合经验,亦有一定的整合教训,结合理论知识和实践,本文认为公司如欲内部整合成功,必须要具备天时地利人和的条件、必须要认清整合内容的优先次序并有条不紊地开展、必须成立整合项目组实施项目方案并跟进、必须做好造势宣传工作使得上下同心同欲、必须做到是“化学整合”而非“物理整合”。
This article focuses on “internal consolidation” research where an organization has completed external reorganization. For their own development needs, or the urgent requirements of the capital market, companies can do internal integration of the business within the business plate in order to achieve synergies and enhance the company’s core competitiveness, but in fact often given the business unit products and business models Different, and differences in corporate culture and execution, inconsistencies in the integration of business units by business units, and delays in the implementation of consolidation plans by enterprises. The author is fortunate to have the opportunity to participate in a number of internal integration, some integration experience, there are some integration lessons, combined with theoretical knowledge and practice, this article that the company for the internal integration of success, we must have the favorable conditions, and must To recognize the priority of an integrated content and carry it out in an orderly manner, an integrated project team must be set up to follow up on the implementation of the project plan. It is imperative to do a good job of propaganda and promotion so that people from all walks of life can work together and be “chemically integrated” rather than “ ”Physical Integration".