“2014年1月,中核核电运行管理有限公司(以下简称”中核运行“)完成了第二次深化改革的组织机构调整,全公司管理呈扁平化,并完成了相应人员的岗位调整。这使公司企业文化工作面临着三个无法回避的新课题。即:一是面对三组(改革前为三家独立法人的企业)有着各自强劲文化习惯和文化烙印的人群组成的新团队,如何开展深层次的文化融合?二是在生产、管理、经营任务繁重的局面中,如何体现文化引领?三是如何减少管理信息损耗和偏差, ”In January 2014, China Nuclear Nuclear Power Operations Management Co., Ltd. (hereinafter referred to as“ CNR Operation ”) completed the organizational restructuring for the second deepening reform. The management of the entire company was flattened and the staffing of the corresponding staffs was completed This makes the company’s corporate culture work facing three new issues that can not be avoided: First, in the face of three groups (three separate pre-reform enterprises) have their own strong cultural habits and cultural stigma of the new team, How to carry out in-depth cultural integration? Second, in the production, management, management of the heavy workload of the situation, how to embody cultural leadership? Third, how to reduce management information loss and bias,