在很多人看来,作为一个软件厂商,东软好象并没有一个核心的竞争力或一款能让人耳熟能详的产品,而如今其主营的软件与服务,IT 外包服务业务、数字医疗及东软信息技术学院的 IT 教育与培训业务看起来比较零散,东软如何将它们有机整合起来,形成一个链,让其有机有序地运转呢?表面上看,解决方案公司、信息技术学院、数字医疗公司都是传统的从事单一业务的公司。但是,在东软集团董事长,总裁刘积仁的设想里,把这些公司整合到一起,学院就变成了一个有实践经验,能够为客户服务的学院;解决方案就不仅包含技术,还有人才的结合,设施的共享;软件公司和数字医疗公司,就变成不单是一个设计公司,而成为了一个人才和服务的公司。刘积仁认为,构造这个价值链条本身,一方面要保持各个链条在经营上的独立性,其法人构成也并不一样,均按照各自的发展方 For many, it seems that as a software vendor Neusoft does not seem to have a core competency or a compelling product, but now its main software and services, IT outsourcing services, digital healthcare and Neusoft The IT education and training business looks fragmented, and how can Neusoft integrate them organically to form a chain that allows it to function organically and orderly? On the surface, solution companies, the Institute of Information Technology, digital healthcare companies Both are traditional companies that are engaged in a single business. However, in the vision of Liu Jiren, chairman and president of Neusoft Group, integrating these companies together, the college has become a college with practical experience and customer service; the solution includes not only technology but also talent combination , Facilities sharing; software companies and digital healthcare companies become more than just a design company, but a talent and service company. Liu Jiren that the construction of the value chain itself, on the one hand to maintain the independence of each chain in the business, its legal person is not the same composition, are in accordance with their own development