在上海甚至在全国,绿地集团都是一家“明星”国企。不仅因为它是国内房企“千亿俱乐部”成员之一,更因为它是为数不多的将国有股降到50%绝对控股底线之下的国企绿地集团在推行“混合所有制改革”的过程中,先后在不同的历史时期通过职工持股、引进战略投资者等方式进行增资扩股。从长期的实践来看,“混改”对企业发展产生了重大而深远的影响,其根本作用在于不断激发活力、增强动力、提升实力,最终提高企业核心竞争力,推动企业持续快速成长。事实上,在推进“混改”的过程中,绿地集团一直在探索如何摆脱传统国企的束缚和局限,寻找贴合市场、适合企业发展需要的经营管理机制。多年来,绿地在投资决策、文化导向、选人用 In Shanghai and even in the whole country, Greenland Group is a “star” state-owned enterprise. Not only because it is one of the members of the domestic housing enterprises but also because it is one of the few state-owned enterprises under the absolute control of state-owned shares dropped below the green light group in the implementation of “mixed ownership reform” In the process, successively in different historical periods through employee stock ownership, the introduction of strategic investors and other ways to increase their investment. From the long-term practice, “mixed reform” has a significant and far-reaching impact on the development of the enterprise. Its fundamental role is to continuously stimulate vitality, enhance motivation and enhance strength, and ultimately enhance the core competitiveness of enterprises and promote the sustained and rapid growth of enterprises . In fact, during the promotion of “mixed reform”, Greenland Group has been exploring how to get rid of the shackles and limitations of the traditional state-owned enterprises and find an operation and management mechanism that fits the market and meets the needs of the development of the enterprise. Over the years, greenfield investment decision-making, cultural orientation, selection of people