科华:"火炬"照耀中国UPS之路

在中国IT行业,民族高科技企业凭借技术上的独立自主和高投入、大手笔的持续创新策略,不但在国外品牌完全垄断、铁板一块的国内市场撕开了一道裂缝,一些企业还多次蝉联中国电子百强利润之最,产品远销至美、日、欧市场,已有十五年UPS专业经验的国内UPS代表厂商———科华就是其中     

科华恒盛 国内UPS电源行业的领军者

厦门科华恒盛股份有限公司(简称:科华恒盛)成立至今,始终专注于不间断电源(UPS)以及配套产品的研发、生产、销售和服务,公司产品包括信息设备用UPS电源和工业动力用UPS电源两大类。根据2008年     

中华文化金融的创新之路(续)

中国正成为全球文化金融市场第一大国,国际资本正提供中国向全球文化产品定价中心机会,各地方政府正面临产业转型,文化产业成为政策优惠的重点产业;机构资本投资文化产业已成潮流。中华文化金融创新正受到国家领导重视,有关产业政策正在落实中、处于地方政府大力支持、社会资本涌入、国际资本渗入的关键发展期,因此,创新道路选择极其重要。中华文化金融创新之路,需要高举中华文化复兴伟大旗帜,发挥文化与金融创新双优势,以"三高"标准,助力新四化,并通过资源、制     

“双创”背景下的金融服务创新之路

在“2016中国金融论坛”上,全国社会保障基金理事会副理事长王忠民、中国人民银行原副行长、中国金融会计学会会长马德伦,中国人民银行金融市场司副司长邹澜围绕“金融创新服务助力‘双创’引擎”的话题分享了自己的观点。     

个人理财:金融创新之路——我国商业银行个人理财业务的现状、问题及发展举措

科学而完整的金融理财应是涉及银行、保险、证券乃至房地产等各个方面的大金融理财。纵观金融市场的发展潮流，我国商业银行个人理财业务已逐渐成为国内银行产品创新和服务创新的主要领域，凭借银行服务网络和先进的科技手段，个人理财业务呈现组合化、品牌化、个性化的发展趋势。为此，研究和提出我国商业银行个人理财业务发展思路具有十分重要的意义。     

Deep change. How operational innovation can transform your company

Breakthrough innovations--not just steady improvements--in operations can destroy competitors and shake up entire industries. Just look at Dell, Toyota, and Wal-Mart. But fewer than 10% of large companies have made serious attempts to achieve operational innovation. Why? One reason, contends the author, is that business culture undervalues operations--they're not as sexy as deals or acquisitions. In addition, many executives who rose through the ranks of finance or sales aren't familiar with operations--and they aren't interested in learning more. Finally, because no one holds the title Vice President of Operational Innovation, it doesn't have a natural home in the organization, so it's easily overlooked. Fortunately, all of these barriers can be overcome. This article offers practical advice on how to develop operational innovations, such as looking for role models outside your industry to emulate and identifying--and then defying--constraining assumptions about how work should be done. The author also discusses the best way to implement operational innovations. For instance, because they are disruptive by nature, projects should be concentrated in those activities with the greatest impact on enterprise strategic goals. Operational innovation may feel unglamorous or unfamiliar to many executives, but it is the only lasting basis for superior performance. Executives who understand how operational innovation happens--and who understand the barriers that prevent it from happening--can add to their strategic arsenal one of the most powerful competitive weapons in existence. In an economy that has overdosed on hype and in which customers rule as never before, operational innovation offers a meaningful and sustainable way to get ahead--and stay ahead--of the pack.     

自主创新的绿色大餐

第十二届中国北京国际科技产业博览会,中关村科技园区以国家级自主创新示范区的全新形象亮相,展示园区在推进自主创新、推动产业升级、转变发展方式、提高经济科技竞争力方面所取得的最新成果。中关村管委会相关负责人介绍说,本次“中关村自主创新成果展”以“科技保增长,创新促发展”为主题,分为“科技中关村、生态中关村、活力中关村、e中关村”4个主题展区,     

The superefficient company

Most companies do a great job promoting efficiency within their own walls, streamlining internal processes wherever possible. But they have less success coordinating cross-company business interactions. When data pass between companies, inconsistencies, errors, and misunderstandings routinely arise, leading to wasted work--for instance, the same sales, order entry, and customer data may be entered repeatedly into different systems. Typically, scores of employees at each company manage these cumbersome interactions. The costs of such inefficiencies are very real and very large. In this article, Michael Hammer outlines the activities and goals used in streamlining cross-company processes. He breaks down the approach into four stages: scoping--identifying the business process for redesign and selecting a partner; organizing--establishing a joint committee to oversee the redesign and convening a design team to implement it; redesigning--taking apart and reassembling the process, with performance goals in mind; and implementing--rolling out the new process and communicating it across the collaborating companies. The author describes how several companies have streamlined their supply-chain and product development processes. Plastics compounder Geon integrated its forecasting and fulfillment processes with those of its main supplier after watching inventories, working capital, and shipping times creep up. General Mills coordinated the delivery of its yogurt with Land O'Lakes; butter and yogurt travel cost effectively in the same trucks to the same stores. Hammer says this new kind of collaboration promises to change the traditional vocabulary of corporate relationships. What if you and I sell different products to the same customer? We're not competitors, but what are we? In the past, we didn't care. Now, we should, the author says.     

The living company

What can explain the longevity gap between a company that survives for centuries--the Swedish company Stora, for example, which is more than 700 years old--and the average corporation, which does not last 20 years? A team at Royal Dutch/Shell Group explored that question. Arie de Geus, a retired Shell executive, writes about the team's findings and describes what he calls living companies-organizations that have beaten the high mortality rate of the average corporation. Many companies die young, de Geus argues, because their policies and practices are based too heavily on the thinking and language of economics. Their managers focus on producing goods and services and forget that the organization is a community of human beings that is in business--any business--to stay alive. In contrast, managers of living companies consider themselves to be stewards of a long-standing enterprise. Their priorities reflect their commitment to the organization's long-term survival in an unpredictable world. Like careful gardeners, they encourage growth and renewal without endangering the plant they are tending. They value profits the same way most people value oxygen: as necessary for life but not the purpose of it. They scuttle assets when necessary to make a dramatic change in the business portfolio. And they constantly search for new ideas. These managers also focus on developing people. They create opportunities for employees to learn from one another. Such organizations are suited for survival in a world in which success depends on the ability to learn, to adapt, and to evolve.     

The service-driven service company

For more than 40 years, service companies like McDonald's prospered with organizations designed according to the principles of traditional mass-production manufacturing. Today that model is obsolete. It inevitably degrades the quality of service a company can provide by setting in motion a cycle of failure that produces dissatisfied customers, unhappy employees, high turnover among both--and so lower profits and lower productivity overall. The cycle starts with human resource policies that minimize the contributions frontline workers can make: jobs are designed to be idiot-proof. Technology is used largely for monitoring and control. Pay is poor. Training is minimal. Performance expectations are abysmally low. Today companies like Taco Bell, Dayton Hudson, and ServiceMaster are reversing the cycle of failure by putting workers with customer contact first and designing the business system around them. As a result, they are developing a model that replaces the logic of industrialization with a new service-driven logic. This logic: Values investments in people as much as investments in technology--and sometimes more. Uses technology to support the efforts of workers on the front lines, not just to monitor or replace them. Makes recruitment and training crucial for everyone. Links compensation to performance for employees at every level. To justify these investments, the new logic draws on innovative data such as the incremental profits of loyal customers and the total costs of lost employees. Its benefits are becoming clear in higher profits and higher pay--results that competitors bound to the old industrial model will not be able to match.     

中小企业自主创新政策体系分析——以广东省促进政策为例

自主创新是第一竞争力,中小企业的自主创新是一个区域经济转型是否成功的关键因素,本文通过以广东省促进中小企业自主创新政策为例,从财政政策、税收政策、金融资金、采购制度、创新能力以及创新环境等六个方面进行分析,指出自主创新形成核心竞争力已经成为中小企业日益重视的课题,而政府对中小企业自主创新的促进政策体系则必须发挥不可缺位的作用。     

重走长征路抒怀

千里之行，始于足下；艰难困苦，玉汝于成。重走二万五千里长征路，踏着先烈的足迹，置身一片片曾经战火纷飞的热土和圣地，感慨万千，情操一次又一次受到陶冶，心灵一次又一次受到震撼……