In the context of the implementation of the Group's development strategy in the next five years, how to improve management capabilities through institutional reforms, improve operational efficiency through institutionalized management, and use powerful tactics to achieve strategic goals has become an important proposition for group management! 

Meeting venue

On the afternoon of July 28, Suzhou Land Group held an expanded management meeting. First of all, the meeting reported and summarized the operation of the group throughout the first half of the year. Under the severe external environment of repeated epidemics, the overall business of the group continued to climb steadily. Secondly, the meeting took "reform" as the key word, and pointed out that in order to achieve the group's next development goals, more scientific and effective management must be escorted. To this end, the Group will roll out and advance various powerful reform measures. The meeting was attended by Mr. Ye Feng, Chairman of Suzhou Land Group, Ms. Gu Wenwen, President, Ms. Xu Lili, Vice President, Mr. Xu Jie, Vice President, and all middle and senior management of the group and its subsidiaries!

Ms. Gu Wenwen, President of the Group, delivered a keynote speech

The development process of a private enterprise is also a journey of seeking change and making progress. Ms. Gu Wenwen, president of the group, pointed out at the meeting that in the first half of the year, the group's various business segments still achieved good results, especially the MOBO industry integrated operation segment. Double growth. In order to better match the group's current business growth and achieve long-term strategic indicators for development, a management system with scientific decision-making, process standardization, and systematic assessment is crucial. fully cooperate with the implementation of reform

This reform has three important meanings: first, to help all employees establish a continuous sense of direction and purpose; second, to standardize business behavior, improve business efficiency, and promote The third is to help the group better understand the capabilities of all employees, ensure the high-quality development of the organization at all levels, and provide a strong basis for the company's talent development, salary adjustment, and personnel promotion.
Reformers advance, but innovators are strong. The reform of the group's internal management system is of great significance. Only by taking advantage of the rapid development of the group's business, not avoiding difficulties and risks, and having the courage to implement reforms and improve the quality and efficiency of the overall development of the enterprise, can we make the group's development enduring.

Group executives speak

At the meeting, Vice President Xu Lili, Vice President Xu Jie, and general managers of major departments and subsidiaries exchanged opinions on how their respective divisions will cooperate with system construction and implement various reform plans and measures.

Mr. Ye Feng, Chairman of the Group, made a concluding speech

Mr. Ye Feng, chairman of the group, elaborated the direction and significance of the reform from the changes in the external market environment and the needs of the group's internal management. Thoroughly implement the national development strategy, focus on the core competitiveness of the group, form a sustainable development model, and be an industrial operation service provider for Chinese brands. The group reform is a deep-level mechanism and system reform. It is a reform based on the general manager responsibility system and institutionalized management under the background that professional managers take full charge of the company.

Ye Dong emphasized four requirements for the group's reform: First, the reform is based on a unified system rather than individuals. An important sign of successful reform is to benefit most of the group's employees and solve problems on the ground; second, the reform allows trial and error and error correction. In the process of correcting errors and errors, it is necessary to continuously achieve phased goals; third, the reform is a balance between institutionalized management and operational efficiency. The reform seeks to improve institutionalization and standardization on the basis of controlling management costs and not sacrificing efficiency. 4. The reform is top-down, and the core meaning is to simultaneously carry out the reform of the management mechanism and the top-level design of the company in the system reform.

The successful convening of the meeting opened the curtain of the professional, standardized, scientific, democratized and institutionalized reform of the LAND Group, and accelerated the rapid development of the enterprise.