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　　日前，上海電氣集團(tuan)召開干部(bu)大會(hui)確(que)定新(xin)一(yi)輪轉型突破思(si)路：一(yi)個主題——創(chuang)新(xin)發展。重(zhong)(zhong)技(ji)術、輕資(zi)(zi)產(chan)，聚焦核心產(chan)業(ye)(ye)(ye)，堅(jian)(jian)(jian)持(chi)(chi)自主創(chuang)新(xin)，注(zhu)重(zhong)(zhong)模(mo)式創(chuang)新(xin)，要(yao)(yao)有(you)(you)一(yi)定速度，質量、效益和(he)可(ke)持(chi)(chi)續(xu)兼顧。要(yao)(yao)做到增而(er)有(you)(you)質，減而(er)有(you)(you)度，優而(er)有(you)(you)律(lv)。五(wu)個“化”——一(yi)是技(ji)術高(gao)端化。重(zhong)(zhong)點抓好(hao)把握方向、搞懂機理、項目(mu)引領(ling)、理順體制、整合資(zi)(zi)源(yuan)。二是結構輕型化。投(tou)資(zi)(zi)結構要(yao)(yao)發生(sheng)新(xin)的變(bian)(bian)化，嚴格控制固定資(zi)(zi)產(chan)投(tou)資(zi)(zi)。企業(ye)(ye)(ye)業(ye)(ye)(ye)態和(he)運(yun)作(zuo)模(mo)式要(yao)(yao)發生(sheng)變(bian)(bian)化，逐步推(tui)行“兩頭(tou)在滬、中間在外”模(mo)式。供(gong)應(ying)鏈管理要(yao)(yao)發生(sheng)變(bian)(bian)化，一(yi)套制度和(he)標(biao)準要(yao)(yao)建立起來。三是管控集團(tuan)化。四是運(yun)作(zuo)扁平化。堅(jian)(jian)(jian)持(chi)(chi)實(shi)(shi)用性(xing)為主，堅(jian)(jian)(jian)持(chi)(chi)共性(xing)和(he)個性(xing)相結合，堅(jian)(jian)(jian)持(chi)(chi)集權分(fen)權相統(tong)一(yi)。側(ce)重(zhong)(zhong)標(biao)準，側(ce)重(zhong)(zhong)協同，側(ce)重(zhong)(zhong)共享(xiang)。以(yi)適應(ying)市場(chang)為目(mu)標(biao)，建立快速決策響應(ying)機制；以(yi)增值為標(biao)尺，不(bu)(bu)斷(duan)完善架構；以(yi)信(xin)息(xi)化為手段，不(bu)(bu)斷(duan)提(ti)高(gao)信(xin)息(xi)化支(zhi)撐(cheng)的效果。五(wu)是工(gong)作(zuo)實(shi)(shi)效化。堅(jian)(jian)(jian)持(chi)(chi)求真導向，更加(jia)(jia)注(zhu)重(zhong)(zhong)按照市場(chang)規(gui)(gui)律(lv)、經濟規(gui)(gui)律(lv)和(he)產(chan)業(ye)(ye)(ye)規(gui)(gui)律(lv)辦(ban)事；堅(jian)(jian)(jian)持(chi)(chi)落地導向，更加(jia)(jia)注(zhu)重(zhong)(zhong)把“說(shuo)”變(bian)(bian)成“做”，既要(yao)(yao)有(you)(you)“頭(tou)”也要(yao)(yao)有(you)(you)“尾”；堅(jian)(jian)(jian)持(chi)(chi)實(shi)(shi)干導向，更加(jia)(jia)注(zhu)重(zhong)(zhong)用務(wu)實(shi)(shi)的人(ren)干務(wu)實(shi)(shi)的工(gong)作(zuo)；堅(jian)(jian)(jian)持(chi)(chi)表率(lv)導向，更加(jia)(jia)注(zhu)重(zhong)(zhong)作(zuo)風(feng)轉變(bian)(bian)。