Promoting the high-quality development of state-owned enterprises with digital thinking

　　 　General Secretary of the Supreme Leader pointed out that developing the digital economy is a strategic choice to grasp the new opportunities of the new round of scientific and technological revolution and industrial transformation. The healthy development of the digital economy is conducive to promoting the construction of a new development pattern, a modern economic system and a new competitive advantage of the country. As the backbone of national economic development, state-owned enterprises should contribute to the development of digital economy.

　　 　Strengthen the leadership of party building in state-owned enterprises.State-owned enterprises not only have the inherent appeal of creating economic profits, but also need to undertake the heavy responsibility of consolidating the party’s ruling foundation, so as to achieve the organic unity of improving the economic and social benefits of enterprises and preventing and controlling risks. The establishment of digital thinking in state-owned enterprises is not only the need of enterprise economic development, but also the practical need of maintaining public ownership. However, due to its wide coverage, slow effectiveness and large capital investment, it is difficult for enterprises to do this only by relying on a certain department, and it is necessary for party organizations to play their role of commanding the overall situation and coordinating all parties. Party organizations in state-owned enterprises play an important role in the digital construction of enterprises. In order to truly realize the empowerment and cohesion of party organizations for the high-quality development of state-owned enterprises, the party organizations of state-owned enterprises need to make four changes: First, the transformation from management to service. Adhering to the Party’s overall leadership, Party organization construction should strive to meet the reasonable demands of all stakeholders as much as possible, and close the relationship between the Party and the masses through diversified services. The second is the change from bureaucratic type to network type. General Secretary of the Supreme Leader pointed out that "there is no national security without cyber security, and there is no modernization without informationization". The digital construction of enterprises can not be separated from massive information and complete network system, which will also promote the development of enterprise organizational structure from the original vertical hierarchical system to the flat simulation market network.State-owned enterprises should adapt to the networked enterprise organizational structure and actively explore the establishment of a new model of party-mass work with the new concept of networked management. The third is the transformation from closed type to open type. With the deepening of digital construction, various new ideas are constantly emerging, and the speed of knowledge updating is accelerating. This requires the party and mass workers in enterprises to establish an open concept, keep abreast of the latest trends of workers’ thoughts and the development and changes of the international situation, strengthen ideological and political guidance, and enhance the pertinence and effectiveness of party and mass work. The fourth is the transformation from extensive to fine. In the process of party organization construction in state-owned enterprises, party and mass workers should examine and reflect on the management mode in time, firmly grasp the "people", "concepts" and "digital technology", work hard on the combination, make a fuss, grasp the implementation, work hard on the application of lean tools and methods, and seek improvement and practical results.

　　 　Cultivate independent innovation talents in digital technology.Nowadays, China’s digital economy is developing with each passing day, but there is a big gap in talents related to digital technology. Faced with this challenge, state-owned enterprises must unify their understanding and actions through excellent corporate culture, stimulate the enthusiasm and creativity of independent innovation talents in digital technology within enterprises, and then enhance the innovation ability and core competitiveness of state-owned enterprises. By constructing a good talent training mechanism, use mechanism, incentive mechanism and competition mechanism, we can not only cultivate high-quality professional cadres, but also cultivate innovative digital technology talents, and provide talent support for the high-quality development of state-owned enterprises. In view of the shortage of digital technology talents, state-owned enterprises can solve it through three ways: First, seek professional support from the state. We will provide intellectual support for high-quality development by inviting the state to set up a digital technology expert group to visit enterprises on the spot and provide remote guidance by digital technology experts. The second is cooperation with universities. Through the establishment of enterprise base classes and other forms, the "order-based" talent training is implemented to meet the needs of digital talents in enterprises. The third is to strengthen the training of existing digital talents in enterprises to meet the needs of digital development in the new stage. By promoting internal and external knowledge transfer, strengthening the construction of information team, and forming "key users — Internal consultant — The three-level operation system of external consultant.

　　 　Strengthen the digital infrastructure construction of state-owned enterprises.From "asset-driven" to "data-driven", it is necessary to improve the digital infrastructure, organically couple with traditional resources, and realize the interconnection of data production, storage, sharing and analysis within the enterprise resource architecture. To establish digITal thinking, it is necessary to build brand-new IT structural models such as "data center" and "business center" that meet the operating characteristics and development needs of state-owned enterprises, and establish a digital information technology empowerment platform for state-owned enterprises with the protection of agile and efficient new digital information technology infrastructure to stimulate new kinetic energy of data elements and make data become productive forces. To this end, state-owned enterprises need to do the following three things in building digital infrastructure: First, raise awareness of the importance of digital infrastructure construction. For state-owned enterprises, accelerating the construction of digital infrastructure can, on the one hand, promote technological transformation and equipment renewal, and provide strong support for the conversion of old and new kinetic energy; On the other hand, it can promote the rapid iteration of application scenarios and business models such as intelligent transportation, smart city, intelligent manufacturing and smart energy, and form new economic growth points for the new round of investment expansion. The second is to clarify the main tasks of digital infrastructure construction. Digital infrastructure construction covers not only sensor terminals, 5G networks, big data centers, industrial Internet, etc., but also the use of next-generation information technologies such as Internet of Things, edge computing and artificial intelligence.Digital, networked and intelligent upgrading of traditional infrastructure such as transportation, energy, ecology and industry. The third is to increase the human, financial and material support for the construction of digital infrastructure. Digital infrastructure construction is a systematic project, which requires state-owned enterprises to strengthen the investment of people, money and materials through various measures, and also to jointly develop technology and build facilities by introducing third-party channels.

　　 　Improve the governance system of state-owned enterprises.The penetration of digitalization into all levels of state-owned enterprises forces enterprises to transform, and the requirements for the reconstruction of internal production, operation and management mechanisms are becoming more and more urgent. The State-owned Assets Supervision and Administration Commission (SASAC) also mentioned in the Notice on Accelerating the Digital Transformation of State-owned Enterprises that digital transformation is not only a top-ranking project, but also an innovative activity involving all employees and all elements. It is necessary to fully stimulate the vitality of grassroots innovation, create an atmosphere of being brave, willing and good at digital transformation, and strengthen the next game of chess. It can be said that the establishment of digital thinking requires the transformation of all employees of the enterprise, involving cross-organizational and cross-departmental collaborative work, so it should be considered comprehensively. Specifically, state-owned enterprises need to build a "four-in-one" governance system: first, promote the reform of corporate shareholding system. According to the development goal of digital construction, state-owned enterprises should clarify their development ideas, build a scientific management system, and effectively provide protection for the deserved interests of digital technology talents. The second is to improve the corporate governance structure. State-owned enterprises should standardize the construction of the board of directors, effectively implement the functions and powers of the board of directors, reform the management system of external directors, and strictly manage the selection and appointment of directors, so that the board of directors can truly become the decision-making body of enterprises, thus giving voice to digital technology talents and enhancing their voice and influence. The third is to manage the digital technology leaders of state-owned enterprises by classification and stratification. According to different categories and levels of state-owned enterprises, there are many flexible ways to promote and appoint digital technology leaders in state-owned enterprises, such as appointment system, selection system and appointment system, but they must pass strict examination.The fourth is to improve the salary distribution system of state-owned enterprises. Whether the state-owned enterprises can establish a salary distribution system that conforms to the economic law and the law of digital technology personnel training is related to the vital interests and potential of enterprise employees, the implementation of the salary incentive function and the strategy of "strengthening enterprises with talents", and the long-term development of enterprises and the stability of people’s hearts. To this end, state-owned enterprises must establish and improve the salary system with the purpose of encouraging labor and enhancing the creative vitality of digital technology talents, reflecting efficiency and promoting fairness.

　　 　(Author: Tang Hongwei, a researcher at Nanjing University of Aeronautics and Astronautics Base, Socialism with Chinese characteristics Theoretical System Research Center, Jiangsu Province)