东莞市建工集团自2012年起引进新的管理层,实行了表面的所有权与管理权分离,职业经理人团队与董事会签订经营责任书后,业务量翻倍,但是接踵而来的大环境及瓶颈和弊病难以突破,家族企业的信任通病突显,制度执行受阻,员工积极性不高。通过年中总结大会,董事长痛定思痛,重新定位。 Dongguan Construction Engineering Group has introduced new management since 2012, introduced a superficial ownership and management separation, and the team of professional managers signed a management responsibility letter with the Board of Directors, doubling the business volume, but the ensuing big environment and bottlenecks Difficulties and drawbacks difficult to break through the trust of family business highlighted the common problems, the implementation of the system blocked, staff enthusiasm is not high. By mid-year summary of the General Assembly, chairman of the Board affirmed the pain, re-positioning.