主题：解读国资委新政策——央企实施经济增加值考核 -- 土拨鼠yuanap

国资委监管资产超过10万亿人民币，员工上千万，企业遍及全世界，监管人员只有几百人，你说能干什么具体事情。I see. It is good to know.I thought it has thousands of staff.

US conglomerates control thousands of subsidiaries through several mechanisms.

1.Internal audit--in GE, this department is huge, they send professional staff to fly over the world to check over internal control, management efficiency, system integrity on a regular basis at different divisions. This function serves as the eye and ear for top HQ managers on a regular basis. Very powerful function.

2.External audit--external audit is done NOT just on US headquarter and US divisions, but also on ALL overseas divisions. The independent overseas auditors will give annual feedback to HQ as to the system integrity at division level.

一年开一次工作汇报总结会，（因为下属企业弄虚作假和越权渎职是不可避免的）

--that's because internal/external audits are either not there or totally ineffective. THOSE COSTS ARE NECESSARY, because it helps the top to watch over those thousands of people below you on a regular basis.

3.Direct reporting lines with integrated ERP system--my friend at Procter Gamble told me that its Asian division gets info feed on production and sale from China division on a daily baisis.--solve this problem. 就要100多人准备半年资料，核实和稽核各种报表数据

光是监管手册就有1000多页。国资委如果想有效监管，工作量不敢想象。而目前他们是按中央部委的运营方式，是个衙门。衙门的工作方式是什么？汇报，打板子，再汇报，再打板子。

--One effective way is PPT presentation: ask those CEOs to summarize info into an one-hour presentation. THAT'S COMMON PRACTICE IN corporate America.

Then the panel of specialists asks Many TOUGH QUESTIONS.

1.It tests those CEO's familarity of his or her own business and key data (if he or she said--I do not know this/that, that's huge embarrassment)

2.Oral communication is efficient and interactive--it allows clarification, extension and quick feedback

3.*It pushes those CEOs to be western-style professional managers--I mean being very strong in public speech and PPT presentation. 汇报 is not presentation. Most state firm manager's 汇报 is a blah-blah talk piece of joke.

4.A face-to-face opportunity to identify talents.

*Here the panel must be knowledgeable, professional too. If people know to ask good questions, then it is no longer politically motivated 打板子, it is process of effective evaluation. But I guess the panel does not have many experts as good as people like you.

BTW, one personal observation on the common problem in state-owned firms. Am I right?

1. *very weak and unprofessional mid-managers(except for production dept). Top leaders are often quite smart. Lowest level workers can be really hard-working. But the mid-level just too weak to implement the big picture from the top.

(long time ago when I audited state firms) I had experience meeting some accounting managers who could not write correct accounting journals and do not understand varioius accounting rules, or purchase managers who clearly had no clue about managing purchasing. That's quite different compared my experience with those managers at the China division of IBM/GE/PG....

I often question how these people get their jobs in the first place--nepotism? maybe.

地方的任务，要承担很多无法用金钱表示的社会责任。举例而言，我们某地有一子公司经营不好，受到总部处罚，当地省委书记和省长就联袂来京说情，因为企业解决了当地部分就业问题。甚至隐含威胁：如果你们敢关掉这个企业，你们在本省的其他企业也得完蛋。再说国资委无法任免央企领导，所以也就没什么力度了。你一定听过安定团结贷款，也一定听过维稳就业，这就是央企的责任。国资委也无可奈何。所以没办法完全按照市场法则来监管央企，因为他本来就不是一个真正的企业。

完全就看老板有没有意识了，没有意识反正老实人多半不会反抗，也想不到会有更好的待遇，小恩小惠足以打发了。做人有时候还是要多一个心眼，做老黄牛没关系，但是不能总被当做理所应当的老黄牛。

事权财权理不清，工作就没法做好。看样子还是没有把央企看成企业。我们改革这么多年了，国有企业早就应该实行公司制经理人制，脱离以前的行政级别。

我们不怕干苦活儿，不畏“打冲锋”，对“一辈子为他人做嫁衣”而无悔无怨。

一个即将退休的“老实人”代表千千万万的同类们谢谢你。

送花。

我得宝了。

真的知道企业的基石是老实人而不是流光溢彩的明星。可惜大多数人并不这么认为，所以他们也搞不好企业。

如您所言，在中国只有独立的外部审计行业建立起来才能做类似的事情？

在目前中组部决定央企领导生死的情况下，在要承担安定团结和稳定和谐的政治任务环境下，不管什么制度都是没用的，外部审计也没有用。其实央企请外部审计的比例已经非常高了，比民营企业高得多。

中央的权力基础最重要的就是官帽子和纸票子,纪检监察什么的都是非常措施不能随便用的,没什么这两样命令连中南海都出不去.只所以搞了这么久连乡村地方选举都搞不了,一个重要原因就是怕搞了选举后地方上要乱来根本管不了,最后国家全乱套.

自然乡一级就不敢选了。