Research On Strategic Development Of A Architectural Design Insititute

With the Reform and Opening-up of China, under the background of marketization, informatization, and globalization, the survey and design business of our country has experienced corporatization reform, internal distribution system reform, organization pattern reform, reform of modern system of intellectual property, business pattern reform, internationalization mode reform and so on in thirty marvelous years, and the situation of the business has been dramatically changed. While evaluating the achievements, we are acutely aware of the difficulties still existed in the reform of survey and design entities. The marketization degrees of entities are different, some of the deep-seated factors that restrict the healthy development of survey and design business are still there, and the survival and development is faced with great challenges under the background of internationalization... To evaluate with a longer historical view, the reforms in the past thirty years were actually a series of partial reform to adapt to the changes of market environment - the core has been "adaptive adjustment". Although design enterprises experienced rapid development in the past five to six years, the sustainable development ability is still weak, the pressure in future reform is still high, and the mission is still very hard. As a result, we should seek "systematic breakthrough".In recent years, with the active economic stimulation package of the state, China’s economy has gradually stepped into a period of steady growth. Especially, the notable increase of investment on infrastructure for the post-disaster reconstruction of Sichuan and the significant regional economic development programs (especially the establishment of Cheng-Yu (Chengdu and Chongqing) economic zone growth pole) come with the continued promotion of the West Development by the state have brought more opportunities for construction service. With the market competition becoming increasingly fierce, the Institute is also face with serious challenges. Faced with new opportunities and challenges, as an institute subordinated to large-scale Construction Group Corporate that is undergoing a critical period of strategic transition, how to seize the opportunities and take the challenges to achieve the five-year strategic objective of the Group, implement the strategic planning of the group corporation, and find out the strategic position and strategic development direction of itself has become an important issue in front of the leaders of the institute.As a core leader in charge of the strategic planning of the Institute, under the guidance of the overall strategy of the Group and based on the first-hand materials and data of the current situation of the domestic construction industry, the author would like to make use of the theories and methods of economic management she learnt from EMBA classes to study the current situation, the inner and outer development environment, the business competence and so on of Institute to find out the strategic development direction of the Institute.This essay has eight chapters:ChapterⅠ. Introduction mainly introduces the background and object, significance and purpose, research method, and logical structure of this essay; ChapterⅡsummarizes related theories and methods of strategic management; ChapterⅢis about the diagnosis on the management of A Institute; ChapterⅣis the analysis on the macro, industry and market environment of A Institute; ChapterⅤmakes an evaluation on the resources and competence of A Institute; ChapterⅥputs forward the strategy and business object of A Institute on the basis of the enterprise vision and strategic objective of the Group; ChapterⅦis strategic match and option, which puts forward the strategic options for the enterprise; Chapter VIII puts forward related measures and suggestions for the implement of strategy.Through research, this essay puts forward the vision objective of A Institute of "providing comprehensive technical solution and becoming a large-scale modern design group that takes the leading place in the West with advanced technology in China and international competence in the world on the basis of implementing the vision objective of the Group of "becoming a first-class construction integrator of China" and playing the role of "strategic support" of the six key businesses of the group and establishes the "3113" strategy of "integrating resource advantages and developing core business to implement the vertical integration and related diversification strategy" to actively carry on the strategic construction based on "competition basis, development direction, development intensity, and development approach" though the forge of "integration, expansion, and administration" and improve the tangible and intangible assets like "human resource, technology, and management" and the competence to cultivate the core competence of the enterprise. Furthermore, in order to ensure the effective implement of the strategies, this essay also puts forward improvement suggestions and specific measures to unify thoughts, improve organization structure, strengthen basic management, construct diversified management pattern, establish motivation system, build up information management system, etc.