本书作者针对国企在“十五五”规划中的急迫需求痛点，结合多年实战经验，提供了一套包含战略规划和落地实施模型、人才管理升级和绩效体系升级的体系化解决方案，包括模型工具、方法和完整实战案例，意在助力国企迎战新周期，实现增长破局。本书先是给出六个未来发展趋势和五年国企改革的五个重点，意在给国企提供一个外部视角，给出做外部洞察的一个信息参考；再给出具体的工具和方法，以及具体五年规划的编定指引；最后附上国企在做五年规划时的具体操作程序和参考案例剖析。

李祖滨江苏德锐管理科技有限公司董事长，美国亚利桑那州立大学凯瑞商学院工商管理博士，上海交通大学高级金融学院全球商业领袖学者，中欧国际工商学院EMBA，南京大学MBA，伟事达私董会总裁教练，《人力资源》杂志专家委员会领衔专家，南京大学兼职研究生导师，连续13年为南京大学MBA讲授人力资源领先战略课程，早期在沃尔玛等企业从事HR管理工作，曾在中国民营500强担任执行总裁。从事管理咨询近20年间，为500多家企业提供薪酬、绩效、股权激励、人才选择、人才培养、组织变革、企业文化的管理咨询服务。译著:《人力资源转型》《飞轮效应》。著有:《聚焦于人》《精准选人》《股权金字塔》(345新酬》《重构绩效》《人才盘点》《人效冠军》《数商》《找对首席人才官》《人才画像》《3倍速培养》等王 波江苏德锐管理科技有限公司合伙人、项目总监，东南大学硕士，高级人力资源管理师，擅长战略管理、组织管理、人才体系建设等，曾在多家上市公司担任人力资源负责人，累计参与或主导管理咨询项目近100个。周 阳江苏德锐管理科技有限公司项目经理，天津大学硕士，擅长战略规划、薪酬绩效等，曾参与服务过建发集团、特发集团、苏美达集团等500强企业战略规划制定和落地，并深度参与甜啦啦、谦寻控股等多个行业细分头部企业的人力资源体系变革。田立江苏德锐管理科技有限公司项目经理，累计服务涉及地方国资委、央国企、事业单位的数十家客户。擅长战略规划(五年规划)、战略解码与绩效管理、薪酬体系、股权激励、核心班子建设、人才盘点等模块。

第一章 新阶段：五年规划牵引企业发展················································1
五年规划让国企真正成为战略引领的企业····································1
国企五年规划的五大症结·························································3
第二章 新趋势：“十五五”规划新洞察················································6
趋势一：全球治理体系重塑······················································6
趋势二：技术大爆炸时代·······················································11
趋势三：产业大整合时代·······················································15
趋势四：人口结构转型拐点····················································19
趋势五：区域经济圈层化·······················································22
趋势六：精神文化新追求·······················································25
第三章 新要求：“十五五”规划国企发展重点·····································28
要求一：构筑新质生产力·······················································28
要求二：建设世界一流企业····················································31
要求三：优化产权结构··························································34
要求四：突出主责主业··························································38
要求五：强力推进市场化人才机制···········································40
第四章 新体系：“十五五”规划SIM模型··········································4
7 SIM模型············································································47
战略领导力·········································································49
战略制定············································································50
人才领先············································································50
战略保障············································································50
战略执行············································································51
全面风险管理······································································51
第五章 新基石：战略领导力牵引高质量战略········································52
“先公后私”是战略领导力的道德基石·····································53
“雄心壮志”是超越资源局限的战略领导力······························54
“战略思维”比战略本身更重要··············································56
“资源整合”是构建组织核心竞争力的关键······························59
“持之以恒”，保持战略定力和韧性········································62
第六章 新航向：战略制定引领组织发展··············································64
外部洞察顺应形势································································64
内部分析聚焦优势································································70
使命愿景构建蓝图································································72
战略定位找准方向································································75
发展目标牵引增长································································79
第七章 新动能：人才领先驱动规划落地··············································81
没有优秀的人才，再伟大的愿景都是空想··································81
卸下身份包袱，打造市场选才氛围···········································81
建立市场化的职业经理人选聘机制···········································82
以价值为导向差异化激励人才·················································84
第八章 新机制：战略保障多维支撑体系··············································88
健全公司治理机制································································89
构建价值型总部···································································90
匹配业务的全面预算·····························································93
ESG保障持续发展·······························································94
第九章 新效能：战略执行与绩效升级·················································97
国企绩效管理的三重矛盾·······················································97
建立高质量发展的绩效管理体系··············································98
打造提质增效的运营管理体系················································101
市值管理提高企业经营含金量················································104
战略复盘，中期评估与修编···················································106
第十章 新防御：全面风险管理筑牢基石············································109
全面风险管理：国企护航国家战略的必然选择··························109
全面风险管理四步法····························································113
完善全面风险管理机制·························································119
第十一章 新方法：“十五五”规划编制指引······································125
五年规划编制程序与时间规划················································125
支撑五年规划编制的会议体系················································127
五年规划报告的主体架构······················································129
第十二章 新实践：战略规划典型案例解析·········································131
实践一：华润集团战略业务组合·············································131
实践二：奇瑞汽车的国际化布局·············································135
实践三：苏美达集团实业化转型·············································137
实践四：江苏交控高质量发展················································140
实践五：启元生物以人才梯队建设引领高质量发展····················143