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.