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论文编号：	15847
作者编号：	2320233974
上传时间：	2025/12/10 21:20:17
中文题目：	B公司基于战略转型的组织变革策略与实施研究
英文题目：	Research on Organizational Change Strategy and Implementation of Company B Based on Strategic Transformation
指导老师：	孟繁强
中文关键字：	战略转型；组织变革；数字化转型；敏捷性组织
英文关键字：	Strategic Transformation; Organizational Change; Digital Transformation; Agile Organization
中文摘要：	本研究以B公司为案例，探讨其支撑战略转型的组织变革策略与实施路径。作为B集团在华全资子公司，B公司依托集团近两百年的积淀与核心竞争力，在中国市场实现了稳健发展。然而，近年来，伴随着中美贸易战、地缘政治、全球经济格局变迁的影响，B公司遭遇了自进入中国市场以来最严峻的挑战。本研究重点剖析B公司在应对市场环境不断变化，从“传统产品解决方案提供商”向“数字化赋能的、敏捷响应的、客户价值共创的集成解决方案领导者”转型的具体路径。 本研究采用案例分析法，通过深度访谈、一手资料收集并结合研究者在B公司长达13年的实地工作观察，全面梳理了该企业的发展历程与核心竞争力构建过程。通过PEST工具、SWOT工具来进行B公司的竞争力分析诊断，提出战略转型的依据与具体目标。通过B公司组织架构重组、流程再造、文化重塑来再次验证了麦肯锡7S模型的“硬”架构与“软”文化协同推进的重要性。通过对B公司多维度绩效评估、可持续验证等手段来评价B公司的组织变革的优化路径及实施成效，并强调了组织变革中容易忽略的员工关怀所带来的负面影响。 以往的案例研究往往围绕着多元化的集团公司，而鲜有对于细分领域的制造型企业的研究。B公司作为紧固件贸易行业的标杆企业，更具有针对性、典型性。在实践层面，它为众多面临类似困境的跨国制造企业提供了一个可复制、可操作的变革路线图，尤其强调了销售引擎重构与组织敏捷性建设的有机结合。研究最终结论是，在当今时代，组织变革已不再是为适配某一战略的阶段性项目，而是企业必须内化为核心能力的、持续不断的进化过程。对于B公司及同类企业而言，唯有将战略、组织与文化视为一个动态协同的有机整体，才能在充满不确定性的商业环境中构筑起持续竞争优势，实现真正的基业长青。
英文摘要：	This thesis employs a case study approach to examine the organizational change strategies and implementation pathways that underpin the strategic transformation of Company B. As a wholly-owned subsidiary of the B Group in China, Company B has achieved steady growth in the Chinese market by leveraging the Group’s bicentennial legacy and core competencies. However, in recent years, factors such as the Sino-US trade war, shifting geopolitical landscapes, and evolving global economic structures have presented Company B with its most severe challenges since entering the Chinese market. This thesis focuses on analyzing the specific pathways through which Company B is transforming from a “traditional product solutions provider” into a “digitally-enabled, agile and customer value-co-creating integrated solutions leader” in response to these dynamic market conditions. Utilizing a case study methodology, this thesis comprehensively reviews the company’s development history and core competency-building process through in-depth interviews, the collection of primary data, and the researcher’s 13 years of field observation within Company B. The PEST and SWOT frameworks are applied to conduct a competitive analysis and diagnosis, establishing the rationale and specific objectives for the strategic transformation. The restructuring of Company B’s organizational architecture, process re-engineering, and cultural revitalization serve to reaffirm the critical importance of synergizing the “hard” elements (strategy, structure, systems) and “soft” elements (shared values, skills, style, staff) of the McKinsey 7S Model. Furthermore, through multi-dimensional performance evaluation and sustainability verification, this thesis assesses the optimized pathways and effectiveness of the organizational changes, highlighting the negative impacts often overlooked in change initiatives, such as insufficient employee care. Previous case studies have often centered on diversified conglomerates, with limited focus on manufacturing firms within specialized niche sectors. As a benchmark enterprise in the standard parts trading industry, the case of Company B offers greater specificity and typicality. On a practical level, it provides a replicable and actionable roadmap for change for numerous multinational manufacturing enterprises facing similar dilemmas, particularly emphasizing the integration of sales engine restructuring and organizational agility building. The thesis concludes that in the current era, organizational change is no longer a one-off project to align with a specific strategy but must be internalized as a core capability for continuous evolution. For Company B and similar enterprises, only by viewing strategy, organization, and culture as a dynamically synergistic and organic whole can they build sustainable competitive advantages in an uncertain business environment and achieve genuine long-term success.
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