面对国内外激烈的市场竞争环境，我国国有建筑企业要想在快速增长过程中突破发展瓶颈，必须要通过集团化管控重塑企业的管理架构和格局，充分发挥集团管控给企业带来的规模效应、协同效应、结构优势和影响力优势。
      本文以集团管控和战略管理理论为指导，结合A建筑集团公司战略转型和集团管控实践，探索研究国有建筑企业在战略转型背景下，从操作型管控向战略型管控过渡的过程中，如何构建符合A企业自身发展阶段和战略转型需要的集团管控体系并动态优化，以助力A公司不断激发经营活力、提高管理效率，降低经营风险，突破规模瓶颈。通过全程参与A公司集团管控实施方案的访谈调研、专题研讨、征求意见和试运行完善四个阶段，经过群策群力、集思广益，最终形成了公司上下普遍认可的集团管控方案。本文的主要创新与贡献如下：
1.本文首先对A公司集团管控体系优化的顶层设计进行总结分析并明确管控原则、母公司与区域分子公司的职能定位以及区域分子公司培育期、发展期和成熟期发展目标，并在此基础上进行组织结构体系、权责管控体系和业绩考评体系优化设计。最后，着重从战略实施体系、人才梯队建设体系、业财一体化和集团文化管控体系四方面对A公司集团管控体系的有效实施提出了有针对性的保障措施。
2.本文以基础设施建设平台公司为例，全面梳理分析了A公司战略转型概况与集团管控体系存在的主要问题。结合理论与实践，本文总结构建了以发展战略为导向，以做实做强区域分子公司为目标的“12334集团管控体系”。
3.本文研究发现，战略转型是一个渐进的过程，集团管控模式也必须与之相适应动态调整。在集团管控模式调整过程中，只有建立与管控模式转变过渡期相适应的“12334管控体系”，并在未来以该体系为基础不断优化完善，才能确保战略转型成功并有效实施。

When facing the fierce competition in the domestic and international market, state-owned construction enterprises in China must reshape the architecture and the pattern of the enterprise management through group control, and give full play to the scale effects, synergistic effects, and the strengths of structure and influence of group control, to break through the development bottleneck in the process of rapid growth.

With the guidance of the theory of group management and strategic management, this thesis combined with the strategic transformation and the practice of group management and control of one state-owned construction group corporation supposed as “Construction Group Corporation A”, and analyzed the development stages and strategic transformation requirements of building the group management and control system and the dynamic optimization to help it to continuously stimulate business vitality, improve management efficiency, reduce business risks, and break through the scale development bottlenecks. Inside the "Construction Group Corporation A", the author participated in the whole four stages of interviews and investigations, special seminars, soliciting opinions, and trial running  and improving of the implementation of group management and control. After the joint efforts of discussing and brainstorming, the group management and control plan was finally constructed. The main innovations and contributions of this thesis are as follows:

1. This thesis firstly summarized and analyzed the top-level design and optimization of the management and control system, and clarified the management and control principles, the functional positioning, the development goals of parent company and the regional subsidiary companies during each periods of incubation, evolution and maturation. And the optimization design of the organization structure, the power and responsibility management and control system, and the performance evaluation system was also addressed. Finally, the supporting measures for the selected Construction Group Corporation A were proposed to maintain the effective implementation of the group management and control system, which were based on the main focuses of its strategic implementation system, talent echelon construction system, industry and financial integration and group culture management and control system .

2. By taking one infrastructure construction company, the Construction Group Corporation A, as an example, this thesis comprehensively analyzed the overview of its strategic transformation and the main problems of its group management and control system. By combining theory with practice, this thesis summarized and proposed a "1-2-3-3-4 Group Management and Control System" that is development strategy oriented and aiming at strengthening the regional subsidiary companies.

3. This study found that strategic transformation is a gradual process, and the group management and control pattern must also be updated with dynamic adjustment. During the adjustment process, we have to establish the applicable "1-2-3-3-4 management and control system" to accommodate the transition periods , achieve continuous optimization and improvement, and ensure the success and effectiveness of the strategic transformation.