“十四五”时期是我国开启全面建设社会主义现代化国家新征程,并向第二个百年奋斗目标进军的首个五年。作为我国社会经济发展的“压舱石”和“稳定器”，中央企业需要加快融入“大循环双循环”发展格局，主动深挖发展潜力，积极应对市场环境变化，勇攀产业链、供应链和价值链上游，不断巩固行业领先地位。

CQ公司是一家以传统施工总承包业务模式为主，在能源电力和基础设施领域实施工程建设的中央企业二级单位。在电网“主辅分离”改革后，企业逐渐失去了特定区域和行业政策方面的市场优势，需要充分参与市场竞争获取工程订单，生产经营自负盈亏。受限于单一业务模式和传统管理思维，企业在日趋激烈的市场竞争中难以建立比较优势，上游受到设计咨询单位的技术制约，中游受到物资设备供应商的价格制约，长期无法突破现行业务模式所带来的限制，生产经营和规模化发展面临巨大内外部挑战。本文作者长期关注传统施工企业的业务模式转型与变革，在广泛研究国内外相关文献和管理理论基础上，聚焦CQ公司在发展过程中受到其现行业务模式制约业绩提升的现实问题，通过采取问卷诊断、访谈诊断和对标诊断等研究工具，全面呈现CQ公司现行业务模式“是什么、为什么、缺什么、补什么”；在明确现行业务模式与当前竞争市场不相适应的关键要素后，通过精准选取系统内部优质的对标企业，进行经验借鉴和模式参照，以规模经济和协同效应为理论依据，探索研究CQ公司在业务模式升级过程中如何构建工程总承包业务能力的对策建议。一是以优化竞争策略视角，升级企业市场开发的维度；二是以提升能力短板视角，构建工程管理过程中的完整体系；三是以权责利统一视角，明确承载经营管理职能的各层级组织定位。

论文研究和成果总结充分结合了工程行业特点、企业经营实际、三类核心员工问卷测评结果、企业各层级管理人员访谈成果等扎实基础数据，使得本次研究成果能够为CQ公司围绕现行业务模式提档升级提供有价值的参考路径，并为同类型工程企业重塑其业务模式提供了实务案例。

CQ company is a state-owned enterprise focusing on the traditional contracting business model and carrying out construction in the field of energy and infrastructure. After policy reform, CQ company gradually lose institutional advantages of specific regional and industrial policies. They need to fully participate market competition and be responsible for their own profits and losses in operation. Limited by the single business model and traditional management strategy, it is difficult to establish comparative advantages in the increasingly fierce market competition. The upstream is restricted by the design unit, and the midstream is restricted by the suppliers. In the short term, they can’t break through the restrictions brought by the current business model.

The author has long paid attention to the business model reform of traditional construction enterprises. On the basis of extensive research on relevant literature and management theories, the author focuses on the practical problems of CQ company's performance improvement restricted by current business model, and adopts research tools such as questionnaire diagnosis, interview diagnosis and benchmarking diagnosis, comprehensively present the current business model of CQ company. After clarifying the key elements that the current business model does not adapt to the current market, by accurately selecting the high-quality enterprises that have successfully upgraded their business model, this paper summarizes the countermeasures and suggestions on how to build EPC business capability of CQ company. First, upgrade the dimension of enterprise market development; Second, build a complete system of project management; Third, insist the perspective of the unity of rights, responsibilities and interests.

Research results fully absorb solid data such as the characteristics of the engineering industry, the actual operation of the enterprise, the questionnaire results and interview results of managers. Research results can provide a valuable reference path for CQ company to upgrade its current business model, also provides a reference case for the same type of enterprises to reshape their business model for sustainable development.