军民融合关乎国家安全和发展全局，已上升为国家战略。面对新的发展形势， W公司作为传统军工企业，其军用产业既面临新一轮现代化武器装备更新换代的重 大发展机遇，也面临着“民参军”带来的严峻竞争采购形势，民用产业面临着“一 带一路”、“中国制造2025”、“长江经济带”等国家战略的实施机遇，也面临着 体制机制不灵活，市场适应性差等根生的劣势。鉴于此，如何在新的发展背景下抓 住战略机遇，全面参与、应对市场竞争，科学有效地深化组织变革，更好的履行富 国、强军双重使命，成为W公司亟待思考和解决的问题。 本文以W公司为研究对象，以组织变革的相关理论研究为基础，通过研究W公 司的组织变革历程，以财务统计指标分析为依据，指出其现行组织结构仍然存在的 主要问题。结合新形势下W公司发展面临的新变化、新要求、新机遇、新挑战，以 及战略转型升级方案的提出，通过选取有计划式的变革方式，为W公司组织结构进 行了优化设计，实现了以各个业务板块为平台，形成军品事业部、装备分公司、商 用车分公司三足鼎立、并驾齐驱，突出其市场营销和服务职能，满足W公司特车产 业规模化、产业化、效益化发展的战略转型需要；实现了整合设计资源，通过将军 民品设计部门整合，满足技术创新引领，加快培育核心竞争能力的战略转型需要； 实现了全面推行分公司改制，推行全成本核算，强化算账意识，满足提高精细化管 理水平的战略转型需要。同时，为促进变革有效实施，本文提出了具体的保障措施， 即采用有计划的变革方式；采用科学的变革步骤；树立正确的变革态度；实施“人 才强企”战略；建立完善的激励政策；以及健全财务管理体系。通过组织变革设计， 推动W公司走向新的发展阶段。 关键词：战略转型 组织变革 军民融合 I 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract The integration of military and civilians is related to the overall situation of national security and development and has risen to a national strategy. Facing the new development situation, W company as a traditional military enterprise, its military industry is facing a major development opportunity for the new round of modern weapons and equipment replacement, and also faces the severe competitive procurement situation brought by the "civilian army", the civilian industry faces The implementation opportunities of national strategies such as “One Belt and One Road”, “Made in China 2025” and “Yangtze River Economic Belt” ,and also facing the disadvantages of inflexible institutional mechanisms and poor market adaptability. In view of this, how to seize strategic opportunities in the new development background, fully participate in and respond to market competition, scientifically and effectively deepen organizational changes, better fulfill the dual mission of enriching the country and strengthening the military, and become a problem that W Company needs to consider and solve. This thesis takes W company as the research object, based on the relevant theoretical research of organizational change, and studies the organizational change process of W company, the analysis of financial statistical indicators, pointing out the main problems still existing in its current organizational structure. Combining with the new changes, new requirements, new opportunities, new challenges and strategic transformation and upgrading schemes of W company's development under the new situation, through the selection of planned reform methods, the W company's organizational structure has been optimized and realized. With each business segment as the platform, the military product division, equipment branch, and commercial vehicle branch will be formed in a three-pronged manner, highlighting their marketing and service functions, and satisfying the strategic transformation of W company's special vehicle industry's scale, II 华 中 科 技 大 学 硕 士 学 位 论 文 industrialization, and efficiency development. Realized the integration of design resources, through the integration of military and civilian design departments, to meet the leading role of technological innovation, Accelerated the strategic transformation needs of cultivating core competitiveness; to achieve full implementation of branch restructuring, to implement full cost accounting, to strengthen accounting awareness, to meet the need to improve The strategic transformation needs of the management level. At the same time, in order to promote the effective implementation of the reform, this thesis puts forward specific safeguard measures, namely, adopting a planned change approach; adopting scientific change steps; establishing a correct attitude towards change ; implementing the strategy of “strengthening talents”; formulating a perfect incentive policy ; and sounding financial management system. Through organizational change design, we will push W company to a new stage of development.