最近几年，我国国民经济的发展水平逐渐提升，进入了新常态。尤其是建筑 业，在经过多次深化改革后，一系列的发展措施开始发挥重要作用，不管是政策 监管，亦或是市场模式，都与之前相比有了较大的变化，伴随可持续发展战略的 践行，建筑业逐渐朝着高质量低能耗的方向发展，这也是今后建筑业实现自身转 型升级的主要趋势，是大势所趋。在这个过程中，科学技术得到快速的发展与应 用，其中最具代表性的是大数据技术、云计算技术、人工智能技术等新兴技术， 这些技术体现了一定的创新性，能够满足行业转型升级的动力需求。不得不说， 建筑业的发展速度令人咋舌，现如今逐渐步入改革、转型的重要阶段，作为企业 来讲，应该考虑自身的发展概况，结合新常态的特征属性，明确今后的发展方向。 在宏观经济得到有效调控，建筑业监督管理机制得到优化，营商环境大为改 善，社会信用体系发挥作用的背景下，建筑企业自身面临的竞争环境变得尤为公 平。不仅如此，市场之间存在的竞争依旧激烈，之前践行的粗放式以及经验式管 理模式无法适应新常态，逐渐退出历史舞台。由此可见，在今后的发展过程中应 该重视发展模式的转变，体现精细化、标准化、信息化的诸多特征，这也是企业 实现自身发展需要关注的一点。在本文开展的相关研究与论述过程中，选择G集 团公司作为研究对象，参考相关资料可知，该企业为典型的国有建筑公司，经过 多年的发展相关体系较为成熟，但是在近些年来逐渐产生一系列的问题，主要表 现在利润率、人均劳动产值下降等方面，除此之外，企业的市场竞争力、履约能 力、总部管理能力等与之前相比都有了不同程度的下滑。针对上述情况进行调研 考察得出结论，企业自身组织结构存在一定的漏洞，相关体系并不健全，二级公 司、项目公司职责不清，难以有效实施组织管控；市场竞争激烈，市场占有率没 有绝对优势；信息化程度较低；工程欠款多，资金利用率低；风险防范意识低， 缺乏全产业链布局等诸多问题，导致其战略管理无法与现阶段的市场发展趋势相 适应，限制了自身的发展。 本文选择的研究对象为G集团，在开展调研工作的基础上，对该公司现阶段 的战略管理状况及不足之处进行深入了解，最后针对这些不足提出相应的解决策 略，指出可利用数据管理平台为集团战略转型提供全方位的保障。在研究结论方 面，通过对G集团开展PEST分析及SWOT分析之后得出，其应结合市场经济的发 展状况开展战略转型设计工作，提高对发展质量的重视度，不断提升自身的核心 湖 北 工 业 大 学 MBA硕 士 学 位 论 文 II 竞争力。此外，国内房屋建筑、工业安装、海外业务等各方面，G集团也应引起高 度重视。 本文旨在通过研究G集团的战略转型，可为该企业或者同类企业的战略转型 奠定良好的基础。 关键词： G集团；战略转型；SWOT 分析；战略实施；数据管理平台 湖 北 工 业 大 学 MBA硕 士 学 位 论 文 III Abstract In recent years, the level of development of my country's national economy has gradually improved and has entered a new normal. Especially in the construction industry, after many deepening reforms, a series of development measures have begun to play an important role. Whether it is policy supervision or market mode, there have been major changes compared with the previous ones, accompanied by sustainable development. With the implementation of the strategy, the construction industry is gradually developing in the direction of high quality and low energy consumption. This is also the main trend for the construction industry to realize its own transformation and upgrading in the future, which is the general trend. In this process, science and technology have been rapidly developed and applied, the most representative of which are emerging technologies such as big data technology, cloud computing technology, and artificial intelligence technology. These technologies reflect a certain degree of innovation and can meet industry transformation and upgrading. Power demand. It has to be said that the development speed of the construction industry is staggering. It is now gradually entering an important stage of reform and transformation. As an enterprise, it should consider its own development profile and combine the characteristics of the new normal to clarify its future development direction. With the effective regulation of the macro-economy, the optimization of the construction industry supervision and management mechanism, the greatly improved business environment, and the functioning of the social credit system, the competitive environment faced by construction companies has become particularly fair. Not only that, the competition between the markets is still fierce, and the extensive and empirical management models practiced before cannot adapt to the new normal and gradually withdraw from the stage of history. In the future development process, we should pay attention to the transformation of development mode, reflecting the many characteristics of refinement, standardization, and Informa ionization. This is also a point that enterprises need to pay attention to achieve their own development. In the relevant research and discussion process carried out in this article, the G group company is selected as the research object. According to related materials, the company is a typical state-owned construction company. After years of development, the related system is relatively mature, but in recent years, a the series of problems are mainly manifested in the decline in profit margins and per capita labor output. In addition, the market competitiveness, contract performance capabilities, and headquarters management capabilities of companies have declined to varying degrees compared with the previous ones. IN view of the above situation, the investigation and investigation concluded that the company’s own organizational structure has certain loopholes, the related system is not sound, the responsibilities of secondary companies and project companies are unclear, and it is difficult to effectively implement 湖 北 工 业 大 学 MBA硕 士 学 位 论 文 IV organizational control; market competition is fierce, and market share is not absolute Advantages; low degree of informatization; large project debts and low capital utilization rate; Many problems such as low risk prevention awareness and lack of the entire industry chain layout have caused its strategic management to fail to adapt to the current market development trend and limit its own development. This article hopes that through the study of G Group's strategic transformation, it hopes to provide a certain reference for the transformation of G Group and other enterprises of the same type. Keywords: G Group; Strategic Transformation; SWOT Analysis; Strategic Implementation; Data Management Platform 湖 北 工 业 大 学 MBA硕 士 学 位 论 文 V 目 录 摘要 ........................................................ 3 Abstract ...................................................... III 目 录 ........................................................ V 第1章 引 言 .................................................... 1 1.1 论文选题背景与意义 ......................................... 1 1.1.1 研究背景 ............................................. 1 1.1.2 研究意义 ............................................. 2 1.2 文献综述 ................................................... 3 1.2.1 国外研究现状 ......................................... 3 1.2.2 国内研究现状 ......................................... 5 1.2.3 研究综述 ............................................. 7 1.3 研究内容及研究方法 ......................................... 8 1.3.1 研究内容 ............................................. 8 1.3.2 研究方法 ............................................. 8 1.3.3 主要创新点 ........................................... 9 第2章 战略转型相关理论概述 .................................... 11 2.1 相关概念 .................................................. 11 2.1.1 企业战略的概念 ...................................... 11 2.1.2 企业战略转型的概念 .................................. 11 2.1.3数据管理平台 ......................................... 11 2.2 经济转型及产业转型理论 .................................... 12 2.2.1 经济转型缘由 ........................................ 12 2.2.2 经济转型的影响 ...................................... 12 2.2.3 产业转型理论 ........................................ 12 2.3 企业发展战略转型分析工具 .................................. 13 2.3.1 PEST 分析 ........................................... 13 2.3.3 波特五力模型 ...............