近年来，随着互联网行业的发展，引发了投资行业的爆发式增长。JD 投资公 司作为一个以中早期创业投资为重心、不断拓展多层次金融资本市场业务、搭建 集成“天使投资、VC、PE、并购、定向增发、公募基金”于一身的市场化股权投 资服务平台，在发展过程中JD投资公司越来越发现组织结构不适应公司战略发展， 需寻求组织结构变革以适应业务快速发展。 本研究总体研究思路是：采用公司中高层、员工代表深度访谈法，结合资料 分析法对公司内部管理资料进行研究，在充分分析 JD 投资公司管控系统现状、组 织结构现状及存在的问题基础上，应用文献综述所总结的组织管理相关理论知识， 围绕公司战略规划、业务流程等内容，系统性、体系化制定 JD 投资公司组织结构 优化措施，并配套制定相应的实施保障措施。 本研究通过访谈法和资料分析法，总结出公司在组织结构层面存在组织结构 不符合战略发展和业务流程需要，公司管控体系缺乏组织，部门职能缺乏系统构 建，岗位职责缺乏系统梳理等问题。基于以上管理问题，本研究应用组织变革、 组织结构及组织结构设计相关的理论，提出了基于战略发展、业务流程及管理问 题进行组织结构优化的思路。 本研究在以上组织结构优化思路的基础上，采用组织结构成熟度分析，最终 确定将矩阵型组织结构作为过渡期的组织结构类型，将事业部制组织结构作为长 期发展的组织结构类型，同时从矩阵型组织结构调整为事业部制组织结构建立了 “组织结构成熟度评价工具”。进一步，本研究对过渡期的矩阵型组织结构、部 门、岗位、岗位编制进行设计，最终形成了系统性的组织结构体系。同时，本研 究为确保优化后的组织结构能够顺利落地，确定了包括组织结构落地实施、管理 流程建立、晋升发展体系建设、企业文化配套构建在内的配套管理措施。 关键词：战略发展；业务流程；组织结构；组织变革。2 Abstract In recent years, with the development of the Internet industry, triggered the explosive growth of the investment industry. JD investment company as an early in the venture investment as the center of gravity, expanding multi-level financial capital markets business, from a collection of "angel investment, VC, PE, mergers and acquisitions, private placement and public offering fund" to the marketization of equity investment service platform, in the process of development, seeking organization structure reform to adapt to the rapid development of business. Overall research idea of this study was: the company high-level, workers' representatives depth interview method, combined with the data analysis of the company's internal management, in the full analysis of JD investment company control system of the present situation, the organization structure on the basis of current situation and existing problems, the literature review summarizes the organization and management related theory knowledge, around the company strategic planning, business process, such as content, systematic, make systemic JD investment company organizational structure optimization measures, and formulate the corresponding guarantee measures. Through the interview method and data analysis method, this study concludes that the organizational structure of the company is not in line with the needs of strategic development and business process, the company's management and control system is lack of organization, department functions are lack of system construction, post responsibilities are lack of system sorting. Based on the above management issues, this study applies the theories related to organizational change, organizational structure and organizational structure design, and proposes the idea of organizational structure optimization based on strategic development, business process and management issues. This study on the basis of the above organization structure optimization idea, USES the maturity structure analysis, finally determine the matrix organization structure as a transitional type of organizational structure, the divisional system organization structure as the long-term development of organization structure type, at the same time from the matrix organization structure adjustment to the divisional system organization structure, established the "organizational structure maturity assessment tool". Further, this study designed the matrix organizational structure, department (including department function), post (including post function) and post establishment3 in the transitional period, and finally formed a systematic organizational structure system. At the same time, in order to ensure the smooth implementation of the optimized organizational structure, this study determined the supporting management measures, including the implementation of the organizational structure, the establishment of management process, the construction of promotion and development system, and the construction of enterprise culture.