2020年至今，国资背景、根正苗红的数科公司如过江之鲤，在服务本集团的同时，很多公司将业务触角伸向了外部市场。央企/国企的地位和资源是民营IT企业不可比拟的，是否会出现与民争利的情况呢？央企数科公司的真实情况又如何呢？
在数字经济大潮中，数字化转型已不是企业的“选修课”，而是关乎企业生存和长远发展的“必修课”。作为数字化转型的主力军，中央企业竞相布局数字经济新赛道，纷纷组建了以数字经济为主要业务的专业化公司。 数字化转型网（www.szhzxw.cn）
其实，央国企央企组队数科公司历史由来已久，早在2000年宝钢集团成立的宝信软件和2002年中石化成立的石化盈科，就为整个行业开创了先河。随着数字经济的愈演愈烈，2020年以来已有多家央企如国家电投、中国石油、中国能建、华润、中国电信、中国联通、中国电子等都纷纷成立了数科公司。【国家电投集团数字科技有限公司、中石油集团昆仑数智科技有限责任公司、中能建数科集团、华润数科控股有限公司、中电信数智科技有限公司、中国联通数科公司、中国电子数据产业集团（国内首个中央企业设立的数据产业集团）、中国建筑数字科技有限公司、中林数科有限公司、中电数据产业有限公司】……
国资委科技创新局负责人王晓亮曾公开表示，加快数字新兴产业培育，布局新一代信息技术、人工智能等战略性新兴产业，中央企业成立数字科技类公司近500家，加快产业新旧更迭和动能转换。
那么，缘何央企密集成立数科公司？现有数科公司的组织结构和业务结构如何？有什么特点？真实情况如何？这些数科公司的出现对现有国内的数字化服务市场产生了哪些影响？他们又能否在服务好集团公司的数智化转型的同时还能加快市场化进程呢？同赛道的传统IT厂商们怎么办，还有机会吗，退出还是合作？本文将对此进行探讨。
一、缘何央企密集成立数科公司？
国央企规模庞大、业务多元、体制复杂，往往比其他企业面临更大的挑战，这些企业要一边消除机制、体制的隔阂，一边又要做好顶层设计。通过构建全新的数智化转型平台，达成组织战略性、整体性、规范性、协同性、安全性和可操作性的统一，从而推进企业数字化愿景的实现。虽然这些年大型国央企在信息化、数字化项目上投入巨资进行各类建设，各个专业领域都有各种各样的系统支撑，但从整个集团角度看信息系统建设分散、数据烟囱问题严重、数据标准不统一、系统升级迭代难、集团无法统一管控等问题仍层出不穷。 数字化转型网（www.szhzxw.cn）
面对全集团几百个业务系统，要实现数智化平台的统一，赋能公司业务高质量发展，而且积极引领创新并不是一件容易的事情。既需要服务于集团整体数字化转型整体战略规划，还需要加强集团和成员企业的内部协同，从而实现资源共享与优化配置，还需要积极引领创新，依靠外部的服务厂商是肯定不行了。因而，为了打破上述局面，成立服务于内部的专业化数智化技术公司就成为一件顺理成章的事情。
二、央企数科公司的组织结构业务及业务结构
从行业布局角度看，不同行业的数字化转型进展不同，由不同行业设有一级数科子公司的央企数目占该行业总体央企数目的比例（如图），可以看出能源类、运输物流及信息通信类数字化转型进展较快，而矿产资源类和建筑工程类数字化水平相对较弱。
从组织结构来看，据调研结果显示，央企设有一级数科子公司，即由央企总部直接出资设立的数科公司，按照央企对数科公司的持股比例关系分为独资、控股、参股三种。由天眼查中的股东信息判断其公司形式，结果显示央企一级数科子公司“独资”、“控股”比列接近一致，都显著大于公司形式是“参股”的比例。可见央企对以及数科子公司大多采用控制股权的方式，使得数科公司的业务服务于公司的数字化需求、战略目标与央企整体战略目标保持一致，更好地为央企数字化转型助力。混合制形式有其优势所在，多家央企共同出资保障了数科公司的规模及质量，使其站在行业的高度为行业整体数字化发展做出引领与建设。
从业务结构来看，根据对外公布数科公司官网给出的业务描述，我们将数科公司数字化业务归纳总结出“规划架构”、“研发建设”、“运营维护”、“基础设施及数字安全”四大类。“规划架构”业务即参与央企数字化发展规划内容的讨论、配合总部规划的实施；“研发建设”业务是指研发新技术、软硬件、系统等，为本企业数字化发展打下基础，或者作为产品销售；“运营维护”业务即对业务、系统、技术进行管理、优化、规划、咨询、测评等保证业务、系统、技术能够正常运转；“基础设施及数字安全”业务主要是围绕网络与信息安全保障、数字化基础设施建设等内容。
据调查数科公司的业务中“研发建设”占51.6%，“规划架构”占21.1%，“运营维护”占18.0%，“基础设施及数字安全”占9.3%。由此可见，央企数科子公司主要负责“研发建设”业务，占比一半以上，“规划架构”和“运营维护”业务占比较少，对于“数字化基础设施及数字安全”的重视程度则更弱，说明数科公司“重研发、轻规划”、“重技术、轻安全”的特点，重视技术和工程方面建设，而在数字化顶层设计、治理体系以及安全保障上有所缺失。 数字化转型网（www.szhzxw.cn）
三、央企数科公司的优势及挑战
作为数字经济国家队，数科公司尤其具有特定的使命。
中央企业数字化发展研究院院长，华润数科控股总经理董坤磊认为，央企成立数科公司带来四个方面的收获。一是基于服务集团多年沉淀的数字化转型经验和能力，引领及带动更多国有企业加快数字化转型发展，服务数字中国战略；二是充分参与市场竞争，形成更具市场竞争力的业务能力，沉淀了一揽子产品与解决方案和一站式数字科技运营服务能力，成立科技公司，能更好地接受市场的考验与淬炼，提升数字产业核心竞争能力；三是以外促内，更好地服务集团产业智能化发展和数字化转型；四是以内促外带动上下游产业链供应链和数字经济高质量发展。
此外，就央企数科公司本身来说，他们的优势非常明显。首先，依托于母公司这个庞然大物，其不仅拥有雄厚的资金、资源、业务优势，而且拥有更丰富的行业经验和数据资产的独特优势。在技术、人才等方面基础相对更好；其次，数科公司自身也有服务作为龙头企业的集团业务的实践经验，浸润行业多年，已经沉淀较深厚的行业认知，对央国企管理模式、业务模式、场景需求有非常专业的把控；第三，拥有数据的所有权和项目优先选择权。此外，央企往往处于所在产业链的核心地位，对产业链上下游企业具有较强的影响力和辐射力，前景可谓一片光明。
但是在开放的市场环境中进行竞争和服务内部是两个完全不同的概念。数科公司之前多是央国企的内部IT，剥离出来后，从成本中心转向利润中心，要跑通商业模式，做出产品或解决方案，搭建好团队，这条转型之路并不容易。业界人士看到，有数科公司因成立后未展现新气象，还依赖母公司“躺着挣钱”而被裁撤。 数字化转型网（www.szhzxw.cn）
总的来说，数科公司需要完成“从内部到外部”“从甲方到乙方”“从花钱到赚钱”的跃升过程。这一过程中仍要面临诸多挑战：一方面，与成熟的数智化厂商相比，央企数科公司在外部的市场化运作、项目管理、研发效率、工程化能力等方面仍存在不足，这将成为他们发展的掣肘。另一方面，由于体制机制的阻碍，其薪酬体系和考核激励方面的限制也使数科公司在人才引入、队伍建设、提高服务意识等层面中存在一定的挑战。目前，数科公司的销售服务体系较为缺乏，给客户带来服务体验和覆盖还不成体系，一旦进入长期运营，这些能力需要补足。第三，还要避免出现同质低端竞争的问题，这在数字基建的建设中尤为凸显。比如通信网络基础设施建设，应科学规划布局和规模，形成良好的协同效应，避免出现重复建设、低端竞争的现象。
四、央企数科公司对传统IT企业是降维打击吗？二者的关系如何？
除了这些央企之外，还有无数地方国企的信息中心变成数科公司，国资背景、根正苗红的数科公司如过江之鲤。在服务本集团的同时，很多公司将业务触角伸向了外部市场，央企/国企的地位和资源是民营IT企业不可比拟的。经济下行、僧多肉少的情况下，不少人吐槽“各地大点的项目要不就是三大运营商总包、要不就是公有云大厂总包、要不就是地方国资背景IT公司总包，肉都被吃光了，做不了的活再外包给下游没有背景的民营IT企业。”
那么，央国企数科公司在进入市场后，是否出现了与民争利的情况？原有的数字化IT供应商是什么态度？
实际上，央国企是企业数字化实施群体里，特别重要的一个。当下，几乎所有科技企业都在积极与数科公司建立合作伙伴关系而非竞争关系，有的已上升到战略合作。在今年多个供应商召开的大会中，都设立了与央国企数科公司相关的专场。 数字化转型网（www.szhzxw.cn）
此外，上文提到的数科公司面临的诸多挑战与不足也给了原来数字化赛道上的传统IT厂商合作机会。在有限的资源约束下，数科公司很难在每个领域都完美履行职责，其目光必然投向外部的专业企业，希望借助行业合作的力量解决发展难题。从不同行业数科公司的反馈看，他们所需要的合作伙伴，主要分为核心技术、配套产品、市场推广、人力资源等不同方面诉求。大部分数科公司原有职责是聚焦在业务侧，做好内部服务。在数字化智能化融合发展的今天，他们如果想把沉淀的经验或者能力服务化，就需要合作伙伴提供新技术，来构建灵活的架构、能够高效上线产品，从而减少开发周期，减少试错成本；同时，在成熟的应用领域，集成或使用成熟的行业产品，从而减少开发投入和开发风险，提高项目的成功率也是数科公司广泛采用的方式；再有就是，通过与专业服务伙伴合作，直接对接外部服务商成熟的顾问资源和专业能力，从而加快开发效率，减少团队构建成本方面也是数科公司在人力资源合作方面的重点。构建可持续的工程化能力以及运营体系是一个过程，而合作伙伴在这个过程中无疑会提供更多的助力，也是合作伙伴得以生存和发展的基础。
数科公司与市场上科技公司最后会是怎样的关系，一切还在变化和迭代中。最终还是要看市场竞争，每一家理性的企业都会选择一个最适合自己的商业模式和生态。但数科公司这样有着深厚行业领域knowhow的企业，目前是市场上科技企业愿意合作、共同拓展行业市场的伙伴。传统的软件厂商也必须面对这样的一个现实状况，在技术、平台、生态、专业、人员等角度以更开放的态度强化与数科公司的合作与协作，共同做好大型国央企的产业数智化服务。现在，这个进程越来越快，其实也由不得你选。
“天下大势，浩浩汤汤，顺之者昌，逆之者亡。”
五、目前，央企数科公司的真实情况
据央企信息化部门资深从业者“猫说信息化”苗老师介绍，央企主要有两个方向的数科公司，即：主业方向的和内部建设方向的。 数字化转型网（www.szhzxw.cn）
1. 主业方向上的数科公司
以央企在国民经济中的重要位置，无论从国家战略和行业的需要，还是自身业务的需要，央企开展主业时，数字科技本身往往就是主业不可或缺的重要组成部分，并且在现代，很多领域如果缺少了数字科技的支持，就会出现巨大的短板。由此，央企中很多数科公司开发的软件和提供的服务本身就是主业的一部分，数科公司就是主业的一部分。
例如23年12月刚成立的中机数科（北京）信息技术有限公司，是中国机械科学研究总院集团有限公司的数科公司，中机数科主攻高水平工业软件，为中机集团全面发力工业母机与工业软件提供支撑；23年8月刚成立的国机数字科技有限公司，是中国机械工业集团有限公司的数科公司，在行业方面承担了“农机云”、“机械装备行业云”的建设任务，也在建设“全国农机作业指挥调度平台”；再例如行业内熟知的宝信软件，是中国宝武钢铁集团有限公司的老牌数科公司（1996年成立），开发有多基地制造协同MES、钢铁行业APS、工序一贯质量管理、工厂运营与辅助决策、集控中心、数字钢卷、移动操检、自动出钢、无人化行车、工业机器人等软件和设备，覆盖钢铁企业的铁区、炼钢、热轧、中厚板、棒线、型钢、冷轧、钢管及特钢等全产线全流程；以及中国广核集团有限公司所属的中广核数字科技有限公司，是由此前的上海中广核工程科技有限公司改名的数科公司，面向核电领域提供端到端、全生命周期的数字化仪控系统解决方案。以上这些央企数科公司就是央企主业的一部分，这类数科公司数量非常多。
2. 央企内部建设方向上的数科公司
这也是企业信息化行业更为关注的内容，这类数科公司开始时首要的职能是支撑央企集团自身的信息化建设工作，所以很多就是从信息化部门发展起来的，以至于现在仍有数科公司同时挂名信息中心，例如中国航空工业集团有限公司所属的金航数码科技有限责任公司（2000年12月在北京人民大会堂成立），目前仍然同时挂名航空工业信息技术中心。又例如中国第一汽车集团有限公司所属的老牌数科公司启明信息技术股份有限公司，前身为1980年组建的中国第一汽车集团公司电子计算处（中国的会计电算化始于此，中国的企业信息化也始于此）。也有为了集团大规模信息化建设和应用成立的数科公司，例如中国石油化工集团有限公司所属的石化盈科信息技术有限责任公司，就是伴随着2001年11月中石化集团启动的SAP ERP建设项目于2002年成立的。
以上是两个方向上的数科公司，两个方向也有彼此兼职的时候，例如主业方向上的数科公司有一个部门或者一些团队承担集团内部的信息化建设工作，也有内部建设方向的数科公司支持一部分业务工作或者对外输出一些能力。例如军工央企中国航天科工集团有限公司所属第三研究院304研究所，是中国航天科工应用数学研究中心、管理信息化技术分中心等，其军贸产品乘客识别系统市场占有率全球第一，304所也承担集团和三院的信息化工作，软件事业部就参与了航天科工集团司库项目的资金监控系统的建设；上边介绍的国机数科公司也承担了集团的内部信息化建设任务，例如建设国机集团的一体化管控平台等项目；宝信软件也承担了宝武集团司库系统的建设工作。
而一部分央企数科公司经过多年的发展，在服务集团内部信息化建设的过程中，也逐步发展为综合性数科公司，并根据各集团对数科公司的定位对外开展了较多的业务，部分企业也成长为行业领先的数科公司（这或许也说明信息化厂商需要一定程度的行业化，即需要熟悉一些行业的业务才能更好的交付）。例如中国中化控股有限责任公司所属的中化信息技术有限公司，在化工领域有着较强的业务能力；中国石油天然气集团有限公司所属的昆仑数智科技有限责任公司以及华润（集团）有限公司所属的华润数科控股有限公司等。 数字化转型网（www.szhzxw.cn）
苗老师认为，部分内部建设方向上的央企数科公司也是企业信息化领域的重要厂商，但在充分竞争的企业信息化行业中，央企数科公司与大量其他厂商一起都是市场上重要的参与者，也并没有固化相关领域的市场，一些成立多年的央企数科公司，和最近几年新增的央企数科公司与其他时不时新出现的厂商一起，也都远不会对市场产生需要令人焦虑压力，国内企业信息化市场足够大，竞争也足够激烈。平常心看待央企数科公司，其与行业内大量厂商并无二致，都是要靠产品和服务体现价值。
翻译：
Shock! Nearly 500 central state-owned enterprises have set up several companies, which will reduce the traditional IT enterprises.
From 2020 to the present, the number of companies with state-funded background and roots are like the carp across the river. While serving the Group, many companies have extended their business tentacles into the external market. The status and resources of central/state-owned enterprises are incomparable to private IT enterprises, will there be a struggle with the people? How about the real situation of the central enterprises?
In the tide of digital economy, digital transformation is no longer an “elective course” for enterprises, but a “compulsory course” for enterprise survival and long-term development. As the main force of digital transformation, central enterprises compete to lay out the new track of digital economy, and have set up specialized companies with digital economy as their main business.
In fact, the history of several companies in the central state-owned enterprises has a long history, as early as the Baoxin software established by Baosteel Group in 2000 and the petrochemical Yingke established by Sinopec in 2002, which created a precedent for the entire industry. With the intensification of the digital economy, since 2020, a number of central enterprises such as State Power Investment, China Petroleum, China Energy Construction, China Resources, China Telecom, China Unicom, China Electronics, etc., have set up a number of companies. [State Power Investment Group Digital Technology Co., LTD., petrochina Kunlun Digital Technology Co., LTD., CNG Digital Technology Group, China Resources Digital Technology Holdings Co., LTD., China Telecom Digital Technology Co., LTD., China Unicom Digital Technology Co., LTD., China Construction Digital Technology Co., LTD., China Forest Data Technology Co., LTD., CLP Data Industry Co., LTD……. 数字化转型网（www.szhzxw.cn）
Wang Xiaoliang, head of the Science and Technology Innovation Bureau of SASAC, has publicly said that to accelerate the cultivation of digital emerging industries, lay out a new generation of information technology, artificial intelligence and other strategic emerging industries, and set up nearly 500 digital technology companies in central enterprises to accelerate the transformation of the old and new industries and the transformation of momentum.
So, why do central enterprises intensively set up a number of companies? What is the organizational structure and business structure of the existing company? What are its characteristics? What is the real situation? What impact has the emergence of these digital technology companies had on the existing domestic digital service market? Can they accelerate the marketization process while serving the digital intelligence transformation of the group company? How to deal with the traditional IT vendors on the track, is there still a chance, exit or cooperation? This article will discuss this.
First, why do central enterprises intensively set up a number of companies?
State-owned enterprises with large scale, diversified business, complex system, often face greater challenges than other enterprises, these enterprises to eliminate the gap between the mechanism and the system, while doing a good job of top-level design. Through the construction of a new digital intelligent transformation platform, to achieve the unity of organizational strategy, integrity, standardization, collaboration, security and operability, so as to promote the realization of enterprise digital vision. Although large state-owned enterprises have invested heavily in various types of construction in informatization and digitalization projects in recent years, and various systems have been supported in various professional fields, from the perspective of the whole group, problems such as scattered information system construction, serious data chimney problems, inconsistent data standards, difficult system upgrade and iteration, and unified management and control of the group are still emerging.
In the face of hundreds of business systems in the whole group, it is not an easy thing to achieve the unity of the digital intelligence platform, enable the high-quality development of the company’s business, and actively lead innovation. It not only needs to serve the overall strategic planning of the group’s overall digital transformation, but also needs to strengthen the internal collaboration of the group and member enterprises, so as to achieve resource sharing and optimal allocation, but also needs to actively lead innovation, relying on external service manufacturers is definitely not enough. Therefore, in order to break the above situation, the establishment of a professional digital intelligence technology company serving the internal has become a natural thing.
Second, the organizational structure and business structure of the number of central enterprises
From the perspective of industry layout, the digital transformation progress of different industries is different. From the proportion of the number of central enterprises with first-level subsidiaries in different industries to the total number of central enterprises in the industry (see figure), it can be seen that the digital transformation progress of energy, transportation logistics and information and communication is relatively fast, while the digital level of mineral resources and construction engineering is relatively weak.
From the perspective of organizational structure, according to the research results, the central enterprises have a first-level branch subsidiary, that is, a branch company directly funded by the central enterprise headquarters, which is divided into sole proprietorship, holding and participation in three kinds according to the shareholding ratio of the central enterprises. According to the shareholder information in Tianyan’s investigation, the company form is judged, and the results show that the ratio of “sole proprietorship” and “holding” of several branches of central enterprises is close to the same, which is significantly greater than the proportion of “participation” in the company form. It can be seen that the central enterprises and most of the subsidiaries of Suke adopt the mode of controlling equity, so that the business of Suke company serves the digital needs of the company and the strategic objectives are consistent with the overall strategic objectives of the central enterprises, and better contribute to the digital transformation of the central enterprises. The hybrid system has its advantages. A number of central enterprises jointly invest to ensure the scale and quality of the company, so that it can lead and build the overall digital development of the industry at the height of the industry.
From the perspective of business structure, according to the business description given on the official website of Digital Technology Company, we summarize digital business of digital technology company into four categories: “planning architecture”, “R & D construction”, “operation and maintenance”, and “Infrastructure and digital security”. The “planning framework” business is to participate in the discussion of the digital development plan of central enterprises and cooperate with the implementation of the headquarters plan; “R & D construction” business refers to the research and development of new technologies, hardware and software, systems, etc., to lay the foundation for the digital development of the enterprise, or to sell as products; The “operation and maintenance” business is to manage, optimize, plan, consult and evaluate the business, system and technology to ensure the normal operation of the business, system and technology; The “Infrastructure and Digital security” business mainly focuses on network and information security, digital infrastructure construction and other content.
According to the survey, “R & D construction” accounted for 51.6%, “planning architecture” accounted for 21.1%, “operation and maintenance” accounted for 18.0%, and “infrastructure and digital security” accounted for 9.3%. It can be seen that the sub-company of the central enterprise Number is mainly responsible for the “R & D construction” business, accounting for more than half of the “planning structure” and “operation and maintenance” business, and the importance of “digital infrastructure and digital security” is weaker, indicating that the company’s “emphasis on R & D, light planning”, “heavy technology, light security” characteristics, attach importance to technology and engineering construction. However, there are deficiencies in digital top-level design, governance system and security guarantee.
Third, the advantages and challenges of central enterprises
As the national team of the digital economy, Digital Technology companies in particular have a specific mission.
Dong Kunlei, president of the Central Enterprise Digital Development Research Institute and general manager of China Resources Digital Science Holdings, believes that the establishment of digital science companies by central enterprises has brought four aspects of harvest. First, based on the digital transformation experience and capability accumulated by the service Group for many years, leading and driving more state-owned enterprises to accelerate the development of digital transformation and serving the digital China strategy; The second is to fully participate in market competition, form a more competitive business capability, precipitate a package of products and solutions and one-stop digital technology operation service capabilities, establish a technology company, can better accept the test and temper of the market, and enhance the core competitiveness of the digital industry; The third is to promote the outside and the inside, to better serve the intelligent development and digital transformation of the Group’s industry; Fourth, promote the internal and external development of upstream and downstream industrial chain supply chain and digital economy.
In addition, as far as the number of central enterprises themselves are concerned, their advantages are very obvious. First of all, relying on the giant parent company, it not only has strong capital, resources, business advantages, but also has richer industry experience and unique advantages of data assets. In technology, personnel and other aspects of the foundation is relatively better; Secondly, Suke also has practical experience in serving group business as a leading enterprise. After years of experience in the industry, Suke has accumulated profound industry cognition and has a very professional control over the management mode, business mode and scene requirements of central state-owned enterprises. Third, ownership of the data and project priority. In addition, the central enterprises are often in the core position of the industrial chain, the industrial chain upstream and downstream enterprises have a strong influence and radiation force, the prospect is bright.
But competition in an open market environment and internal service are two completely different concepts. Most of the company was the internal IT of the central state-owned enterprises, after the spin-off, from the cost center to the profit center, to run through the business model, to make products or solutions, to build a good team, this transformation is not easy. The industry saw that several companies were cut because they did not show a new atmosphere after their establishment and relied on the parent company to “lie down to make money”. 数字化转型网（www.szhzxw.cn）
In general, the company needs to complete the process of “from the inside to the outside”, “from Party A to Party B” and “from spending money to making money”. This process still has to face many challenges: on the one hand, compared with mature digital intelligence manufacturers, central enterprises digital science companies in the external market operation, project management, research and development efficiency, engineering capabilities and other aspects are still insufficient, which will become a constraint on their development. On the other hand, due to the obstacles of the system and mechanism, the limitation of the salary system and the assessment and incentive also make the company face certain challenges in the aspects of talent introduction, team construction and service awareness improvement. At present, the sales service system of the company is relatively lacking, and the service experience and coverage for customers are not yet systematic. Once it enters long-term operation, these capabilities need to be replenished. Third, it is necessary to avoid the problem of homogeneous low-end competition, which is particularly prominent in the construction of digital infrastructure. For example, the construction of communication network infrastructure should be scientifically planned, the layout and scale should be formed, a good synergy effect should be formed, and the phenomenon of repeated construction and low-end competition should be avoided.
Fourth, is the number of central enterprises a dimensionality reduction blow to traditional IT enterprises? What is the relationship between the two?
In addition to these central enterprises, there are countless local state-owned enterprise information center into a number of science companies, state-owned background, the root of the red number of science companies such as the carp across the river. While serving the Group, many companies have extended their business tentacles to external markets, and the status and resources of central/state-owned enterprises are incomparable to private IT enterprises. In the case of economic downturn and less meat, many people have joked that “the larger projects around are either the total package of the three major operators, or the total package of public cloud manufacturers, or the total package of local state-backed IT companies, the meat has been eaten up, and the work that cannot be done is outsourced to downstream private IT enterprises without background.”
So, after the central state-owned enterprise company entered the market, whether there was a situation of competing with the people? What is the attitude of the existing digital IT vendors?
In fact, central state-owned enterprises are a particularly important group in the implementation of enterprise digitalization. At present, almost all technology companies are actively establishing partnerships rather than competitive relationships with digital technology companies, and some have risen to strategic cooperation. In the conference held by a number of suppliers this year, a special session related to central state-owned enterprises has been set up.
In addition, the many challenges and shortcomings faced by digital Technology companies mentioned above have also given traditional IT vendors on the original digital track opportunities to cooperate. Under the constraints of limited resources, it is difficult for the company to perform its duties perfectly in every field, and its eyes are bound to turn to external professional enterprises, hoping to solve development problems with the power of industry cooperation. According to the feedback from several companies in different industries, the partners they need are mainly divided into core technology, supporting products, marketing, human resources and other different demands. The original responsibility of most division companies is to focus on the business side and do a good job of internal services. In today’s digital and intelligent integrated development, if they want to service their accumulated experience or capabilities, they need partners to provide new technologies to build flexible architectures and efficiently launch products, thereby reducing development cycles and reducing trial and error costs. At the same time, in mature application fields, integration or use of mature industry products, so as to reduce development investment and development risk, improve the success rate of the project is also widely adopted by the company; In addition, through cooperation with professional service partners, we can directly connect with the mature consulting resources and professional capabilities of external service providers, so as to speed up development efficiency and reduce team construction costs. Building sustainable engineering capabilities and operating systems is a process, and partners will undoubtedly provide more help in this process, which is also the basis for the survival and development of partners.
The final relationship between digital technology and technology companies in the market is still changing and iterating. Ultimately, it depends on the market competition, and every rational enterprise will choose a business model and ecology that is most suitable for them. However, the company with a deep industry field knowhow is currently a partner of technology companies in the market willing to cooperate and jointly expand the industry market. Traditional software manufacturers must also face such a reality, in terms of technology, platform, ecology, professional, personnel and other perspectives to strengthen cooperation and collaboration with digital science companies with a more open attitude, and jointly do a good job of industrial digital intelligence services of large national central enterprises. Now, the process is getting faster and faster, and it’s not really up to you.
“The general trend of the world is great, and those who follow it prosper, while those who oppose it die.”
Fifth, at present, the central enterprises of the real situation of the company
According to the senior practitioner of the information department of the central enterprises, “Cat said information” teacher Miao introduced that the central enterprises mainly have two directions of the number of subject companies, namely: the direction of the main business and the direction of internal construction. 数字化转型网（www.szhzxw.cn）
1. The main business direction of the digital science company
With the important position of central enterprises in the national economy, whether from the needs of national strategy and industry, or the needs of their own business, when central enterprises carry out the main business, digital technology itself is often an indispensable part of the main business, and in modern times, if the lack of digital technology support in many fields, there will be huge shortcomings. As a result, most of the software and services developed by companies in central enterprises are themselves part of the main business, and the number of companies is part of the main business.
For example, CMCC (Beijing) Information Technology Co., Ltd. was established in December, 23. It is a digital technology company of China Mechanical Research Institute Group Co., LTD. CMCC mainly focuses on high-level industrial software, providing support for CMCC to fully develop industrial machines and industrial software. Established in August 23, National Machinery Digital Technology Co., LTD., is a digital branch company of China National Machinery Industry Group Co., LTD., which undertakes the construction tasks of “agricultural machinery cloud” and “Machinery and Equipment industry cloud” in the industry, and is also building “National agricultural machinery operation command and dispatch platform”; Another example is Baoxin software, which is well known in the industry, is an old digital science company of China Baowu Iron and Steel Group Co., LTD. (established in 1996). Developed multi-base manufacturing collaborative MES, steel industry APS, process consistent quality management, factory operation and auxiliary decision-making, centralized control center, digital steel coil, mobile operation and inspection, automatic steel production, unmanned driving, industrial robots and other software and equipment, Covering the entire production line of iron and steel enterprises, such as iron area, steelmaking, hot rolling, medium and thick plate, bar line, shape steel, cold rolling, steel pipe and special steel; And CGN Digital Technology Co., LTD., a subsidiary of China General Nuclear Power Group Co., LTD., is a digital technology company renamed from the former Shanghai CGN Engineering Technology Co., LTD., providing end-to-end, full-life cycle digital instrument control system solutions for the nuclear power field. The above central enterprises are part of the main business of the central enterprises, and the number of such companies is very large.
2. A number of subject companies in the direction of internal construction of central enterprises
This is also the enterprise information industry is more concerned about the content, the primary function of such a number of companies at the beginning is to support the information construction work of the central enterprise group itself, so many are developed from the information department, so that there are still several companies at the same time as the information center. For example, Golden Air Digital Technology Co., LTD., a subsidiary of Aviation Industry Corporation of China (established in December 2000 in the Great Hall of the People in Beijing), is still also known as the Aviation Industry Information Technology Center. Another example is Qiming Information Technology Co., LTD., the old digital science company of China FAW Group Co., LTD., formerly known as the Electronic Computing Department of China FAW Group Co., LTD., which was established in 1980 (China’s accounting computerization began here, and China’s enterprise informatization also began here). There are also several science companies established for large-scale informatization construction and application of the group, such as Sinopec Yingke Information Technology Co., LTD., a subsidiary of China Petroleum and Chemical Corporation, was established in 2002 along with the SAP ERP construction project initiated by Sinopec Group in November 2001. 数字化转型网（www.szhzxw.cn）
The above are the two directions of the digital science company, the two directions also have each other part-time, for example, the main direction of the digital science company has a department or some teams to undertake the group’s internal information construction work, and there are internal construction direction of the digital science company to support part of the business work or export some capabilities. For example, the 304 Institute of the third Research Institute of the military central enterprise China Aerospace Science and Industry Group Co., Ltd. is the China Aerospace Science and Industry Applied Mathematics Research center, management information technology branch center, etc., its military trade products passenger identification system market share of the world’s first, 304 also undertakes the information work of the group and the three hospitals. The Software division participated in the construction of the fund monitoring system of the treasurer project of the Aerospace Science and Industry Group; The company introduced above also undertook the internal information construction tasks of the group, such as the construction of the integrated management and control platform of the Group; Baoxin Software also undertook the construction of Baowu Group’s treasurer system.
After years of development, some central enterprises have gradually developed into comprehensive digital companies in the process of serving the internal informatization construction of the group, and carried out more business according to the positioning of each group’s digital companies, and some enterprises have also grown into leading digital companies in the industry (this may also indicate that information manufacturers need a certain degree of industrialization. You need to be familiar with the business of some industries in order to better deliver). For example, Sinochem Information Technology Co., LTD., a subsidiary of Sinochem Holdings Co., LTD., has strong business capabilities in the chemical industry. Kunlun Digital Technology Co., LTD., a subsidiary of China National Petroleum Corporation, and China Resources Digital Technology Holdings Co., LTD., a subsidiary of China Resources (Group) Co., LTD.
Teacher Miao believes that some of the central enterprises in the direction of internal construction are also important manufacturers in the field of enterprise informatization, but in the fully competitive enterprise informatization industry, the central enterprises are important participants in the market together with a large number of other manufacturers, and have not solidified the market in related fields. And the newly added central enterprises in recent years and other new manufacturers from time to time together, are far from the market need to cause anxiety pressure, the domestic enterprise information market is large enough, the competition is fierce enough. Normal heart to look at the number of central enterprises, which is no different from a large number of manufacturers in the industry, are to rely on products and services to reflect the value.
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