《战略绩效考核》一书将科学发展观的理念转化为企业绩效考核的具体要求；使理论成为“企业公民”健康生存的行为准则；兼顾出资人、经营者、劳动者、社会公众的利益；“谐统”考核者与被考核者的价值关系；竖起“中国制造”的可持续发展企业的“指路牌”。《战略绩效考核》从价值管理的范畴，面对中国的实际情况，综合借鉴EVA及平衡计分卡等，提出考核企业绩效的一些理念、策略及方法。“两个要素”是企业素质和经济增加值；“三维价值观”，即：经济价值、社会价值和文化价值的综合认识；“价值环”就是以价值观为核心的价值创造、价值评价、价值实现及价值反馈的系统思维；“四层价值主体”就是价值环的责任主体分为出资人、经营者、劳动者及社会公众；“六个结合”就是建设企业的业绩要注重企业与社会、经济与文化、过程与结果、继承与创新、水平与素质和目前与未来的结合；“五度”就是审视企业绩效要把握高度、广度、深度、速度及温度。本书旨在探索怎样考核企业才是科学的，如何考核才有利于引导企业可持续发展。《战略绩效考核》的核心就是落实科学发展观，坚持以人为本，全面、协调、可持续的发展观，实现国家“绿色财富”的积累。

《创新图强：中国大企业成长新战略》汇集了2006年中国企业500强发布暨高层论坛会议发言文稿，包括“企业要建立科学民主的领导体制”、“2006中国企业500强发布暨高层论坛主持词”、“加大企业节能降耗力度”、“要充分重视现代流通企业在经济中的作用”等。

《软技术系列研究之3：长远战略系统集成与可持续发展》重点探讨了长远发展战略系统集成的理论方法。首先，建立了在战略系统集成结构框架下可视化的战略系统集成的跟踪预警系统，进行了我国未来50年的发展姿态情景分析；提出了可持续协调发展中协调度及其量化问题。其次，在国内外相关研究成果的基础上，整理归纳了自然资本、人类资本、社会资本等多种资本的概念，进行了我国多种资本的量化尝试。最后，第一次从多种资本和软技术、软环境角度解释了软实力以及国家综合竞争力。《软技术系列研究之3：长远战略系统集成与可持续发展》的宗旨是为长远发展战略管理提供辅助工具：跟踪观测战略系统之间的协调关系，以便进行战略调整；为不同层次的决策者提供战略集成手段和系统集成的思维方法；可视化决策平台，使得决策过程更加透明、科学和民主；可作为培养战略管理人才的参考资料。

This book uses real-world examples to show how individual and collective risks can be blended and treated in a reliable decision-making framework that draws its inspiration from decision theory and market based mechanisms. It then goes into deeper detail by looking at the implications of having to face risks （a） where some kind of probabilistic de*ion is available and （b） where none is available， using the example of insurable risks vs non-insurable risks. Again， by using real-world examples it shows how decision-makers can cope with such situations by a proper understanding and use of modern financial techniques.

这是一部关于技术许可战略的图书。书中提到的战略正在被世界上一些顶尖公司所采用。用不了多久，现在还属边缘事务的技术许可、知识产权管理和技术组合管理就将成为事关全球化企业成败的核心问题。本书首要关注于技术许可是知识产权管理最重要的要素之一。本书提出的战略和实践有些是在公司运作中发现的，有些则出自资深咨询师。书中介绍并分析了不同的战略、实践、目标和需求。出于保护市场地位目的的专利权管理战略已经逐渐让位于其他战略，后者将优化各式各样的机会视为核心目标。通常情况下，CEO们专注于较宽泛的战略问题。而现在CEO们对技术管理的兴趣日益增长，并不是因为他们的视野缩小了，而是因为技术管理在我们这个时代已经变成最重要的战略性问题之一。公司战略正专注于用多种多样的方式从专利权中获取价值。技术许可战略是实现公司价值最大化的最佳战略！

Enterprise-wide risk management （ERM） is a key issue for board of directors worldwide. Its proper implementation ensures transparent governance with all stakeholders’ interests integrated into the strategic equation. Furthermore， Risk quantification is the cornerstone of effective risk management，at the strategic and tactical level， covering finance as well as ethics considerations. Both downside and upside risks （threats & opportunities） must be assessed to select the most efficient risk control measures and to set up efficient risk financing mechanisms. Only thus will an optimum return on capital and a reliable protection against bankruptcy be ensured， i.e. long term sustainable development.　Within the ERM framework， each individual operational entity is called upon to control its own risks， within the guidelines set up by the board of directors， whereas the risk financing strategy is developed and implemented at the corporate level to optimise the balance between threats and opportunities， systematic and non systematic risks.　This book is designed to equip each board member， each executives and each field manager， with the tool box enabling them to quantify the risks within his/her jurisdiction to all the extend possible and thus make sound， rational and justifiable decisions， while recognising the limits of the exercise. Beyond traditional probability analysis， used since the 18th Century by the insurance community， it offers insight into new developments like Bayesian expert networks， Monte-Carlo simulation， etc. with practical illustrations on how to implement them within the three steps of risk management， diagnostic， treatment and audit. With a foreword by Catherine Veret and an introduction by Kevin Knight.

改革开放以来，国有企业改革一直是经济体制改革的中心环节。经过二十多年的努力，国有企业的管理体制和经营机制发生了深刻变化，市场竞争力明显增强。党的十六人提出深化国有资产管理体制改革的重大任务，建立由中央和地方政府分别代表国家履行出资人职责，权利、义务和责任相统一，管资产和管人、管事相结合的国有资产管理新体制。体制的创新有力地促进了国有企业的改革和发展。三年来，国务院国资委履行出资人职责的中央企业实现了快速发展。　中央企业资产总额年均增加1．1万亿元，2005年底达到10．6万亿元；实现销售收入年均增加1．1万亿元，达到6，73万亿元；实现利润年均增加1000多亿元，达到6276．5亿元；上缴税金年均增加近100（）亿元，达到5412．8亿元。取得这样的成绩，很重要的一条就是，遵循了企业发展规律，极大地激发了企业的活力和创造力。

We are inclined， for whatever reason， to treat values like works of art. We view them as nice to hang on the wall， and beautiful to look at， but we don’t act as though they truly mean much to us in the real world. In fact， the opposite is true. The best organizations understand their values， articulate them clearly， and hold them higher than any short-term concerns or short-cut methods. This does not put these companies at a competitive disadvantage. It is the source of their competitive advantage. If there's no clarity at the top about what values really mean， then there's no consistency at the management level or further down the organization. This means that there's no way to measure， coach， assess， promote or fire people in line with those values. Any organization that does not articulate its values concretely functions like a modern Tower of Babel. No one can be quite sure that they are speaking the same language at different levels or different locations within the organization. Decisions don't always make sense or feel right. Confusion reigns. No matter how compelling and inspirational the organization's vision may be， its aspirations fall far short in reality. Values are about achieving results in a way that is consistent with what an organization stands for. They provide a direct connection between the CEO， the factory worker and everyone in between; and form the basis of the organization's "brand" as understood by employees， customers， suppliers and even shareholders. When the work is done right， values provide an organizing principle， a directional compass that helps organizations succeed; they become a source of energy for an organization's vision， strategy and day-to-day efforts. Vision， strategy， market share， reputation and profits are all very important – but having a clear and consistent set of values is far more critical in predicting whether an organization will continue to succeed and grow as its people， markets， competitive landscape and technology change. People must make their contributions to an organization willingly and independently to bring passion， commitment， creativity and energy to a job. But they will do so only so long as they believe that what they are doing is authentic and meaningful， and is part of a code of commitment shared by the organization as a whole. Inside the Box focuses on values in a clear and practical way to understand what they are， where they come from and how they are transmitted from employee generation to generation. Inside the Box provides a roadmap for any leader or manager on how to identify the values that make an organization， department， team， or individual unique. It also shows how to measure whether an organization or individual is operating according to those values， and how managers can use values as the basis for all of their people decisions and drive superior performance as a result.

《现代化管理方法及应用（上册）》编写的指导思想是突破传统的学院教材模式，在组织大量企业不同层次管理者、员工座谈和进行调研的基础上，根据当前企业的实际和存在的共性问题，立足于应用，力求知识性、方法性、实用性的统一。对每一种方法既讲述其数学式的含义、运用价值，更着重于以大量的实例说明其应用步骤、程序、条件、适用范围及应用中应注意的问题等，使企业管理者与员工通过现代化管理知识的学习全面提高其科学管理素养和管理水平，通过现代化管理方法的应用提高其解决实际问题的能力。同时，在表述上力求深入浅出、层层递进，并有一定的知识梯度，以适应不同层次的管理者及员工学习、掌握和运用。在内容体系上，从事前的战略分析、全面预算管理，到生产经营过程中的现场管理、精益生产、信息化管理，再到事后的杜邦分析、经营效绩评价等，覆盖了企业生产经营、技术经济活动的全过程，既包括过程管理、经营结果的分析评价方法，也包括创造性思维的培养与训练，使企业管理者、员工能适应经济社会的发展及经营环境的变化，在运用现代化管理方法中不断创新，通过管理创新促进企业持续、健康发展。

主营业务转型是产业组织和战略管理领域的一个崭新课题，《企业成长过程中的主营业务转型研究》从理论到实证对这一课题做了较为系统的阐释，并在以下几个方面寻求创新：第一，从主营业务转型的角度来研究企业的业务组合战略，提供一个关于专业化、多元化和归核化的统一分析框架；第二，提出企业主营业务的转型成本这一重要概念；第三，首次用中国上市公司资料结合产业资料对我国企业主营业务转型的影响因素做了实证分析，并对主营业务转型过程中企业退出产业和进入产业做了规律性的总结；第四，首次用中国上市公司数据和转型资料研究了主营业务转型对企业绩效的影响。《企业成长过程中的主营业务转型研究》对于研究企业转型的人员以及处于转型阶段的企业来说都是一本非常难得的参考书。