海洋领域重大科技项目业主制管理模式探析——以大型深潜装备和海洋科考船为例

随着创新驱动发展和科技自立自强的深入推进,我国启动实施了一系列海洋领域重大科技项目,对项目运行及成果管理提出了更高要求。作为一种高效的项目管理模式,业主制管理越来越广泛地应用于重大科技项目的组织管理过程,表现出显著的优势和潜力,但目前尚未形成统一的涉海项目管理平台和协调机制。基于此,本文首先分析了美国、法国、日本各类深潜装备和海洋科考船的运维管理经验,总结出由国家主导投资并拥有所有权、所有者委托业主管理,以及使用权开放共享的普遍特征。然后,通过调研国内大型深潜装备及海洋科考船的运维管理现状,发现存在管理主体分散、统筹协调机制不健全和开放共享不足等问题。最后,从科技管理体制改革、共享平台系统和业主遴选与考评等方面对完善海洋领域重大科技项目业主制管理模式和机制提出发展建议。

Employee Transition and Future Outlook： Evolution from Employee 1.0 to Employee 4.0

This paper reviews the history and journey of employee transition since the era of industrial economy, and divides the journey of employee transition into four stages according to evolving employee status and roles: Employee 1.0 refers to subordinates who have little initiative and simply obeys orders. Employee 2.0 refers to self-managers who become "strategic business unit(SBU)", "manager" and "CEO". Employee 3.0 refers to entrepreneurs whose role is maker or partner. Employee 4.0 is self-organizers who act as social man and pursues personal imperialism, online development and global sharing.