The "2026 State-owned and State-controlled Enterprises High-Quality Development Innovation Conference" was held in Beijing from October 22 to 24. The theme was "Anchoring National Strategy, Forging Core Functions — Empowering Chinese-style Modernization through High-Quality Development."
Mao Xiaodong, Partner and Senior Vice President of MING YUAN CLOUD, stated at the conference that as the "15th Five-Year Plan" begins and a new round of state-owned enterprise reform unfolds comprehensively, artificial intelligence is simultaneously accelerating into concrete business scenarios. In his view, this round of reform deployment is essentially a systematic restructuring.
On the layout front, it focuses on "three concentrations," pushing state capital toward important industries and key sectors as well as forward-looking strategic emerging industries. On the assessment level, it emphasizes quality, efficiency, and value creation, establishing a strategic mission evaluation system and a state-owned economic value-added accounting system. On the supervision front, it implements penetrating oversight to ensure business operations are visible and major risks are controllable. At the same time, it deeply implements the AI Plus special action.
"Layout answers where capital goes, assessment answers how value is calculated, supervision answers how responsibility is fulfilled, and AI Plus answers how capabilities are actually built. All four point to the same goal: pushing state-owned enterprises to shift their development footing onto high-quality efficiency and continuously creating value to strengthen core functions," Mao said.
Based on extensive visits and research, Mao Xiaodong proposed that state-owned enterprises currently need to focus on solving three major issues. First is revitalizing existing assets. Entering the stock era, massive state-owned assets have shifted from construction targets to operational targets, and how to make dormant assets continuously generate returns is a real challenge. Second is industrial transformation and development. Revitalizing socialized resources should be directed toward core responsibilities, main businesses, and strategic emerging industries. "Retreat is for advancing, revitalizing is for transforming." Third is promoting deep integration of AI Plus with business scenarios. The key to transformation success lies not in theoretical plans but in whether they can be implemented, whether entities can be brought in, and whether projects can land. Massive real-time information processing and stable rule execution are precisely AI's advantages.
He noted that many enterprises still build their existing capability systems around investment construction and single-project management models, which falls short of the requirements for full-chain value operations. Reconstructing enterprise operational capabilities requires grasping four transformation directions. First, cognitive upgrading: connecting the complete value chain of investment, construction, operation, and exit, and breaking the misconception that optimal at each segment equals optimal across the entire chain. Second, value creation: achieving a closed loop of asset positioning, operation, and exit to improve operational efficiency amid market fluctuations. Third, business orientation: AI transformation is not just a technical issue but a business one. If business goals are unclear, technical investment can hardly solidify into operational capability. Fourth, strategic choice: AI transformation does not require wholesale disruption but should proceed step by step, rapidly iterating from point to area, first proving success in key links before expanding to the entire business.
Mao Xiaodong proposed re-examining real estate from a value creation perspective, leveraging AI to realize asset value, adhering to value creation as the guide and industrial demand as the driver, and allowing industrial development to carry forward the results of asset revitalization.
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