摘要

本报告以南京地铁运营有限责任公司（以下简称“南京地铁”）为研究对象，聚焦其2013年至今的三次重大组织结构变革实践。基于复杂适应系统（CAS）理论、权变理论及组织变革相关理论，结合案例中“线网扩张压力、内部管理困境、应急事件驱动”等核心背景，系.统分析南京地铁变革的动因、所运用的管理工具、变革路径及成效。报告逐一回应案例末尾5个启发思考题，深入拆解“SWOT分析→细胞体班组→六化精进法→细胞互联体系→扁平化变革→大部制探索”的全链条变革逻辑，揭示其从“机械科层制”向“复杂适应系统”演进的核心逻辑。研究发现，南京地铁通过“自上而下顶层设计+自下而上基层激活”的双向驱动，实现了组织对复杂环境的动态适配，其经验为大型国企、公共服务类企业的组织转型升级提供了可复制的实践范式。

Abstract

This report takes Nanjing Metro Operation Co., Ltd. (hereinafter referred to as "Nanjing Metro") as the research object, focusing on its three major organizational structure reform practices since 2013. Based on the Complex Adaptive System (CAS) theory, contingency theory and related organizational change theories, combined with the core backgrounds such as "network expansion pressure, internal management dilemmas, and emergency-driven factors" in the case, this report systematically analyzes the motivations, management tools, reform paths and effectiveness of Nanjing Metro's reforms. The report responds to the 5 heuristic thinking questions at the end of the case one by one, and deeply disassembles the whole-chain reform logic of "SWOT analysis → cellular team → Six Optimization Methods → cellular interconnection system → flat reform → large department system exploration", revealing its core logic of evolving from "mechanical bureaucracy" to "complex adaptive system". The research finds that Nanjing Metro has achieved dynamic adaptation of the organization to the complex environment through the two-way drive of "top-down top-level design + bottom-up grass-roots activation", and its experience provides a replicable practical paradigm for the organizational transformation and upgrading of large state-owned enterprises and public service enterprises.

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