金宝集团战略变革的类型有：

①产品和服务变革。指企业的产出的变革，包括开发新产品或改进现有产品。“2005年之前金宝集团看重于公用事业，主要围绕城市燃气来推动企业发展，从2005年开始金宝集团专注于清洁能源的开发和利用”。

②结构和体系变革。指企业运作的管理方法的变革，包括结构变化、政策变化和控制系统变化。“集冈的原有3大产业集团调整为能源分销、能源装备、能源化工、生物化工等产业板块，总部下设的支持保障机构也做了相应的变更”。

③人员变革。指企业员工价值观、工作态度、技能和行为方式的转变，目的是确保职工努力工作，完成企业目标。“金宝集团启动科技人才梯队建设，……建立科技人才激励机制。……以引导技术人员创造性地丁作”。

English answers:

The types of strategic changes of Jinbao Group are:

① Change of products and services, which is the change of the output of the enterprise, including developing new products or improving existing products. "Before year 2005, Jinbao Corp. focused on public utilities, promote enterprise development through urban gas. Since 2005, Jinbao Group began focusing on the development and utilization of clean energy."

② Change of structure and system, which is the change of management method of enterprise operation, including structural changes, policy changes and control system changes. "The original three industrial groups of Jinbao Group were adjusted to energy distribution segment，energy equipment segment, energy chemical engineering segment, biological chemistry segment etc．the support and security department under the corporation's headquarter were also adjusted."

③Change of people, which is the change of employee values, working attitude, skill and behavior style, the purpose is to ensure that employees would work hard and complete the objective of enterprise. "Jinbao Group started to build a technology talents team......built the incentive mechanism of scientific and technical personnel......to guide the technician to work with creativity."

钱德勒的组织结构服从战略理论可以从以下两个方面展开：

①战略的前导性与结构的滞后性。这是指企业战略的变化快于组织结构的变化，企业组织结构的变化常常慢于战略的变化速度。企业应努力缩短结构反应滞后的时间，使结构配合战略的实施。

②企业发展阶段与结构。企业发展到一定阶段，其规模、产品和市场都发生了变化。这时，企业应采用合适的战略，并要求组织结构做出相应的反应。

本案例中“从2005年开始金宝集团专注于清洁能源的开发和利用”，体现战略前导性；“随着集团清洁能源战略目标的日益清晰，金宝集团组织结构也在不断调整”，体现结构的滞后性；也体现出当企业发展到一定阶段，企业会采用合适的战略，并要求组织结构做出相应的反应。

Chandler's theory about organizational structures follow strategies can be discussed in the following two aspects.

① Leading of strategies and lagging of structures. This means that enterprise strategies change faster than organizational structures. In other words, the change rate of entity's organizational structures is slower than that of the strategies. In order for structures to coordinate the implementation of strategies, enterprise should try to reduce the time lag needed for structures to respond.

② Enterprise's stages of development and structures. When an enterprise grows to a certain phase, its scale, products and markets change simultaneously. At this point, enterprise should adopt appropriate strategies and require organizational structure to react accordingly.

In this case, that Jinbao Group began focusing on the development and utilization of clean energy since 2005 reflects the leading of strategies. That as strategic objectives for clean energy became increasingly clear, Jinbao Group's structures adjusted constantly\reflects the lagging of organizational structures. It also reflects that enterprise would utilize better-fit strategies for different development phases and request corresponding reactions from organizational structures.

金宝集团还可采取以下人力资源战略措施：

①精确识别出企业为实现短期、中期和长期的战略目标所需要的人才类型。

②通过培训、发展和教育来激发员工潜力。

③尽可能地提高任职早期表现出色的员工在员工总数中所占的比重。

④招聘足够的、有潜力成为出色工作者的年轻新就业者。

⑤确保采取一切可能的措施来防止竞争对手挖走企业的人才。

⑥招聘足够的、具备一定经验和成就的人才，并使其迅速适应新的企业文化。

Jinbao Group could also take following human resource strategies:

①Accurately recognize types of talents that are needed for the Group to realize short-term, midterm and long-term strategic target.

②Stimulate employees' potential via training, development and education.

③ Increase the proportion of employees with great performance in their tenure in total employees as much as possible.

④ Recruit adequate amount of new graduates with potential to be outstanding staffs.

⑤Make sure the group has taken any possible measures to prevent competitors from poaching talents.

⑥Recruit adequate amount of experienced talents with achievements and help them to adapt new corporate culture quickly.