Jianjing Dynamics | Journey of Steadfast Progress: Chairman of Jianjing Consulting Attends 2025 Jiangsu-Zhejiang Cost Consulting Enterprises High-Qual
"Breaking barriers to gather rivers and seas; only through unwavering practice can we forge gold over a thousand miles." Currently, China is anchoring high-quality development as its primary task, with the wave of digital transformation reshaping the development logic of various industries. As a pillar industry of the national economy, the construction sector is accelerating its transformation driven by trends such as intelligent construction and green low-carbon development. Against this backdrop, with the in-depth advancement of the Yangtze River Delta Integration Strategy and the acceleration of building a unified national market, the engineering cost consulting industry— a key link in the construction industry chain— is facing a critical inflection point: transitioning from traditional service models to digital intelligence, specialization, and collaboration. Recently, an industry event themed "Digital Start·Quality Leads the Future" — the "2025 Jiangsu-Zhejiang Cost Consulting Enterprises High-Quality Development Exchange Conference" — officially kicked off in Nanjing, an ancient capital with a thousand-year cultural heritage and vibrant modern vitality, providing an important platform for exploring industry transformation.
Hosted jointly by the Jiangsu Engineering Cost Management Association and the Zhejiang Construction Engineering Cost Management Association, and co-organized by Jiangsu Yidajiexin Digital Technology Co., Ltd., the conference attracted distinguished guests including Tian Guomin, Chairman of the China Engineering Cost Management Association; Wang Rusan, Secretary of the Party Committee of Jiangsu Engineering Construction Intermediary Service Industry Association and Director of the Cost Association Expert Committee; Lin Guofeng, Director of Jiangsu Cost Management Station; and Shao Mingfa, President of Zhejiang Cost Association. Huang Zhiting, Chairman of Jianjing Consulting, was invited as a key enterprise representative to deliver a keynote speech. The event gathered leading enterprises from Jiangsu and Zhejiang, as well as association leaders, experts, and senior executives from Shandong, Beijing, Jiangxi, Anhui, Fujian, Shanghai, and other provinces and cities. Together, they discussed industry development, shared cutting-edge technologies and innovative practices, injecting new momentum into the high-quality development of the engineering cost industry in the Yangtze River Delta and beyond.
In the keynote speech session, Huang Zhiting, Chairman of Jianjing Investment Consulting Co., Ltd. and Professor-level Senior Engineer, delivered a thematic report entitled Thoughts and Practices on Talent Cultivation Strategies in the Transformation of Cost Consulting Enterprises. Combining industry status quo with Jianjing Consulting’s over 20 years of development experience, he profoundly analyzed the pain points and solutions of talent cultivation during the transformation period, offering a thought-provoking and practically valuable insight for the attendees.
Huang Zhiting first pointed out the core dilemmas in talent development within the current cost consulting industry. As the industry accelerates its transformation toward digitalization, specialization, and collaboration, the contradiction between talent supply and transformation needs has become increasingly prominent:
Imbalanced Professional Talent StructureTechnical personnel are mostly confined to single fields, with a significant "professional silo" phenomenon. There is a severe shortage of interdisciplinary talents who understand technology, law, and management, making it difficult to meet the comprehensive service needs under a "complex ecosystem."
Inadequate Management Talent CapabilitiesMost managers are promoted from technical or business backbones, lacking systematic management thinking and strategic vision. The transition from "professional elites" to "excellent leaders" faces numerous obstacles.
Insufficient Knowledge Management and 沉淀 (Precipitation)Employees have weak awareness of active learning, and experience is difficult to be precipitated into reusable knowledge assets. The industry has not yet broken away from the traditional "experience-dependent" model.
Scarcity of International TalentsTalents capable of adapting to "product 出海 (product export), brand 出海 (brand export), chain 出海 (chain export), and ecosystem 出海 (ecosystem export)" are extremely rare, becoming a major bottleneck restricting the industry’s participation in international competition.
Founded in Wenling in 2003, Jianjing Consulting has always regarded talents as the core engine of development, with its growth trajectory reflecting the evolution of talent strategies:
- 2008: Headquarters moved to Hangzhou, pioneering the "investment consulting + legal services" model, initiating diversified talent capability cultivation.
- 2011: Launched "legal + consulting" integrated solutions, forcing professional talents to cross-border integration.
- 2016: Acquired Shanghai Youkang Architectural Design Institute, building a "legal + consulting + design" full-chain service system, promoting the extension of talents’ knowledge structure to the "entire project cycle."
- 2018: Headquarters relocated to Shanghai; later established the only "National Barrier-Free Environment Construction Full-Process Consulting Center" in China, co-founded the Project Economic Research Institute with Tongji University, and set up the "Overseas Safety Park Research Center" with Shanghai University. This formed a talent cultivation triangle: "Hangzhou as the evolution engine, Shanghai as the international window, and Wenling as the strategic origin."
In strategic iteration, Jianjing Consulting gradually formed a development path of "scale, digital intelligence, internationalization, humanization, ecologicalization, and standardization," leaping from "expanding scale" to "strengthening ecology." Talent cultivation has always been in sync with strategies. Through building an organizational structure of "three committees (Strategy and ESG Committee, Nomination and Remuneration Committee, Audit and Risk Committee), three centers (International Engineering Consulting Collaborative Innovation Center, Digital Full-Process Consulting Integration Center, Diversity and Sustainable Development Humanities Center), and three leading groups (Integrated Production Leading Group, Agile Operation Leading Group, Lean Management Leading Group)," guided by the ten-character policy of "lean, agile, resilient, integrated, grateful," it provides a solid institutional support for talent growth.
Regarding the talent cultivation system, Chairman Huang Zhiting highlighted Jianjing Consulting’s "Talent Development Panorama." With "establishing standards and continuous empowerment" as the core, this system builds a full-life-cycle management model covering "talent standard platform, talent development platform, and talent growth platform":
- Talent Standard Platform: Clarifies capability coordinates through competency models and qualification assessments; plans career paths based on job sequences and rank sequences; achieves precise portraits by combining talent evaluation and performance management.
- Talent Development Platform: Reserves reserve forces through leadership echelons and core echelon construction; activates talent vitality through succession plans and job rotation mechanisms; realizes dynamic optimization through full-process management of "selection, employment, cultivation, and retention."
- Talent Growth Platform: Follows the logic of "recognizing abilities, enabling abilities, and empowering abilities"; unites consensus through party building leadership and cultural inheritance, allowing talents to achieve value coexistence in enterprise development.
To achieve "hierarchical cultivation and demand orientation," Jianjing Consulting has created a distinctive cultivation matrix. Relying on the "offline + online" dual platforms of "Jianjing University" and "Jianjing Cloud Classroom," it has built a training system covering all positions:
- Management Empowerment: Offers characteristic programs such as management training camps, mentor training camps, and lecturer training camps, cultivating management echelons at different levels, such as "Butterfly (Mentor), Albatross (Rotating Leader), Red Eagle (Project Leader), Blue Whale (Future Leader), Oriole (Management Star), and Starfish (Public Welfare Star)."
- Professional Empowerment: Focuses on improving operational capabilities, technical capabilities, R&D capabilities, and innovation capabilities; offers special training for talents in key fields such as internationalization and digitalization; simultaneously strengthens basic capabilities through new employee training.
- Resource Integration: Actively carries out school-enterprise cooperation and external training, and achieves precise evaluation of training effects through the "Jianjing Talent Inventory System + digital intelligence platform."
Among them, the "Blue Whale Program" and "Red Eagle Program" have become benchmark projects for talent cultivation. Taking the 5th Blue Whale Program and the 2nd Red Eagle Program as examples, the projects set 16 core topics around industry frontiers — green low-carbon, urban renewal, national security, quantum technology, digital intelligence empowerment, vocational education, military-civilian integration, project management, life and health, space aesthetics, overseas investment, catering culture, architectural culture, emergency management, spatial planning, and investment promotion — guiding students to break professional boundaries. As advocated by the "Blue Whale Spirit" — "pursuing breadth while focusing on details, reaching heights while adhering to moderation" — and the "open, innovative, inclusive, and shared" Blue Whale character, these programs always uphold the concept of "influencing lives with lives, driving beliefs with beliefs," enabling talents to achieve capability upgrading in solving practical problems.
Chairman Huang Zhiting emphasized that Jianjing Consulting’s talent cultivation has always adhered to "long-termism": establishing a long-term interest distribution mechanism to allow talents to share development results; embodying top-level design of long-term value; forging core capabilities of long-term value; and nurturing strategic determination to adhere to long-termism. This cultivation system, with "professional foundation, strategic orientation, and integrated innovation" as its core, not only supports the implementation of Jianjing Consulting’s "consulting + legal + design" integrated service model but also enables talent growth and corporate strategy to mutually empower each other, becoming the core competitiveness for enterprises to break through in the wave of transformation.
Regarding the talent cultivation paths during the strategic transformation period, which the industry generally concerns, Chairman Huang Zhiting proposed differentiated and innovative directions.
For large-scale cost consulting enterprises, they should focus on three capabilities:
- Focus on building full-process engineering consulting capabilities, breaking business line barriers, and cultivating interdisciplinary talents who can coordinate the entire project cycle.
- Proactively develop new consulting capabilities, layout emerging fields such as green low-carbon, urban renewal, and digital intelligence empowerment, and cultivate innovative talents through internal incubation and external cooperation.
- Break geographical boundaries, deepen cooperation with peer benchmark enterprises and universities, explore the international service path of "Chinese solutions + localized adaptation," and cultivate international talents familiar with overseas rules and with cross-cultural communication capabilities.
For small and medium-sized cost consulting enterprises, Chairman Huang Zhiting believes that the key to transformation lies in "specialization, depth, and refinement": they can leverage the platform resources of industry benchmark enterprises, through continuous learning and innovative practices, to establish unique advantages in niche areas, such as focusing on ancient building cost consulting, new energy project cost control, and other characteristic tracks, and build differentiated competitiveness with professional talent teams.
"Green mountains cannot block the river; it flows eastward eventually." As the theme "Digital Start·Quality Leads the Future" echoes in the cultural context of Nanjing, the 2025 Jiangsu-Zhejiang Cost Consulting Enterprises High-Quality Development Exchange Conference not only captures the thinking moments of industry transformation but also, through Jianjing Consulting’s practices, reveals the core code for the engineering cost consulting industry to break through and move forward — talent.
Against the backdrop of the surging digital transformation and the in-depth advancement of the Yangtze River Delta Integration, Huang Zhiting’s sharing on talent cultivation strategies is both the experience accumulation of an enterprise over 20 years and a profound answer to the industry’s call for "seeking momentum from talents and future from talents." From analyzing core dilemmas such as professional silos and international talent shortages to explaining Jianjing’s "trinity" talent cultivation system, every thought and practice is closely linked to the era’s proposition of the industry’s digital, intelligent, professional, and collaborative transformation.
Talents are the foundation of industry reform and the engine of high-quality development. Jianjing Consulting’s exploration over 20 years has shown that only by placing talent cultivation at the core of the strategy, breaking professional barriers, activating growth momentum, and precipitating value consensus can enterprises grow resiliently in the wave of transformation, and the industry can rejuvenate in the construction of the Yangtze River Delta Integration and the unified national market.
This transformation has no end, only a starting point for continuous evolution. When Jiangsu and Zhejiang enterprises take "Jianjing’s practices" as a mirror, and when interdisciplinary talents emerge in the digital wave, the industry can nourish the fertile soil of the Yangtze River Delta Integration and the unified national market with the "source of living water" of the talent ecosystem, ultimately achieving a historic leap of "Chinese construction" from scale leadership to value leadership!
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