Adhering to the problem orientation, taking major projects as the innovation pointcut, actively exploring the “multi-level governance model of major engineering projects” that effectively integrate government, market and social resources.
 To re-recognize and summarize the experience of institutional reform that was formed and created in the development of major engineering organization model innovation amid the past 40 years’ reform and opening up in China, and to build theoretical self-confidence, then further to apply the experience and theory creatively. It is an important issue to be studied facing the fact of relatively low extent of socialized investment and operation of the major engineering projects assets.
To summarize the experience of institutional reform of China’s major engineering organization model from the perspective of “government-market interaction”.
For the innovative development issue of major engineering organization mode in China, it depends on profound cognition and clarification of the focal issue and reform background of that in the past 40 years’ developing evolution on the basis of China’s reform and opening up national condition and “government-market interaction” dynamic mechanism, thus to find the institutional reform experience and basic laws amid the process of China’s major engineering organization model innovation and development.  Specifically, major engineering organization mode innovative development in China is gradually grow up amid the interaction and evolution of “institutional reform dominated by the government and organization model innovation drived by engineering events” in the process of gradual opening up, market establishment and institutional reform aiming at focal reforming issues in different development phases. The innovation and development of China’s major engineering organization model has experienced two stages of institutional reform since the reform and opening up in the 1980s.
The first phase is in the 1980s to 90s, in view of the problem of “low efficiency in engineering construction” during the planned economy period, competitive market mechanism is brought in. From “learning step by step” though hiring foreign enterprises in the 80s “Lubuge hydropower station project” to setting up enterprise project as a legal person for the first time in “The three gorges project” in the 90s, China explore the bidding, project supervision and contract management, and other basic operation of the market mechanism, and further rise to the reform of a series of engineering construction management institution, promulgating the “Construction Law”, “Contract Law”, “Bidding Law” and a series of laws and regulations, establishing foundational status of project legal person system, tendering and bidding system, project supervision and contract management system in China’s engineering construction organization mode, which greatly promote the formation and development of the national engineering construction market.
The second phase is in the late 1990s, in view of the problem of “low investment efficiency in governmental projects” exposed in the previous stage of China’s reform and opening up policy, socialized capital cooperation mechanism is brought in. From the introduction of foreign investment for ” Laibin B power plant project ” in the 90s to the establishment of ” state-owned enterprise as a legal person ” for “West-East natural gas transmission project ” in the new millennium, till the enactment of “The decision on investment and financing system reform ” by the State Council, the fundamental direction of “state-owned enterprises as the operational assets project entity” is fully affirmed, completing the relevant requirements of investment and financing mechanism, risk constraint mechanism, investment decision mechanism and responsibility investigation mechanism in the socialized cooperation mode of major engineering projects, which greatly improve the investment efficiency in the field of urban construction, transportation, energy and a large number of major projects, promoting urbanization and sustained, healthy and stable development of national economy. Also, it cultivates a large number of advanced large and medium-sized international enterprises such as equipment manufacturing, engineering construction and technical design enterprises, which improve the international competitiveness of China’s engineering construction industry and market share, fully demonstrating the practical intelligence and theoretical confidence of China’s institutional reform practice.
 Strengthen problem orientation under the new situation, and continue to deepen the socialization level of major engineering project assets
In 2016, facing the issue of low socialization level of major engineering projects assets in China, the CPC Central Committee and the State Council presented: “To decontrol the market access, to innovate on investment and operation mechanism, to promote the diversification of investment participants, to perfect the pricing mechanism”, further to deepen the transformation of investment and operation mechanism on the socialization of major engineering project assets. In this regard, we should adhere to problem orientation, take major projects as the innovation pointcut, and actively explore the “multi-layer governance model of major engineering projects” that can effectively integrate government, market and social resources. The following three points are obtained though the investigation of the successful experience of HK-Zhuhai-Macao Bridge Project and comparative analysis of foreign researches:
To further complete the institutional innovation design on multi-level governance system of major engineering project from the state side. To form the trinity of active adaption system of corporate governance, social governance, market governance, adhering to major engineering project as the innovative practice platform of institutional reform, thus to build the modernized governance capacity of major engineering organizations in different levels, promoting the mixed-ownership reform of state-owned enterprises, so as to reduce potential failure risk, to establish and perfect national governance system of socialized operation mode on major engineering project assets in fields like high-speed railway, transportation and energy, etc..
To fully promote the corporative modernization governance capacity from the project entity side, improving the project entity’s initiative in organization model and mechanism innovation. To establish a “government-corporate- main market players” linkage mechanism, letting different project subjects play a compound organization role of “consultation, coordination and collaboration” in different levels, elevating the governance capacity, means and methods of project enterprise under the new situation of mixed ownership reform, thus to achieve the reform goal of “vertical resource allocation, horizontally coordinative market, initiatively driven innovation “.
To support and foster professional social institutions and scientific research institutes as “think tank”, assisting the project corporate enterprises to elevate comprehensive omni-directional and overall-process supply system allocation in investment and financing mechanism innovation, resource utilization of social capital and comprehensive control of overall process and sustainable operation and maintenance, thus to improve the project corporate enterprises’ capabilities in various management complexity and risk prevention.