我国传统高速公路建设运营企业集团正处在转型发展的关键时期，为使转型发展符合国企改革方向，体现行业特点，促进企业可持续发展，以GGST集团为例，在研究分析其发展面临的内外部条件的基础上，提出了转型发展的思路和战略。首先分析了集团发展存在的主要问题，然后结合国企改革思路，提出了战略定位、转型发展思路及关键战略举措。研究指出，传统公路建设运营集团应正确处理公益类和商业类业务关系，以完成地方政府战略任务为主要目标，兼顾经 济效益；以增强内生发展动力为重点，提高可持续发展能力；合理构建组织结构，对公益类和商业类业务实行差异化管理，建立多元薪酬体系，灵活资本运营，通过信息化提升管理效率。

Most traditional expressway construction and operation enterprises in China are in the critical period of reformation. In order to make the transformation and development in accordance with the direction of the reform of state-owned enterprises, reflecting the characteristic of transportation industry, promoting the sustainable development of enterprises, the external and internal conditions faced by GGST group were studied, the thinking and strategy reformation were proposed. The main problems existed in GGST group were summarized firstly. Then combined with the reformation direction of stateowned enterprise, the strategy positioning, the reformation path and the key strategy were proposed. The results show that traditional expressway construction and operation enterprises should properly deal with the relationship between public service and competence business, focus on local governmental assignment and the economic performance should be put on the second place. The internal developing ability should be reinforced to improve the ability of sustainable development. A reasonable organization structure, a different management strategy to public service and competence business, a diversity salary system, a flexible capital operation system and a management system based on information technology should be set up.