随着数字时代的到来，蓬勃发展的科学技术正以极为迅猛的速度席卷中国，不断改写着商业格局，重构产业价值链，让中国本土企业面临着前所未有的机遇和挑战。对于成熟型企业来讲，如何在瞬息万变的市场环境中颠覆自我、突破创新、始终保持竞争力，是多数成熟型企业所面临的难题。本论文以组织变革为研究方向，聚焦“以文化为核心的组织变革”研究主题，围绕“D公司如何建立与使命和愿景相配套的价值观和认知思维方式”这一具体问题展开研究。为了回答上述研究问题，笔者查阅并整理了组织变革、企业文化和企业文化变革相关文献，建立起对于所研究问题的整体理论框架。结合D公司具体案例，系统梳理并分析了D公司发展历程和文化演变脉络，总结了D公司当前正在实施的以文化为核心的组织变革举措，并通过问卷调研的方式分析其变革实施效果，提出进一步改进方向和建议。本论文通过研究主要得出以下结论：第一，企业发展离不开适合的文化，企业文化在企业发展的不同阶段发挥不同的作用。越是曾经成功的企业，组织和文化变革难度越大。好的领导者应当学会打造与时俱进、充满生命力的文化，来支撑企业创新发展。第二，以文化为核心的组织变革要守住文化的核心，通过围绕组织、人才、机制三方面的变革，建立起全新的价值观和认知思维方式，以支撑公司的使命和愿景，保障发展战略和目标的有效落实。第三，在具体变革措施上，D公司总结出一套自上而下和自下而上相结合的组织变革路径，包括打造更加扁平高效、无边无界、开放合作的新型组织形式，倡导平等、信任、赋权的精英人才发展理念，建立以文化引领和股权激励为核心的合伙人机制等多种方式，以期重塑价值观和认知思维方式，推动组织变革，带动整个组织文化基因的转变。本论文通过对D公司以文化为核心的组织变革研究，希望为同类型成熟型企业转型和变革的有效落实提供方法线索和启示意义，同时也为D公司自身组织变革推进以及将来进一步创新探索提供研究基础。

With the advent of the digital age, the booming science and technology is sweeping across China at an extremely rapid speed, constantly rewriting the commercial pattern and restructuring the industrial value chain, letting the Chinese native enterprise face unprecedented opportunity and challenge. For the mature enterprises, how to subvert themselves, break through innovation and always maintain competitiveness in the fast-changing market environment is a difficult problem faced by most mature enterprises.This paper takes organizational change as the research direction, focuses on the research theme of "culture-centered organizational change", and carries out research on the specific issue of "How to establish Company D‘s values and cognitive thinking mode that are compatible with its mission and vision". In order to answer the above research questions, the author reviewed and sorted out the relevant literature on organizational change, corporate culture and corporate culture change, and established the overall theoretical framework for the issues studied. Combined with the concrete case of Company D, the paper systematically combs and analyzes its development process and cultural evolution, and summarizes the organization change measures that Company D is carrying out at present, which take culture as the core, and through the questionnaire survey to analyze the effect of the implementation of the reform, to further improve the direction and recommendations.This paper draws the following conclusions. Firstly, the development of enterprises can not be separated from the appropriate culture, corporate culture in different stages of enterprise development play a different role. The more successful the company, the harder it is to change its organization and culture. A good leader should learn to create a culture that keeps pace with the times and is full of vitality to support the development of enterprise innovation. Secondly, the culture-centered organizational change should stick to the core of culture. Through the change of organization, talent and mechanism, new values and cognitive thinking mode should be established to support the company‘s mission and vision and ensure the effective implementation of development strategy and goals. Thirdly, Company D summarized a set of top-down and bottom-up approaches to organizational change, including creating a more flat and efficient, borderless, open and cooperative new organizational forms. It advocates the idea of equality, trust and empowerment, and sets up the partnership mechanism with culture leading and equity incentive as the core. In order to reshape the values and cognitive thinking mode, promote organizational change, and drive the transformation of the entire organizational culture gene. Through the research on the culture-centered organizational change of Company D, this paper hopes to provide the method clues and enlightenment significance for the effective implementation of the transformation and change of the same type of mature enterprises. At the same time, it also provides research basis for Company D‘s own organizational change promotion and further innovation exploration in the future.