At the beginning of the 21st century, China's engineering and construction market began to thrive. At the same time, Jiangnan Management completed its enterprise restructuring and established a flexible enterprise operation and management mechanism. Favorable internal and external factors have promoted the rapid development of the enterprise. By 2004, the company had nearly 600 employees and its business had expanded to 8 provinces and municipalities including Zhejiang, Jiangsu and Beijing.

However, due to the positioning of the supervision system and the unregulated market environment, the market competition is fierce, full of risks and difficulties. Especially the interaction of the contradiction between the low threshold for supervision enterprises and the high qualification requirements for individual supervisors not only makes it difficult to introduce outstanding talents from outside, but also the high turnover rate and uneven quality of supervision practitioners have become the norm in the supervision industry. It has seriously affected the quality of supervision services.

Talents are the cornerstone of the development of engineering consulting enterprises. To ensure service quality, continuously improve the quality of employees and enhance their loyalty, on March 12, 2005, at the first director's regular meeting of the year, the opening ceremony of Jiangnan Supervision College was held, marking a new chapter in talent cultivation for Jiangnan Management and also setting a precedent for domestic engineering consulting enterprises to independently establish enterprise universities.

Since 2005, Jiangnan Supervision College has been running the school all year round, with an annual training volume of over 1,000 people. It provides training to employees at all levels of the company in terms of corporate values, professional ethics, professional attitudes, knowledge and skills, and professional capabilities. On the one hand, it addresses the problem of high employee dispersion in the supervision industry and the lack of a sense of identification and cohesion with the enterprise. Make efforts to enhance the harmonious relationship between employees and the enterprise, increase employees' loyalty to the enterprise, and reduce the employee turnover rate. On the other hand, it has significantly improved the quality of its employees, cultivated a large number of outstanding directors and technical backbones, and made positive contributions to the construction of the company's talent echelon.

In recent years, the deepening reform of China's engineering consulting industry has continued to deepen, and the comprehensive implementation of the whole-process engineering consulting has become the direction guided by policies. In 2017, Jiangnan Management was listed by the Ministry of Housing and Urban-Rural Development of the People's Republic of China as one of the first batch of pilot enterprises for the whole-process engineering consulting. Relying on the brand advantage of technical talents accumulated over the years and the early transformation to project management and agency construction, as well as project management including supervision (i.e., whole-process engineering consulting), the company was the first in many provinces and cities across the country to implement the whole-process engineering consulting service model. It has become a benchmark enterprise in the country for providing full-process engineering consulting services at one stroke.

A new era, new challenges, a new journey. Jiangnan School of Management aims to build a first-class enterprise university in the industry and create the brand of Jiangnan School of Management. Further improve the organizational structure and talent allocation of the college, gather a group of renowned teachers with high professional and theoretical knowledge levels, develop a series of famous courses that integrate enterprise business practices, core values, and organizational methods and skills, emphasize the refinement, optimization, and inheritance of organizational skills, and gradually form a systematic knowledge management system and talent cultivation system for the engineering consulting industry. At the same time, we will strengthen the post-training effect assessment and tracking to become a more dazzling business card of the company, achieve value expansion, and make greater contributions to building a century-old Jiangnan.