Practice and path of united front work for new economic personnel in ethnic minority areas

Liang Gang1, Zhang Yuyuan2
1.Guangzhou Institute of Science and Technology，510540，GuangZhou，GuangDong，China
2.Qingkong Cultural Creativity (Beijing) Brand Management Co., LTD. 101100 Tongzhou District, Beijing

Abstract : With the r ise of new economic forms such as the dig ita l economy and green economy, new econom ic actors have become a cruc ia l force dr iving high-qua l ity development. In border ethn ic reg ions, effect ive ly conduct ing united front work among this emerg ing group holds spec ia l strateg ic s ign if icance for consol id at ing development synergy, promot ing ethn ic unity, and maintaining border stabi l ity. Th is study focuses on Inner Mongol ia Autonomous Reg ion, systemat ica lly analyzing the character ist ics of new econo
mic actors and the pract ica l requ irements of united front work through field research and case stud ies. It summar izes core pract ices and achievements centered on ” ideolog ica l gu idance, targeted services, p latform e mpowerment, and respons ib i l ity or ientat ion,” whi le object ive ly examin ing challenges includ ing cogn it ive d if ferences, l imited coverage capacity, pol icy imp lementat ion bott lenecks, outdated working methods, and reg io nal development d ispar it ies. Fina lly, the article proposes f ive opt imizat ion strateg ies for un ited front wo rk in border ethn ic reg ions : enhanc ing ideolog ical gu idance’s inf luence, improving the effect iveness of tar geted services, expand ing p latform coverage, st imu lat ing intr ins ic respons ibi l ity, and strengthening organ i zat ional support. These recommendat ions aim to provide theoret ical references and practical insights for s i mi lar init iat ives in comparable reg ions.
Keywords : new economic f igures ; united front ; border ethnic areas ; high-qual ity development ; Inner Mongol ia

I.Introduction
China is currently at a critical juncture of advancing the great rejuv enation of the Chinese nation through Chinese-style modernization, with th e economy transitioning from high-spe ed growth to high-quality development. Emerging economic forms such as the digital economy, green economy, and p latform economy have flourished, beco ming core drivers for cultivating new productive forces. Against this back drop, the ranks of new economy profes sionals who apply innovative concepts, technologies, and business models for entrepreneurship and innovation hav e rapidly expanded. These individuals not only serve as key players in eco nomic activities but also form a cruc ial group that the united front needs to unite and guide in the new era. A s a vital ecological security barrier in northern China and a safeguard for national stability in the northern frontier, Inner Mongolia Autonomous R eg ion shoulders five major missions : establishing a national base for ener gy and strategic resources, develop in g agricultural and livestock producti on bases, and creating a key bridgehe ad for China’s northward opening-up. Its unique geographical position, res ource endowments, and strategic missi on have endowed the new economy with distinct border characteristics and e thnic integration features, while als
o presenting both nationwide common c hallenges and regional-specific diffi culties for united front work among n ew economy professionals. Systematica lly studying Inner Mongolia’s practic al explorations, achievements, and cu rrent challenges in united front work for new economy professionals holds significant theoretical and practical implications for enriching the conte mporary connotation of united front t heory, exploring modern governance pa thways for border ethnic regions, and promoting high-quality regional deve lopment.
II. Characteristics of Inner Mong olia’s New Economic Elites and Practi cal Requirements for United Front Wor k
(1) Profile and Specific Connota tion of Inner Mongolia’s New Economic Elites
In Inner Mongolia’s context, the term “new economy professionals” primarily refers to entrepreneurs, busine ss leaders, managers, and specialized talents who apply innovative concept s, technologies, and business models in emerging sectors such as digital e conomy, smart agriculture, new energy
technologies, digital cultural tour i sm, and green computing power. This d iverse group includes both local inno vators leveraging regional strengths (like eco-friendly agricultural produ cts and grassland culture) and overse as returnees or external entrepreneur s bringing technology and capital to invest in the region. The community c omprises both “new trailblazers” driv ing digital transformation in traditi onal industries (e.g., energy and agr iculture) and pioneers cultivating em erging service sectors from scratch. This demographic group is characteriz ed by high education levels, youthful ness, and technical expertise, with i ncreasingly diverse value systems. Th ey demonstrate heightened focus on ma rket efficiency, personal value, and innovation-driven environments. Their development initiatives are closely aligned with Inner Mongolia’s “Five M ajor Tasks” : empowering the construction of “Green Agricultural and Livest ock Product Production Bases” through e-commerce platforms and traceabilit y technologies ; optimizing the green transformation of “Energy and Strateg ic Resource Bases” via digital soluti ons ; and leveraging cross-border e-co mmerce and digital cultural tourism to establish “Key Gateway for Northern Opening-up”.
(2) Multiple practical requirements f or the United Front work

1. The urgent need to adapt to the la w of new economic development:The new economy is fast iterating and flexib le in organizational form. The tradit ional united front model of “face-to- face visits” and “centralized meeting s” is difficult to effectively cover and deeply influence this group. We m ust innovate our work concepts and me thods.
2. The inevitable requirement of serv ing national strategy and local devel opment:New economy players serve as p ivotal innovators driving the imp leme ntation of the “Five Major Tasks”. Fo r instance, in building “National Key Energy and Strategic Resource Bases”, new energy technology enterprises provide green power conversion technolo gy support. During the upgrading of ” Agricultural and Livestock Product Pr oduction Bases”, e-commerce platforms and smart agriculture enterprises ef fectively connect production and sale s chains. United Front work guides th ese entities to integrate technologic al advantages with regional character istics, transforming individual innov ation practices into industrial synergy that serves national strategies, t hereby boosting high-quality developm ent in border ethnic regions.

Objective requirements for address ing complex challenges in the ideolog ical field:People generally possess a n international perspective and heigh tened sensitivity to online informati on, yet remain vulnerable to diverse social ideologies. Some exhibit cogni tive biases such as prioritizing mark et interests over political considera tions and valuing efficiency over acc ountability. To strengthen political guidance in united front work, a dual approach combining theoretical learn ing with practical experience should be adopted. By leveraging platforms l ike red education bases and ethnic unity initiatives, we can cultivate pat riotic sentiments and social responsi bility, thereby consolidating the ide ological foundation for “joint strugg le and shared prosperity.”

III. Practical Experiences and Major Achievements of United Front Work for New Economic Figures in Inner Mongolia
(I) Core Practical Experiences

1. Combining ideological guidance with value resonance : Building:The f oundation for solidarity and collecti ve endeavor : First, by deeply exp lori ng local revolutionary heritage and e thnic unity stories, we implement imm ersive education through red-themed s tudy tours. Second, establishing plat forms like the Mengshang Grand Lectur e Hall and New Economy Roundtable For um to ensure policy theories and stra tegic interpretations resonate deeply. Third, highlighting exemplary figure
   s such as the founder of Grassland Kn ight Dairy to demonstrate the value o f gratitude and social responsibilit y.
2. Adhere to the combination of p recision service and classified polic ies:Solving corporate development cha llenges : Establish a closed-loop mech anism for demand-service-implementati on. Address industry-specific pain po ints by coordinating with relevant de partments to resolve issues such as d ata ownership confirmation, computing power integration, cold chain log ist ics, and cross-border customs clearan ce. Implement a one-to-one liaison me chanism, organize resource matchmakin g meetings and bank-enterprise matchm aking sessions, and provide customize d services tailored to specific need s.
3. Combine platform empowerment w ith organizational coverage:Building a Comprehensive United Front Framework : The Inner Mongolia Autonomous Regi on established the New Economic Entre preneurs Association with specialized committees to create a core platform for resource sharing and collaborati ve innovation. A digital service plat form for the new economy was develope d, enabling online operations where e nterprises place orders, the United F ront dispatches tasks, and department s handle them. Industry associations were guided to set up United Front li aison stations, extending their reach to flexible employment groups.
4. Adhere to the combination of r esponsibility guidance and two-way em powerment:Promote the sharing of deve lopment achievements : actively guide new economic figures to participate in rural revitalization, ecological go vernance, and public welfare and char ity. For example, organize live-strea ming initiatives to support farmers, encourage new energy companies to inv est in green projects, and promote th e establishment of digital education funds, thereby fostering a virtuous c ycle between corporate growth and soc ial progress.

(II) Main Work Achievements

1. Effective cohesion of ideological consensus :New economic actors have si gnificantly increased their recogniti on of national and regional developme nt strategies, and their willingness to actively integrate into the overal
   l situation and participate in govern ance has increased.
2. New economic drivers are gaining m omentum:The united front work has eff ectively alleviated the pain points o f enterprises. In the past three year s, the market entities in the new eco nomy sector of the region have grown by an average of 15% annually, and a number of specialized, refined and in novative enterprises have grown rapid ly.
3. The organizational system is becoming more and more perfect :A three-dim ensional network combining associatio ns, industry associations, digital pl atforms and service stations has basi cally taken shape, and the coverage a nd refinement of united front work ha ve been greatly improved.
4. Growing social contribution：New e conomic actors have played a positive role in promoting employment, promot ing ethnic unity, promoting ecologica
   l protection, and serving the opening up to the north, and have become a k ey variable in high-quality developme nt.

Iv. Current Challenges and Difficulties

1. Differences in thinking and cognit ion:Some new economic figures exhibit divergent value orientations, showin g a tendency to prioritize commercial gains over social responsibilities a nd demonstrating weak engagement in p ublic affairs. Meanwhile, overseas-ed ucated professionals and young entrep reneurs, deeply influenced by Western values, often lack sufficient unders tanding of the political significance and institutional advantages of unit ed front work. This has led to a phenomenon of “emphasizing business opera tions while neglecting ideological cu ltivation,” with their proactive part icipation in united front activities requiring further enhancement.
2. Insufficient coverage：The scale o f flexible employment groups in the p latform economy—such as platform-bas ed professionals, freelancers, and e- commerce practitioners in new agricul tural and pastoral sectors—continues to expand, exhibiting decentralized and virtualized organizational charac teristics. Micro-startup enterprises, with their short life cycles and hig h liquidity, have rendered traditiona
   l administrative-based united front w ork systems ineffective. This has cre ated significant blind spots in unite
   d front efforts within county-level e conomies and rural pastoral regions.
3. Obstacles to policy implementation : Some policies supporting new economic development exhibit fragmented imp le mentation, with insufficient coordina tion among government departments. Th e lack of comprehensive implementatio n rules in areas such as market-orien ted allocation of data elements and i ntellectual property protection has created institutional barriers for ent erprises in technological R&D and mar ket expansion. Financing channels for small and medium-sized enterprises r emain limited, while inclusive financ e policies face distortions at the grassroots level, including inflated in terest rates and high collateral requ irements.
4. Lagging working methods:Traditiona
   l united front methods like “conferen ce lectures” and “document disseminat ion” face significant compatibility g aps with new economic actors’ prefere nce for digital communication and sce nario-based experiences. Some united front cadres lack professional expert i se in emerging fields such as digital economy and green finance, resultin g in a “knowledge gap” when interacti ng with executives of high-tech enter prises. The digital transformation of united front work remains slow, with insufficient capabilities in creatin g precise profiles and implementing d ynamic management systems.
5. Uneven regional development:Easter n League cities, leveraging their ind ustrial foundations and geographical advantages, have established a robust framework for united front work in t he new economy characterized by “well-organized structures, regular activi ties, and targeted services.” In cont rast, western League cities face chal lenges due to limited economic develo pment. Their united front teams lack professional expertise, struggle with insufficient funding for activities, and show significant gap s in organ iz ational coverage and service capabili ties within emerging industries. Nota bly, some remote banners and counties have yet to establish contact mechan isms for new economy professionals.

V. Optimization Path and Countermeasu res

1. Strengthen the appeal of ideological guidance:We are transitioning from one-way indoctrination to immersive guidance. By leveraging new media platforms like short video campaigns and industry community interactions, we are developing theoretical communication brands such as a column featuring interviews with new economy professi onals. Through analyzing typical case s to interpret macro policies, we enh ance the approachability and effectiv eness of ideological guidance. A dual-track mechanism integrating theoreti cal learning with practical exp erienc e is being established, embedding pol icy interpretation into industry trend analysis to deepen new economy prof essionals’ understanding and alignmen t with national strategies.
2. Improve the effectiveness of preci sion services:Develop a demand percep tion system integrating big data tech nology with field research, while dyn amically updating the database of new economic actors ‘operational data. R efine the categorized policy imp lemen tation mechanism to provide tailored solutions for enterprises across indu stries including digital economy, gre en energy, and cross-border e-commerc e, addressing their core needs at dif ferent developmental stages (start-up, growth, and maturity phases). Establ ish a demand response evaluation mech anism to track policy implementation progress, ensuring both service preci sion and enterprises’ tangible benefi ts improve in tandem.
3. Expand the coverage of innovative platforms:Strengthen and solidify the networks of new economic figures ass ociations at all levels, extending or ganizational reach to emerging sector s including industrial parks, busines s complexes, and virtual communities. Upgrade digital service platforms wi th intelligent tools like policy-matc hing systems to ensure precise policy delivery and automated alignment wit h corporate needs. Enhance collaborat ion with industry associations and alliances by establishing united front liaison points that cover platform ec onomy practitioners and flexible work ers, eliminating blind spots in organ izational coverage.
4. Stimulate the endogenous force of responsibility:To enhance diversified
   incentive mechanisms, we will establ ish a commendation and reward system for new economy professionals who dem onstrate outstanding performance in t echnological innovation and social re sponsibility, along with a model sele ction mechanism. We will design diffe rentiated participation platforms, se t up industrial assistance projects a ligned with the rural revitalization strategy, conduct ethnic unity-buildi ng activities in conjunction with the Prosperous Border, Enriched People i nitiative, and create green development practice bases through ecological conservation projects. These initiati ves aim to guide new economy professi onals in realizing social value recog nition through practical engagement. Additionally, we will establish a soc ial responsibility evaluation system that incorporates corporate social re sponsibility fulfillment into the com prehensive assessment indicators for new economy professionals.
5. Strengthen the support of organiza tional guarantee:To establish a new e conomic knowledge training system, we will regularly conduct specialized t raining in fields such as digital eco nomy and green finance. A two-way com munication mechanism will be establis hed between United Front cadres and n ew economy enterprises to enhance pro fessional dialogue capabilities. Cros s-departmental coordination mechanism s will be improved through a joint me eting system led by the United Front department, involving departments suc h as development and reform, science and technology, and finance, to creat e a collaborative problem-solving mec han ism for policy implementation. A r eg ional balanced development plan will be implemented, establishing a pair ed assistance mechanism between devel oped and underdeveloped league cities in United Front work. This will narr ow regional disparities through resou rce sharing, talent support, and proj ect cooperation.

VI. Conclusions
The exploration of united front work among new economic figures in Inner M ongolia demonstrates that effectively uniting and guiding this emerging gr oup in border ethnic regions requires close integration with local charact eristics and development strategies, while accurately understanding their group traits and intrinsic needs. By establishing a practical approach cen tered on “ideological guidance to for ge spirit, precise services to empowe r, platform organization to consolida te strength, and responsibility-drive n practices to enhance efficiency,” w e can effectively transform these “dy namic variables” into a “sustained dr iving force” for high-quality develop ment. Moving forward, upgrading unite d front work from “broad coverage” to”deep integration” and from “basic s ervices” to “advanced empowerment” —making new economic figures truly bec ome allies and fresh forces in modern ization—will be the key to innovativ e development in border ethnic region s’ united front work in the new era.