实践中，我们经常会遇到很多“有形无神”的股权激励案例——企业仅停留在复制“形”的层面：或直接套用其他公司的激励模板，或委托第三方设计出看似“标准化”却与自身战略脱节的激励方案。其结果是，企业投入了大量的时间与成本，稀释了股权、分享了收益，却未能达到激励效果，甚至引发内部矛盾。

　　In practice, we often encounter many "tangible but lifeless" equity incentive cases - companies only stay at the level of replicating the "form": either directly applying incentive templates from other companies, or entrusting third parties to design incentive plans that appear "standardized" but are disconnected from their own strategies. The result is that the enterprise has invested a lot of time and cost, diluted equity and shared profits, but failed to achieve incentive effects, and even triggered internal conflicts.

　　基于此，本文将系统梳理企业构建“形神兼具”股权激励体系的三大核心环节：定“神”、定“形”、定“执行”，旨在为科创企业科学、有效地设计与实施股权激励提供参考。

　　Based on this, this article will systematically sort out the three core links of building a "form and spirit" equity incentive system for enterprises: determining the "spirit", determining the "form", and determining the "execution", aiming to provide reference for scientific and effective design and implementation of equity incentives for science and technology innovation enterprises.

　　一、定“神”——激励目标锚定企业现阶段核心战略目标

　　1、 Anchoring the 'God' - Motivating Goals Anchoring the Core Strategic Goals of the Enterprise at the Current Stage

　　股权激励的第一步在于定“神”——即设定股权激励目标。拥有清晰目标的股权激励，才能从根本上避免股权激励陷入“跑偏、散乱、盲目”的困境。这一“神”，并非泛泛而谈的“留住人才”或“提升士气”，而是必须锚定公司正在全力推进的核心战略目标，如突破核心技术、加速市场扩张、实现IPO或提高组织效能等。股权激励只有聚焦并服务于企业当前阶段的核心战略目标，才能超越单纯的福利或留人工具，真正发挥其战略牵引作用：凝聚组织共识、形成合力，引导企业内部的智慧与能量聚焦于最具战略价值的攻坚方向。

　　The first step in equity incentives is to set the "god" - that is, to set equity incentive goals. Equity incentives with clear goals can fundamentally avoid the dilemma of "deviation, disorganization, and blindness" in equity incentives. This' god 'is not just about' retaining talent 'or' boosting morale ', but must anchor the core strategic goals that the company is fully committed to, such as breaking through core technologies, accelerating market expansion, achieving IPOs, or improving organizational efficiency. Equity incentives can only go beyond simple welfare or retention tools and truly play their strategic traction role by focusing on and serving the core strategic goals of the enterprise at the current stage: consolidating organizational consensus, forming a joint force, and guiding the wisdom and energy within the enterprise to focus on the most strategically valuable direction.

　　然而，企业核心战略目标往往较为抽象、笼统，难以直接作为股权激励的激励目标。因此，将股权激励目标锚定企业核心战略目标的首要任务是将企业战略目标进行精细化拆解，转化为具体、可衡量、有时限的股权激励目标，并根据激励目标确定激励工具、激励对象、激励价格、股权解锁/行权条件等激励方案核心要素。为帮助企业科学设定股权激励目标，本文接下来将结合典型场景，梳理企业战略目标拆解思路，以供科创企业参考：

　　However, the core strategic goals of enterprises are often abstract and vague, making it difficult to directly serve as incentive targets for equity incentives. Therefore, the primary task of anchoring equity incentive targets to the core strategic objectives of the enterprise is to finely break down the enterprise's strategic objectives into specific, measurable, and time limited equity incentive targets, and determine the core elements of incentive schemes such as incentive tools, incentive objects, incentive prices, and equity unlocking/exercise conditions based on the incentive targets. To help enterprises scientifically set equity incentive targets, this article will combine typical scenarios to sort out the decomposition ideas of enterprise strategic goals, for the reference of science and technology innovation enterprises:

　　（一）针对“攻克核心技术”的战略目标

　　（1） Targeting the strategic goal of "conquering core technologies"

　　对于以技术创新为核心驱动力的企业（如生物医药、高端制造、人工智能等领域），可将技术突破路径分解为一系列适用不同部门/对象的股权激励目标。例如，围绕某项关键核心技术的研发，可设定具体的技术参数提升目标（如电池能量密度提升X Wh/kg、良品率提升至Y%等）、功能实现节点目标（如原型机交付、系统联调成功等）、知识产权成果目标（如核心专利获批数量等）或临床试验进展目标（如完成I期、II期、III期临床试验等），并根据该等目标制定匹配的股权激励方案。

　　For enterprises driven by technological innovation (such as biomedicine, high-end manufacturing, artificial intelligence, etc.), the path of technological breakthroughs can be decomposed into a series of equity incentive targets applicable to different departments/objects. For example, specific technical parameter improvement goals can be set around the research and development of a key core technology (such as increasing battery energy density by X Wh/kg, improving yield to Y%, etc.), functional implementation node goals (such as prototype delivery, successful system integration, etc.), intellectual property achievement goals (such as the number of core patents approved, etc.), or clinical trial progress goals (such as completing Phase I, II, III clinical trials, etc.), and matching equity incentive plans can be developed based on these goals.

　　（二）针对“核心产品市场扩张”的战略目标

　　（2） Strategic goal for expanding the core product market

　　在市场拓展阶段，企业可将整体市场占有率、销售收入或利润增长目标，按区域、渠道或客户群进行合理分解，形成分区域、分阶段的量化股权激励目标。例如，将全国/全球市场划分为若干区域，每个区域的销售负责人以其辖区内的营收达成率、终端覆盖率或新客户获取数量作为不同部门/对象的激励目标；且不同区域可根据市场成熟度设定差异化目标，避免“一刀切”。

　　In the market expansion stage, enterprises can reasonably decompose their overall market share, sales revenue, or profit growth targets by region, channel, or customer group, forming quantitative equity incentive targets for sub regions and stages. For example, dividing the national/global market into several regions, with sales leaders in each region using their respective revenue achievement rates, terminal coverage, or new customer acquisition numbers as incentive targets for different departments/targets; Different regions can set differentiated goals based on market maturity to avoid a one size fits all approach.

　　（三）针对“实现公司合格上市”的战略目标

　　（3） Targeting the strategic goal of achieving the company's qualified listing

　　IPO是一项复杂的系统工程，涉及公司治理、财务规范、法律合规、信息披露等多个维度。为确保上市进程有序推进，可将整体上市目标拆解为若干关键时间节点目标，如完成股份制改造、通过辅导验收、正式提交IPO申报材料、取得注册批文等；或者按照各部门职能，将其部门所涉事项符合上市条件要求等指标，设定为该部门的股权激励目标。在此过程中，应合理设计激励方案，避免因激励股权的实缴安排或股份支付处理不当对财务报表及上市进程造成不利影响。

　　IPO is a complex system engineering that involves multiple dimensions such as corporate governance, financial standards, legal compliance, and information disclosure. To ensure the orderly progress of the listing process, the overall listing goal can be broken down into several key time nodes, such as completing the shareholding reform, passing the coaching acceptance, formally submitting IPO application materials, obtaining registration approval, etc; Alternatively, according to the functions of each department, the equity incentive targets for that department can be set based on indicators such as compliance with listing requirements for the matters involved in that department. In this process, a reasonable incentive plan should be designed to avoid adverse effects on the financial statements and listing process caused by improper arrangements for the actual payment of incentive equity or improper handling of share payments.

　　此外，企业在设定股权激励目标时还应学会“做减法”：敢于舍弃、剔除与当前核心战略目标无关的激励目标和激励方案，避免宝贵的股权资源在非战略领域被稀释和浪费，确保“好钢用在刀刃上”。

　　In addition, when setting equity incentive targets, enterprises should also learn to "subtract": dare to abandon and eliminate incentive targets and plans that are unrelated to the current core strategic goals, avoid valuable equity resources being diluted and wasted in non strategic areas, and ensure that "good steel is used on the cutting edge".

　　本文由 济南股权架构设计  友情奉献.更多有关的知识请点击  http://www.daoshangbao.com/   真诚的态度.为您提供为全面的服务.更多有关的知识我们将会陆续向大家奉献.敬请期待.

　　This article is a friendly contribution from Jinan Equity Structure Design For more related knowledge, please click http://www.daoshangbao.com/ Sincere attitude To provide you with comprehensive services We will gradually contribute more relevant knowledge to everyone Coming soon.