（1）受激励对象真正地实现了身份的转变。在次和第二次股权激励的模式下，员工还是员工，只是有权利分享企业发展带来的收益，且企业或者项目的风险并不直接和受激励对象相关。但是在事业合伙人的模式下，受激励的对象不仅仅因为过往的努力而有权利分享企业未来的收益，而是要和企业一起去打拼、去创造新的、更多的利润，还要和企业一起承担失败的风险。

(1) The motivated object has really realized the transformation of identity. Under the first and second equity incentive modes, employees are still employees, but have the right to share the benefits brought by the development of the enterprise, and the risks of the enterprise or project are not directly related to the incentive object. However, in the business partner model, the encouraged objects not only have the right to share the future income of the enterprise because of their past efforts, but also have to work hard with the enterprise to create new and more profits, but also bear the risk of failure with the enterprise.

（2）企业管理机制发生重大的变化。非合伙制的情况下，员工的任务更多是执行，并不参与到企业的决策和管理。在事业合伙人制度下，权力下放是大的变化。不同的版块，某一项目生产、销售、财务等各个方面，都有不同类型的合伙人参与。因为绑定了利益和风险，合伙人会充分发挥积极性、表达观点、寻找办法。

(2) Significant changes have taken place in the enterprise management mechanism. In the case of non partnership, employees' tasks are more implementation and do not participate in the decision-making and management of the enterprise. Under the business partner system, decentralization is the biggest change. In different sections, different types of partners participate in the production, sales, finance and other aspects of a project. Because of the combination of interests and risks, partners will give full play to their enthusiasm, express their views and find ways.

（3）受激励的对象更多，范围更广。相较于前两次股权激励，第三次股权激励的受激励对象更广，人数更多。有能力为公司带来利润的员工，都有机会成为公司的合伙人。实现了整个公司从上到下、从公司层面到项目层面的全方位激励，让更多的员工发挥了其自主性。

(3) There are more incentive objects and a wider range. Compared with the previous two equity incentives, the third equity incentive has a wider range of incentive objects and more people. Employees who are able to bring profits to the company have the opportunity to become partners of the company. It has realized the all-round incentive of the whole company from top to bottom, from the company level to the project level, and enabled more employees to give full play to their autonomy.

从现代企业的发展来看，公司的经营权和所有权分离是大趋势，然而两者分离的弊端也是显而易见的，股权激励恰恰是解决该问题的良策。世界500强企业中的大部分都使用过股权激励，股权激励的普及度非常高。从投资角度，投资机构投资的是以创始人为中心的团队，并非创始人个人，因此一般都要求公司设置股权激励池。

From the perspective of the development of modern enterprises, the separation of management right and ownership is a general trend. However, the disadvantages of the separation of the two are also obvious. Equity incentive is just a good way to solve this problem. Most of the world's top 500 enterprises have used equity incentive, and the popularity of equity incentive is very high. From the perspective of investment, investment institutions invest in the founder centered team, not the individual founder, so the company is generally required to set up an equity incentive pool.

人力资本化、人力资源股权化时代已经来临，股权激励可能是这个时代很多企业必须考虑、规划的事情。在工业时代，公司想要发展，要做的是让更先进的机器代替人工，找到更多的资金购买更加先进的机器。而现在已经进入了知识经济时代，企业的发展更多的依赖人力资本，需要员工更多的发挥自身的资源、智慧，进行创新、优化。而且随着90后进入职场，其对于工作满足自身价值的需求更加强烈，已经不是用传统的加工资、给奖金可以实现的

The era of human capital and human resources equity has come. Equity incentive may be something that many enterprises must consider and plan in this era. In the industrial age, if the company wants to develop, what it should do is to let more advanced machines replace labor, and find more funds to buy more advanced machines. Now it has entered the era of knowledge economy. The development of enterprises depends more on human capital, and employees need to give more play to their own resources and wisdom for innovation and optimization. Moreover, as the post-90s enter the workplace, they have a stronger demand for work to meet their own value, which can no longer be realized by traditional salary increases and bonuses

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