企业由组织构成，按流程运转组织流程决定了企业股权激励实施的方式。不同的组织机构形态应选择不同的持股平台。而成功实施济南股权激励的前提是优化流程，让整个公司的运转畅通组织机构与股权激励不同的组织形态对股权激励的要求是不一样的。

The enterprise is composed of organizations, and the organization process that operates according to the process determines the implementation mode of enterprise equity incentive. Different shareholding platforms should be selected for different organizational forms. The premise of the successful implementation of Jinan equity incentive is to optimize the process and make the whole company run smoothly. Different organizational forms have different requirements for equity incentive.

职能制的组织机构形态，可能要求大家在同-层面持股，以公司为持股平台，以每个人在各岗位上的表现为绩效考核标准，终构成股权激励的行权条件。事业部制的组织机构形态，则可以考虑双层持股，即事业部层面的股权激励和公司层面的股权激励，双层相结合。

The organizational form of the functional system may require everyone to hold shares at the same level, take the company as the holding platform, and take the performance of each person at each post as the performance evaluation standard, which ultimately constitutes the exercise conditions of equity incentive. For the organizational form of the division system, we can consider double-layer shareholding, that is, the combination of equity incentive at the division level and equity incentive at the company level.

根据我们的经验，在实操时可以适当做到事业部激励收益权重偏大一些，公司层面激励收益权重偏小一些，这样不仅能让大家专注做好与自己相关联的经营收益，又能兼顾公司整体利益。

According to our experience, in practical operation, we can appropriately make the weight of incentive income of the business division larger and the weight of incentive income of the company smaller, so that we can not only focus on the business income related to ourselves, but also take into account the overall interests of the company.

子公司制的组织机构形态，则既可以考虑类似于事业部的双层持股，也可以考虑在子公司层面持股。分公司制的组织形态，则可以考虑在分公司层面采用虚拟法人的形式进行双层持股。

For the organizational structure of subsidiary company system, we can consider the double-layer shareholding similar to that of the business division or the shareholding at the subsidiary level. For the organizational form of branch company system, we can consider adopting the form of virtual legal person to hold two-tier shares at the branch company level.

根据组织规模的大小，面临的关键问题不同，股权激励倾向性也应有所不同。比如，我们经常说的:“小企业做大，大企业做小。”-般而言，小企业面临的大问题就是资源不足。

According to the size of the organization and the key problems faced, the inclination of equity incentive should be different. For example, we often say, "small enterprises will grow bigger, and large enterprises will grow smaller."- Generally speaking, the big problem faced by small enterprises is the lack of resources.

所以在做股权激励方案设计时，往住紧病先专虑把公司的规模做大，这时候可以将所有员I在统一层面持股大家凝心聚力，集中优势资源，重点突破。

Therefore, when designing the equity incentive scheme, we should consider expanding the scale of the company in the first place. At this time, all employees can hold shares at the same level, and we can pool our strength, concentrate our superior resources and make breakthroughs.

而大企业面临的问题往往是公司规模扩大后，组织的运作效率越来越低，作慢。因此，在设计股权激励方案时，上下级汇报层级多，跨部门协可以考虑分层、分类持股，把企业分析。细化设各个小单元，内部单元小化，微研平台关联化。

However, the problem faced by large enterprises is that after the expansion of the company scale, the operating efficiency of the organization is getting lower and slower. Therefore, when designing the equity incentive scheme, there are many levels of reporting from the upper and lower levels, and cross department cooperation can consider hierarchical and classified shareholding and analyze the enterprise. Each small unit is refined, the internal unit is miniaturized, and the micro research platform is related.

组织在不断成长变化人员也在随时流动，面对越来越不确定的股权激励之体系部环境，组织要做的并不是苛求准确的预测，而是以不变应万变的方式东施提升自身的组织能力，扩大战略选择的空间和主动权。作为组织宝贵权的财富，大化发挥人力资本的作用已经越来越成为所有企业家思考的课题。

The organization is growing and changing, and the personnel are also moving at any time. In the face of the increasingly uncertain environment of the equity incentive system, what the organization needs to do is not to make strict and accurate predictions, but to improve its organizational ability and expand the space and initiative of strategic choice in a constant and changeable manner. As the wealth of the organization's valuable rights, Dahua's exertion of the role of human capital has increasingly become the subject of all entrepreneurs.

而在人才成为核心生产要素的企业中，通过股权激励让员工安心、全力以赴地做出贡献和努力，齐心协力共同打造企业核心竞争力，才是现代企业发展为有效的途径之一。更多相关内容您可来我们网站http://www.guquanzhanlue.com咨询了解！

In the enterprises where talents have become the core production factors, it is one of the effective ways for modern enterprises to develop into an effective one to let employees feel at ease, make contributions and efforts with all their strength through equity incentive, and work together to build the core competitiveness of enterprises. For more information, please visit our website http://www.guquanzhanlue.com Consult and understand!