智谦医药外包项目团队的跨组织沟通之惑Learning Map: A New Model for Key Talent Development at J.S. Company

作者：王莉 (Wang Li)、彭露媛 (Peng Luyuan)、邢少婷 (Xing Shaot-ing)

案例名称：智谦医药外包项目团队的跨组织沟通之惑Learning Map: A New Model for Key Talent Development at J.S. Company

案例库：中国工商管理国际案例库

入库时间:2025.07.03

摘要：2018年，上海腾发建筑工程有限公司(以下称“腾发”)迈出关键一步，实行了共享制股权激励计划。公司董事长陈志峰做出了一个大胆的决定,拿出股权或者分红权来激励核心团队，以期在企业快速扩展的背景下，增强团队的凝聚力和责任感。然而，这一激励机制的诞生并非一蹴而就。腾发究竟经历了怎样的探索过程?它是如何设计和实施这一创新性激励制度的?在面对市场激烈竞争的过程中,“共享制”效果如何?未来，腾发又将如何进步优化这一制度，应对新的挑战?

In 2018, Shanghai Tengfa Construction Engineering Co., Ltd. (hereinafter referred to as”Tengfa”) took a crucial step by implementing a shared equity incentive plan. The company’schairman, Chen Zhifeng, made a bold decision to offer equity or dividend rights to motivatethe core team, in an effort to enhance the cohesion and sense of responsibility of the team inthe context of rapid enterprise expansion. However, the birth of this incentive mechanism wasnot achieved overnight. What kind of exploration process did Tengfa undergo? How did it design and implement this innovative incentive system? How did the “shared system” performin the face of intense market competition? In the future, how will Tengfa further improve andoptimize this system to cope with new challenges?