The pragmatic and efficient cultural characteristics of Cantonese people do put forward higher requirements for business management, but the short-sighted problem essentially stems from institutional design rather than regional characteristics. The author proposes to build an incentive system through the following five dimensions： 1. Reshaping the value anchoring system -Implement the "3-3-4" bonus structure: 30% of the quarterly performance award + 30% of the annual strategy award + 40% of the three-year deferred award% -Localization of Huawei's virtual restricted stock model: Set a five-year exercise cycle to link equity appreciation to the company's EVA index -Establish a project follow-up system, and the core team is forced to follow-up strategic projects by rank 2. Time dimension penetration design -Implement a dual-track assessment of "milestone + achievement transformation" for R&D positions -The sales team implements "stock customer maintenance points" and includes the historical customer renewal rate in the assessment -Managers set up "strategic reserves" and release them year by year according to their terms of office 3. Construction of spiritual contract -Set up a "craftsman allowance" to give extra-rank subsidies to employees who continue to deepen their professional fields -Establish an internal entrepreneurship university to bind the length of training to the promotion qualifications -Implement the "mentoring System 2.0", the master can withdraw 5% of the apprentice's performance commission for the next three years% 4. Digital monitoring system -Develop an incentive value curve model to monitor the deviation of short-term behavior in real time -Build an employee contribution value account to quantify explicit performance and hidden value -Establish a red, yellow and blue early warning mechanism to automatically trigger a review of abnormal fluctuations in short-term indicators 5. Cultural infiltration project -Hold monthly "Strategic decoding workshops" to break down the five-year plan into perceptible phased goals - Establish an entrepreneurship club and invite local industrialists to share long-term entrepreneurship cases -Implement the "Portrait of the Future" plan to allow employees to use VR technology to experience the development of the company ten years from now. The practice of a Shenzhen technology company shows that through the combination of "quarterly OKR + annual strategic map + three-year business partner" incentives, the proportion of employees actively participating in long-term projects has increased from 23% to 67%, and the customer life cycle value (LTV) has increased by 4.2 times. This shows that when the system design forms a symbiotic relationship between "sense of immediate acquisition" and "sense of long-term expectation", pragmatic culture will instead become an accelerator for strategic implementation.