Regarding the issue of how to balance cost control and innovation investment in enterprise management, it is recommended to start from both system construction and cultural construction, and avoid simply attributing employee behavior to regional characteristics. The following are professional suggestions： 1. Establish an innovation incentive mechanism 1. Set up a special innovation fund to clarify that 5%-15% of the budget is used for high-risk and high-return projects 2. Implement hierarchical management of innovative projects, distinguishing between maintenance budgets (70%) and exploratory budgets (30%) 3. Introduce the OKR appraisal system and include innovation indicators in the performance appraisal (it is recommended to account for 20-30% of the KPI weight) 2. Optimize the decision-making mechanism 1. Construct a multi-dimensional project evaluation model, including: technical feasibility (30%), market potential (25%), return on investment (20%), strategic matching (15%), and risk factor (10%) 2. Implement a phased budget release system, and set up a proof-of-concept period (10% of the budget), a prototype development period (30%), and a large-scale promotion period (60%) 3. Establish a cross-departmental innovation committee to ensure joint decision-making on technology, market and finance 3. Cultivate a culture of innovation 1. Implement the "70-20-10 Resource Allocation law": 70% of resources are used for core business, 20% are used for technological innovation, and 10% are used for breakthrough exploration. 2. Set up a quarterly Innovation Sprint plan (Innovation Sprint), giving the team 2-4 weeks of special innovation time 3. Establish a review mechanism for failed projects and include the cost of trial and error in the innovation learning Fund 4. Data-based risk management 1. Develop a dynamic budget monitoring system and set up a three-color early warning mechanism of red (15% overspend), yellow (5% overspend), and green 2. Use Monte Carlo simulation to conduct risk assessment of innovative projects and quantify the probability of success 3. Construct a reference system for the industry innovation index and regularly compare the intensity of competitors' R&D investment (it is recommended to maintain 120% of the industry average) It should be noted in particular that modern enterprise management should avoid simply attributing employee behavior to regional characteristics. It is recommended to understand specific concerns through 1V1 communication: is it a risk aversion tendency? Assess pressure conduction? Or is it a problem with the resource allocation mechanism? Targeted solutions may include: optimizing the setting of financial approval authority (such as setting up a hierarchical authorization mechanism), introducing an innovation sandbox system, or establishing a reward mechanism after innovative projects (such as a 3 times budget return mechanism for successful projects). Finally, it is recommended to continuously optimize through the PDCA cycle: quarterly budget execution analysis, semi-annual innovation effectiveness audits, and annual organizational strategy decoding workshops to ensure the dynamic balance between cost control and innovation investment.