In the new economic situation, enterprises formally enter the transition period of “think power differentiation and gap,” big data, artificial intelligence, digital empowerment, and other new digital economy has a positive effect on improving technical means and reducing operating costs, but the digital economy also forces enterprises to improve their strategies at a multiplier speed. The strategic decision of enterprises is to de-enterprise, from pursuing a single business operation benefit to winning competitive advantage by creating a platform ecosystem; the enterprise organization management mode is shifting from vertical management to horizontal collaborative management, and the organization structure is developing dynamically flat. This requires enterprises to pay attention to the role of data analysis in daily operations and management, promote the establishment of a data-driven corporate culture, make full use of digital technology, modularize production links or departments with similar functions or services, and promote the transformation of organizational structure. By unifying the output of products or services to the outside world; at the same time, improve the corporate performance model, shift from result-oriented to process-oriented assessment, and implement a personalized, authority, and accountability system. Shift from result-oriented to process-oriented assessment and implement a personalized incentive model that matches authority, responsibility, and benefits.