Long and short yield digital quantitative new quality long-term strategic decision-making method

Abstract

The application discloses a new quality long-term strategic selection decision-making method based on long and short yield digital quantification, which comprises the following steps: collecting enterprise short-term operation data and long-term innovation asset data, quantifying short-term cash flow, instant business return, short-term operation profit, and long-term value-added value of patent assets, underlying technology, digital platform and data assets respectively to form a long and short yield comparison result; screening, sorting and selecting projects according to value threshold and strategic priority, and allocating funds, computing power, talents and R&D resources to underlying technology breakthrough, original patent layout and independent digital system construction; continuously accumulating and iterating hard-core underlying technology, high-value patent portfolio, independent controllable digital architecture and industry-specific data assets to form a new quality core asset and a long-term value-driven development closed loop. The application can reduce short-sighted resource mismatch and improve enterprise technology, patent and digital asset barriers.

Description

Technical Field

[0001] This invention belongs to the technical fields of strategic digital decision-making for new-quality productivity enterprises, quantitative evaluation of scientific and technological innovation benefits, balance management of short-term and long-term value, and cultivation of long-term core assets. Specifically, it involves an intelligent management method for strategic trade-offs between enterprises' short-term immediate benefits and long-term core technological value through digital benchmarking and judgment, and prioritizing the implementation of long-term delayed benefits. It is suitable for strategic decision-making, technology cultivation, patent asset cultivation, and long-term high-quality development layout scenarios of cutting-edge technology innovation enterprises in information management industries such as AI intelligent agent R&D, trusted data space, full-domain data governance, and cloud-native architecture, providing digital decision-making technical support for enterprises' new-quality and long-term innovative development. Background Technology

[0002] Currently, many science and technology innovation enterprises suffer from short-sighted decision-making problems in their innovative operations and strategic planning, prioritizing short-term gains over long-term value. Traditional enterprises often rely on human experience, short-term market conditions, and immediate cash flow to make strategic decisions, lacking a digital and quantitative comparison mechanism between short-term gains and long-term technological value. This makes it impossible to accurately calculate the value difference and growth potential between short-term operating income and long-term patent assets, digital assets, and underlying technological barriers.

[0003] The existing decision-making system suffers from core technological flaws, including the inability to quantify short-term and long-term value, a lack of data support for strategic trade-offs, and a severe bias towards prioritizing short-term gains. To ensure immediate cash flow and short-term operating performance, most companies, whether proactively or passively, abandon the cultivation of fundamental, hard-core technologies, the development of original, high-barrier patents, and the accumulation of digital core assets. They excessively focus on short-term businesses and superficial innovations that yield quick results, have low barriers to entry, and low added value. While this short-sighted decision-making model may maintain stable short-term operations, in the long run, it leads to insufficient core technology reserves, weak patent barriers, a lack of digital assets, and a hollowed-out innovation foundation. This prevents the formation of sustainable new core assets, hindering the company's leapfrog, high-quality, and long-term innovative development, and gradually eroding its core advantages in high-level industry competition. The industry urgently needs an intelligent decision-making system that can quantify short-term and long-term benefits digitally, scientifically support long-term strategic choices, and systematically cultivate new core assets. Summary of the Invention

[0004] I. Purpose of the invention.

[0005] Addressing the shortcomings of existing science and technology innovation enterprises, such as short-sighted strategic decision-making, inability to quantify short-term and long-term benefits, insufficient long-term technological development, weak accumulation of core new assets, and insufficient motivation for high-quality development, this invention provides a new long-term strategic trade-off decision-making method that quantifies short-term and long-term benefits. This method enables a precise digital comparison between short-term immediate gains and long-term core technological value, establishes a strategic management mechanism that prioritizes long-term delayed benefits, proactively abandons short-term gains, focuses on cultivating underlying original technologies, and continuously accumulates high-value new core assets, thereby helping enterprises achieve leapfrog, high-quality innovative development.

[0006] II. Technical Solution.

[0007] To achieve the above-mentioned objectives, the present invention adopts the following technical solution.

[0008] A digital comparison of short-term immediate benefits and long-term core technology value, and a strategic management method that prioritizes delaying long-term benefits, includes the following steps.

[0009] S1. Construct a digital quantification model for both short-term and long-term returns, simultaneously collecting short-term operating data and long-term innovation asset data of enterprises, accurately quantifying short-term value indicators such as short-term cash flow returns, immediate business returns, and short-term operating profits, while digitally calculating long-term value-added indicators such as the appreciation potential of original patent assets, the value of underlying core technology barriers, the value of core assets of digital platforms, and long-term technology iteration returns, to achieve a visualized, data-driven, and precise benchmarking comparison between short-term short-term returns and long-term core technology value.

[0010] The digital quantification model for short-term and long-term returns establishes a differentiated value accounting algorithm that takes into account both short-term static return accounting and long-term dynamic value-added prediction. It can accurately identify shallow businesses with high short-term returns and low long-term value, as well as hard-core technology innovation projects with low short-term returns and high long-term value-added, thus filling the technological gap that traditional strategic decision-making cannot quantify the gap between short-term and long-term value.

[0011] S2. Establish a strategic trade-off intelligent decision-making mechanism that prioritizes long-term value. Based on the quantitative comparison of long-term and short-term benefits, abandon the traditional decision-making logic that prioritizes short-term performance. Proactively abandon low-value-added, low-barrier, and low-growth short-term profit businesses and shallow innovation projects. Fully tilt the company's core resources, R&D efforts, and operational focus to long-term innovation areas such as tackling underlying technologies, laying out original patents, and building independent digital systems, and systematically cultivate the company's core technology foundation.

[0012] The strategic selection mechanism automatically selects innovative tracks that are suitable for the company's long-term development of new quality productivity by setting value thresholds and strategic priority rules, avoiding the problem of short-sighted resource misallocation, and realizing a fundamental upgrade of corporate strategic decision-making from "short-term profit orientation" to "long-term value orientation".

[0013] S3. Build a long-term accumulation and iteration system for new core assets. By continuously cultivating cutting-edge underlying technologies, intensively deploying high-barrier original invention patents, iterating and upgrading independent digital platforms, and accumulating exclusive industry data assets, we will accumulate ultra-high-value new core assets with exclusivity, scarcity, high value-added, and difficulty in replication, and continuously strengthen the company's technological barriers, patent barriers, and digital asset barriers.

[0014] New-quality core assets encompass long-term core resources such as hard-core underlying technologies, high-value patent portfolios, independent and controllable digital architecture, industry-specific data assets, and the right to set technical standards, forming an irreplaceable new-quality innovation foundation for enterprises and providing core support for their long-term competitiveness.

[0015] S4. Establish a long-term value-driven, leapfrog, and high-quality development closed loop, with long-term, new, and high-quality core assets as the core driving force, continuously amplify the enterprise's technological innovation premium, industry competitive advantages, and industrial empowerment capabilities, and completely break free from the predicament of short-term business involution through the continuous appreciation of long-term assets, technological iteration and upgrading, and high-level market monetization, so as to achieve a leapfrog upgrade in the quality of enterprise innovation, competitive level, and development momentum, and ensure the high-quality, sustainable, and high-barrier development of the enterprise's new-quality productivity in the long term.

[0016] The method of this invention is suitable for long-term strategic decision-making, core asset cultivation, technology development and high-quality development management scenarios of cutting-edge technology innovation enterprises in the information management industry, such as AI intelligent agent research and development, trusted data space construction, full-domain data governance, and cloud-native architecture iteration.

[0017] III. Beneficial Effects.

[0018] First, this invention pioneers a digital quantitative comparison technology system for the short-term and long-term benefits of science and technology innovation enterprises, which solves the industry's technological gaps where traditional strategic decision-making relies on subjective experience, cannot quantify short-term and long-term value, and lacks data support for trade-offs, thereby achieving a digital, scientific, and long-term upgrade of enterprise strategic decision-making.

[0019] Second, this invention constructs an intelligent strategic trade-off mechanism that prioritizes long-term delayed benefits, thereby eliminating the problem of short-sighted innovation in enterprises from a technical perspective, proactively avoiding short-term profit involution, focusing on the cultivation of underlying core technologies and original patents, and thoroughly solving the core development pain points of traditional enterprises that prioritize short-term gains over long-term goals and profits over barriers to entry.

[0020] Third, this invention enables enterprises to accumulate and iterate new core assets in a long term, continuously accumulating high-value core assets such as patents, technologies, digital assets, and standards, building an exclusive, scarce, and sustainably value-added innovation foundation for enterprises, and significantly enhancing the competitive threshold and long-term development potential of enterprises in the industry.

[0021] Fourth, enhance the core capabilities of enterprises in long-term strategic decision-making, short-term value judgment, accumulation of new quality assets, and leapfrog high-quality development. Build a full-dimensional digital management patent matrix for new quality productivity covering resource control, talent management, organizational optimization, risk prevention and control, innovation implementation, competitive barriers, high-dimensional competition, and strategic decision-making, so as to achieve a two-way balance and long-term empowerment between the enterprise's short-term stable operation and long-term high-barrier development. Attached Figure Description

[0022] Figure 1This invention presents a flowchart of the overall process for digitizing and quantifying short-term and long-term benefits and making strategic trade-offs.

[0023] Figure 2 This invention presents a bidirectional quantitative comparison architecture diagram of long and short value.

[0024] Figure 3 This invention presents a schematic diagram illustrating the logic of accumulating novel core assets and achieving leapfrog high-quality development. Detailed Implementation

[0026] The invention discloses a novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits, which is suitable for the long-term strategic layout scenarios of cutting-edge technology innovation enterprises in the information management industry. The specific implementation steps are as follows.

[0027] First, we will launch a digital quantification model for both short-term and long-term returns, comprehensively integrating all data on enterprise business operations, project R&D, market revenue, and technological innovation. This will allow us to accurately calculate explicit value data such as short-term cash flow returns, immediate operating profits, and short-term return cycles for each business and project. Simultaneously, by combining technological iteration trends, patent appreciation patterns, and the growth characteristics of digital assets, we will dynamically quantify the long-term appreciation potential and long-term return potential of underlying technologies, original patents, digital platforms, and data assets, generating a quantitative report on the benchmarking of short-term and long-term value.

[0028] Secondly, we implement a strategic decision-making mechanism that prioritizes long-term value. Based on quantitative comparison results, we accurately identify involutionary businesses that are short-term, high-yield but lack long-term barriers, as well as hardcore innovation projects that require large short-term investments, have slow returns, but offer extremely high long-term value. We proactively reduce, abandon, and optimize the use of low-value, short-term business resources, and fully allocate funds, computing power, talent, and R&D resources to long-term cutting-edge technology tracks such as the underlying R&D of AI intelligent agents, the construction of trusted data spaces, full-domain data governance, and the iteration of cloud-native architectures.

[0029] Furthermore, we will promote the long-term accumulation and iteration of new core assets, continuously focus on the intensive layout of original patents, breakthroughs in underlying core technologies, upgrades of independent digital systems, and the accumulation of industry-specific data assets, and gradually accumulate a matrix of new core assets with high barriers, high added value, and irreplaceable value, building enterprise-specific technological barriers, patent barriers, and digital asset barriers, and continuously widening the long-term development gap with peers.

[0030] Finally, we will build a closed loop for leapfrog high-quality development, relying on the continuous accumulation of new core assets to achieve continuous technological iteration, continuous improvement of innovation premium, and continuous enhancement of industry influence. We will break free from the involution of low-end and short-term business, and take the long-term appreciation of core assets, the monetization of high-level technologies, and the empowerment of high-end markets as the core to promote the company's leapfrog, high-quality, and sustainable new innovation development.

[0031] The above description is merely a preferred embodiment of the present invention and is not intended to limit the scope of protection of the present invention. Any modifications, equivalent substitutions, improvements, etc., made within the spirit and principles of the present invention should be included within the scope of protection of the present invention.

Claims

1. A novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits, characterized in that, The process includes the following steps: S1. Constructing a digital quantification model for both short-term and long-term returns, simultaneously collecting short-term operating data and long-term innovation asset data, quantifying short-term value indicators such as short-term cash flow returns, immediate business returns, and short-term operating profits, and digitally calculating long-term value-added indicators such as the appreciation potential of original patent assets, the value of underlying core technology barriers, the value of core assets of digital platforms, and long-term technology iteration returns, forming a benchmarking comparison result between short-term short-term returns and long-term core technology value; S2. Establishing a strategic trade-off intelligent decision-making mechanism that prioritizes long-term value, based on the benchmarking comparison result, discarding low-value-added, low-barrier, and low-growth short-term profit businesses and shallow innovation projects, and allocating the company's core resources to long-term innovation areas such as tackling underlying technology challenges, original patent layout, and building an independent digital system; S3. Constructing a long-term accumulation and iteration system for new-quality core assets, forming new-quality core assets through in-depth cultivation of cutting-edge underlying technologies, layout of high-barrier original invention patents, iterative upgrades of independent digital platforms, and accumulation of industry-specific data assets; S4. Establish a long-term value-driven, leapfrog, and high-quality development closed loop, relying on the aforementioned new core assets to achieve long-term asset appreciation, technological iteration and upgrading, and high-level market monetization.

2. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The digital quantitative model for both short-term and long-term returns includes a short-term static return calculation unit and a long-term dynamic value-added prediction unit. The short-term static return calculation unit is used to calculate short-term cash flow returns, immediate operating profits, and short-term return cycles. The long-term dynamic value-added prediction unit is used to predict the long-term value-added potential of patent assets, underlying technologies, digital platforms, and data assets.

3. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The digital quantification model for both short-term and long-term returns establishes a differentiated value accounting algorithm to identify shallow businesses that offer high returns in the short term but low value in the long term, as well as hard-core technological innovation projects that offer low returns in the short term but high added value in the long term.

4. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The intelligent decision-making mechanism for strategic trade-offs prioritizing long-term value uses preset value thresholds and strategic priority rules to screen, sort, and select enterprise projects, thereby avoiding short-sighted resource misallocation.

5. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The core resources of the enterprise include capital, computing power, talent and R&D resources, and the long-term innovation areas include the underlying R&D of AI intelligent agents, the construction of a trusted data space, the governance of the whole domain data and the iteration of cloud-native architecture.

6. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The new core assets include core underlying technologies, a high-value patent portfolio, an independent and controllable digital architecture, industry-specific data assets, and the right to set technical standards.

7. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that, The aforementioned high-quality development loop continuously amplifies the premium of technological innovation, competitive advantages in the industry, and industrial empowerment capabilities, driving enterprises to shift from a short-term profit-oriented approach to a long-term value-oriented approach.

8. The novel long-term strategic trade-off decision-making method based on the digital quantification of short-term and long-term benefits as described in claim 1, characterized in that... The method is applicable to long-term strategic decision-making, core asset cultivation, technology development and high-quality development management scenarios in the information management industry, including AI agent research and development, trusted data space construction, full-domain data governance, cloud-native architecture iteration, core asset cultivation, technology development and layout, and high-quality development management.

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