严格按照下面脚本生成视频：“大家对“战略机会点”比较熟悉了，在隔层级目标中，能为公司带来增量跳变的O，就可以申请打上“战略机会点”的标签，牵引资源投入。 这样可以避免过去部分“战略机会点”与“OKR”脱节的情况。 当目标打上了“战略机会点”标签，会在盘点人、钱的时候得到重点倾斜，用于支持“战略机会点”的实现。 同时，“战略机会点”的O会在公司层级的review会上重点看，相关执行部门的月度战略分析会上重点看。 怎么申请“战略机会点”的标签呢？ 跟“组织”标签的申请方式一样，可以自下而上提出申请，也可以自上而下拆解出来。 请大家注意，“战略机会点”标签不是只有公司第一层的O才能申请挂上，第二层、第三层的O都可以被打上战略机会点的标签。 而一个挂着“战略机会点”的O，它拆出来的下一层O，不需要都挂上“战略机会点”标签。 是否挂标签的关键，在于是否足够带来公司级的增量跳变。 来看我们“端到端”这个O拆解例子，第一层的O挂上了“战略机会点”的标签，第二层中，“ISOR 0到1建设”这个O挂上了“战略机会点”标签。 “PIRC系统能力优化”这个O并不用挂。”

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Everyone is familiar with Strategic Opportunity Points. In hierarchical objectives, any O that can bring incremental breakthrough growth to the company can apply for the Strategic Opportunity Point label to attract resource investment. This approach helps avoid the past situation where some Strategic Opportunity Points were disconnected from OKRs. When objectives are labeled with Strategic Opportunity Points, they receive priority allocation during resource planning for both people and money to support their realization. Additionally, Strategic Opportunity Point objectives receive focused attention in company-level review meetings and are emphasized in monthly strategic analysis meetings of relevant execution departments. How do you apply for Strategic Opportunity Point labels? Similar to organizational label applications, you can propose applications bottom-up or decompose them top-down. Please note that Strategic Opportunity Point labels are not limited to first-level company objectives - second and third-level objectives can also receive Strategic Opportunity Point labels. Please note that Strategic Opportunity Point labels are not limited to first-level company objectives. Second and third-level objectives can also receive Strategic Opportunity Point labels. When an objective has a Strategic Opportunity Point label, its decomposed sub-objectives don't need to all carry the Strategic Opportunity Point label. The key to labeling is whether it's sufficient to bring company-level incremental breakthrough. The key to labeling is whether it's sufficient to bring company-level incremental breakthrough. Let's look at our End-to-End objective decomposition example. The first-level objective has the Strategic Opportunity Point label. At the second level, ISOR 0-to-1 Construction receives the Strategic Opportunity Point label, while PIRC System Capability Optimization does not need the label.