This paper analyzes the experiences of COFCO Corporation in implementing the Amoeba Management system. Initially

the system facilitated rapid expansion

but as the market environment shifted and management adjustments were made

the limitations of the model gradually became apparent. Notably

the failure to accurately assess market cycles

coupled with an over-reliance on material incentives

led to internal power struggles and management chaos within the company

ultimately resulting in a decline in performance. This paper argues that the successful implementation of the Amoeba Management system relies not only on an appropriate incentive mechanism but also on its deep integration with the company's culture. In times of market downturns

companies should place greater emphasis on team cohesion

cultural heritage

and flexible strategic adjustments to achieve long-term sustainable development.