In today's world, the wave of technology is surging, and digital development is advancing rapidly. How to strengthen the legal supervision of procuratorial organs in the new situation? How to realize the modernization of procuratorial work to serve Chinese path to modernization? How to seize the new opportunity to solve the core problem of "the insufficient play of the legal supervision function of the procuratorial organs"? The answer of the national procuratorial organs is to drive the improvement of legal supervision work in the new era with the "digital revolution". At the seminar for prosecutors held in July this year, the highest prosecutor, Ying Yong, deeply pointed out that the digital prosecution strategy is a revolution in legal supervision methods. This has sounded the "charge" for the national procuratorial organs to promote the development of digital prosecution strategy in depth. In my research, I found that there are still some problems in the promotion of the current digital prosecution strategy, specifically in the following four aspects: firstly, the concept of digital thinking is relatively backward. Some prosecutors have a vague understanding of digital prosecution as a completely new change in the handling of cases, and have a vague understanding of it. They have a wait-and-see mentality and are accustomed to the traditional handling of cases. The supervision clues rely on complaints from parties, public reports, etc. The handling of cases is mainly based on post supervision, written review, and closed handling, making it difficult to identify supervision issues in the law enforcement and judicial processes. They are unwilling to use, do not know how to use, and do not make good use of big data. Secondly, the construction of legal supervision application scenarios lacks specificity, mainly manifested as "relying on external forces", "waiting for data", and "rough cuts". Relying on external forces to participate in guiding the construction not only occupies a certain amount of financial funds, but also easily breeds dependent thinking; Waiting for data "has the erroneous idea of" focusing on data sharing first and then model application ", focusing on building platforms and finding data; The concept of 'rough cut' leads to inaccurate understanding of the scene's entry point, greed for perfection, and a broad scope, making it difficult for individual cases to extend to similar cases and social governance. Thirdly, the acquisition, use, and management of data are still relatively weak. I believe that the current mining and utilization of internal data in procuratorial organs is not precise and in-depth enough, and the effectiveness has not been truly stimulated. The promotion of external data sharing and acquisition is not strong enough, and the collection methods are relatively primitive and the level of sharing is relatively low. The problem of insufficient information supply cannot be fundamentally solved. At the same time, the use and management of data still need to be further standardized, and there is an urgent need to introduce unified management and usage regulations. Fourthly, the shortage of professional talents is relatively prominent. I have found that from the provincial and municipal level, there is mainly a contradiction between fewer people and more things; From the perspective of grassroots institutions, due to the absence of a separate information technology department in the internal organizational structure, digital prosecution and information technology work are both managed by the office, and the lack of talent resources has become an important obstacle to the development of grassroots digital prosecution work. In the new historical period, digital procuratorial work is facing unprecedented opportunities and challenges. We must seize the opportunities, catch up and surpass them, constantly improve the quality and efficiency of legal supervision, and strive to write a new chapter in the modernization of procuratorial work to serve Chinese path to modernization. For this, I suggest: first, improve the organizational structure