百思特张正华AIRS峰会演讲：AI不是替代者，是重塑企业组织变革的伙伴

Core Insights - The core viewpoint presented is that AI is not a replacement but a redefining intelligent partner for organizations, driving significant changes in organizational structure and talent strategy by 2030 [3][14]. Organizational Transformation - Companies should aim to build "symbiotic organizations" that transition from functional to liquid organizational structures, breaking down departmental barriers and enabling agile, networked operations [4][5]. - The operational system must adopt an "AI first" approach, restructuring decision-making processes to be driven by data and AI suggestions, with human oversight [5][6]. - Organizational culture needs to embrace openness and experimentation to adapt to the rapid evolution of AI technologies [5][6]. Key Success Factors for Organizational Change - Companies should align with trends of decentralization and efficiency, reducing intermediary processes and focusing on sustainable IT asset value [6]. - A shift from traditional organizational frameworks to digital strategies that accommodate AI characteristics is essential [6]. - Data quality and source definition must be managed collaboratively by business and risk control departments to ensure effective data governance [6]. Talent Strategy - The definition of talent is evolving from traditional models to "comb" shaped talents, emphasizing AI literacy, humanistic wisdom, and human-AI collaboration skills [7][8]. - Performance assessments should focus on value output rather than workload, and recruitment should prioritize learning potential and collaborative spirit [8]. - Training programs must adapt to include AI skills and reskilling initiatives to meet new job requirements [8]. Human Resource Planning Model - A new human resource planning model has been developed, aiming for a minimum 50% increase in per capita efficiency over the next five years, with a mid-term goal of 100% [10][12]. - Organizations should dynamically adjust management spans based on AI applications, aiming to reduce middle management by 50% [12]. - IT personnel should transition from support roles to directly contributing to business value creation [12]. Conclusion - AI is positioned as a partner in reshaping the organizational DNA rather than merely a tool for efficiency [14][15]. - Companies are encouraged to engage directly with AI, initiate discussions on human-AI collaboration, and implement gradual changes to leverage AI in organizational transformation [14][15].