中国经济网9月25日讯（记者 王惠绵）9月23日，以"跃升电力智能化"为主题的2025华为电力行业峰会 在河北崇礼拉开帷幕。作为全球电力数字化转型的前沿舞台，本次峰会汇聚了来自国家电网、南方电 网、三峡集团、京能、华北电力大学等行业龙头，以及产业界、学术界的领导、专家和企业代表300多 人，围绕新型电力系统数智化、电算协同、通信目标网、AI在电力行业应用等议题展开深入讨论。 从战略愿景到落地实践，本次峰会正式发布的行业首个燃机大模型——京能"擎睿"，是华为与京能联合 创新的成果。作为华为"人工智能+行业"战略在电力领域的关键落地，该大模型是京能集团积极响应国 家及北京市战略部署、推动"人工智能+能源"深度融合的重要实践，不仅助力燃气发电领域智能化发展 迈入新阶段，也为构建新型电力系统提供了极具参考价值的"京能方案"。京能"擎睿"燃机大模型依托华 为全栈自主创新算力底座，实现训推一体，从软硬件开发到落地应用完成全链路突破。同时，该模型率 先集成燃机垂类时序大模型与燃机专业模型，首创多智能体协同与逻辑自动编排机制，重塑燃气发电生 产运维核心业务流程，促进燃气发电效率与安全裕度实现跨越式提升，推动"人工智能+燃机行 ...

Core Viewpoint - The article highlights how Oppein Home (欧派家居) is adapting to the challenges in the real estate and home furnishing industry by implementing a comprehensive home furnishing strategy, focusing on digital transformation and social responsibility [1][8]. Group 1: Home Furnishing Strategy - Oppein Home is transitioning from a single product focus to a comprehensive home furnishing solution, evolving from a 1.0 version of customized home furnishing to a 3.0 version that includes customization, finished products, and renovation services [2][3]. - The company has established a one-stop home furnishing service model, integrating various products and services, and has over 1,200 effective retail home furnishing stores as of June 2023 [3][4]. Group 2: Digital Transformation - Oppein Home is leveraging digital technology to create an end-to-end intelligent operation system, enhancing efficiency and precision in the home furnishing process [5][6]. - The company has made significant advancements in digital transformation, including transitioning from process-driven to data-driven operations, and integrating AI and machine learning for optimized production scheduling [6][7]. Group 3: Social Responsibility - Oppein Home is committed to social responsibility, integrating it into its corporate strategy and operations, focusing on green products, employee development, and community support [8][9]. - The company has launched initiatives to reduce carbon emissions and provide employment opportunities, directly creating over 20,000 jobs during the 14th Five-Year Plan period [9][10].

Core Insights - The Chinese traditional medicine industry is experiencing significant growth driven by favorable policies and increasing market demand, with the market size expected to reach 1.05 trillion yuan in 2024, a year-on-year increase of 11.6% [1][3] - The industry is facing two major opportunities: policy dividends and market explosion, with a focus on balancing tradition and innovation [3][21] Policy and Market Dynamics - The government has introduced several policies to support the development of the traditional Chinese medicine industry, including the "Opinions on Improving the Quality of Traditional Chinese Medicine" and the "Implementation Plan for the Digital Transformation of the Pharmaceutical Industry" [3][4] - The market demand for traditional Chinese medicine is increasing due to rising health awareness and spending among consumers, particularly in areas such as aging, sub-health management, and chronic disease treatment [3][17] Quality Control and Innovation - Leading companies are enhancing quality control across the entire supply chain, with examples like Tong Ren Tang establishing a traceability system for medicinal materials and Guangzhou Pharmaceutical Group utilizing blockchain technology [4][19] - Companies are focusing on product innovation and adapting traditional formulas to meet contemporary health needs, with a strong emphasis on maintaining quality through traditional methods [6][10] Digital Transformation and E-commerce - The integration of digital technologies is crucial for the pharmaceutical industry, with companies like JD Health playing a significant role in transforming traditional medicine through e-commerce and data analytics [13][14] - The shift towards online platforms is helping traditional medicine brands reach younger consumers and adapt to changing market dynamics [10][13] Global Expansion and Future Directions - The internationalization of traditional Chinese medicine is becoming a key growth area, with products being registered in numerous countries and regions, reflecting a growing global acceptance [15][19] - Companies are focusing on three main strategic directions: deepening research and development, expanding into the "Chinese medicine +" health ecosystem, and accelerating digital integration [15][21]

Core Viewpoint - Guizhou Bank has achieved significant growth in various financial services, particularly in supporting small and micro enterprises, green finance, and pension finance, demonstrating its commitment to empowering the real economy and enhancing financial inclusivity [1][6][10]. Group 1: Financial Support for Innovation and Small Enterprises - Guizhou Bank has tailored its financial services to meet the needs of technology innovation enterprises, with a technology finance loan balance of 9.812 billion yuan, reflecting a growth of 21.57% compared to the beginning of the year [2]. - The bank has implemented a "1771" inclusive finance model, which has provided 1.8864 billion yuan in loans to 18,864 small and micro enterprises, enhancing their operational capabilities [6]. - Specific case studies, such as the support for Guizhou Fengda Bearing Co., demonstrate the bank's proactive approach in providing customized financing solutions to alleviate cash flow pressures [7][8]. Group 2: Green Finance Initiatives - Guizhou Bank has actively promoted green finance, with a green credit balance of 61.293 billion yuan, an increase of 4.4% from the start of the year [4]. - The bank has successfully facilitated loans for green projects, such as providing 1.309 billion yuan in green loans to support the aluminum industry in transitioning to cleaner production methods [5]. - The bank's efforts in green finance are exemplified by its collaboration with companies like Guizhou Qizhen Industrial Group, where it provided 20 million yuan in loans backed by intellectual property [4]. Group 3: Pension Finance Development - The bank has significantly increased its pension finance loan balance to 1.621 billion yuan, marking a growth of 57.22% since the beginning of the year [8]. - Guizhou Bank has implemented "age-friendly services" to cater to the elderly population, ensuring that financial services are accessible and tailored to their needs [9]. - The bank's initiatives include providing timely loans to support the operational needs of elder care facilities, demonstrating its commitment to the aging population [9]. Group 4: Digital Transformation and Innovation - Guizhou Bank has focused on digital transformation, achieving a digital economy loan balance of 4.005 billion yuan, with a growth rate of 28.57% [10]. - The bank has developed a domestic mobile banking platform to enhance service delivery and customer experience [10]. - The application of AI technology has been a key driver in the bank's digital transformation, with significant user engagement in AI-driven services [11][12].

Core Insights - The transformation towards digital intelligence in the real estate industry is deemed essential for survival and improvement, moving from traditional construction to a new paradigm of "space operation + data empowerment" [1][3] Group 1: Industry Transformation - The real estate sector is undergoing a significant shift from an incremental to a stock-based era, driven by digital transformation [2] - From 2000 to 2010, new housing construction reached 115% of the initial stock, doubling growth; from 2010 to 2020, it achieved 80% growth on an already expanded stock; projections for 2020 to 2030 indicate new construction will decline to around 40% [2] - The focus of the industry is shifting from large-scale new construction to stock operation and quality enhancement, with future growth rates stabilizing at 20% to 25% [2] Group 2: Key Elements of Change - In the incremental era, core elements were land and capital; in the stock era, data and operational capability become central [3] - The redefinition of real estate to include data alongside physical rights and location is expected to fundamentally alter the industry's value recognition system [3] Group 3: Digital Transformation in Practice - The past two years have seen rapid digital transformation in the real estate sector, driven by the need to improve space, energy, organizational, and service efficiencies [3] - Companies like Longfor Group have reported significant efficiency improvements, with project design times reduced by 64% to 72% due to digitalization [3] - Over half of the companies have initiated digital transformation, anticipating disruptive impacts within five years, although challenges such as assessing economic benefits and data quality persist [3][4] Group 4: Recommendations for Companies - Companies are advised to maintain their core business while enhancing productivity through digital means, focusing on information, digitalization, and intelligent applications [4][5] - Exploring related or innovative business areas, including horizontal expansion and strategic emerging industries, is recommended to create comprehensive service solutions [5]

轻点鼠标，千里之外油田工况数据实时呈现；戴上智能头盔，与远程专家联合解决疑难杂症；无人机与 巡检机器人昼夜不息，重塑传统巡检模式——这一切正是中国石油数智化转型的生动缩影。 这场转型远非简单的技术升级，而是一场深刻的战略重构、组织变革和业务重塑。能源保障与安全 乃"国之大者"，以数智技术赋能油气业务不仅关乎企业价值提升，也有助于增强央企核心功能，端牢能 源安全饭碗。 中国石油的数智化转型并非一蹴而就。2000年以来，公司历经20年集中统一的信息化建设，为数智化转 型筑牢坚实基础。"十四五"期间，公司紧跟新兴技术趋势，今年初确立"数智石油"为集团第五大战略举 措，加速迈向数智赋能新阶段。 "大象"转身，向来不易，但数智化理念正在触及这家庞大企业的"神经末梢"。 告别"苦脏累"：数智化重塑一线作业 长期以来，石油工人的日常是"一身油、两脚泥"。他们依赖体力与经验，工作在"苦、脏、累、险"的环 境中，每天面对的是繁重的人工巡检和手脚并用的设备操作。 但如今，变化悄然发生。在鄂尔多斯盆地长庆油田，由无人机集群与巡检机器人组成的"智能卫兵"24小 时"上岗"盯防，机器人沿轨道滑行，仅需0.3秒便将相关数据传至60公里外 ...

9月19日，不动产数智化转型白皮书发布暨产业发展峰会于北京清华大学召开。 在圆桌论坛中，吴璟、李博等专家、学者、智库，也对企业数智化转型进行深度研讨。其中，基于千丁数科过往实践经验，李博认为，不动产企业在数智化 深水区，真正实现能力跃迁，不仅是数智化技术工具的导入，更要在组织能力、业务逻辑与生态关系完成系统性的重构，这样释放数智化穿越行业周期的长 期价值。"现在龙湖的管理层，每天都在通过驾驶舱实时了解全景经营的状况和健康度。" 龙湖集团副总裁及龙湖龙智造 CEO顾修铭作开幕致辞 圆桌论坛 活动现场 本届峰会以"数链未来 智塑新思"为主题，由清华大学土木水利学院、清华校友总会城乡建设专委会主办，清华大学房地产研究中心、龙湖龙智造千丁数科 协办。清华大学学术委员会主任聂建国院士、清华大学土木水利学院院长吴璟、龙湖集团副总裁及龙湖龙智造 CEO顾修铭、龙湖集团CIO及千丁数科CEO李 博等与会嘉宾发表致辞、主题发言，来自清华大学、中国工程院、龙湖集团、毕马威等高校、企业、机构的知名专家学者和媒体共同出席本次活动。 当前土地红利消失，数智化转型也不在是一句口号。从"粗放"走向"精细"，过去两年，数智化在不动产行业呈燎 ...

Group 1 - The core viewpoint emphasizes the importance of organizational resilience and adaptability in the face of uncertainty, blurred boundaries, and value reconstruction brought about by artificial intelligence [2][5]. - The technological environment is characterized by digital intelligence technologies becoming the new infrastructure that connects everything [2]. - The institutional environment now mandates social responsibility as a necessary option for organizations [3]. Group 2 - Performance focus has shifted from internal optimization to external organizational dynamics [4]. - The core dilemma for companies is that internal improvements do not guarantee survival, necessitating a new growth logic [5]. - Opportunities in the face of change can be found through seeking symbiosis, which is crucial for addressing challenges and dilemmas [5][6]. Group 3 - In the AI era, the concept of "symbiosis" is essential due to technological penetration across various domains, transforming strategies, processes, and experiences [7]. - Companies that have thrived during challenging times often possess advanced digital capabilities and have established collaborative networks [7]. - Four cognitive shifts are necessary for organizations: from "maximizing profit" to "meaning architecture," from "resource allocator" to "field creator," from "industry competitor" to "cross-domain connector," and from "business leader" to "meta-cognitive coach" [8][9][10][11]. Group 4 - Trust is identified as the foundational element for the coexistence of AI and humanity [12]. - The new organizational form is a "symbiotic organization," characterized by creating ecosystems where all participants have opportunities for growth [13]. Group 5 - The core of digital transformation is not just about digital upgrades but also about innovating comprehensive service and operational solutions for the entire customer lifecycle [14]. - Companies like Midea have adopted strategic upgrades to align with future-oriented development models, emphasizing technology and user engagement [14]. Group 6 - The evolution of organizational structures has progressed from pyramid organizations to learning organizations, and now to symbiotic organizations, which require co-creation, evolution, and resilience [16]. - To build a symbiotic organization, four realms of training are necessary: belief in symbiosis, customer-centricity, deep integration of technology, and "selfless" leadership [17].

近日,国新办聚焦"十四五"发展成就连续举行多场新闻发布会。翻开成绩单:一批通用大模型、行业模型 加速应用,有效赋能传统产业数智化转型;以环境标准提升引领重点行业绿色化改造,传统产业展现新面 貌、焕发新活力…… 如今,中国传统产业正通过蝶变升级,不能造的越来越少,能造的越来越好。 总监制丨骆红秉 魏驱虎 主 编丨李璇 策 划丨李珊珊 编 辑丨蔡纯琳 剪 辑丨李雪菲 张紫曦 视 觉丨颜妮 校 对丨刘禛 孙洁 宋春燕 李英卓 毛长志 任佳 出 品丨中央广播电视总台央视网 这些年,习近平总书记在地方考察中深入当地企业和科研一线,积极谋划部署推动传统产业"在危机中育新 机、于变局中开新局"的思路方法。 总书记强调,传统产业改造升级,也能发展新质生产力;他要求,用新技术改造提升传统产业,积极促进产业 高端化、智能化、绿色化。 监 制丨王敬东 ...

中国经济网北京9月20日讯（记者 李方） 9月19日，不动产数智化转型白皮书发布暨产业发展峰会于北 京清华大学召开。本届峰会以"数链未来 智塑新思"为主题，由清华大学土木水利学院、清华校友总会 城乡建设专委会主办，清华大学房地产研究中心、龙湖龙智造千丁数科协办。 自2014年，龙湖集团开始数智化的探索、实践，至今已超过十年，累计投入超百亿资金用于产品研发。 长时间的探索实践，龙湖集团在数智化转型的课题，也逐渐形成了一套值得行业参考借鉴的方法论并通 过千丁数科成功对外输出。 在圆桌论坛中，吴璟、李博等专家、学者、智库，也对企业数智化转型进行深度研讨。其中，基于千丁 数科过往实践经验，李博认为，不动产企业在数智化深水区，真正实现能力跃迁，不仅是数智化技术工 具的导入，更要在组织能力、业务逻辑与生态关系完成系统性的重构，这样释放数智化穿越行业周期的 长期价值。"现在龙湖的管理层，每天都在通过驾驶舱实时了解全景经营的状况和健康度。" 清华大学学术委员会主任聂建国院士、清华大学土木水利学院院长吴璟、龙湖集团副总裁及龙湖龙智造 CEO顾修铭、龙湖集团CIO（首席信息官）及千丁数科CEO李博等与会嘉宾发表致辞、主题发言，来 ...