洞察周期本质 把握技术发展规律 11月28日，在"2025量化行业高质量发展大会暨金融科技·量化机构金牛奖颁奖典礼"上，微软中国首席 技术官韦青发表主题演讲。他认为，当前证券行业智能化转型的核心在于信息处理能力，机构需把握技 术发展周期规律，明确人机协同边界，避免简单追逐AI概念。同时应坚持实证导向，将技术深度融入 业务流程，实现"化学性融合"而非"物理性叠加"。唯有技术能力与投资专业知识深度融合，方能在数字 化时代构建差异化竞争优势。 "人做人的事，机做机的事。"在韦青看来，智能化转型的关键在于明确人机分工。他认为，信息文明应 让人回归本质，专注于提供异常值和创新洞察，将规律性工作交给机器处理。 在机器擅长的回归分析领域，如果所有投资机构都采用相同的机器学习方法，最终将趋于同质化竞争。 真正的核心竞争力在于，谁能在标准化模型基础上提供独特的人类洞察，为算法注入差异化的"离群 值"，从而训练出与众不同的投资模型。 借鉴电气化社会发展历程，韦青预测2025年将成为AI应用的重要分水岭。正如电力行业分为发电、输 电、电器设计和应用四个环节，AI产业也将分为模型开发、模型部署、应用开发和场景应用四个环 节。他认为， ...

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Core Viewpoint - The article discusses the role and challenges of middle management, specifically focusing on the position of a director, highlighting the differences between managers and directors, and the skills required to excel in these roles [4][10][51]. Group 1: Director's Role and Challenges - A director is seen as a filter between upper management and lower-level managers, responsible for interpreting strategies and addressing issues within the team [15][16]. - Directors face the challenge of being perceived as valuable while simultaneously reducing team issues; this creates a paradox where fewer problems may lead to a perception of lesser value [17]. - The article outlines three pathways for a manager to become a director: being promoted by a mentor, changing jobs, or being recognized for outstanding performance [5]. Group 2: Differences Between Managers and Directors - The key difference between managers and directors lies in the focus on results rather than actions; directors are held accountable for outcomes rather than the processes [10][12]. - Directors are expected to manage resources effectively and are scrutinized for the return on investment (ROI) of their projects, contrasting with the more forgiving environment for managers [13][14]. - The article emphasizes that directors must filter information for upper management and analyze issues for their teams, balancing strategic oversight with operational execution [15][16]. Group 3: Five-Dimensional Capability Model - The article introduces a five-dimensional capability model for evaluating directors, which includes heartiness, strategic ability, tactical ability, information processing ability, and expression/marketing ability [51]. - Heartiness is described as the persistence and resilience to face challenges without giving up, which is crucial for long-term success [22][30]. - Strategic ability involves recognizing trends and setting appropriate goals, while tactical ability focuses on executing those goals effectively [34][40]. Group 4: Importance of Communication Skills - Effective communication is highlighted as a critical skill for directors, encompassing the ability to articulate strategies and convey information clearly [48][49]. - The article suggests that strong communication skills can enhance a director's influence and effectiveness within the organization [48][50].