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].

Group 1 - The core perspective emphasizes the importance of not relying solely on existing experiences and core competencies, but rather understanding where future changes will occur [1] - Companies need to focus on creating customer value as a fundamental aspect of their operations, which includes understanding why customers make purchases and how to continuously present value [2] - Cost management should be about maintaining competitive and reasonable costs rather than merely minimizing expenses, as reducing costs can sacrifice value [3] Group 2 - Effective scale is more important than the size of the company; understanding the relationship with customers is crucial for effective scaling [4] - Profitability should incorporate a deep human concern, aiming to enhance convenience in daily life and address challenges faced by individuals [5] - Companies must return to value creation, which involves partnerships, meaningful living, and symbiotic progress [6][7][8] Group 3 - The current organizational challenge is to manage uncertainty, which can be addressed by fostering continuous creativity among team members [11] - The focus has shifted from employee competency to creativity, necessitating a platform that allows knowledge sharing and knowledge-driven growth [12] - Empowerment in the workplace is essential, moving away from control to creating environments where knowledge and wisdom can flourish [13] Group 4 - Companies must recognize their role as part of a larger social system and take on multi-dimensional social responsibilities, including providing quality products, creating jobs, and adhering to legal obligations [14][15] - In the digital age, companies need to consider how technology impacts lives beyond just providing products or services, emphasizing the importance of social responsibility [14] Group 5 - Sustainable development for companies hinges on four key actions that leaders must undertake: being responsible, aligning profit with human care, matching capabilities with social needs, and creating symbiotic organizations [16][17][18][19][20] - Leaders must reconstruct their approach to balance performance goals with the significance of human impact, ensuring that organizations contribute positively to society [20]

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].