当大多数企业还在摸索如何"用AI"，这个时代最激进的一批探路者，已经在回答一个终极问题： 当一家公司"生而AI"，底层架构和运行逻辑完全建立在AI之上，会发生什么？ 创办于2021年的大模型公司Anthropic，仅用不到五年时间走完OpenAI十年的路，最新估值超过3000亿美金，在全球未上市创业公司中仅次于OpenAI、字节 跳动和SpaceX。 同样诞生于2023年的中国公司与爱为舞，于2025年2月上线了真人级AI一对一导师（AI Tutor）"爱学"，覆盖语数外等多学科，迄今用户规模已突破百万。 相比于2016年创办、2023年才接入ChatGPT的英语口语学习应用公司Speak，与爱为舞用明显更短的时间达到与之相当的估值，更是让"AI Tutor"进化到真人 级、多学科的更高级形态。 观察上述企业，并不难看出一个明显的共同点：它们不是用AI"赋能"业务，而是AI能力就等于业务本身，其产品与商业模式由AI深度驱动，在市场上具备 了非凡的竞争力。 而在水面之下，在对外交付的卓越产品背后，这些企业还在组织形态层面存在共性。它们并非在旧有的组织架构、业务流程中添加AI，而是直接将AI作为 底座重构了组织， ...

Core Insights - The Google I/O conference serves as a reflection of the strategic direction of a key player in the global AI competition, emphasizing the need for AI to be integrated into the core of business operations rather than being an add-on feature [2][3][4]. Group 1: AI Integration and Strategy - The concept of "AI-Native" indicates that AI should be foundational to product design, akin to constructing a building with AI as the core support [2][4]. - Google's strategy aims to make AI ubiquitous across all products and services, highlighting the necessity for businesses to embed AI into every aspect of their operations [2][3]. - The introduction of multi-modal models like Gemini signifies a shift towards general intelligence, where AI can understand and interact through various forms of media [4][5]. Group 2: Challenges and Opportunities for Chinese Enterprises - Chinese companies must enhance their technical capabilities and foster flexible internal collaboration to keep pace with AI advancements [4][6]. - The development of "Agentic AI" suggests a move towards AI systems that can autonomously understand user intent and perform complex tasks, representing a significant leap in AI application [7][9]. - There is a need for Chinese enterprises to respond to the challenge of creating intelligent systems that can operate effectively in real-world scenarios [5][10]. Group 3: Ecosystem and Collaboration - Google is building an open and collaborative ecosystem for AI development, which is crucial for scaling AI applications across industries [11][12]. - Chinese companies need to establish vibrant technical communities and provide robust tools to attract global developers, which is essential for competing in the AI space [11][12]. Group 4: Product and Platform Development - Google’s approach includes providing platforms like Vertex AI to lower the barriers for AI adoption, allowing businesses to leverage AI capabilities easily [14][15]. - The integration of AI into various products aims to enhance user experience and drive commercial conversion, indicating a dual focus on platform and product development [16][17]. Group 5: Strategic Directions for Chinese AI Companies - Chinese AI firms should focus on building their ecosystems and deepening their engagement in specific industry verticals to create competitive advantages [17][19]. - Differentiation in niche markets may offer better opportunities than attempting to replicate Google's broad investment strategies [20][21]. - The commercial viability of AI in China requires innovative business models that align with local user behaviors and preferences [22][23]. Group 6: Innovation and Resource Utilization - Emphasizing "independent innovation" is crucial for Chinese companies to develop unique paths rather than merely following global giants [25][26]. - The focus should be on creating smaller, task-specific models that can perform effectively rather than pursuing large-scale models indiscriminately [27][32]. - Efficient use of existing resources and the adoption of domestic chips can help build a self-sustaining technological ecosystem [27][28][30]. Group 7: Data and Algorithm Development - High-quality, industry-specific data is essential for training effective AI models, and companies should prioritize gathering valuable vertical data [30][31]. - Continuous optimization of algorithms is necessary to maintain competitiveness, especially in the face of Google's advancements in foundational research [31][32]. Group 8: Future Outlook - The path to success for Chinese AI companies lies in defining their unique strategies and strengths rather than attempting to mirror Google's model [34].