题图｜虎嗅拍摄 编辑 | 余杨 许多企业创始人希望借助人工智能来实现"降本增效"的目标。然而，AI 并非只是一个简单的效率工 具，它更像是一场管理思维的系统性变革。 若缺乏清晰的战略定位、组织诊断和基建准备，AI 的引入不仅难以带来预期成果，反而可能扰乱原 有秩序。 真正实现"AI 原生"的企业管理，意味着从 底层数据结构到组织流程、再到价值体系的全面重塑：你 的战略目标是否清晰？效率与风险如何权衡？在人机共生的未来，组织如何保持核心竞争力？ 若这些问题尚未准备好应对，而仅将 AI 视为"裁员工具"，它可能带来的不是助力，而是混乱。 近期《虎嗅·AI无悖论》节目，特别邀请到了中欧国际工商学院管理学教授韩践与易路人力资源科技 董事长&CEO、中欧EMBA校友王天扬，他们深入探讨了AI对企业管理的冲击与机遇，分享了关于组 织变革、员工激励、数据伦理及中小企业转型的洞见： 本期主持人为资深媒体人、热AInext主理人陈庆春，以下为交流实录（虎嗅有删编）： 如何看待AI对组织与岗位的冲击 陈庆春：目前AI正在如何影响企业的组织结构与管理方式？ 韩践： AI对企业管理的影响，正在从个体层面逐步扩展到组织结构层面。 首先 ...

Core Insights - Many business founders aim to leverage AI for cost reduction and efficiency improvement, but AI represents a systemic transformation in management thinking rather than just a simple efficiency tool [1] - The introduction of AI requires clear strategic positioning, organizational diagnosis, and infrastructure readiness; otherwise, it may disrupt existing order rather than deliver expected results [1] Group 1: Impact of AI on Organizational Structure - AI's influence on enterprise management is expanding from individual tasks to organizational structure [2] - Many companies are establishing positions like Chief AI Officer (CAIO) to emphasize the strategic importance of AI and to transition from decentralized applications to systematic management [3] - The emergence of CAIO roles indicates that companies view AI as a key component of future competitiveness [7] Group 2: Transformation of Management Models - AI is driving a shift from individual efficiency to organizational process optimization [4] - The evolution of job structures due to technological advancements is a common pattern observed since the Industrial Revolution, with AI expected to replace some roles while creating new ones [6] - AI Agents are impacting various management functions, such as HR, by automating processes and enhancing decision-making efficiency [9] Group 3: Employee Engagement and Cultural Change - Companies need to address employee resistance to AI by fostering a culture that emphasizes collaboration between humans and AI [17] - Clear communication about AI's purpose—such as enhancing productivity rather than merely reducing headcount—is essential for alleviating employee concerns [18] - Providing both material and non-material incentives, along with a supportive infrastructure, can encourage employees to embrace AI [19] Group 4: Data Ethics and Compliance - Shadow AI, or the unauthorized use of external AI tools by employees, poses data security risks and requires a structured management approach [21] - Companies should create internal AI platforms to ensure compliance and data security while allowing employees to utilize AI effectively [23] Group 5: Opportunities for Small and Medium Enterprises (SMEs) - SMEs can leverage AI to enhance management professionalism and resource allocation efficiency, potentially achieving competitive advantages [26] - AI democratizes access to knowledge and technology, enabling smaller firms to compete with larger enterprises [26] Group 6: Future of Human-AI Collaboration - The future will see a coexistence of carbon-based and silicon-based entities, necessitating new management strategies for AI Agents [27] - Organizations must redefine roles and trust mechanisms among humans and machines to ensure ethical and compliant AI operations [28]