Over the next three to five years, the most significant shift in organizational structure will be a stronger move toward flattening.This transformation will directly reshape corporate decision-making: instead of relying on layer-by-layer outputs from different departments, management decisions will increasingly be based on the direct interpretation of data—and in many cases, on AI-driven analysis. As a result, decision chains will be dramatically shortened, and organizational structures will become significantly more streamlined.
—————— Lu Wenyan, Vice President, Shanghai Oriental Digital Commerce Co., Ltd.
Although there are not yet clear cases of AI models directly generating revenue, their impact in reducing enterprise costs—both directly and indirectly—is already evident. Overall, the return on investment (ROI) can be considered relatively reliable.
—————— Xu Dong, Vice President of Alibaba Cloud & General Manager of Tongyi Large Model Business
Choosing a reliable supplier for long-term collaboration can save significant hidden and communication costs. In particular, replacing suppliers in core business areas often requires a two- to four-year adjustment period, during which hidden communication and adaptation costs are substantial. Therefore, we prefer to establish a long-term, tightly integrated partnership with our collaborators.
—————— Wang Jinnan, General Manager of Digitalization and Information Technology, Swire Properties China
We can confidently predict that tasks such as data handling—transferring data from one system or offline source to another according to predefined rules—may eventually be fully automated. Currently, these tasks are primarily performed by clerical staff, but the demand for such positions is expected to gradually disappear in the future.
—————— Shi Jianhua, Assistant to the Chairman of the Board & General Manager of the Digital Innovation Center, Tasly Group
The advent of AI is disrupting the centralization trend established during the digital era. AI is no longer confined to improving efficiency within centralized frameworks; it is gradually being integrated into every unit of business processes, with each unit potentially generating independent agents capable of autonomous decision-making. This decentralized model is set to bring revolutionary and disruptive changes to the way data and computing resources are allocated in the future.
—————— Li Ying, Vice President & General Manager, China Software Ecosystem Division, Intel
From a theoretical perspective, if enterprises adopt AI technologies on a broad scale, in the short term—over the next five to ten years—human–machine symbiosis will remain the mainstream model. AI will primarily serve to enhance efficiency rather than replace human labor. Looking at the long-term trend, however, as robotic AI continues to advance, the role of humans in enterprise operations may gradually diminish.
—————— Zhong Xin, Chief Information Officer, AstraZeneca China
Enterprises should “be friends with models and friends with time,” rather than standing in the inevitable path of model evolution. It is essential to avoid investing in areas that are foreseeably bound to be covered by the capabilities of general-purpose large models in the future.
—————— Zhang Xin, Vice President, Volcengine
Over the next three to five years, the most significant shift in organizational structure will be a stronger move toward flattening.This transformation will directly reshape corporate decision-making: instead of relying on layer-by-layer outputs from different departments, management decisions will increasingly be based on the direct interpretation of data—and in many cases, on AI-driven analysis. As a result, decision chains will be dramatically shortened, and organizational structures will become significantly more streamlined.
—————— Lu Wenyan, Vice President, Shanghai Oriental Digital Commerce Co., Ltd.
Although there are not yet clear cases of AI models directly generating revenue, their impact in reducing enterprise costs—both directly and indirectly—is already evident. Overall, the return on investment (ROI) can be considered relatively reliable.
—————— Xu Dong, Vice President of Alibaba Cloud & General Manager of Tongyi Large Model Business
Choosing a reliable supplier for long-term collaboration can save significant hidden and communication costs. In particular, replacing suppliers in core business areas often requires a two- to four-year adjustment period, during which hidden communication and adaptation costs are substantial. Therefore, we prefer to establish a long-term, tightly integrated partnership with our collaborators.
—————— Wang Jinnan, General Manager of Digitalization and Information Technology, Swire Properties China
We can confidently predict that tasks such as data handling—transferring data from one system or offline source to another according to predefined rules—may eventually be fully automated. Currently, these tasks are primarily performed by clerical staff, but the demand for such positions is expected to gradually disappear in the future.
—————— Shi Jianhua, Assistant to the Chairman of the Board & General Manager of the Digital Innovation Center, Tasly Group
The advent of AI is disrupting the centralization trend established during the digital era. AI is no longer confined to improving efficiency within centralized frameworks; it is gradually being integrated into every unit of business processes, with each unit potentially generating independent agents capable of autonomous decision-making. This decentralized model is set to bring revolutionary and disruptive changes to the way data and computing resources are allocated in the future.
—————— Li Ying, Vice President & General Manager, China Software Ecosystem Division, Intel
From a theoretical perspective, if enterprises adopt AI technologies on a broad scale, in the short term—over the next five to ten years—human–machine symbiosis will remain the mainstream model. AI will primarily serve to enhance efficiency rather than replace human labor. Looking at the long-term trend, however, as robotic AI continues to advance, the role of humans in enterprise operations may gradually diminish.
—————— Zhong Xin, Chief Information Officer, AstraZeneca China
Enterprises should “be friends with models and friends with time,” rather than standing in the inevitable path of model evolution. It is essential to avoid investing in areas that are foreseeably bound to be covered by the capabilities of general-purpose large models in the future.
—————— Zhang Xin, Vice President, Volcengine
Over the next three to five years, the most significant shift in organizational structure will be a stronger move toward flattening.This transformation will directly reshape corporate decision-making: instead of relying on layer-by-layer outputs from different departments, management decisions will increasingly be based on the direct interpretation of data—and in many cases, on AI-driven analysis. As a result, decision chains will be dramatically shortened, and organizational structures will become significantly more streamlined.
—————— Lu Wenyan, Vice President, Shanghai Oriental Digital Commerce Co., Ltd.
Although there are not yet clear cases of AI models directly generating revenue, their impact in reducing enterprise costs—both directly and indirectly—is already evident. Overall, the return on investment (ROI) can be considered relatively reliable.
—————— Xu Dong, Vice President of Alibaba Cloud & General Manager of Tongyi Large Model Business
Choosing a reliable supplier for long-term collaboration can save significant hidden and communication costs. In particular, replacing suppliers in core business areas often requires a two- to four-year adjustment period, during which hidden communication and adaptation costs are substantial. Therefore, we prefer to establish a long-term, tightly integrated partnership with our collaborators.
—————— Wang Jinnan, General Manager of Digitalization and Information Technology, Swire Properties China
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