AI summary
Summary of article:
Robin Lee pointed out that the real value of AI is not in improving efficiency as a tool, but in the restructuring of enterprise processes and division of labor with smart organizations, so that AI can increase productivity right off the assembly line.
Baidu Chairman Robin Lee announced the decision on the 12thartificial intelligence The next view is that of smart organization. “If artificial intelligence is the new electric energy, then intelligent organizations are the new factories in the AI era, where productivity really happens. Only when organizational methods matching the new capabilities of AI are implemented can productivity be significantly improved and the economy grow at an accelerated pace.”
The Economic News Agency reported that he pointed out at the opening ceremony of Baidu World 2026 that the decade from 2016 to 2026 was the decade when artificial intelligence technology formed an independent technology stack. The four-layer architecture of “core cloud matrix” (chip, smart cloud, large models and AI agents) was gradually formed in this decade.
Robin Li believes that if the upstream of AI technology is energy, then the downstream of AI technology, “I think it is organizational capabilities. This is an AI-native organizational system that is different from the current bureaucracy. We call it a smart organization.”
He said that at last year’s Baidu World Conference, he proposed “to internalize AI capabilities and form a native AI organization.” Over the past year, the number of active agents within Baidu, known as DAA (Daily Active Agents), has increased from an average of 5,000 per day to 37,000, an increase of more than six times; The number of effective tasks completed by agents (AI agents) has increased from an average of 84,000 per week to more than 1 million per week, an increase of 11 times. Baidu has created 4,300 workplaces and acquired more than 20,000 organizational skills.
Robin Li said that any company can not just use AI as a tool to improve personal efficiency, but must actually let intelligent agents and digital employees enter the business, penetrate the four links of sales, customer service, R&D and operation, and redesign the organization around AI.
In this regard, many company leaders have this question: “Why is the token cost increasing, but revenues and profits are not increasing along with it?” He believes that in line with the development process of the industrial era, AI has not delivered the expected economic benefits. “That’s because we just changed the motors, but didn’t redesign the factory. No company will become more competitive overnight just by using some AI tools.”
In Robin Lee’s view, only when a company can restructure its organization around AI capabilities can it take advantage of the enormous opportunities for success presented to it by this era. “New productivity can only rise from AI assembly lines and intelligent organizations. Therefore, replacing a new AI motor is just the starting point; redesigning a new factory is a watershed. And this new factory is an intelligent organization.”
For the first time, he proposed the “Three Principles of Organizational Development”: first, break job boundaries and release organizational vitality; Second, accumulate tacit knowledge and build organizational intelligence; Third, design closed-loop processes to foster organizational growth.
Robin Lee also believes that positions will not disappear but will unite. In the future, they will be broadly divided into two types of positions: one is builder, who is responsible for creating new things; The second is the salesperson, who is responsible for communication and relationship between people, so as to create feelings for you in the other party’s mind and build trust.
Summary FAQ
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He believes the next step in the evolution of AI is smart organizations, which are AI-native organizational systems that break away from traditional bureaucracy. If an enterprise does not redesign its organization and processes, it will be difficult to achieve real productivity improvements through tool introduction alone.
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In the past year, Baidu’s internal DAA has increased from an average of 5,000 to 37,000 per day, and the number of completed intelligent tasks has increased from 84,000 to more than 1 million per week. Baidu has created 4,300 workplaces and acquired more than 20,000 organizational skills.
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He proposed three principles: breaking down job boundaries, accumulating tacit knowledge, and designing process for closed loops; And the belief is that the future situation will converge into two categories: the builder, who is responsible for construction, and the seller, who is responsible for communication and connection.
