No more fluff! AI practitioners flock to DingTalk, using AI to solve real business challenges

On March 17, the "实干家 TALK" special event hosted by DingTalk was held at Alibaba's Xixi Campus in Hangzhou, bringing together AI practitioners from academia and industry to share experiences on organizational transformation, efficiency improvement, and business growth. The event attracted over five hundred corporate representatives. Attendees generally agreed that AI is transitioning from pilot projects to large-scale deployment, evolving from a mere tool into core productivity, with success hinging on “selecting the right scenarios, closing the loop, accumulating data, and continuous operation.”

Launch of "Wukong": An Enterprise-Grade AI-Native Work Platform

That morning, during the AI Lingdang 2.0 launch event, DingTalk officially introduced Wukong, its enterprise-grade AI-native work platform. Zhu Hong, CTO of DingTalk, stated that Wukong is designed to make AI the most effective productivity asset within organizations while strictly maintaining data security boundaries. He pointed out that enterprises’ primary concern about AI isn't technology itself, but whether they dare to apply it to core business operations. To address this, Wukong leverages DingTalk’s mature security infrastructure and permission system, ensuring data is accessed and processed only within authorized and controllable boundaries, with full traceability and auditability built into the system to establish trust.

Zhu Hong, CTO of DingTalk

Chen Chunhua: Building Organizational Capabilities for the AI Era – The “Five Powers” Framework

Chen Chunhua, President of Shanghai Chuangzhi Institute of Organization, proposed that enterprises must reconstruct their organizational capabilities for the AI era through a “five powers” framework: data penetration power, network empowerment, adaptive evolution, shared risk responsibility, and anti-fragility. She emphasized that while traditional organizations aim to reduce uncertainty, future organizations must learn to absorb change and transform volatility into growth momentum. Future organizations will operate with both carbon-based employees (humans) and silicon-based employees (AI), requiring capability systems designed for human-AI collaboration.

Chen Chunhua, President of Shanghai Chuangzhi Institute of Organization

Industry Practices: AI Driving Quality Improvement, Cost Reduction, and Efficiency Gains

Bi Xiao, head of Cainiao’s AI platform, introduced the “Zhiqi Meeting” model, where AI acts as a project management office (PMO), fully participating in meetings and transforming them into interactive intelligent assets. He said, “I now hold eight or nine hours of meetings daily, and I enable AI note-taking in all except sensitive ones. It’s not just recording—it’s like having a conversational brain.” He predicted that future software must serve both humans and AI, and any software lacking intelligence will eventually be phased out.

Bi Xiao, Head of Cainiao AI Platform

CMB Securities has built an AI assistant matrix via DingTalk across five key areas: investment advisory, office operations, investment research, data, and training. Zhao Doudou, head of the Digital Office, noted that the financial sector needs AI assistants that are “capable, transparent, and manageable.” He expressed strong anticipation for the launch of Wukong, emphasizing the need for systems that offer stable integration, controllable costs, data security, and compliance traceability.

Zhao Doudou, Head of Digital Office at CMB Securities

Wang Ye, Chairman of Xianyang Bulao Bang Smart Elder Care, shared practical insights on implementing “Silver Ding.” He mentioned that during rapid expansion, the company faced challenges such as decision-making without data support, opaque services, and subjective performance evaluations. With “Silver Ding,” the industry achieved transformation, truly realizing the vision of “letting technology handle standardized tasks and letting people focus on emotional companionship,” with AI helping to thoughtfully care for every senior citizen.

Wang Ye, Chairman of Xianyang Bulao Bang Smart Elder Care

Xie Xinyu, CEO of Juhu Technology, demonstrated how AI manages over 200 stores across 50 cities and 240,000 artisans nationwide. He broke down management into six modules—recruitment, training, dispatching, motivation, control, and development—and applied AI transformation to each. He said, “With systemic support, even a 60-point store manager can perform at a 90-point level.” He stressed that standards, metrics, and processes are equally important, and AI must understand the company’s management philosophy.

Xie Xinyu, CEO of Juhu Technology

Yu Kaixiang, Marketing Director of Bioss Biotechnology, focused on “long-tail customer engagement,” sharing practices using DingTalk AI spreadsheets to activate tens of thousands of customers. The team used an AI customer analyst to generate individual customer profiles, recommend products, and suggest communication scripts, successfully reactivating 1,300 customers within three months and increasing sales by 63%. He summarized four key trends: full digitization of sales activities, replication of top-sales performance by all staff, human-AI collaborative customer connection, and a return of sales to its service essence.

Yu Kaixiang, Marketing Director of Bioss Biotechnology

Du Haiyan, General Manager of AI & Digital Intelligence Technology Department at Transfar Group, shared the rapid rollout of the “Dingding Project.” In response to the strategic goal of “everyone learning AI by 2026,” the team completed the full transition of the group-wide office platform within just 20 days, achieving 99% employee activation. Within one week of launch, employees spontaneously created 57 intelligent agents, validating the idea that “AI use cases cannot be planned—they grow organically.” She believes IT departments are shifting from “capability centers” to becoming centralized providers of data and knowledge.

Du Haiyan, General Manager of AI & Digital Intelligence Technology Department, Transfar Group

Lu Yi, CIO of Awinic Electronics, stated, “Without accurate data, there can be no AI use cases; without a secure foundation, AI cannot enter core business functions.” From IC smart customer service to R&D tools, supply chain warehousing, and compliance auditing, AI is driving changes in production relationships. Audit efficiency improved fourfold, and R&D tool response times dropped from days to hours. He believes saved time should be reinvested into innovation, focusing on value creation rather than simply reducing labor hours.

Lu Yi, CIO of Awinic Electronics

Zhang He, General Manager of Human Resources Center at KingMed Diagnostics, believes AI adoption in HR must go through three stages: talent stratification, process redesign, and organizational evolution. The company’s AI assistant “Diana,” built on DingTalk, now proactively handles attendance, maternity leave, and tax matters. Previously, employees chased HR for information; now, “Diana” pushes updates proactively and even offers care based on prenatal checkup knowledge. He emphasized that future managers must oversee both human and AI employees, and organizational policies must be redesigned accordingly. “AI does not replace HR—it makes HR more valuable.”

Zhang He, General Manager of Human Resources Center, KingMed Diagnostics

The biggest challenge in AI implementation today is not the technology itself, but the supporting organizational culture, talent capabilities, and operational mechanisms. From concepts to practice, from methodology to real-world cases, “实干家 TALK” outlined a clear path for AI adoption. In an era where uncertainty has become the norm, these AI practitioners demonstrate that by leveraging AI effectively, enterprises can better absorb change, turn volatility into opportunity, and drive sustained growth.

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