钉钉之困，AI落地之惑

北京商报06-10

一篇钉钉前产品经理的万字离职长文，复盘了钉钉ONE项目的高开低走全过程。万字长文中，个体员工视角下的钉钉ONE，不是败在AI技术，而是败在目标太多、组织拉扯太重、产品定位摇摆，最后把“帮员工减负”的AI工具做成了新的工作压力。接着，钉钉AI表格负责人马锐拉离职的消息登上热搜。　　6月10日，阿里合伙人委员会在内网发帖，言辞犀利地批评钉钉管理“不是阿里文化该有的样子”。截至北京商报记者发稿，钉钉相关...

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Hub（ATH）事业群，到4月新设集团技术委员会、升级通义大模型事业部，AI已成阿里“CEO工程”。　　ONE的经历说明，拥有场景和数据积淀并不天然等于产品成功。AI进入企业以后，首先会碰到的不是技术问题，而是管理者、员工、组织目标和商业压力之间的冲突。AI狂奔之下，产品、技术、战略执行细化于每个具体项目中，钉钉困局里或许不止钉钉。　　“钉内”与“钉外”　　2025年8月，钉钉8.0版本发布，ONE项目正式亮相。这是一款被定义为“事找人”的AI工作信息流产品，核心逻辑是用AI把散落在聊天、文档、日历等的工作信息提取出来，生成卡片式信息流，按优先级主动推送给用户。　　发布会当天，钉钉CEO陈航（无招）亲自站台，ONE被赋予战略级定位，巅峰期DAU（日活用户）300万左右。　　离职的ONE产品经理幽素在长文《置身钉内》中复盘了这款产品的命运。长文中指出，ONE从立项起就背负了多重互斥目标：既要给普通员工减负，要作为钉钉AI换代的门面，又要提振组织士气，还得探索商业化。　　“ONE的定位变迁可以概括为几次改写：先在大基数、高频、付费之间找交点；再用工作带发现，试图同时承接DAU和商业想象；发布会后回到效率和AI组织数，被更明确的指标收束；最后让位给Fusion（融合），成为更大框架里的过渡层。”幽素回忆。　　这种“既要又要还要”的顶层设计，几经调整的定义，直接导致了产品最终变形，入口位被新产品“悟空”取代。　　读过《置身钉内》后，马锐拉发了一条朋友圈：“花了三个小时，看完全文，还是久久不能平静，只是觉得心疼、心疼、心疼。”　　这是马锐拉在长文《置身钉外》中分享的内容：“我心疼的是，一个这么有想法的年轻产品，最后需要用七万字，把自己从一个系统里打捞出来寻求解放。”也是在这篇文章里，这位钉钉AI表格负责人宣布了自己离职钉钉的消息。　　那是另一个钉钉产品的故事。AI表格上线于ONE之前，在钉钉7.8.5版本推出，主打“表格即文档”概念，也是当下协同办公产品的标配。　　严厉批评　　“幽素在文章结尾说，泰坦尼克号沉了，但船上的水手还可以找到下一份工作。我想的是：只有活下来的水手，才能找到下一份工作。字面意义上的‘活下来’。”马锐拉在《置身钉外》中写道。截至北京商报记者发稿，该文已不可见。　　但长文没有“沉没”，6月10日，阿里合伙人委员会在公司内网发布了一篇题为《有情有义有成长，才是阿里文化》的帖文，对钉钉团队的管理方式做出严厉批评。　　“无论什么情况下，无论任务多么紧迫，都不应该出现这种管理方式”“这种方式从来都不是阿里文化倡导的方向，不是阿里文化该有的样子”，这些言辞没有留任何缓冲余地，直接指向钉钉内部的高压管理。　　阿里合伙人委员会强调“相互尊重、视人为人、有情有义，是我们的文化底色。无论时代如何改变，技术如何发展，这些底色阿里巴巴一定不能改变”“阿里的未来在于创新，但是创新依靠的从来不是高压和机械执行，AI时代更是如此”。　　回到钉钉，2026年3月16日，阿里正式成立Alibaba Token Hub（ATH）事业群，千问事业部、悟空事业部等归入ATH事业群，其中悟空事业部定位为“打造B端AI应用入口，将模型能力深度融入企业工作流”。　　次日，钉钉正式推出AI原生工作平台“悟空”，用户通过钉钉可直接向悟空发布指令，当你不在公司、睡觉的时候，一个指令下去，悟空就能在你的电脑上24小时为你工作。当时钉钉相关人士向北京商报记者解释，“钉钉属于悟空事业部，钉钉品牌依然独立运营”。　　钉钉在哪里　　那场发布会上，陈航在台上演示，阿里CEO吴泳铭就在台下。ONE就是陈航2025年回归钉钉后推出的一批AI产品之一，悟空则是ONE的最后归宿。　　其实，在阿里AI版图中，钉钉的位置一直很特殊。　　在阿里“创造Token、输送Token、应用Token”的三层架构中，钉钉承担的是最末端的“应用”角色，即把Qwen模型和悟空Agent封装成企业可用的产品，它有2600万企业组织的基本盘。　　“在当前阿里聚焦电商与AI两大核心业务的背景下，钉钉的战略地位日益边缘化。在AI时代，钉钉既不做基础大模型，也缺乏核心Agent，这种巨大的生存压力使得钉钉将转型希望全盘押注于项目。一旦项目失败，不仅转型受挫，更会导致其在集团新业务中彻底迷失方向。”文渊智库创始人王超向北京商报记者表示。　　组织架构频繁调整对产品和文化也有影响。“对文化而言，高频调整稀释了原本的价值观，信任体系面临冲击，创业精神异化为内卷消耗。对产品而言，研发节奏断裂导致战略摇摆，团队士气影响创新，组织交付与产品定义脱节带来资源浪费。”浙江省数智技术与服务联合会数字经济专委会副秘书长陈礼腾告诉北京商报记者。（文章来源：北京商报）","kind":"news","is_publish_news":true,"is_publish_highlight":false,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"0","news_tag":"","news_rank":0,"isVideo":false,"video":null,"symbols":[],"gpt_button":1,"need_auth":false,"need_login_tip":false,"code":"91000000","status":"200"},"commentList":[],"isCommentEnd":true,"newsSizeData":{"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"likeStatus":false,"favoriteStatus":false},"APP":{"userAgent":"Mozilla/5.0 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