腾讯AI，需要一场胜仗_老虎社区_美港股上老虎

腾讯AI，需要一场胜仗

光子星球02-14

“我们整个动作其实是慢了，一直到2024年底，元宝和混元大模型才转到CSIG，开始正式做。”腾讯是第二家承认在AI上“动作慢了”的大厂。上一个这么公开表述的还是字节，反思、招兵买马、聚焦研究方向到迎面追赶。如今，轮到了腾讯。仔细观察，腾讯在AI上有两次明确出手的时机，一是DeepSeek爆火出圈，二是今年的春节营销黄金档。这基本体现了腾讯在AI时代的战术逻辑，战术上选择后发跟进，避开早期探索的...

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href=http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20260214153144a6fa96d1&s=b><strong>光子星球</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>“我们整个动作其实是慢了，一直到2024年底，元宝和混元大模型才转到CSIG，开始正式做。”腾讯是第二家承认在AI上“动作慢了”的大厂。上一个这么公开表述的还是字节，反思、招兵买马、聚焦研究方向到迎面追赶。如今，轮到了腾讯。仔细观察，腾讯在AI上有两次明确出手的时机，一是DeepSeek爆火出圈，二是今年的春节营销黄金档。这基本体现了腾讯在AI时代的战术逻辑，战术上选择后发跟进，避开早期探索的...</p>\n\n<a href=\"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20260214153144a6fa96d1&s=b\">网页链接</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","isBrief":false,"type":0,"news_type":1,"symbol":"LU2293587155.HKD","symbol_name":"ALLIANZ ORIENTAL INCOME \"AT\" (HKD) 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victory","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"TCHmain":0.6,"00700":1.97,"HTCD.SI":0.6,"TCEHY":1.97},"content_text":"“我们整个动作其实是慢了，一直到2024年底，元宝和混元大模型才转到CSIG，开始正式做。”腾讯是第二家承认在AI上“动作慢了”的大厂。上一个这么公开表述的还是字节，反思、招兵买马、聚焦研究方向到迎面追赶。如今，轮到了腾讯。仔细观察，腾讯在AI上有两次明确出手的时机，一是DeepSeek爆火出圈，二是今年的春节营销黄金档。这基本体现了腾讯在AI时代的战术逻辑，战术上选择后发跟进，避开早期探索的不确定性，在看到市场有效验证后，利用资源厚度进行精准押注。有腾讯混元员工告诉我们，“腾讯内部会给每个人充足的思考时间，引导你把事情想得更透”，在这样环境下，具备深度思考能力的人反而不会焦虑。腾讯员工所感受到的“深度”，带着互联网时代的烙印。梁宁曾评价，“看到国外成功产品，理解其用户价值，同时基于对中国用户特性和情境的深入理解，重做价值组合和体验设计，是腾讯重要技能点”。也正是腾讯内部沉淀下的“慢”，与外部AI的“快”，形成了撕裂感。巨大张力之下，腾讯在AI时代，自成一派。“每个企业的基因不同、体质不同，腾讯的风格就是稳扎稳打”，马化腾表示道。想“上岸”的人2025年春节前夕，腾讯最高层做了两个关键的战略抉择：第一，腾讯将旗下聊天机器人产品元宝从TEG（技术工程事业群）划归CSIG，由腾讯集团高级执行副总裁、云与智慧产业事业群CEO汤道生率领，元宝从技术驱动转向产品驱动；第二，元宝宣布接入满血版DeepSeek，从原本只依赖自研模型的产品策略，转向支持多模型的产品策略。汤道生在采访中将元宝竞争，视为继移动互联网后的一场关键战役，“当年Pony说，希望能拿到移动互联网的船票，现在也希望拿到AI时代的船票”。高层的态度是明确的风向标，翻过春节，腾讯便开始了秘密的招兵买马。此时，腾讯面对的是一个格局初定、优质人才已被激烈争夺过的市场。大模型的兴起率先点燃了创业热潮，早期诞生的AI公司吸纳了第一波顶尖人才。而自2024年起，随着字节等大厂全面发力，人才竞争进一步白热化。不仅创业公司被持续“挖角”，一场从“AI六小虎”向头部大厂的人才回流潮也悄然形成。在这种情况下，腾讯不得不面对人才溢价市场，想要“举牌”，就只能再加价。抛开薪资福利的因素，彼时选择腾讯的人身上有着相似的特质，用他们的话来概括：宁做鸡头，不做凤尾。收到腾讯offer时，Jason（化名）团队刚完成了一轮没有达到预期的融资，“理想目标是千万美金以上，出让完股权后，能够做的事情实在有限”。AI投资机构喜欢投资三类人，一是没有创业经验，但年龄和学历有优势的“小天才”；第二类是在大厂资历丰富的高P，被人称之为“老司机”；最后是不按常理出牌，走“野路子”的创业者。Jason不在上述三类人之中，对他来说，去腾讯是一次身份的进阶，有可能从普通创业者冲击“老司机”，腾讯混元就是那层被加筑的光环。产品经理出身的刘毅（化名），在字节Seed和腾讯混元中间犹豫。在他眼里，Seed大佬云集，其技术属性强于产品，而腾讯则是一个产品主导的公司。刘毅害怕去Seed被淹没，“现在，字节Seed架构逐渐完备，能力上来。腾讯更像一个新的起点，虽然混元比同行慢了点、差了点，但你做出一点就是成绩”。光子星球了解到，腾讯混元在招聘中为候选人提供的职级具备较强竞争力。以同一候选人为例，若其获得字节跳动4-1职级的offer，腾讯混元则可能授予T12级及以上职位，对应职级较字节高出约1-2级。对标Seed团队挖人，“在原本的福利待遇基础上，再加一百万，大多数中层以下同学就直接被挖走了”。腾讯混元方法简单粗暴，但直接有效。据相关报道，腾讯最终吸引了数十名Seed团队研究员跳槽。腾讯AI的Icon式人物腾讯混元团队纳新的速度比外界想象还要更快一点。相关人士透露，大约在去年8月份左右，混元已经吸纳了一批来自大厂和创业公司的新鲜血液。彼时，其团队分别在北京和深圳两地办公，主要成员集中在北京，核心人员常常需要专门飞到深圳去向负责人定期汇报工作。据混元人士透露，初期混元团队全员匿名状态，没有头像，成员们至多知道自己的+1和+2上级。“很多人得凭借记忆力，他们的英文名字和脸，根本对不上。”为了追赶同行，人均晚上十二点下班成为了常态，但此时的混元仍没有明确的方向，来到这里的人被告知“混元要朝着多模态发展”。腾讯AI正式成为集团意志和一把手工程，发生在姚顺雨的官宣和组织架构大调整。2025年12月，腾讯大模型研发组织架构调整，新成立AI Infra部、AI Data部、数据计算平台部，并确立了研发与产品“联合设计（Co-design）”的新机制。姚顺雨出任“CEO/总裁办公室”首席AI科学家，向腾讯总裁刘炽平汇报；同时兼任AI Infra部、大语言模型部负责人，向技术工程事业群总裁卢山汇报。腾讯AI具有较强的历史路径依赖，最初分散为服务各个业务的工具，如语音识别服务于微信语音转文字，计算机视觉服务于游戏和内容审核。这种业务需求驱动导向的方式，导致其AI团队天然依附于业务线与基础技术部门，形成了分散的技术供给点。对比字节的AI大模型团队Seed，从成立之初就以构建统一基础模型、支撑未来产品生态为核心目标，腾讯更像是在原有业务、技术积累之上重组的产物。对姚顺雨的任命，反映了当前腾讯模型与Infra分家的核心痛点。具体表现为，腾讯原本的大语言模型更贴近业务探索和落地视角，而AI Infra则是纯技术工程部分，负责底层算力、平台和工具搭建。大模型的成功极度依赖模型算法与底层设施的双向优化，这两部分在腾讯历史上分属于不同事业群。姚顺雨的角色，就像是一个高权限的“连接器”。腾讯希望通过他一个人横跨不同部门，强行拉通模型研发的战略方向与基础设施的工程实现，确保资源和目标对齐。在无法立刻进行大规模组织重组的情况下，任命一个同时领导两大核心部门的高管，是最高效的捷径。这相当于成立了一个以他个人为核心的“虚拟AI大模型事业群”。他的双重身份理论上，可以确保Infra为模型服务，直接响应大语言模型部最急迫的需求。让大语言模型部的技术规划，不至于成为空中楼阁，能充分考虑工程实现的可行性和成本。但不可避免地，姚顺雨必须抗衡腾讯成熟事业群，长期沉淀的组织惯性。那是一堵固有流程、闭环考核与领地意识交织而成的无形之墙。当其以集团意志，要求团队优先支持某个项目时，可能会遇到TEG内部原有优先级项目的阻力，其权威是否能穿透两层组织，是成败关键。当整个大模型、Infra和应用产品协同战略高度依赖于一人时，既是高效的，也是脆弱的。不过，这并不妨碍姚顺雨成为腾讯AI的Icon式人物，Icon这个词有带头人、领军人物的含义。毕业于清华和普林斯顿大学，OpenAI研究员，姚顺雨是投资人眼中典型的“小天才”。公开场合露面“AGI-Next前沿峰会”，给青年研究者颁发“青云奖学金”，腾讯正在有意识地把“姚顺雨”当做某种代表变革、开放化和年轻化的符号。腾讯AI互搏腾讯内部人士认为，腾讯之所以敢慢，因为马化腾不太在乎短期得失，“只要手握场景（游戏、微信、QQ），腾讯终究可以赶上，哪怕先用DeepSeek”。腾讯历史上多次上演“后发先至”。无论是移动支付、手游还是信息流，腾讯都证明了，只要社交、内容场景足够强大，用户关系链足够牢固，就可以在技术或产品模式成熟后，通过极致的用户体验和强大的渠道整合，快速占领市场。若将AI竞赛分为上下半场，上半场是纯技术的“刺刀战”，腾讯一度身陷盲区；而下半场进入技术、产品与场景融合的“多维战”，这本该是腾讯的舒适区。春节期间的AI营销大战，如同当下的“珍珠港事件”。OpenAI、谷歌持续迭代模型，字节豆包等产品也在快速抢占用户心智。相比之下，腾讯在大众感知层面，仍缺一款具有统治力的AI原生应用或模型。无论是“姚顺雨”式的跨部门协同，还是巨额算力投入，都需要一场胜仗来验证其正确性、回应内部质疑并巩固变革方向。从战略态势、组织信心还是市场期待来看，腾讯此时比谁都更需要一场胜利。近期，马化腾明确提出了腾讯AI社交的方向，并在为元宝红包和元宝派功能预热。但在实际操作中，元宝的传播遭受到了来自微信的阻击。微信作为“稳态社会系统”的克制哲学，与AI原生社交所需的“动态智能系统”存在根本冲突。前者追求连接现实关系，提供稳定、可信、高效的通信与基础服务，其成功源于克制、简洁和用户体验的绝对优先。后者创造人与AI、AI与AI等新型智能互动关系，依赖涌现与试错。将AI社交强行嵌入微信，必然引发系统性排斥。破局的关键，在于跳出既有生态，打造独立的AI原生社交应用。新应用可以摆脱微信的历史包袱和道德负担，建立全新的产品原则、数据协议和交互规范，还可以大胆尝试AI人格化社交、群体智能协作等可能令微信团队不安的前沿方向。当失败的成本被隔离，自然就不会危及微信基本盘。腾讯最成功的产品，几乎都源于在不同时代，用新产品满足新需求。如同QQ之于PC互联网，微信之于移动互联网。AI时代的社会化连接，同样需要一个新的、原生的容器。而依赖旧容器改造，历史上从未成功过。","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,"symbols":[],"gpt_button":0,"need_auth":false,"code":"91000000","status":"200"},"commentList":[],"hasMoreComments":false,"newsSizeData":{"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":1,"likeStatus":false,"favoriteStatus":false},"isCrawlerRequest":true}