千问春节投产不及预期，林俊旸辞职“背锅”

数智研究社

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伴随内部组织架构的拆分与谷歌Gemini前核心成员的空降，坚持技术与开源路线的林俊旸，在商业化KPI的重压下，最终成了这场春节流量战后“背锅”离场的人。文 | 啸天千问App第一波千问免单卡有效期延长到3月3日元宵节24点结束后，林俊旸在社交媒体X上发布了一条帖子，官宣离职。在刚刚过去的2026年春节AI红包大战中，阿里、腾讯、字节跳动三家累计投入约90亿元。千问在这场战役中保住了国内AI应用...

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(C)"},"translate_title":"Qianwen's production during the Spring Festival fell short of expectations, Lin Junyang resigned to \"take the blame\"","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"BABA":1.95,"BABW":0.6,"BBYY":0.6,"ALBmain":0.6,"KBAB":0.6,"BABU":0.6,"09988":1.95,"BABO":0.6,"AIYY":0.6,"BABX":0.6},"content_text":"伴随内部组织架构的拆分与谷歌Gemini前核心成员的空降，坚持技术与开源路线的林俊旸，在商业化KPI的重压下，最终成了这场春节流量战后“背锅”离场的人。文 | 啸 天千问App第一波千问免单卡有效期延长到3月3日元宵节24点结束后，林俊旸在社交媒体X上发布了一条帖子，官宣离职。在刚刚过去的2026年春节AI红包大战中，阿里、腾讯、字节跳动三家累计投入约90亿元。千问在这场战役中保住了国内AI应用日活第二的位置，超越了腾讯的元宝，但与榜首字节跳动的豆包之间，差距却在节后进一步拉大。取得超高日活峰值的背后，是巨额的营销资源消耗。千问App的单用户获客成本高达144元，居于三家之首。当潮水退去，留存数据与高昂的获客成本叠加，其最终的投入产出比（ROI）很可能并未达到阿里高层的战略预期。伴随内部组织架构的拆分与谷歌Gemini前核心成员的空降，坚持技术与开源路线的林俊旸，在商业化KPI的重压下，最终成了这场春节流量战后“背锅”离场的人。千问“胜利”了吗？3月4日凌晨，林俊旸在X平台写下：“me stepping down. bye my beloved qwen.（我卸任了。再见了，我亲爱的千问。）”随后，千问团队的多位核心技术骨干也相继发文告别。字里行间的遗憾与不甘显而易见。仅仅在一天前，林俊旸还带领团队发布了Qwen3.5小尺寸模型系列，并获得了马斯克的公开点赞。但在商业巨头的运行逻辑中，技术的极客时刻往往要为冷酷的商业数据让路。整个春节档，千问在“撒钱大战”中确实取得了肉眼可见的爆发。2月6日启动“用AI一句话免费点奶茶”活动后，千问App的日活从706万飙升至最高7352万。以“30亿大免单”为核心的补贴策略，在极短时间内拉高了应用的使用频次与下载量。但账面数据的繁荣没能掩盖后续的疲软。三方机构QuestMobile数据显示，这场营销大战中千问的整体花费预估达60亿元，折算下来单个日活获客成本为144元左右。作为对比，豆包的获客成本在84.6元至112.8元之间，元宝则为69元。高昂的成本需要高粘性的留存来摊平。截至2月23日，豆包App的日活回落并稳固在1.03亿，展现出极强的流量承接能力。同期，千问App的日活则跌至3245万，相较峰值已经腰斩。虽然对比活动前仍有3.6倍的增长，但在动辄数十亿的资源倾斜下，这种衰减速度足以让决策层重新评估该路径的有效性。当基座模型的科研团队被戴上DAU（日活跃用户数）、用户留存率等典型的C端互联网产品KPI时，技术动作的变形不可避免。管理层需要的是能迅速在C端市场形成护城河的“超级App”，而以林俊旸为代表的技术骨干，其核心诉求更多在于冲击模型性能榜单（SOTA）以及维护开源社区的全球影响力。投入产出比的不及预期，直接激化了这种路线分歧。3月3日，马云带着蔡崇信、吴泳铭、井贤栋等阿里与蚂蚁的核心管理层，罕见地在杭州云谷学校集体亮相。表面上是在探讨AI时代的教育变革，实则释放出集团最高层对AI战略落地与社会化应用的极度焦虑与迫切关注。最高决策层的集体施压，要求AI业务必须迅速找到商业化与生态协同的支点。在未能交出一份完美DAU留存答卷的背景下，核心技术负责人的出局，成为必然。后林俊旸时代的千问林俊旸离开后，千问将从一个带有极客色彩的“实验室项目”，彻底转变为受到严格商业目标约束的“集团基础设施”。在林俊旸离职前，通义实验室已经启动了针对Qwen团队的组织架构调整。原本由林俊旸统管、涵盖预训练、后训练、多模态等全流程的“垂直整合”体系，被强行拆分为平行的功能团队。这种水平分工模式削弱了单一技术负责人的管理权限，也算是直接否定了林俊旸一直主张的“预训练与后训练紧密咬合”的技术直觉。被强行拆分后，前DeepMind高级资深研究员周浩“空降”，直接接手了后训练团队并向阿里云CTO周靖人汇报。在管理半径缩小、引入外部高管后，显然阿里正在按照工程化、模块化的互联网大厂标准，重新规训大模型团队。阿里AI战略布局的调整，核心指向两个字：协同。进入2026年，大模型赛道的竞争逻辑已经从“拼参数”转向“拼落地”。阿里拥有庞大的电商、本地生活与云计算基本盘。千问App在春节期间推行的“点奶茶”功能，本质上是试图打通AI与淘宝闪购等本地生活交易链路。集团需要的是一个能完美嵌入现有商业版图、提升整体运转效率的AI齿轮，而不是一个游离于业务之外、单纯在开源社区受人膜拜的技术图腾。过分强调开源，一定程度上削弱了阿里云通过闭源模型API获取直接商业回报的能力。在面对火山引擎等对手的激烈价格战时，阿里需要在开源生态带来的品牌势能与闭源带来的真金白银之间重新切分权重。少了一个林俊旸，或者几位核心技术骨干，千问面临短期阵痛是客观事实。大模型研发高度依赖顶尖人才的技术直觉，核心人员的流失可能会影响迭代的敏锐度。但在阿里的运行体系中，个体意志必须服从组织战略。阿里的AI战略依然会强势推进。未来三年超3800亿元的AI基础设施投入计划已经划定，资源会更加集中地导向能够带来商业转化与生态闭环的模块。技术负责人的更迭，只是这台庞大机器在寻找最优商业变现路径时的一次更迭。后林俊旸时代，千问该如何快速消化组织震荡，在巨头环伺的C端应用战中稳住阵脚，并切实反哺阿里的商业核心盘，才是决定其最终命运的关键筹码。","kind":"news","is_publish_news":true,"is_publish_highlight":false,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"-1","news_tag":"executive","news_rank":0,"symbols":[],"gpt_button":0,"need_auth":false,"code":"91000000","status":"200"}}}