According to yang yuanqing, this plan will help cloud service providers significantly shorten the deployment time of “time to first token” ai, while rapidly expanding to 100,000 gpus to support smart bodies and large language models at trillion parameter levels。
In particular, it was the guest of honour of the conference: young weidar ceo wong in-hoon, intel ceo chen liwu, amd ceo susumi and hightoon ceo ann mon。
The four most influential chip giants around the globe, ceos, come together in a convoluted arena, not a simple commercial platform, but a concentration of industry synergies in the ai era。
It demonstrates both the hub of the ai industry chain and its accumulated industrial resources, credit and synergies over the years, and is transforming into an important competitive advantage of the ai era。
Of these, collaboration with weidar is particularly typical。
On 3 january, prior to the launch of tech world, the consortium published a video of a conversation between yang yuanqing and huang in-hoon. Yang yuanqing revealed in a video that the level of cooperation between the two sides in the area of ai has increased fivefold over the past few years. Huang in-hoon is more optimistic about the future cooperation between the two sides:
“there is no reason why it should not be doubled five times in the next two years.”
In yang's view, the core elements of the union's success lie in the firm's own clear strategy, clear direction and results of technological innovation, and products that can land. In an interview with the media on 7 january, he said:
“our hybrid artificial intelligence, whose breakthroughs and landings in individual and enterprise intelligence are highly recognized by these ecological partners.”
This widely noted scientific and technological event, which was also the culmination of a decade of hard-won transformation led by yang yuanqing, was a very significant counter-offensive declaration。
[02 turning point]
Yang yuanqing had set up an ambush 10 years ago at the height of ces, which was the starting point for his leadership in trying to open up a difficult transition。
In 1989, yang won-jing, who joined the league, succeeded the founder of the league as chairman of the company in 2011 and continued to serve as ceo. Since then, this global technology giant has officially entered the yang yuanqing era。
The beginning of yang's won-qing year was so bright that in 2013 the union wanted to be the first to be on the global pc list. But things changed quickly。
Between 2012 and 2016, global pc output declined for five consecutive years. The projections of the market research firm idc in 2016 are all the more alarming: in the next two years, two of the world's top 10 pc manufacturers will be out of the market。
As the “first player” in the global pc market, the union is naturally affected. The continuing contraction of markets naturally poses a significant challenge because of the long-standing reliance of its business model on the “size-plus supply” strategy, whereby competitiveness is sustained through large-scale production and supply chain efficiency。
For the 2015/16 fiscal year, the group lost $128 million. The mid-year report for 2016/17 showed a simultaneous decline in the three main conglomerates: an 8 per cent decline in personal computers and smart equipment business income, a 10 per cent decline in mobile operations and a 4 per cent decrease in data centre business income。
Of these, mobile phone boards, which are at the heart of mobile operations, are particularly difficult。
In 2014, the federation tried to buy motorola for $2. 9 billion, trying to replicate the successful experience of acquiring ibm pcs, but their market share was rapidly squeezed by the brands of millet, oppo, vivo, for reasons such as less than expected integration, a decline in operator subsidies, and rapid changes in channel structure. Domestic sales of mobile phones remained at 22. 1 million in 2015 and had fallen to 1. 79 million by 2017, leaving a market share of only 0. 4 per cent。
As a co-chair, yang yuanqing, the pressure is understandable. He was even more concerned about another major change and trend in the it market, which was a boom。
In the case of the chinese market, for example, during the second quarter of the leading fiscal year 2017 (from 1 july 2016 to 30 september 2016), the capital, ali yun, received 1,493 million yuan, a three-digit increase in the sixth consecutive quarter。
The upgrading of the brand and the definition of the eco-development strategy were also completed in 2016. As early as july 30, 2015, china officially launched its corporate cloud service for the chinese market, clarifying the deep-tilled business cloud market and relying on the “integrated” model of intensive government and business clients。
Compared to these competitors, the congenerous cloud service also lags significantly behind。
Ten years ago, the united nations cloud service operations as a whole remained tied to the “equipment + cloud” strategy and did not form a stand-alone block or introduce a market-oriented independent iaas/paas subscription service. According to idc data, in 2016, china's public cloud iaas market was not even in the top 10。
Under multiple pressures, yang yuanqing is acutely aware that the union has reached a crossroads that must be transformed and upgraded。
The jedi fought back
On the afternoon of 11 april 2017, the beijing olympic centre was full of noise and passion。
On that day, one of the most important events of the year... - the 2017 new year's global pedagogical congress is here。
At this assembly, yang yuanqing officially sounded the horn of the united nations response。
On the ground, he officially launched the latest version of the three waves strategy, which seeks to move companies from a model of long-term reliance on a single pc business to a more diverse business structure, seeking a breakthrough in the overall transformation of the idea。
The new three-wave strategy, which was launched in november 2016 on the occasion of yang yuanqing's old three-wave strategy, includes the first wave, which holds the basic disc of the pc and continues to lead the world; the second wave, which promotes renewed growth in mobile and data centre operations; and the third wave, an emerging technology track for forward-looking layout, which aims to transform into a new growth curve for equipment + cloud service providers。
With regard to the three waves strategy, yang yuanqing has emphasized its importance on various occasions. In september 2017, when he spoke with his employees on the national day of mid-autumn, he said, rarely:
“the three-wave strategy today is the most difficult strategic change in history.”
In his view, the difficulties arose mainly from two factors: first, the transformation of the company from a single business to a diversified one; and second, the shift from a company operating a product to a company operating a customer, “client-centred”, to meet the needs of the client, while at the same time moving from equipment to “equipment + cloud”。
In retrospect, the strategy of yang yuanqing is not radical or even restrained, more like a transitional “emergency combat programme”. Its core is not subversion, but “stabilizing”. In a situation where the pc still contributes the main cash flow, it chooses to recover and transform, rather than bet。
This is also in line with the usual style of yang yuanqing: no big leap, no windfall, but every step is required to land。
And the jedi will respond quickly, under all oaths. On may 24, 2018, the consortium released a new “unexpected” financial report: the performance for fiscal year 2018 as at 31 march of that year showed that the united nations group of friends received $45. 35 billion a year, an increase of 5 per cent over the same period, the best performance in three years。
As core business became more stable, yang yuanqing began the transition from “passive response” to “active design”。
In april 2019, he officially launched the “3s strategy” at the premiere of the united nations global stakeholder congress for the new year, held in rowley, united states of america, using smart iot, smart infrastructure, and industrial intelligence as three core pillars to synchronize the launch of a brand-new vision of “smart for every possible” and to clarify the direction of intelligent transformation。
On 14 november of the same year, at the fifth united nations congress on innovative science and technology, held in beijing, yang yuanqing further deepened the strategic interpretation and proposed the whole-link structure of the end-peramone-yun-web-with as the central pillar of the 3s strategy to systematically refine the strategic landing system。
This strategy, in essence, breaks down the long-anticipated, hardware-centred development model of relative fragmentation of operations and evolves into a diversified growth matrix and a one-stop solution for clients by opening the boundary between terminal equipment, computing infrastructure and industry solutions。
The subsequent wave of ai provides a decisive “accelerator” for the associated intelligent transformation strategy。
In 2023, the generation of ai rapidly engulfed the global science and technology industry, and the desired transformation was accompanied by a critical leap forward。
On 24 october of this year, at the ninth united nations congress on innovative technologies, yang yuanqing systematically presented the strategic vision of “ai for all”, making it clear that the mission of the consortium was to place artificial intelligence at the service of everyone, every enterprise, and to simultaneously showcase the results of a series of artificial innovation technologies such as ai pc, large model compression technology, and ai twin。
This statement was widely regarded by the outside world as a sign of a desire to upgrade ai from a “technical option” to a “core main axis”. Unlike the emphasis placed by some internet companies on the “unicable mega-model”, the consortium wishes to place repeated emphasis on hybrid ai, local ai and side computing, working to embed ai capabilities in equipment, infrastructure and industry scenarios。
In 2025, yang yuanqing further deepened the ai strategy at the alliance for the year's olympism congress, officially announcing the launch of the alliance's “fifth re-establishment”, and the ambitious vision of “ai for all” began to be translated into concrete operational objectives - over the next three years, ai pc has accounted for more than 80 per cent of the world's new sales and is fully committed to driving ai technology from product innovation to scale。
By 2026, the yang yuanqing strategy was upgraded to provide a mix of personal, business and public intelligence, which is the ultimate path to personalization, diversity and universal access. This means that instead of talking about products, the consortium is trying to construct a complete ecology covering equipment, infrastructure and ai services。
As yang yuanqing, who stood on the sphere stage, was gleamed by a spotlight, it also marked the emergence of a group of thinkers in the mature phase of the intellectual transformation, returning to the arena of the global science and technology narrative。
04 resilient enterprises
For a transnational giant, strategic transformation is often accompanied by enormous inertia and pain, and recent performance data suggest that it is being upgraded into a new life and growth cycle。
On 20 november 2025, the consortium issued a financial report for the second quarter of the financial year 2025 (as at 30 september 2025), which resulted in the achievement of several core indicators。
The net profit adjusted at rmb 3. 66 billion, a 25 per cent increase over the same period, shows a strong profitability, with a sustained profit gain。
More notably, the share of ai-related operations that the organization wanted to disclose for the first time had increased to 30 per cent, an increase of 13 percentage points over the same year, and ai had begun to become a truly “core engine” for overall performance growth。
Specifically, in the smart equipment business group (idg), the share of ai terminal operations rose to 36 per cent, an increase of 17 percentage points over the same period; and ai pc was the first in the global windows ai pc market with a steady 31. 1 per cent share, with a global output of 33 per cent and a continuous lead industry。
With regard to the infrastructure programme operations (isg), which benefited from the migration of ai calculations to local data centres and marginal reasoning, it was assumed that the high double-digit growth in the income of the ais server, even if short-term operating losses were incurred as a result of increased investment in ai capacity, would establish a technological base for long-term development。
Thinking about the achievements of this quarter as a key point in the global science and technology industry’s full entry into the ai era is also highly indicative: on the one hand, it validates the idea of continuing investment around ai over the past few years, which is being translated into quantifiable market performance and revenue gains; on the other hand, it also shows that the association has won the ticket to the ai era and has begun a new journey to become a global ai player。
These changes are not a work in progress. Looking back at the past decade, from the “three waves” to the “3s” strategy, to the “ai for all”, the transformation path that yang yuanqing designed for the union has always followed the same logic: not being the most radical subversive, but always looking to the future as it evolves, constantly innovates and develops。
On 24 february 2022, yang yuanqing said at the annual founding conference of ceos in that year: “there is no ever-ending rapid growth, and any enterprise or industry has its own development cycle. And what resilient firms have to do is to complete the spiral up in one cycle after another.”
This sentence makes a point of thinking about the options of the last decade. It is clear that the current connection has also entered the orbit of a new spiral。
