Roundtable Dialogue: Talent Special Forces: The Coexistence Manual of "AI-Native Talent" and "Industry Veterans" | 2026 AI Partner · Beijing Yizhuang AI+ Industry Conference

The roundtable discussion, edited by 36Kr, provides a multifaceted view into the evolving dynamics of AI talent in the business world. Moving beyond technical implementation, it focuses on the human resource and strategic challenges companies face, offering a blend of sharp observation and practical advice.

The Fundamental Divide: A New Paradigm of Talent

The most striking insight is the proposed 1-20-80 rule, which maps both companies and talent. The core distinction isn't merely technical skill but a profound, ingrained dependency and integration of AI into one's operational psyche.

• True AI-Native (1%): As guest Xiao Mafeng illustrates, these individuals are inseparable from AI. His anecdote of an employee ranked globally on OpenClaw who prefers conversing with AI underscores a paradigm shift in interaction. For these individuals, AI is not a tool but a fundamental environment and partner.
• Active Transformers (20%): This group, representing most event attendees, is characterized by proactive engagement and anxiety. They recognize the transformative power of AI but are still navigating the transition. Their value lies in their agency and willingness to adapt.
• The Struggling Majority (80%): This category includes both individuals and organizations paralyzed by inertia or uncertainty. The article suggests a generational and operational lag, where traditional workflows and talent evaluation methods are becoming obsolete.

Defining the AI-Native: Beyond Technical Skill

The guests offer complementary definitions that paint a richer picture than just "AI expert":

• Zheng Pengyu emphasizes a behavioral triad: habitual use, the ability to exercise superior human judgment amidst AI-generated options, and a strong bias for practical execution ("动手能力"). This positions AI-native talent as not just users, but effective curators and implementers.
• Xiao Mafeng focuses on the existential relationship with AI. This shifts the definition from a checklist of skills to a mindset and lifestyle. The implication is that this talent often exists outside conventional professional networks, as highlighted by the OpenAI anecdote where top researchers were unaware of a prominent Chinese entrepreneur—a stark example of disconnected talent ecosystems.

The Corporate Anxiety and the Hunt for Talent

The discussion reveals a deep-seated corporate anxiety, particularly among leaders of large, traditional companies. The drivers are:

1. Disruption Fear: The explosive growth of AI-native companies (e.g., Zhihu's valuation versus labor-intensive giants like JD) serves as a constant market warning.
2. Internal Blind Spots: Executives often cannot identify existing AI-native talent within their own ranks or assess how effectively their workforce is leveraging AI.
3. Recruitment Ineffectiveness: Traditional hiring pipelines, like HR filters, are fundamentally mismatched to discovering this unique cohort. Top AI-native talent may not be on job sites, may be unresponsive to recruiters, or may not value the same corporate prestige markers (e.g., knowing industry veterans).

Strategies: Mining, Cultivating, and Retaining

The conversation pivots to actionable solutions, moving from problem diagnosis to strategic prescription.

• The OPC (One-Person Company) as a Talent Pool: While OPC communities are seen as concentrations of AI-native individuals, Xiao cautions against direct transplantation. These independent entrepreneurs have strong agency and may not align with a corporate vision. The suggestion is to view them as a source of inspiration or a partner model, not just a hiring ground.
• Internal Hackathons as a Discovery Engine: This is a key strategic recommendation. Instead of external hunting, companies should create internal environments that mimic the OPC mindset. Internal hackathons allow employees to showcase AI-driven innovation within the company's context, identifying those who are both creatively aligned with AI and strategically aligned with the business. This is a proactive cultivation strategy.
• Retention through "Career and Culture": Retaining this talent requires more than financial incentives. The deeper solution involves embedding them in meaningful projects ("事业留人") and fostering a culture of rapid experimentation, psychological safety, and respect for new paradigms ("文化留人"). For the AI-native, the opportunity to work on cutting-edge, impactful problems within a supportive ecosystem