欢迎加入。我们是一家 AI 原生公司：没有层层汇报的中层，信息和任务在系统里直接流动；部门很少、墙更少，每个人都和一群 AI agent 并肩干活。这本手册一次讲清：公司长什么样、你的 AI 同事怎么用、事情该找谁、审批怎么走、时间与回报怎么算。五分钟读完，少走一个月弯路。 Welcome aboard. We are an AI-native company: no layers of middle management — information and tasks flow directly through our systems. Few departments, fewer walls, everyone working alongside a fleet of AI agents. This handbook covers it all: how the company is shaped, how to use your AI colleagues, who to go to, how approvals work, and how we think about time and reward. Five minutes now saves a month of guessing.
一个"脑"+ 三个单元：前台面向客户，中台生产一切，后台保障运转。部门只回答"谁牵头"，不是墙——人人都是组员，包括创始人。 One "brain" + three units: the front faces clients, the core produces everything, the back keeps it running. A department only says "who leads" — it's not a wall. Everyone is crew, founders included.
公司的"脑"和孵化器：定战略方向、对接资本与大项目前期。所有工作的源头——事项在这里想清楚、定了性，就向下分发给对应单元。The company's brain and incubator: sets strategy, works capital and early-stage mega-projects. The origin of all work — matters are thought through and classified here, then dispatched.
公司运转的地基。全部内务在这里：从你的入职合同到办公室的服务器。The foundation the company runs on — from your contract to the office servers.
签批：内务运营 → 燕子 Lisa；财务法务合规 → CFO SofiaSign-off: operations → Lisa; finance/legal → CFO Sofia
公司最大的单元，一切产出的生产地。叫"中心"不叫"部门"——它是中台，所有人都从这里调用能力。The largest unit, where everything is produced. A Center, not a department — a platform everyone draws on.
报告、方案、部署——马上交客户的硬产出。Reports, solutions, deployments.
平台、工具、模型——为下次交付做准备。Platforms, tools, models.
签批：工程技术 → 总工 Andy；产品发布 → CPO Michael；两边都涉及 → 双签，缺一不可Sign-off: engineering → Andy; product → Michael; both → dual sign-off
公司面向世界唯一的一张脸。签回来的合同，负责执行到客户满意为止——有始有终。The company's one face to the world. Contracts we sign, we see through — start to finish.
签批：对外商务 → 兵兵 Bing；交付组是前后端接口，对内协调中心资源Sign-off: external → Bing; delivery team is the front-back interface.
所有任务都在系统里流转，全程可追溯。你永远不会同时收到两个老板打架的指令。All work flows through the system, fully traceable. You'll never get conflicting orders from two bosses at once.
战投部或各单元提出事项，明确成果类还是工具类、归哪条签批线。A matter is raised and classified: outcome or tool, which approval line.
任务在 Lark 上下达（可让 Vela 代下）。系统知道每个人的负荷。Issued on Lark (Vela can do it). The system knows everyone's load.
先想"这活能不能让 agent 干"，你负责判断、把关、兜底。First ask what an agent can take; you own judgment and the result.
工程找 Andy，产品找 Michael，内务找 Lisa / Sofia；交叉双签。Engineering→Andy, product→Michael, internal→Lisa/Sofia; both→dual.
过了质量门的成果，由商务部送到客户手里。Work that passed the gate goes to the client via BMD.
所有任务在 Lark 上下达、全程可追溯。口头派活不算数——对任何人都一样，包括老板们。Every task is on Lark and traceable. Verbal task-giving doesn't count — bosses included.
部门只回答"谁牵头"，不是墙。"这不是我部门的事"在这里不存在。A department only says "who leads." "Not my department" does not exist here.
没有中层，你的产出直达签批人。数据实时可见，不用写周报。No middle layers — output goes straight to its approver. No weekly roll-ups.
刻意少人多 agent。接活先问：哪部分能交给 agent？Deliberately few humans, many agents. First ask what an agent can take.
在 Lark 上直接跟他们说人话——打字或语音都行。不知道找谁？记住这句：花钱 Vega、关于人和派活 Vela、要文件 Librarian、要东西 Atlas。Talk to them in plain language on Lark — type or speak. Not sure who? Money→Vega, people & tasks→Vela, docs→Librarian, things→Atlas.
精打细算的账房先生，一分钱都不含糊。他会提醒你别把垫付报成了借款——报销是你先垫的钱要回来，借款是公司借钱给你，两码事。A meticulous bookkeeper. He'll stop you filing a reimbursement as a loan — reimbursement is money you fronted; a loan is the company lending to you. Not the same.
怎么用 · 报销为例How to · reimbursement
他能听懂的话He understands
口头禅："票据齐了没？没票我可不认哦。"Catchphrase: "Got the receipt? No receipt, no deal."
贴心的大管家，记得每个人的假期、工资和证件到期日——你还没想起签证要过期，他已经在提醒你了。他还是全公司的审批提单入口 + 任务调度台：请假加班从他走，派活、追进度也找他。口头派活不算数（包括老板们），他清楚每个人手上多少活，不会让你被两个老板压爆。The caring house-manager who tracks everyone's leave, pay and expiry. He's also the single entry point for approvals AND the task dispatcher: leave and overtime go through him, and so do assignments and tracking. Verbal task-giving doesn't count (bosses included) — he knows everyone's load, so no one gets crushed by two bosses at once.
怎么用 · 请假为例How to · leave
他能听懂的话He understands
口头禅："人的事和活儿，都交给我——系统上没有的活，等于没派。"Catchphrase: "People and tasks, both on me — if it's not in the system, it didn't happen."
过目不忘的图书管理员，合同编号张口就来。想用章？先过他这关——盖章是红色操作，得等审批通过才能用。A librarian who forgets nothing. Need a seal? Through him first — stamping is a red action and waits for approval.
怎么用 · 查合同为例How to · find a contract
他能听懂的话He understands
口头禅："编号我给你，章嘛……先走审批。"Catchphrase: "Number's yours. The seal? Approval first."
扛着全公司家当的大力士，每台设备在谁手上、库房还剩几台，一清二楚。你要买东西，他会先把"该不该买"的依据摆你面前——同类还闲着几台、比上次贵没贵、预算还剩多少。The strongman who knows what's whose and how many are in stock. Ask to buy and he lays the "should we?" case first — idle units, price vs last time, budget left.
怎么用 · 采购为例How to · purchase
他能听懂的话He understands
口头禅："先别急着买——仓库还闲着 5 台呢。"Catchphrase: "Hold on — 5 idle ones in the warehouse."
每个部门都有自己的 AI 同事。标 ★ 全员可用 的（四大管家）谁都能找；标 🔒 部门专属 的只接本部门系统签发的任务单——这是数据安全边界，不是他们高冷。跨部门需要帮忙？在系统里把需求提给对应部门立项。Every department has its own AI colleagues. Those marked ★ all-staff (the four stewards) serve everyone; those marked 🔒 dept-only only take tasks issued by their own department — a data-security boundary, not attitude. Cross-department needs go through the system to that department.
不用记指令格式，打字或语音把事说清楚，他们会追问缺的信息。No syntax to memorize — type or speak; they'll ask for what's missing.
整理好后你回 ok 才真正提交审批。看错就说改。Only your ok submits it. Spot an error? Just say so.
用章、报废、大额采购是红色操作，要等审批通过，不是秒过。Seals, scrapping, big buys are red actions — they wait for sign-off.
数据按角色隔离，敏感信息只推给该看的人。看不到不是出错。Data is role-isolated; sensitive info reaches only those who should see it.
你不用背规则——AI 同事会自动把你的单子路由给对的人。但了解红黄绿三档，你就知道一件事大概要等多久、经过谁。You don't memorize rules — the agents route your request automatically. But knowing the three tiers tells you how long a thing takes and who sees it.
预算内、低风险、可逆。分管一人点确认就过。
例：领耗材、预算内报销、短假、派车。In-budget, low-risk, reversible. One lead confirms.
e.g. supplies, in-budget claims, short leave.
预算外 / 中额 / 影响算薪。分管主管批 + 行政收尾。
例：预算外报销、请假 >3 天、采购 ≤¥5,000。Out-of-budget / mid-value. Lead approves + Ops closes.
e.g. out-of-budget claims, leave >3 days, buys ≤¥5,000.
高额 / 不可逆 / 动钱动权。要多人会签，等审批通过才生效。
例：>¥5,000、用章、报废、调薪、离职。High-value / irreversible. Multiple co-signs; effective only once approved.
e.g. >¥5,000, seals, scrapping, pay changes.
| 你要做的事What you do | 找哪个 AIWhich agent | 档Tier |
|---|---|---|
| 报销 / 付款 / 借款Reimburse / pay / loan | Vega | 🟢 / 🟡 / 🔴 按金额 ¥5,000 |
| 请假 / 加班Leave / overtime | Vela | 🟢 ≤3天 / 🟡 >3天 |
| 用章Use a seal | Librarian | 🔴 |
| 采购 / 报废Buy / scrap | Atlas | 🟡 ≤¥5,000 / 🔴 报废 |
| 产品 / 报告出门Ship product / report | Andy + Michael 双签Andy + Michael dual | 🔴 |
我们的核心哲学：鼓励的不是更长的工作时长，而是更多的交付。Our core philosophy: we don't reward longer hours — we reward more delivery.
我们不考核工作时长。一个成果你 3 小时还是 10 小时做完，公司不关心——交付了什么、质量如何，才是唯一标尺。We don't measure hours. 3 hours or 10 — not our concern. What you shipped, and how good, is the only yardstick.
除综合运营部支持岗（加班实打实计酬）外，加班工资基数有意设计得较低。想靠熬时长多拿钱走不通；多出的付出，在奖金池里加倍体现。Outside Ops support roles (paid in full), overtime bases are deliberately low. Clocking hours won't pay; extra effort returns, multiplied, via the bonus pool.
固定工资 + 全员奖金池。固定工资是合规线，按规矩足额发；奖金池是激励线——公司收入越多池子越大，按交付贡献分，上不封顶。Fixed salary + all-hands bonus pool. Salary is the compliance line, paid in full. The pool is incentive — more revenue, bigger pool, shared by contribution, no ceiling.
| 岗位Role | 时间Hours |
|---|---|
| 产品工程 / 商务 / 战投P&E / BMD / Strategy | 弹性 + 核心 10:00–16:00 在司；按产出考核Flexible + core 10:00–16:00 on site; measured by output |
| 综合运营 · 后勤支持Ops · facilities | 相对固定：保洁 8:00–16:00；司机常规 9:00、随叫随到。加班实打实计酬Regular: cleaning 8–16; driver ~9:00, on call. Overtime paid in full |
| 这类事For this | 找这里Go here |
|---|---|
| 工程技术判断、技术方案、报告签章Engineering, tech solutions, report sign-off | 总工程师 AndyChief Engineer Andy |
| 产品方向、任务安排、流程与工具Product direction, tasks, tools | CPO Michael · 产品与工程中心经理· P&E Mgr |
| 入职合同、人事、行政、报销、设备与 ITContracts, HR, admin, expenses, IT | 燕子 LisaLisa · 综合运营部Operations |
| 财务、法务、合规Finance, legal, compliance | CFO Sofia |
| 客户、市场、签约、对外交付Clients, market, contracts, delivery | 兵兵 BingBing · 商务部BMD |
| 战略、资本、大项目Strategy, capital, mega-projects | CEO · 战略投资部Strategy & Investment |