Youxi Putao: Cai Haoyu Personally Researching AI, Liu Wei Demands Strict Hiring Control

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在《崩坏：星穹铁道》上线之后，不少人都认为米哈游有了新的营收支柱，即将进入稳健的「复制爆款」阶段。
After the launch of *Honkai: Star Rail*, many people believed that miHoYo had found a new pillar of revenue and was about to enter a stable "copying hit" stage.

但最近葡萄君获悉，米哈游几位创始人近期的工作重点有了一些调整，他们对于组织发展也有了一些新的思考——这家公司仍然在寻找更正确的节奏，探索新的上限。
However, recently, [Youxi] Putao learned that several founders of miHoYo have made some adjustments to their recent work focus, and they have also had some new thoughts about the organization's development. The company is still searching for the right pace and exploring new possibilities.

## Adjustments in Top Management Priorities

首先，未来蔡浩宇将调动北美更多的资源，并投入更多精力亲自研究AI，而罗宇皓将常驻上海，继续负责更多项目开发工作。
Firstly, in the future, Cai Haoyu will allocate more resources to North America and devote more effort to personally researching AI. Meanwhile, Luo Yuhao will remain based in Shanghai, continuing to be responsible for more project development work.

在GPT 4.0推出之后，蔡浩宇显著增加了对AI的关注。毕竟如果想「在2030年打造出10亿人愿意生活在其中的虚拟世界」，只沿着现有的工业化路径迭代恐怕远远不够。想要实现这个目标，AI可能是非常重要的催化剂。据悉，米哈游的部分在研项目已经开始了类似尝试。
After the launch of GPT 4.0, Cai Haoyu significantly increased his focus on AI. After all, if they want to "create a virtual world that one billion people would be willing to live in by 2030," merely iterating along the existing industrial path may not be enough. To achieve this goal, AI may be a crucial catalyst. It is reported that miHoYo has already begun similar attempts in some of its ongoing projects.

在外界的印象当中，蔡浩宇是每一代米哈游旗舰项目的制作人。但有米哈游老员工称，蔡浩宇其实更多扮演的是一个开拓者的角色，他会在每次选择关键路线之前亲自上手尝试，并会更加信任自己亲手做过的东西。只有在他想清楚之后，公司才会投入更多的资源。
In the external perception, Cai Haoyu is seen as the producer of every generation of miHoYo's flagship projects. However, some former employees of miHoYo claim that Cai Haoyu actually plays more of a pioneer role. He personally tries and tests each critical route before making decisions, and he tends to trust what he has done firsthand. The company invests more resources only after he has a clear vision.

在公司早期阶段，蔡浩宇一直相信自己和团队可以攻克所有技术难题。员工手册中，他也表达过类似的价值观：
In the early stages of the company, Cai Haoyu always believed that he and his team could overcome any technical challenges. In the employee handbook, he also expressed similar values:

「最好用的商业引擎、源代码我们都有，第三方中间件都可以买到，Open Source 项目大家都能看到。然后生产所需的知识，我们能够接触到的也和全球其他顶级公司无异，开源的代码，最新研究的Paper与分享，这些都是可以公开透明看到的。」
"We have access to the best commercial game engines, source code, and third-party middleware. Open-source projects are visible to everyone. In terms of knowledge required for production, what we can access is no different from other top companies worldwide. Open-source code and the latest research papers are transparent and available to everyone."

「那么在我们的生产工具和知识都跟别人基本一样的情况下，为什么别人做出来的东⻄我们做不到？」
"In a situation where our production tools and knowledge are similar to others, why can't we achieve what others have accomplished?"

但随着项目的技术难度越来越高，需要实现的功能越来越复杂，蔡浩宇可能意识到了经验和环境的重要性。有传言称，米哈游的某个项目曾经希望做出物理驱动的载具，展现汽车轴承的重心偏差、爆胎后阻力的变化等真实效果，但这对国内技术团队来说太难，最后还是交给有3A经验的开发者实现了功能。如今米哈游对北美的重视也是同理。
As the project's technical difficulty increases and the required features become more complex, Cai Haoyu may have realized the importance of experience and environment. There are rumors that at one point, a miHoYo project aimed to create physically driven vehicles to demonstrate real effects like the center of gravity deviation and resistance changes after a tire burst. However, this proved too challenging for the domestic technical team, so they eventually entrusted the implementation to developers with experience in AAA games. Today, miHoYo's emphasis on North America follows a similar principle.

多名熟悉米哈游的游戏公司老板都说，蔡浩宇、刘伟和罗宇皓的互补程度令人羡慕，他们的分工也比不少公司灵活许多。只能说从历史经验来看，如何解放蔡浩宇的精力，让他投入到最重要的工作当中，可能决定了米哈游的上限。
Several game company bosses familiar with miHoYo have mentioned that the complementarity between Cai Haoyu, Liu Wei, and Luo Yuhao is admirable, and their division of labor is much more flexible than many other companies. It can be said that, based on historical experience, how they can free up Cai Haoyu's energy and let him focus on the most critical tasks may determine miHoYo's upper limit.

## Organization: Strictly Controlling Workforce Size, Emphasizing Team Development

在2022年末的全员大会上，刘伟就曾反思激进扩张的策略，表示疯狂招聘让公司陷入了「组织危机」。如今半年过去，最近刘伟再次在内部强调了这一话题。
During the all-staff meeting at the end of 2022, Liu Wei reflected on the aggressive expansion strategy, stating that the company had fallen into an "organizational crisis" due to reckless hiring. Now, six months later, Liu Wei has once again emphasized this topic internally.

目前米哈游的总人数已经超过了5000人，其中仅《原神》项目组就超过了1000人。面对这一情况，高层没有给出裁员优化的人数指标，而是要求大家思考一个问题：你的现有人员规模是否给业务带来了足够的价值？
Currently, miHoYo's total workforce has exceeded 5000 people, with the *Genshin Impact* project team alone surpassing 1000 people. Faced with this situation, the top management has not provided specific downsizing targets but rather asked everyone to consider one question: whether their existing workforce size brings sufficient value to the business.

这样的风向，让加入米哈游变得越来越难。多名猎头称，近期只有推荐腾讯P11（即准专家）左右的候选人才有机会，而且米哈游还不会明确给组长title，"投入产出比太低，只做他们需求的都饿死了。"
Such direction has made it increasingly challenging to join miHoYo. Several headhunters revealed that recently, only candidates recommended by Tencent P11 (equivalent to quasi-experts) have a chance, and miHoYo is still not explicitly granting team leader titles, stating that "the cost-benefit ratio is too low, and those who only fulfill their requirements will be left to starve."

在控制人员规模之余，高层也希望提升现有团队的工作效率。米哈游的组织架构相对扁平，绝大多数管理者都属于组长（组长之间依旧可能存在汇报关系），这一层级的员工大概有600-700名。而在未来，米哈游希望他们提升自己的管理能力，建设质量更高的团队。
While controlling the workforce size, top management also aims to improve the efficiency of existing teams. miHoYo's organizational structure is relatively flat, with the vast majority of managers being team leaders (with possible reporting relationships between team leaders). There are approximately 600-700 employees at this level. In the future, miHoYo wants them to enhance their management capabilities and build higher-quality teams.

一方面，米哈游会继续加大校招投入，招聘更多价值观相符的优秀人才；另一方面，他们会加强现有团队的梯度建设。"比如说一个10人团队，最好有1个组长，一个预备组长，2-3个骨干，5-6个一线员工。但现在不少团队，可能大多数成员都属于一线员工。"
On one hand, miHoYo will continue to invest in campus recruitment, hiring more outstanding talents who share the company's values. On the other hand, they will strengthen the gradient development of existing teams. "For example, in a 10-person team, it's preferable to have 1 team leader, 1 deputy team leader, 2-3 core members, and 5-6 frontline employees. However, in many teams currently, the majority of members may all be frontline employees."

总之，经历过快速扩张期之后，米哈游正在遭遇大公司都曾遭遇过的问题。只是米哈游似乎更早地意识到了这些问题，并展现出了更快的反应速度。
In conclusion, after experiencing a period of rapid expansion, miHoYo is now facing the same challenges that big companies have encountered before. However, miHoYo seems to have recognized these issues earlier and demonstrated a quicker response.

有米哈游员工称，有时他会觉得高层过于居安思危：公司的收入仍在增长，现金储备也相当健康，很多业务都具备想象空间，过早做出这样的调整，会不会错失一些机会？但另一方面，不少从业者都认可米哈游的判断：毕竟这已经不再是属于冒险者的时代，只有在每件事情上都少犯错误，大家才能活得更久一点。
Some miHoYo employees mentioned that at times, they feel the top management is overly cautious: the company's revenue is still growing, cash reserves are healthy, and many business opportunities have room for imagination. They wonder if making such adjustments prematurely might lead to missing out on some opportunities. On the other hand, many industry practitioners acknowledge miHoYo's judgment: after all, this is no longer the era for adventurers; living longer is possible only by making fewer mistakes in every aspect.