Building Momentum: Two Experts Empower, Igniting Campus-Wide AI Enthusiasm

The starting point of this round of reform was a systematic "recharge" of concepts. On July 21, Xue Fei, Head of the college's Publicity Department, delivered an in-depth and accessible capability advancement course for the entire college under the title "Special Training on AI Empowering Education and Teaching." The training focused on core content such as agent technology and applications, AI-empowered administrative office work, and hands-on digital employees, and through ten typical cases across different dimensions, gave everyone a brand-new understanding and awareness of "digital employees" as a new type of work partner.

On the same day, two industry experts from Tencent came to the college to share their expertise: Zhao Danding, Industry Director of WeCom (Enterprise WeChat), delivered a special lecture titled "Efficient Digital Application Deployment of Enterprise WeChat"; Pan Yueling, Senior AI Solutions Architect at Beijing Yunlinghang Technology Co., Ltd., shared a systematic paradigm for AI deployment under the title "One Person, One AI, Campus-Wide Intelligent Transformation." The dual engines of WeCom's efficient collaboration and WorkBuddy's agent capabilities injected strong digital momentum into the entire college, and the on-site response was enthusiastic.

Putting It into Practice: Two Days of Refinement, Digital Employees Enter Every Department

After the training, each department seized the moment and organized all staff to practice over two days, truly integrating digital employees into the "capillaries" of daily work. From administrative documents to financial review, from party affairs construction to teaching supervision—AI is no longer a distant concept, but a within-reach "digital colleague." Once a concept lands as action, transformation gains real weight.

During the practice period, each department closely followed its own business, created and debugged its own department's digital employees around high-frequency tasks such as document writing, data reporting, ledger organization, and process review; many units also conducted internal "one-on-one" mutual help and learning, immediately distilling the training gains into reusable prompts and skill templates.

From "not knowing how to use" to "able to use," from "single-point trial" to "systematic deployment," the entire college quickly sparked a hands-on upsurge of "everyone learning AI, every post having an assistant," laying a solid foundation for the subsequent centralized review.

Showcasing: Units Report on the Same Stage, Leaders Comment and Vote On-Site

The assessment report on July 24 was a centralized review of the reform achievements of this stage. The report was hosted by Xue Fei, Head of the college's Publicity Department. Functional departments and secondary teaching units took the stage in turn, using PPT and typical cases as carriers, and around the three dimensions of "usage scenarios, functions realized, and effects achieved," explained the reform measures, demonstrated the depth of application, and quantified the labor saved.

The report site was full of highlights: there were both process automation demonstrations on the administrative front and real-world cases from frontline scenarios such as teaching, student affairs, and logistics. One by one, digital employee applications close to the post and hitting pain points vividly illustrated the reform concept of "leaving repetition to machines, leaving creation to people," and also allowed participants to intuitively feel the efficiency leap brought by AI empowerment.

An expert panel composed of all college leaders headed by Chairperson Yang Ping scored and commented on each unit on-site, and organized voting, further clarifying the construction priorities and the development direction of the college's AI digitalization construction. In their comments, the college leaders both affirmed the achievements and put forward specific suggestions for the deployment depth and standardization level of each unit; the on-site voting further consolidated the consensus of "comparing, learning, catching up, and surpassing, and sharing resources."

The Report Card: Behind the Data Lies a Leap in Governance Capacity

This report comprehensively showcased the fruitful results of AI digitalization applications across all fronts of the college, concentrated in three dimensions of profound change:

[Breadth of Scenarios] The college has deeply integrated AI digital employees into the school's core work scenarios such as administrative office, financial review, party affairs construction, education and teaching, student management, academic affairs supervision, logistics and security, enrollment and employment, and continuing education.

[Change in Efficiency] Empowered by digital employees, it effectively tackles repetitive manual pain points such as daily document writing, data statistics, material archiving, process review, resource compilation, and ledger organization, greatly reducing work time and improving overall work efficiency by 30% to 80%.

[Governance by Standards] AI applications unify the standards of various documents, evaluation standards, and work norms within the college, avoiding the subjective deviations, data omissions, and privacy compliance risks of manual operations; the construction of a multi-field shared knowledge base builds a standardized and intelligent new model of campus work.

Voyage Ahead: Making the Reform Deeper, Steadier, and More Sustainable

Facing the future, the college will continue to advance along the direction of being deeper, steadier, and more sustainable: on the one hand, deeply cultivate business scenarios, distill exclusive high-quality AI skills, and centrally consolidate and integrate them in the new semester to build a college-level AI skill sharing resource library, promoting cross-department and cross-college resource interconnection and sharing; on the other hand, continue to promote the deep docking of WeCom, the college's core business systems, and the digital employee platform, complete MCP data conversion, and break data silos; at the same time, use the holiday window to deepen application deployment, comprehensively improve the AI application capabilities of teachers and students, and continuously iterate and optimize the digital employee service system.

All units participating in the report passed the assessment, and after the meeting the college uniformly distributed computing-power rewards to encourage all departments to continue creating and make sustained efforts in subsequent work.

From the first spark of "AI + training" to the sweeping momentum of "digital employees" spread across the entire college, Dalian Maple Leaf College of Technology has used a top-down reform practice to prove: true educational modernization is not just a pile-up of technology, but a reshaping of governance concepts and the liberation of people. When every faculty and staff member has their own "digital colleague," and when every tedious task has an intelligent annotation, what we see is a vocational college's courage to take the initiative to change in the digital-intelligent era, and even more a firm answer of "letting technology serve people, letting education return to the essence of nurturing."

The reform has no end, and the time for intelligent transformation is now. The path of digital intelligence has never been a paved smooth road, but a long march that requires continuous trekking. Today's achievements are a footnote to the concerted efforts of the entire college; tomorrow's blueprint still awaits us to write with a more open posture and more solid actions. May every Maple Leaf person, in the new paradigm of "human-machine collaboration," be both a wise person who masters technology and a practitioner who never forgets the original aspiration of nurturing—this is only a brand-new and powerful starting point on Maple Leaf's digital-intelligent path.