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Fiona Fung

PublishedMay 23, 2026FiledEntityDomainEntitiesTagsEntityPersonAnthropicReading4 minSourceAI-synthesised

領導 Anthropic 的 Claude Code 與 Cowork 工程及產品團隊（前 Meta/Microsoft）；「過去有效的方法未必繼續有效」；為 AI 原生組織重寫團隊規範

Fiona Fung 的插圖

資料來源#

摘要#

在 Anthropic 領導 Claude Code 與 Cowork 的工程及產品；先前曾在 Meta 和 Microsoft 建立並領導團隊（她在 2000 年代初期參與了 Visual Studio 的開發）。她 2026 年 5 月的演講「Running an AI-Native Engineering Org」是組織領導層面的觀點，與 Cat Wu 的產品敘述和 Boris Cherny 的 IC 敘述互為補充：她描述了當 agentic coding 成為全組織預設後，團隊流程如何被重寫。她的核心主軸：「過去有效的方法未必繼續有效」（"what served you prior may no longer"） — 審視每個流程是否仍然達成其目的，因為瓶頸已經轉移了。

注意：Fiona Fung 和 Cat Wu 都被描述為領導 Claude Code + Cowork 的產品。她們是互補的資深領導者 — Fung 將自己定位在工程組織（管理者即 IC、審查、招聘、規範）；Wu 是產品負責人（節奏、evals、與 Boris 的願景轉譯）。將職稱重疊視為共享範疇，而非矛盾。

五個改變#

她的演講圍繞五個組織轉變展開，這些轉變發生在寫程式不再是瓶頸之後：

  1. 瓶頸轉移了 — 從工程產能轉移到驗證、審查和維護（Verification as the New Bottleneck）。
  2. 規範自行重寫了 — TDD 不再是負擔；重構不再是預算之爭；設計文件縮短了（Building Is Cheap, Arguing Is Expensive）。
  3. 真實來源轉移了 — 從文件轉移到簽入 repo 的程式碼/skills（Code as Source of Truth）。
  4. 組織結構扁平化了 — 每位 Claude Code 管理者都從 IC 做起（Managers as ICs）。
  5. 產品感成為稀缺技能 — 透過不斷的 dogfooding 來培養（Dogfooding as Product Discipline）。

她引用的歷史類比#

她將此框架化為並非第一次的瓶頸轉移：在 2000 年代初期的 Microsoft，*建置（builds）*是瓶頸 — 一間伺服器機房、值班週、「一次六個 PR」的合併佇列、除錯哪個 PR 破壞了建置。雲端 + 持續建置消除了那個瓶頸。Agentic coding「只是同類型的又一次轉移」。這個紀律是永恆的：流程「悄悄地停止運作」，而人們不會主動刪除流程 — 它們會堆積起來（她的 SLA 堆疊戰爭故事）。因此「明確允許砍掉舊流程」成為團隊原則。

團隊原則（「必做事項」）+ 由下而上#

她讓團隊對齊的強制機制：每位隊友都使用 Claude Code 和 Cowork；「Claudify everything we can」（如果 Claude 能做，就該讓 Claude 做）；明確允許砍掉舊流程。 在此之下的一切 — Claude 如何出現在分類、站會中，哪些工作流程優先被 Claudify — 則由各 pod 自下而上決定。平衡：在文化上對齊，留出適應空間。

關鍵語錄#

  • "What served you prior may no longer."
  • "Building is cheap, argument is expensive."
  • "[TDD] kind of took the tax out… it was actually so much more fun."（先寫失敗的測試，搭配 Claude）
  • "Dog food, dog food, dog food — or as we call it at Anthropic, ant food."
  • "Our code is our source of truth."

相關連結#

資料來源#

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