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导语：专有云国际化业务，是一笔长期的生意。
一场赛事结束了，一朵“国家云”的故事才刚刚开始。
10月31日，2026年达喀尔青年奥林匹克运动会在塞内加尔开幕，这是奥林匹克运动首次走进非洲。
阿里云为这场体育盛会提供云计算和人工智能技术支持，并为塞内加尔打造首个奥运专有云底座，支撑赛事运营。
依托阿里云在全球的数据中心，全球观众将通过OBS Cloud云转播观看到运动员的精彩表现；基于视频生成模型万相创作的AI鼓乐表演，也在开幕式亮相。
据雷峰网(公众号：雷峰网)了解，除了云转播之外，达喀尔青奥会的核心业务系统均部署于阿里云为本次赛事打造的奥运专有云底座上，包括赛事票务、注册、赛程查询等应用，以及赛事导览、运动员服务等业务。
赛事结束后，这朵“赛事云”将整体移交给塞内加尔，转为“国家云”平台，继续服务当地数字化转型。
一场赛事带来的，可能不只是一笔云服务订单。赛事结束后，如果这朵云能够持续运转、承载当地政府和企业的业务，阿里云就有机会从赛事技术服务商，进一步成为当地数字基础设施建设的参与者。
要让这朵云持续运转，考验的是阿里云的本地化能力。
在非洲“造云”，不只是把国内的云搬过去
达喀尔青奥会项目中，阿里云克服了不少难关。
最直接的挑战来自基础设施环境。
当地电力和网络条件并不稳定，为了保障赛事期间云平台的高可用，阿里云专有云团队在塞内加尔建立了双AZ容灾体系，并进行了大量演练。
此外，考虑到赛事期间可能出现的爆发式流量，阿里云还引入公共云CDN技术，通过混合云架构缓解带宽瓶颈，提升平台的弹性能力。
但海外项目的交付难点并不只是技术架构设计，还有当地人员能否真正掌握技术、基础设施能否支撑系统稳定运行，以及突发情况下能否及时响应。
比如项目早期的容灾切换还比较依赖人工操作，现场团队需要反复演练，才能从最初的“能切”，逐渐做到“敢切、会切”。
基础设施之外，语言和文化也是一道坎。
一个典型的例子是，国内客户熟悉的“公专一体”，直接翻译给海外客户，对方未必能够理解，但换成“Cloud Native”（云原生的架构体系）等更接近当地技术认知体系的表达，沟通反而容易得多。
而从“赛事云”到“国家云”，面临的挑战也不少：平台后续由谁运营、服务哪些客户、如何获得持续收入，以及当地是否具备独立管理能力，都决定着这朵云能否真正留下来。
“授人以鱼不如授人以渔。”在阿里云智能集团副总裁、专有云总经理刘国华看来，许多非洲国家往往有拥抱新技术的意愿，但缺少使用和运营技术的能力。
因此，阿里云希望通过本地服务、全球7×24小时应急支持，以及培训认证体系，帮助当地建立起具备自主学习和运维的能力。
由此可见，阿里云交付的不只是云平台本身，而是一整套技术能力和服务体系——只有当地团队真正能够使用、管理和运营这套系统，这朵云才有可能成为长期的国家级基础设施，长期造福当地的数字化建设。
业务占比不到5%，但资源投入近50%
相比技术和交付挑战，阿里云专有云国际化业务的商业账，或许更能说明这条路的难度。
刘国华透露，阿里云专有云国际化业务上半年实现接近2倍增长，但目前在整体业务中的占比仍不到5%。与之形成反差的是，投入国际化业务的资源已接近整个部门的50%。
这意味着，阿里云当前对专有云国际化的投入，远远超出了它在业务收入中所占的比例。
但这是一笔长期的生意。刘国华提到，海外项目从接触客户到真正实施，可能需要2到3年。因此，国际化业务不能简单按照月度KPI衡量，而需要以年度、甚至三年的周期来看。
这与国内市场相对成熟的销售节奏存在差异。
在国内，客户需求、采购流程、交付团队和服务体系相对成熟，云厂商有较为明确的业务周期来组织销售和交付；但在海外，前期往往要花很长时间建立客户关系、理解政策和市场环境、寻找当地合作伙伴，再逐步推动项目落地。
而项目签下来只是开始。当地硬件采购、人员培训、系统部署和后续运维，都可能拉长交付周期。
因此，赛事本身的利润并不是唯一目标。如果“赛事云”能够成为阿里云参与当地数字基础设施建设的切入口，并逐步建立客户关系和服务能力，就有望带动更多政府和企业云业务，为专有云国际化打开新的增长空间。
“双I”战略第二年，海外市场的新空间
对国内云厂商来说，海外市场正在释放新的机会。
去年9月，阿里云发布面向未来十年的飞天企业版“双I”战略——以AI（智能化）为技术方向，以International（国际化）为市场方向。
国际化虽然面临诸多本地化挑战，但也孕育着新的市场机遇。
国内市场竞争激烈、客户需求复杂，云厂商在长期实践中积累了大量技术和行业解决方案；而在一些数字化建设仍处于早期阶段的海外市场，这些能力有望找到新的落地空间。
“国内很多时候被毙掉的方案，在国际上可能很有竞争力。”刘国华以柬埔寨市场为例，当地5G建设和数字化转型仍处于起步阶段，而中国相对成熟的数字政府、城市大脑等方案，在部分海外市场可能更具竞争力。
进入“双I”战略的第二年，阿里云参与海外市场的方式也在发生变化：不再局限于提供云资源、部署系统或完成单个项目交付，而是开始参与当地云平台和数字基础设施建设，并通过技术支持、人才培训和本地服务，帮助客户建立长期运营能力。
但从一朵“赛事云”，到一朵真正能够持续运营的“国家云”，中间还有很长的路要走。对阿里云而言，国际化更像一场需要提前投入、耐心等待的长期布局。
雷峰网原创，本文作者关注大厂AI To B，欢迎添加作者微信skylar_12_14交流探讨。
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Introduction: The cloud-specific internationalization business is a long-term business.
A race is over, and the story of a “national cloud” is just beginning.
On 31 October, the 2026 Youth Olympic Games in Dakar opened in Senegal, the first time that the Olympic Movement had entered Africa.
Alibaba Cloud provided cloud computing and artificial intelligence technical support for the event, and created the first Olympic cloud floor in Senegal to support the operation of the event.
With Alibaba Cloud ' s global data centre, the global audience will view athletes ' outstanding performances via the Observatoire Cloud cloud; the Ai drum show based on video generation models is also featured at the opening ceremony.
According to the Ray Peak Network (WeChat Official Account:Rape Peak Network), with the exception of cloud transmission, the core operational systems of the Dakar Zing Olympic Games are deployed on the Alibaba Cloud-built Olympic cloud-top dedicated to the event, including applications such as ticketing, registration, searching for courses, as well as competition tours, sportsmen ' s services, etc.
Following the event, the whole of the “union of the race” will be handed over to Senegal and transformed into a “national cloud” platform, which will continue to serve the local digital transformation.
A race may lead to more than just a cloud service order. Once the competition is over, if the cloud is able to continue to operate and carry the business of local governments and enterprises, Alibaba Cloud will have the opportunity to become a further participant in the development of local digital infrastructure from the technical providers of the competition.
To keep this cloud running, the test is the localization of Alibaba Cloud.
In Africa, it's not just about making clouds.
Alibaba Cloud has overcome a number of difficulties in the context of the Dakar Youth Games project.
The most immediate challenges arise from the infrastructure environment.
Local electricity and network conditions are not stable and, in order to guarantee the high availability of cloud platforms during the competition, the Alibaba Cloud cloud-specific team established a double-AZ disaster management system in Senegal and conducted extensive exercises.
In addition, in view of the potential for flash traffic during the competition, Alibaba Cloud introduced a public cloud CDN technology to mitigate bandwidth bottlenecks and enhance platform resilience through hybrid cloud structures.
However, the difficulty of delivering overseas projects is not only in terms of technical architecture, but also in terms of whether local personnel have real access to technology, whether infrastructure supports the stable operation of systems and whether they can respond in a timely manner in sudden-onset situations.
For example, the early phase of the project is also more dependent on manual work, and the team on the ground needs to be rehearsed in order to move from the initial “capable” to the “facility”.
Beyond infrastructure, language and culture are also part of the equation.
A typical example is the fact that domestic customers are familiar with “publicized” and translated directly to overseas clients, which may not necessarily be understandable, but communications are much easier to communicate when they are expressed closer to local technological cognitive systems, such as “Claud Native”.
The challenges that lie ahead, ranging from the “winner cloud” to the “national cloud” are many: who will follow the platform, who will serve whom, how to earn sustained income, and whether the local independent management capacity will determine whether the cloud will actually stay.
“It is better to give a fish than a fish.” According to Liu Guohua, Vice-President of the Alibaba Cloud Smart Group and Managing Director of Specialized Clouds, many African countries often have the will to embrace new technologies but lack the capacity to use and operate them.
Alibaba Cloud therefore aims to help build local capacity for self-learning and mobility through local services, global 7x24-hour emergency support, and training certification systems.
Thus, Alibaba Cloud delivers not just cloud flat script, but a set of technical capabilities and services — a cloud that can become a long-term national infrastructure that will benefit local digitization in the long term only if local teams are truly able to use, manage and operate the system.
Less than 5 per cent of operations, but nearly 50 per cent of resources are invested
The difficulty of this path may be illustrated by the fact that Alibaba Cloud has business accounts dedicated to cloud internationalization compared to technical and delivery challenges.
Liu Guohua revealed that during the first half of the year, the Alibaba Cloud monolithic cloud internationalization operation achieved nearly double growth, but that the current share of the overall operation is less than 5 per cent. In contrast, resources invested in internationalized operations are close to 50 per cent of the total sector.
This means that Alibaba Cloud ' s current investment in the internationalization of proprietary clouds far exceeds its share of operating income.
But this is a long-term business. Liu Guohua mentioned that overseas projects may take two to three years from reaching out to clients to actually implementing them. Therefore, internationalization operations cannot be measured on a monthly basis by KPI, but need to be seen in annual or even three-year cycles.
This differs from the relatively mature sales rhythm of the domestic market.
At home, customer needs, procurement processes, delivery teams and service systems are relatively mature, with cloud manufacturers having clearer business cycles to organize sales and delivery; but overseas, it often takes a long time to establish customer relationships, understand policy and market environments, find local partners and gradually push projects to land.
And the signing of the project is just the beginning. Local hardware procurement, staff training, system deployment and follow-up are all likely to prolong the delivery cycle.
Thus, the profits of the competition itself are not the only objective. If the “Cyclops of Races” can become a gateway to the participation of Alibaba Cloud in the development of local digital infrastructure and build up customer relations and service capabilities, it is expected that more government and business cloud operations will be mobilized to open up new growth space for the internationalization of proprietary clouds.
The second year of the “two-I” strategy, new space in overseas markets
For domestic cloud producers, new opportunities are being unlocked in overseas markets.
Last September, Alibaba Cloudpublish aimed at the next decade's flying enterprise “two-I” strategy — in the direction of AI (intellectualization) and in the direction of international (internationalization) markets.
While internationalization faces many localization challenges, it also breeds new market opportunities.
The domestic market is highly competitive, client demand complex and cloud producers have accumulated a large amount of technological and industrial solutions in long-term practice, while in some overseas markets where digitalization is still at an early stage, these capacities are expected to find new landing space.
“A programme that is killed in many cases in the country may be competitive internationally.” As an example of the Cambodian market, where 5G construction and digital transformation are still in the initial stages, programmes such as China ' s relatively mature digital government, the urban brain and so on may be more competitive in some overseas markets.
In the second year of the “two-I” strategy, Alibaba Cloud participation in overseas markets is also changing: moving beyond the provision of cloud resources, the deployment of systems or the completion of individual project delivery, it is beginning to participate in local cloud platforms and digital infrastructure and to help clients build long-term operational capacity through technical support, talent training and local services.
But there is still a long way to go from a “middle cloud” to a “national cloud” that is truly sustainable. For Alibaba Cloud, internationalization is more like a long-term layout that requires early input and patience.
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