Bloated for too long.... Time

Bloated for too long.... Time for reorganization... All these issues comes from overdue career management people who only thinks for themselves. They came in for the $$. Not the drive. So naturally one by one leaves after things turn south at the company. Alibaba needs to learn how to attract people with vision & drive not $$ & good life.

Alibaba's Cultural Reckoning After Viral Resignation Letter Sparks Internal Reflection

Disclaimer: Investing carries risk. This is not financial advice. The above content should not be regarded as an offer, recommendation, or solicitation on acquiring or disposing of any financial products, any associated discussions, comments, or posts by author or other users should not be considered as such either. It is solely for general information purpose only, which does not consider your own investment objectives, financial situations or needs. TTM assumes no responsibility or warranty for the accuracy and completeness of the information, investors should do their own research and may seek professional advice before investing.

Comments

We need your insight to fill this gap

Leave a comment

{"i18n":{"language":"en_US"},"detailType":1,"isChannel":false,"data":{"magic":2,"id":573750827569288,"tweetId":"573750827569288","gmtCreate":1781084141227,"gmtModify":1781084144319,"author":{"id":3566067400555906,"idStr":"3566067400555906","authorId":3566067400555906,"authorIdStr":"3566067400555906","name":"Max87","avatar":"https://static.tigerbbs.com/219d0a08ffb0e55100e7065a33ff101a","vip":1,"userType":1,"introduction":"","boolIsFan":false,"boolIsHead":false,"crmLevel":12,"crmLevelSwitch":0,"individualDisplayBadges":[],"wearingBadges":[],"fanSize":67,"starInvestorFlag":false},"themes":[],"images":[],"coverImages":[],"title":"","html":"<html><head></head><body>Bloated for too long.... Time for reorganization... All these issues comes from overdue career management people who only thinks for themselves. They came in for the $$. Not the drive. So naturally one by one leaves after things turn south at the company. Alibaba needs to learn how to attract people with vision &amp; drive not $$ &amp; good life.</body></html>","htmlText":"<html><head></head><body>Bloated for too long.... Time for reorganization... All these issues comes from overdue career management people who only thinks for themselves. They came in for the $$. Not the drive. So naturally one by one leaves after things turn south at the company. Alibaba needs to learn how to attract people with vision &amp; drive not $$ &amp; good life.</body></html>","text":"Bloated for too long.... Time for reorganization... All these issues comes from overdue career management people who only thinks for themselves. They came in for the $$. Not the drive. So naturally one by one leaves after things turn south at the company. Alibaba needs to learn how to attract people with vision & drive not $$ & good life.","highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"favoriteSize":0,"link":"https://ttm.financial/post/573750827569288","repostId":1171476050,"repostType":2,"repost":{"id":"1171476050","kind":"news","weMediaInfo":{"introduction":"Global Stock Market Deep Analysis","home_visible":1,"media_name":"Deep News","id":"1039043262","head_image":"https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922"},"pubTimestamp":1781065926,"share":"https://ttm.financial/m/news/1171476050?lang=en_US&edition=fundamental","pubTime":"2026-06-10 12:32","market":"sh","language":"en","title":"Alibaba's Cultural Reckoning After Viral Resignation Letter Sparks Internal Reflection","url":"https://stock-news.laohu8.com/highlight/detail?id=1171476050","media":"Deep News","summary":"In the intense battlefield of artificial intelligence, organizational and talent stability are key determinants of success.Following the widespread external attention garnered by a 70,000-word...","content":"In the intense battlefield of artificial intelligence, organizational and talent stability are key determinants of success. Following the widespread external attention garnered by a 70,000-word resignation essay titled \"Inside DingTalk\" posted by an employee of DingTalk, Alibaba's Partnership Committee has finally stepped in to address the matter. On June 10th, the Alibaba Partnership Committee published a post on the company's intranet named \"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture.\" This post directly addressed the public controversy ignited by the recent resignation essay \"Inside DingTalk\" from a former product manager, using strong language to criticize the management style within the DingTalk team. The Alibaba Partnership Committee stated: \"Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be.\" For Alibaba (BABA), which has consistently emphasized entrepreneurial spirit, organizational efficiency, and business competitiveness in recent years, such a public course correction is unusual. To some extent, this serves as both a response to the internal management controversy at DingTalk and a signal of Alibaba's effort to redefine its organizational culture for the AI era. In the post, the Alibaba Partnership Committee emphasized that Alibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks, stating that \"mutual respect, treating people as people, and having compassion and loyalty\" form the foundational culture of Alibaba. These principles must not change, regardless of how the times or technology evolve. More notably, the committee directly linked this issue to the AI era. The post pointed out that Alibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI. In other words, from Alibaba's perspective, facing the new wave of AI technology competition, what the organization needs is not stronger control, but higher-quality mechanisms to inspire talent. This statement essentially reflects the Alibaba management's assessment of future competitive models. During the period of rapid growth in the internet industry, management styles like \"996\" and \"wolf culture\" were once viewed by some companies as tools for efficiency; however, in the AI era, technological breakthroughs increasingly depend on the creativity of top talent and cross-team collaboration, while the marginal gains from relying solely on high-pressure management are diminishing. In fact, as the DingTalk incident occurred, the entire Alibaba Group is undergoing a new round of organizational restructuring centered on AI. On June 8th, Alibaba announced the merger of the Tongyi Large Model Division and the Future Life Lab to establish the Token Foundry Division, which will be directly overseen by Group CEO Yongming Wu. Simultaneously, Jingren Zhou will take up the newly created role of Group Chief Scientist—the first in Alibaba's history—to lead the establishment of the AI Future Research Institute; Zheng Bo will lead projects like Happy Horse and Happy Oyster into the Token Foundry Division. This marks the third major adjustment at the AI organizational level since Alibaba established the ATH Business Group in March 2026 and formed the Group Technology Committee in April. In recent years, as competition in large models intensifies, Alibaba has been concentrating resources on its AI strategy. To achieve this goal, Alibaba continues to strengthen the coordination of its core technical resources. For Alibaba, the key resources for future competition are not just computing power and models, but also the talent capable of continuously generating innovative results. Therefore, when the Partnership Committee emphasizes that \"in the AI era, people are the most valuable asset\" and that \"cultivating and inspiring people is the responsibility of every Leader,\" it is essentially defining the boundaries for Alibaba's future organizational competitiveness. From this perspective, the DingTalk incident may have merely been a catalyst. What is truly noteworthy is that, after fully committing to AI, Alibaba is once again addressing an old question: as a technological revolution arrives, what kind of organizational culture can consistently foster innovation? \nAppendix: Original Text of Alibaba's Intranet Post \n\"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture\" \nDear Colleagues, \nIn recent days, the company's partners have noted the discussions sparked internally and externally by the intranet post \"Inside DingTalk.\" The partners have also engaged in serious discussions regarding the current team culture at DingTalk. Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be. \nAlibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks. Mutual respect, treating people as people, and having compassion and loyalty are the foundational elements of our culture. No matter how the times change or how technology develops, these foundational elements must not change at Alibaba. \nAlibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI. Alibaba's innovation must rely on the passion and creativity of every colleague. We firmly believe that only by fully respecting the individual value of every colleague can we truly create customer value and move towards the future. \nTeam atmosphere is the primary responsibility of managers at all levels. A Leader's responsibility is vision, proactive accountability, and uniting and motivating the team. People are Alibaba's most valuable asset; cultivating and inspiring people is the responsibility of every Leader. In the AI era, as machines can replace many tasks humans perform, people become our most precious asset. In the AI era, we need to persist even more in having compassion and loyalty, and we need to collectively cultivate an open, inclusive, and diverse work culture. \nThe Partnership Committee \nJune 10, 2026 ","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Alibaba's Cultural Reckoning After Viral Resignation Letter Sparks Internal Reflection</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nAlibaba's Cultural Reckoning After Viral Resignation Letter Sparks Internal Reflection\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1039043262\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922);background-size:cover;\"></div>\n\n<div class=\"h-content\">\nDeep News \n2026-06-10 12:32\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\nIn the intense battlefield of artificial intelligence, organizational and talent stability are key determinants of success. Following the widespread external attention garnered by a 70,000-word resignation essay titled \"Inside DingTalk\" posted by an employee of DingTalk, Alibaba's Partnership Committee has finally stepped in to address the matter. On June 10th, the Alibaba Partnership Committee published a post on the company's intranet named \"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture.\" This post directly addressed the public controversy ignited by the recent resignation essay \"Inside DingTalk\" from a former product manager, using strong language to criticize the management style within the DingTalk team. The Alibaba Partnership Committee stated: \"Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be.\" For Alibaba (BABA), which has consistently emphasized entrepreneurial spirit, organizational efficiency, and business competitiveness in recent years, such a public course correction is unusual. To some extent, this serves as both a response to the internal management controversy at DingTalk and a signal of Alibaba's effort to redefine its organizational culture for the AI era. In the post, the Alibaba Partnership Committee emphasized that Alibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks, stating that \"mutual respect, treating people as people, and having compassion and loyalty\" form the foundational culture of Alibaba. These principles must not change, regardless of how the times or technology evolve. More notably, the committee directly linked this issue to the AI era. The post pointed out that Alibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI. In other words, from Alibaba's perspective, facing the new wave of AI technology competition, what the organization needs is not stronger control, but higher-quality mechanisms to inspire talent. This statement essentially reflects the Alibaba management's assessment of future competitive models. During the period of rapid growth in the internet industry, management styles like \"996\" and \"wolf culture\" were once viewed by some companies as tools for efficiency; however, in the AI era, technological breakthroughs increasingly depend on the creativity of top talent and cross-team collaboration, while the marginal gains from relying solely on high-pressure management are diminishing. In fact, as the DingTalk incident occurred, the entire Alibaba Group is undergoing a new round of organizational restructuring centered on AI. On June 8th, Alibaba announced the merger of the Tongyi Large Model Division and the Future Life Lab to establish the Token Foundry Division, which will be directly overseen by Group CEO Yongming Wu. Simultaneously, Jingren Zhou will take up the newly created role of Group Chief Scientist—the first in Alibaba's history—to lead the establishment of the AI Future Research Institute; Zheng Bo will lead projects like Happy Horse and Happy Oyster into the Token Foundry Division. This marks the third major adjustment at the AI organizational level since Alibaba established the ATH Business Group in March 2026 and formed the Group Technology Committee in April. In recent years, as competition in large models intensifies, Alibaba has been concentrating resources on its AI strategy. To achieve this goal, Alibaba continues to strengthen the coordination of its core technical resources. For Alibaba, the key resources for future competition are not just computing power and models, but also the talent capable of continuously generating innovative results. Therefore, when the Partnership Committee emphasizes that \"in the AI era, people are the most valuable asset\" and that \"cultivating and inspiring people is the responsibility of every Leader,\" it is essentially defining the boundaries for Alibaba's future organizational competitiveness. From this perspective, the DingTalk incident may have merely been a catalyst. What is truly noteworthy is that, after fully committing to AI, Alibaba is once again addressing an old question: as a technological revolution arrives, what kind of organizational culture can consistently foster innovation? \nAppendix: Original Text of Alibaba's Intranet Post \n\"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture\" \nDear Colleagues, \nIn recent days, the company's partners have noted the discussions sparked internally and externally by the intranet post \"Inside DingTalk.\" The partners have also engaged in serious discussions regarding the current team culture at DingTalk. Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be. \nAlibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks. Mutual respect, treating people as people, and having compassion and loyalty are the foundational elements of our culture. No matter how the times change or how technology develops, these foundational elements must not change at Alibaba. \nAlibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI. Alibaba's innovation must rely on the passion and creativity of every colleague. We firmly believe that only by fully respecting the individual value of every colleague can we truly create customer value and move towards the future. \nTeam atmosphere is the primary responsibility of managers at all levels. A Leader's responsibility is vision, proactive accountability, and uniting and motivating the team. People are Alibaba's most valuable asset; cultivating and inspiring people is the responsibility of every Leader. In the AI era, as machines can replace many tasks humans perform, people become our most precious asset. In the AI era, we need to persist even more in having compassion and loyalty, and we need to collectively cultivate an open, inclusive, and diverse work culture. \nThe Partnership Committee \nJune 10, 2026 \n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"BK4503":"景林资产持仓","LU0949170772.SGD":"Blackrock Global Equity Income A6 SGD-H","BK4502":"阿里概念","BABA":"阿里巴巴","IE00BF5LJ272.USD":"Legg Mason Martin Currie - Global Emerging Markets A Acc USD","LU1003077747.HKD":"BGF GLOBAL EQUITY INCOME \"A6\" (HKDHDG) INC","LU0553294199.USD":"BGF GLOBAL EQUITY INCOME \"A5G\" (USD) INC","BK4505":"高瓴资本持仓","LU0880133367.SGD":"UBS (LUX) EQUITY FUND CHINA OPPORTUNITY USD \"P\" (SGD) ACC","BABO":"BABA期权收益策略ETF-YieldMax","BK4504":"桥水持仓","LU0738911758.USD":"Blackrock Global Equity Income A6 USD","BABU":"Direxion Daily BABA Bull 2X ETF","LU0918141887.USD":"安联亚洲实际收益股票基金","LU0348814723.USD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"A\" (USD) INC NC","BABW":"Roundhill BABA WeeklyPay ETF","BABX":"2倍做多BABA ETF-GraniteShares","LU0251143458.SGD":"Fidelity Emerging Markets A-SGD","LU1046421795.USD":"富达环球科技A-ACC","BK4607":"DeepSeek概念股","BK4524":"宅经济概念","BK4220":"综合零售","BK4527":"明星科技股","LU0310800965.SGD":"FTIF - Templeton Global Balanced A Acc SGD","LU1242518931.SGD":"Fullerton Lux Funds - Asia Absolute Alpha A Acc SGD","LU0651946864.USD":"贝莱德新兴市场股票收益A2","LU1880383366.USD":"东方汇理中国股票基金 A2 (C)","BK4526":"热门中概股","LU1051768304.USD":"贝莱德新兴市场股票收益A6","LU0979878070.USD":"FULLERTON LUX FUNDS - ASIA ABSOLUTE ALPHA \"A\" (USD) ACC","LU1008478684.HKD":"UBS (LUX) EQUITY FUND - CHINA OPPORTUNITY \"P\" (HKD) ACC","BK4122":"互联网与直销零售","BK4575":"芯片概念","LU1515016050.SGD":"Blackrock Emerging Markets Equity Income A6 SGD-H","LU0456842615.SGD":"JPMorgan Funds - Emerging Markets Equity A (acc) SGD","LU0661504455.SGD":"Blackrock Global Equity Income A5 SGD-H","LU0545039389.USD":"BGF GLOBAL EQUITY INCOME \"A2\" ACC","LU1048596156.SGD":"Blackrock Asian Growth Leaders A2 SGD-H","BK4614":"Manus概念股","BK4579":"人工智能","BBYY":"GraniteShares YieldBOOST BABA ETF","LU1267930227.SGD":"TEMPLETON GLOBAL BALANCED \"AS\" (SGD) ACC A","LU1046422090.SGD":"Fidelity Pacific A-SGD","LU1152091168.USD":"UBS (LUX) EQUITY FUND - CHINA OPPORTUNITY (USD) \"PM\" INC","LU0128525689.USD":"TEMPLETON GLOBAL BALANCED \"A\"(USD) ACC","LU0501845795.SGD":"瑞银大中华区股票基金P Acc SGD","BK4581":"高盛持仓","LU0067412154.USD":"UBS (LUX) EQUITY FUND - CHINA OPPORTUNITY \"P\" (USD) ACC","LU0052756011.USD":"TEMPLETON GLOBAL BALANCED \"A\" (USD) INC","BK4543":"AI","BK4531":"中概回港概念","BK4534":"瑞士信贷持仓","LU1823568750.SGD":"Fidelity Global Technology A-ACC SGD","BK4533":"AQR资本管理(全球第二大对冲基金)","LU1688375341.USD":"贝莱德中国灵活股票基金","LU2148611432.USD":"AZ ALLOCATION BALANCED BRAVE \"AAZ\" (USDHDG) ACC","LU0797268264.HKD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"AT\" (HKD) ACC","BK4535":"淡马锡持仓","BK4538":"云计算","IE00B0JY6N72.USD":"PINEBRIDGE GLOBAL EMERGING MARKETS FOCUS EQUITY \"A\" (USD) ACC","LU1235294995.USD":"FIDELITY GLOBAL TECHNOLOGY \"A\" (USDHDG) ACC","LU1769817096.USD":"UBS (LUX) EQUITY SICAV - GLOBAL EMERG MARKETS OPPO \"P\" (USD) INC","IE00BFMHRM44.USD":"NEUBERGER BERMAN GLOBAL EQUITY MEGATRENDS \"A\" (USD) ACC","BK4548":"巴美列捷福持仓","LU1282648689.USD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"AMG\" (USD) INC","LU0348816934.USD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"AT\" (USD)","LU1769817179.HKD":"UBS (LUX) EQUITY SICAV - GLOBAL EMERG MARKETS OPPO \"P\" (HKD) INC","BK4554":"元宇宙及AR概念","LU0047713382.USD":"BGF EMERGING MARKETS \"A2\" ACC","LU1051769294.HKD":"BGF EMERGING MARKETS EQUITY INCOME \"A6\"(HKDHDG) INC","LU1152091754.HKD":"UBS (LUX) EQUITY FUND - CHINA OPPORTUNITY (USD) \"PM\" (HKD) INC","LU2226246903.HKD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"AT4\" (HKD) ACC","BK4585":"ETF&股票定投概念","LU1048588211.SGD":"Blackrock Asian Dragon A2 SGD-H","LU0072462343.USD":"贝莱德亚洲巨龙基金","LU0072913022.USD":"UBS (LUX) EQUITY FUND - GREATER CHINA \"P\" (USD) ACC","BK4558":"双十一","BK4587":"ChatGPT概念","09988":"阿里巴巴-W","LU1105468828.SGD":"Allianz Total Return Asian Equity AM DIS H2-SGD","LU0918141705.HKD":"ALLIANZ TOTAL RETURN ASIAN EQUITY \"AM\" (HKD) INC","BK4588":"碎股","LU0106959298.USD":"UBS (LUX) EQUITY FUND - EMERGING MARKETS SUSTAINABLE LEADERS (USD) \"P\" (USD) ACC","LU1242518857.USD":"FULLERTON LUX FUNDS - ASIA ABSOLUTE ALPHA \"I\" (USD) ACC","LU0821914370.USD":"贝莱德亚洲成长领袖A2","BK4565":"NFT概念","LU0651947912.USD":"BGF EMERGING MARKETS EQUITY INCOME \"A5G\" (USD) INC","KBAB":"2倍做多BABA ETF-KraneShares","LU0328353924.USD":"UBS (LUX) EQUITY SICAV - GLOBAL EMERGING MARKETS OPPORTUNITY (USD) \"P\" (USD) ACC"},"source_url":"","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1171476050","content_text":"In the intense battlefield of artificial intelligence, organizational and talent stability are key determinants of success.Following the widespread external attention garnered by a 70,000-word resignation essay titled \"Inside DingTalk\" posted by an employee of DingTalk, Alibaba's Partnership Committee has finally stepped in to address the matter.On June 10th, the Alibaba Partnership Committee published a post on the company's intranet named \"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture.\"This post directly addressed the public controversy ignited by the recent resignation essay \"Inside DingTalk\" from a former product manager, using strong language to criticize the management style within the DingTalk team.The Alibaba Partnership Committee stated: \"Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be.\"For Alibaba (BABA), which has consistently emphasized entrepreneurial spirit, organizational efficiency, and business competitiveness in recent years, such a public course correction is unusual.To some extent, this serves as both a response to the internal management controversy at DingTalk and a signal of Alibaba's effort to redefine its organizational culture for the AI era.In the post, the Alibaba Partnership Committee emphasized that Alibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks, stating that \"mutual respect, treating people as people, and having compassion and loyalty\" form the foundational culture of Alibaba. These principles must not change, regardless of how the times or technology evolve.More notably, the committee directly linked this issue to the AI era.The post pointed out that Alibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI.In other words, from Alibaba's perspective, facing the new wave of AI technology competition, what the organization needs is not stronger control, but higher-quality mechanisms to inspire talent.This statement essentially reflects the Alibaba management's assessment of future competitive models.During the period of rapid growth in the internet industry, management styles like \"996\" and \"wolf culture\" were once viewed by some companies as tools for efficiency; however, in the AI era, technological breakthroughs increasingly depend on the creativity of top talent and cross-team collaboration, while the marginal gains from relying solely on high-pressure management are diminishing.In fact, as the DingTalk incident occurred, the entire Alibaba Group is undergoing a new round of organizational restructuring centered on AI.On June 8th, Alibaba announced the merger of the Tongyi Large Model Division and the Future Life Lab to establish the Token Foundry Division, which will be directly overseen by Group CEO Yongming Wu.Simultaneously, Jingren Zhou will take up the newly created role of Group Chief Scientist—the first in Alibaba's history—to lead the establishment of the AI Future Research Institute; Zheng Bo will lead projects like Happy Horse and Happy Oyster into the Token Foundry Division.This marks the third major adjustment at the AI organizational level since Alibaba established the ATH Business Group in March 2026 and formed the Group Technology Committee in April.In recent years, as competition in large models intensifies, Alibaba has been concentrating resources on its AI strategy. To achieve this goal, Alibaba continues to strengthen the coordination of its core technical resources.For Alibaba, the key resources for future competition are not just computing power and models, but also the talent capable of continuously generating innovative results.Therefore, when the Partnership Committee emphasizes that \"in the AI era, people are the most valuable asset\" and that \"cultivating and inspiring people is the responsibility of every Leader,\" it is essentially defining the boundaries for Alibaba's future organizational competitiveness.From this perspective, the DingTalk incident may have merely been a catalyst.What is truly noteworthy is that, after fully committing to AI, Alibaba is once again addressing an old question: as a technological revolution arrives, what kind of organizational culture can consistently foster innovation?\nAppendix: Original Text of Alibaba's Intranet Post\n\"Culture with Compassion, Loyalty, and Growth is the True Alibaba Culture\"\nDear Colleagues,\nIn recent days, the company's partners have noted the discussions sparked internally and externally by the intranet post \"Inside DingTalk.\" The partners have also engaged in serious discussions regarding the current team culture at DingTalk. Everyone unanimously agrees that, under no circumstances, no matter how urgent the task, should the management style of the DingTalk team as mentioned in the post occur. This method has never been the direction advocated by Alibaba's culture, nor is it what Alibaba's culture should be.\nAlibaba employees come together because of mutual trust and a shared goal of accomplishing meaningful and valuable tasks. Mutual respect, treating people as people, and having compassion and loyalty are the foundational elements of our culture. No matter how the times change or how technology develops, these foundational elements must not change at Alibaba.\nAlibaba's future lies in innovation, but innovation has never relied on high pressure and mechanical execution, especially in the age of AI. Alibaba's innovation must rely on the passion and creativity of every colleague. We firmly believe that only by fully respecting the individual value of every colleague can we truly create customer value and move towards the future.\nTeam atmosphere is the primary responsibility of managers at all levels. A Leader's responsibility is vision, proactive accountability, and uniting and motivating the team. People are Alibaba's most valuable asset; cultivating and inspiring people is the responsibility of every Leader. In the AI era, as machines can replace many tasks humans perform, people become our most precious asset. In the AI era, we need to persist even more in having compassion and loyalty, and we need to collectively cultivate an open, inclusive, and diverse work culture.\nThe Partnership Committee\nJune 10, 2026","news_type":1,"symbols_score_info":{"BABA":1,"KBAB":1,"BABO":1,"09988":1,"BABU":1,"BBYY":1,"BABX":1,"BABW":1}},"isVote":1,"tweetType":1,"viewCount":56,"commentLimit":10,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"symbols":[],"verified":2,"subType":0,"readableState":1,"langContent":"EN","currentLanguage":"EN","warmUpFlag":false,"orderFlag":false,"shareable":true,"causeOfNotShareable":"","featuresForAnalytics":[],"commentAndTweetFlag":false,"andRepostAutoSelectedFlag":false,"upFlag":false,"length":281,"optionInvolvedFlag":false,"xxTargetLangEnum":"ORIG"},"commentList":[],"isCommentEnd":true,"isTiger":false,"isWeiXinMini":false,"url":"/m/post/573750827569288"}