Cryptocurrency & Market Sentiment - The market introduces $OKB option based on user demand [1] - The tweet implies a high risk associated with investing in "dog coins" (meme coins), suggesting caution [1] - The author equates 4 $OKB to the price of one iPhone17, providing a relative value comparison [1] - The author claims to have lost the equivalent of 50 iPhone17s due to meme coin investments, highlighting potential financial risks [1] - The author developed a "value correction device" website aimed at correcting the distorted values of gamblers in the crypto space [1]

Group 1 - The article discusses the European Union's involvement in the Russia-Ukraine conflict, highlighting that former President Trump criticized the EU for meddling in matters that do not concern them [1][4] - It points out the declining economic performance of the EU over the past 20 years, particularly in new sectors like the internet and AI, while also emphasizing the EU's struggles in the renewable energy sector compared to China [3] - The article mentions that EU politicians are more focused on political correctness and moral high ground rather than improving the economic conditions for their citizens, which has led to a loss of opportunities [3][4] Group 2 - The EU's reliance on expensive American liquefied gas instead of cheaper Russian energy is criticized, suggesting that political correctness has taken precedence over economic rationality [3] - Trump's return to the political scene has led to a stark realization for the EU, as they are now being told that their involvement in the Ukraine situation is irrelevant, which undermines their previous efforts and investments in the region [4] - The article concludes that the EU's previous sense of superiority has been shattered, leaving them in a precarious position without a clear path forward [4]

（原标题：深度了解自己｜嫉妒觉醒，在比较中照见自己的核心价值） 有了朋友圈，小红书，微博等等社交媒体之后，人们进行社会比较场景增多了，引发的嫉妒情绪也更多 了。咨询室里会有专门因为嫉妒情绪而来访的朋友。 比如小M ，她自述，有天看着手机屏幕里大学室友的马尔代夫日落照，再看看自己刚鼓捣完成的宝宝 辅食，突然被一阵委屈感击中——"同样是30岁，凭什么她能躺在沙滩上喝香槟，我却围着奶粉和尿布 转？" 这种感觉太熟悉了。或许是刷到同事晒出新买的车，或许是听说老同学跳槽后薪资翻倍，那股"凭什 么"的火气会混合着失落涌上来。 有数据说，普通人每天会被嫉妒击中7次，其中超六成的"肇事者"是社交媒体。 但你有没有想过，这阵突如其来的酸楚，可不仅仅是来添堵的。 嫉妒不是洪水，是地图上的小红点 其实嫉妒更像个咋咋呼呼的信使，举着喇叭在你耳边喊："喂，你在意的东西在这里！" 它和身体的疼痛很像——手指被烫到会缩手，是因为皮肤在提醒"别碰危险"；嫉妒冒出来时，也在指着 某个方向说"你看，那里有你想要的"。 只是这"想要"里，藏着真假两种需求。 真需求是从心里长出来的。比如看到朋友带娃去露营，你眼红的可能不是帐篷多贵，而是"我也想多陪 ...

Group 1 - The core message emphasizes the importance of having a clear set of values in a rapidly changing technological landscape, as individuals can easily be swayed by external influences if they lack self-awareness [5][6][8] - Eric Schmidt highlights the necessity of self-reflection, suggesting that individuals should regularly assess their goals and values to maintain direction in their lives [9][14] - He discusses the concept of life stages, where individuals accumulate resources in their youth, build influence in mid-life, and focus on giving back to society later on, indicating that values evolve over time [10][11][13] Group 2 - Schmidt points out the generational shift in work habits, noting that the rise of services like Uber has changed perceptions of efficiency and productivity [18][19][20] - He expresses concern over the loss of attention control in the digital age, where social media competes for user attention, often leading to negative emotional responses [24][26][28] - The discussion includes the impact of "disposable algorithms" that prioritize immediate engagement over sustained focus, resulting in a fragmented attention span [30][32][36] Group 3 - Schmidt stresses the need for critical thinking in education, arguing that future workplaces will require individuals who can think independently and solve problems rather than just follow instructions [39][42] - He warns that traditional programming jobs may be automated, but emphasizes the importance of understanding and innovating with AI tools [43][44] - The need for interdisciplinary education is highlighted, where future professionals must bridge gaps between fields, such as medicine and AI [45][46][47] Group 4 - Leadership must adapt to rapid changes, with Schmidt advocating for term limits in leadership positions to ensure organizational vitality [49][52][53] - He introduces the concept of "cross-stage leadership," where leaders must transition roles as they progress through different life stages [55][56] - The ethical responsibilities of leaders in the age of AI are underscored, emphasizing the need for clear value frameworks and accountability [59][60] Group 5 - Schmidt raises concerns about the future of decision-making in a world increasingly influenced by AI, suggesting that individuals may unknowingly relinquish their autonomy [62][66][68] - He warns of the risks associated with AI development, particularly the potential for future generations to inhabit a world they did not help design [69][70] - The importance of involving younger generations in shaping the future is emphasized, as it is crucial for sustainable societal development [71][72][73]

Core Viewpoint - The article reflects on the transformation of Alibaba from a mission-driven company focused on societal impact to one that prioritizes KPIs, salaries, and stock options, raising concerns about the sustainability of its original mission and vision [1][6][7]. Group 1: Historical Success Factors - Alibaba's success was attributed to four main factors: the era's trends, Jack Ma's vision, strong values, and institutional support [13]. - The economic growth from 1999 to 2024 saw GDP increase from $1 trillion to $18 trillion, creating vast opportunities [14]. - The internet user base grew from 8.9 million in 1999 to nearly 1 billion by 2020, facilitating the rise of mobile internet and numerous applications [15]. - Strategic decisions such as the establishment of Taobao, Alipay, and Alibaba Cloud were pivotal in capturing market opportunities [17][18]. Group 2: Signs of Decline - Since 2017, Alibaba has shown signs of fatigue, with internet user growth rates declining to single digits and strategic acquisitions largely failing [20][22]. - Notable failed acquisitions include Koubei, Ele.me, and Lazada, which did not yield the expected market impact [22][28][29]. - Internal innovation has been scarce since 2015, with successful new ventures primarily linked to existing e-commerce operations [32]. Group 3: Internal Issues - There is a consensus among employees about increasing internal issues since 2017, categorized into three areas: people, finance, and operations [35]. - The company has seen a rise in external hires who may not align with Alibaba's culture, leading to short-term thinking and a lack of historical context [37][38]. - Performance metrics have become overly focused on short-term results, undermining long-term strategic thinking [42]. Group 4: Cultural Erosion - The company's core values have weakened, with a shift from customer-first to boss-first mentality, impacting teamwork and collaboration [62][64]. - The culture of embracing change has led to strategic ambiguity and a lack of continuity in business direction [68][69]. - Trust and integrity have diminished, with a rise in unethical practices becoming normalized within the organization [72][73]. Group 5: Recommendations for Improvement - The company should restore its core values and implement transparent performance evaluations to foster a healthier organizational culture [97]. - HR needs to refocus on employee support and cultural integrity rather than solely on performance metrics [81][86]. - A reduction in redundant roles and business lines is necessary to streamline operations and enhance efficiency [98].

Core Viewpoint - The article reflects on the transformation of Alibaba from a "value-driven idealistic organization" to a "short-term KPI-driven bureaucratic organization," attributing this shift to failures in both values and systems, and proposes a "seven-step remedy" to restore culture, systems, and combat effectiveness [1][2]. Group 1: Position and Initial Intent - The author voluntarily resigned with good performance and no grievances against supervisors, aiming to provide feedback to the company [2]. - Initially attracted by the mission of "making it easy to do business anywhere," the author notes a decline in respect and internal morale over time [2][3]. Group 2: Past Successes - Alibaba's past success is attributed to four pillars: macroeconomic trends, strategic vision from Jack Ma, value-driven team selection, and institutional safeguards [2][3]. Group 3: Signs of Decline - Since 2017, Alibaba has experienced a slowdown in growth, with multiple acquisitions failing to maintain industry leadership [2][3]. - Internal innovation has stagnated, with few successful new initiatives since 2015, leading to low collaboration efficiency and a culture of short-termism [2][3]. Group 4: Internal Issues - Three major internal issues are identified: inflated job levels, lack of transparency in rewards and punishments, and a culture of short-termism [2][3]. - The organization has seen a rise in "wild dogs" (high performers with poor values) and "white rabbits" (low performers with good values), leading to increased distrust and collaboration costs [2][3]. Group 5: Root Causes - The failure of the slogan "people with feelings and righteousness working together on valuable things" indicates a collapse of values, leading to ineffective HR practices and a focus solely on KPIs [3][4]. Group 6: Recommendations - The proposed remedies include restoring collective values, returning HR to a service and oversight role, breaking down hierarchical cultures, and increasing transparency in performance and promotions [3][4]. Group 7: Cultural and Value Issues - The discussion highlights that cultural values often serve as a control mechanism rather than genuine motivators, especially when companies face difficulties [3][4]. Group 8: Evaluation and Maintenance Costs - As companies grow, inefficiencies and maintenance costs increase, leading to a need for ongoing cost optimization despite not lacking financial resources [3][4].

Core Viewpoint - The article discusses the internal challenges faced by Alibaba, highlighting a decline in its core values and culture, which has led to a phenomenon referred to as "big company disease" [1][38]. Group 1: Historical Success - Alibaba's past success is attributed to four main factors: the era's trends, Jack Ma's vision, strong values, and institutional support [4][39]. - The economic growth from 1999 to 2024, with GDP increasing from $1 trillion to $18 trillion, created significant opportunities for Alibaba [5]. - The rise of internet users from 8.9 million in 1999 to nearly 1 billion in 2020 facilitated the growth of Alibaba's business [5]. Group 2: Current Challenges - Since around 2017, Alibaba has shown signs of fatigue, with the growth rate of internet users declining to single digits [11][41]. - Many strategic acquisitions have failed, such as the purchase of Koubei and Ele.me, which did not yield the expected results [12][41]. - Internal innovation has been scarce since 2015, with few successful new business ventures outside of e-commerce-related initiatives [15][41]. Group 3: Internal Issues - There is a consensus among employees about increasing issues in three areas: people, finance, and operations [16][41]. - Recruitment practices have shifted towards hiring external talent, often leading to a lack of alignment with Alibaba's culture [17][41]. - Financial issues include grade inflation and unclear performance rewards, resulting in a lack of motivation among employees [19][41]. Group 4: Cultural Decline - The company's core values have weakened, with a shift towards prioritizing short-term results over long-term vision [28][41]. - HR has failed to uphold the company's values, focusing more on performance outcomes rather than cultural integrity [34][41]. - The middle management has become bloated, leading to ineffective decision-making and a lack of accountability [36][41]. Group 5: Recommendations for Improvement - The author suggests restoring core values, restructuring the HR system, and reforming management practices to enhance team effectiveness [38][41]. - Specific recommendations include making performance evaluations transparent, reducing redundancy, and focusing on genuine operational improvements [38][41].

Group 1: Entrepreneurial Philosophy - Entrepreneurship is a long-term battle for the future, not just for today [4][5][9] - The harsh reality of entrepreneurship is that 95 out of 100 entrepreneurs fail, and success often comes from a combination of factors beyond mere intelligence [4][6] - Entrepreneurs should focus on customer experience rather than just service, asking what value they bring to customers and society [10] Group 2: Self-Reflection and Belief - It is acceptable to doubt oneself, but one must hold firm to their beliefs and mission [11][12] - Gratitude and respect for the unknown are essential components of a successful entrepreneurial mindset [14][16] Group 3: Embracing Challenges - Entrepreneurs should view pain as a source of joy, as it is part of the journey towards fulfilling their mission [21][22] - The essence of happiness in entrepreneurship is not measured by financial success but by the impact on society and the realization of one's ideals [22][75] Group 4: Action and Opportunity - Taking action is paramount; without it, ideas remain mere fantasies [23][24] - Opportunities exist for those willing to seek them out, and complaining about circumstances is unproductive [34][36] Group 5: Values and Responsibility - Balancing self-identity with societal needs is crucial; one must choose the right path that contributes positively to society [37][39] - The size of one's responsibility correlates with the scale of their opportunities [44] Group 6: Team Dynamics - Selecting ordinary individuals who do not see themselves as elites can lead to extraordinary outcomes [49][52] - Trust within the team is the most valuable resource, and mutual support fosters a productive environment [58][60] Group 7: Integration of Work and Life - Entrepreneurship blurs the lines between work and life; true entrepreneurs find joy in this integration [64][66] - Happiness comes from recognizing and appreciating one's journey and contributions to others [70][72] Group 8: Realities of Life - The world is inherently unfair, but everyone has the same 24 hours to create their own happiness [77][81] - Happiness is a personal pursuit, and individuals should focus on self-improvement and societal contributions rather than envy [82][83]

Core Points - The article discusses the impact of personal values on intimate relationships, emphasizing that differing values can lead to relationship breakdowns [4][3] - A study published in the Personality and Social Psychology Bulletin indicates that individuals who prioritize altruism and caring for others are more likely to have sweet and stable relationships [5][13] - The research highlights the significance of self-transcendence values in enhancing relationship quality, suggesting that those who are empathetic and considerate of their partner's needs tend to experience greater relationship satisfaction [13][23] Group 1: Understanding Values - Personal values are defined as the internal belief systems that guide individuals in determining what is important and worth pursuing [6] - Schwartz's value structure model categorizes human values into four types based on motivational direction, illustrating how adjacent values can complement each other while opposing values may conflict [7][8] - The two main dimensions of values are self-enhancement, which focuses on personal achievement and power, and self-transcendence, which emphasizes altruism and concern for others [10] Group 2: Impact on Relationship Quality - The study reveals that self-transcendence values have the most significant positive impact on relationship quality, indicating that those who care for others are more likely to have happy relationships [13] - Individuals with self-transcendence values exhibit three key traits: a positive attitude towards conflict, strong empathy, and intrinsic motivation to invest in the relationship [14][15][16] - Interestingly, the altruistic motivations primarily affect the individual's perception of the relationship, leading to personal satisfaction even if the partner does not fully recognize these efforts [17] Group 3: Recommendations for Improving Relationships - Suggestions for enhancing relationships include cultivating an altruistic spirit by practicing empathy and understanding [20] - Establishing positive interaction mechanisms, such as mutual support rules, can create a warm and harmonious environment in the relationship [21] - Reflecting on personal values and ensuring alignment with a partner's values can improve interactions and overall relationship satisfaction [22]

东四十条资本 . 聚焦股权投资行业人物、事件、数据、研究、政策解读，提供专业视角和深度洞见 | 创投圈有趣的灵魂 将投中网设为"星标⭐"，第一时间收获最新推送 以下文章来源于东四十条资本 ，作者董师傅 价值观哪去了？ 作者丨董师傅 来源丨东四十条资本 各位好，findme更新一期。刚才看见傅盛发视频支持朱啸虎，推荐大家看看，里边有几句话讲得挺好的，就是机器人公司把"做人形"，"具身智能"当成 任务了，不做就混不下去，但实际的场景，没有人做啊，连瓶水都拿不稳，估值炒这么高，有啥好处呢？ 我忽然想起来去年投中年会他俩那个panel，结束的时候我说明年甭管混得好是不好，两位都回来坐坐，咱再聊一期，他俩也答应了，但眼看4.16号今年 大会要开了，阴差阳错可能凑不成局，可惜了的。 但这话题远远没完。我今天再谈它，主要是觉得，"人形机器人的泡沫"它是"真问题"，就是跟所谓"假问题"相对的"真问题"，从商业价值还是公共价值 上，它都值得大谈特谈，但很多人基于社会角色，认为VC不配谈这种问题。 你看投中网评论区就知道了。遍地是喷子，有一个很蠢的说法，就是认为朱啸虎是做投资的，即便你笃定你说的是真话，你也没权利说。这话非常操 ...