凌晨两点的写字楼还亮着三分之一的灯，你对着屏幕里闪烁的光标发呆，刚改完第三版的PPT被老板打回，理由是"不够有创意"。 手机弹出银行扣款提醒，房贷、车贷、孩子的早教费像三座大山压得你喘不过气。 你安慰自己"忍忍就好，这份工作至少稳定"——但你不知道的是， 你赖以生存的 " 稳定 " ，正被 AI 悄无声息地拆解得支离破碎 。 我们总以为公司制是永恒的真理，是社会运行的基石。但翻开历史才发现， 这个让我们耗尽半生追求 " 归属感 " 的组织形态，不过是工业革命催生的 " 临时产物 " 。 从蒸汽机轰鸣的18世纪到数字浪潮席卷的今天，它的寿命满打满算也只有 两三百年 。 而现在，AI正用效率的利刃，刺穿它存在的最后一个理由。 公司制的黄昏 当效率神话走向终结 公司制诞生的初心很简单： 用组织的规模化换取生产的高效率 。 就像工厂里的流水线，把人变成标准化的零件，各司其职、协同运转，才能在最短时间内造出最多的商品。 为了维持这种效率，我们发明了"员工""部门""层级"这些分类，把复杂的人类活动框进一个个规整的格子里。 但AI的出现，让这套逻辑彻底失效了。 当GPT-4能在10分钟内完成一个团队一周的文案工作，当AI ...

因为新岗位根本不在公司的招聘表里。 更残酷的现实是，现在的企业已经开始在"多招一个工程师"还是"多买一块GPU"之间做真实的选择——前者月薪3万还需要管理成本，后者一次性投入20 万就能24小时无休干活。 国家统计局发布数据：8月,全国城镇不包含在校生的16-24岁劳动力失业率为18.9%, 创有数据以来新高 。 又有人把锅甩给AI——"都是ChatGPT抢了饭碗"。作为人工智能行业从业者，我今天要戳破这个谎言： AI 不是失业的凶手，而是给旧制度送葬的信使 真正让你焦虑的，是那个诞生于工业革命的"公司制牢笼"，已经锁不住今天的生产力了。 先看组扎心的数据：美国的研究机构预测，到2030年AI将替代9200万岗位，但同时会创造1.7亿新岗位。这意味着岗位总量是净增的，但为什么你还找 不到工作？ 但 AI 只是加速了这场死亡，并非根本原因。公司工作制早已百病缠身，其内在的荒谬性，才是真正的病灶。 。 传统公司就像一辆老爷车，AI这个V12发动机塞进去，不是跑得更快，而是会把变速箱炸飞。 而我们这一代人，或许将是历史上第一代，完整经历"公司工作制"从神坛跌落，直至消亡的见证者。 公司制的棺材 早就钉上三枚钉子 我 ...

Core Viewpoint - The Vanke partnership system, introduced eleven years ago, aimed to address profit distribution issues within the company, enhancing employee motivation and aligning their interests with those of shareholders. However, the system has faced challenges, leading to questions about its effectiveness and the company's stock performance [1][3][21]. Group 1: Background and Context - The partnership system was designed to resolve the inherent conflicts between capital owners and labor, focusing on equitable profit distribution [2][3]. - Vanke is not the first to propose the "partner" concept; it was initially introduced by Jack Ma, with other companies like Alibaba and Xiaomi implementing similar systems earlier [4][5]. - The real estate industry, being capital-intensive and competitive, necessitates collaboration among many individuals and substantial investments, making traditional individual efforts insufficient [7][8]. Group 2: Partnership System Structure - The partnership system consists of four main components: the career partner stockholding plan, project co-investment plan, event partnership, and internal entrepreneurship, with the first two being the core [33]. - The career partner stockholding plan aims to align long-term interests between the company and its employees by allowing management to hold company shares, similar to a management buyout [34][35]. - The project co-investment plan requires management and key personnel to invest in projects, linking their compensation directly to project performance [43][44]. Group 3: Implementation and Results - The implementation of the partnership system led to a significant increase in Vanke's operating efficiency, with average dividends per share rising from 0.24 yuan before the system to 0.64 yuan afterward [54]. - The stock price of Vanke saw a notable increase during the initial years of the partnership system, reaching a high of 36.38 yuan per share by the end of 2017, nearly tripling from before the system's implementation [58]. - However, employee co-investment peaked at over 10 billion yuan but has since declined significantly, reflecting the challenges faced during the industry's downturn [61][64]. Group 4: Challenges and Future Outlook - The partnership system has faced significant challenges, with the stock price dropping below the initial investment levels, leading to potential disbandment of the partnership structure [64][66]. - Vanke announced plans to develop a new long-term incentive mechanism, signaling a shift away from the economic profit bonus system that had been in place for nearly thirteen years [66]. - The partnership system's initial goals of shared benefits and risk-sharing have been complicated by market conditions, leading to a reevaluation of its effectiveness and sustainability [69][71].