17-Year-Old AI Intern Earns a Daily Salary of 5500 Yuan, Born in 1998, Considered a "Middleman at CSDC"

"This era has never been so generous to the extraordinary or so harshly punishing to the ordinary."

A well-known venture capital firm that has been established for over 15 years specially hosted a dinner, and the selectively invited guests did not wear suits; most of them were dressed in black, white, or gray T-shirts or hoodies with cartoon patterns printed on the front, and their hair was not particularly styled. Many of them carried backpacks, resembling attendees of a class reunion.

They are post-2000 AI professionals, most of whom like to use anime or cartoon characters as their avatars, are used to using emojis and exclamation marks, and during work breaks, they would order a cotton candy hot cocoa amidst a series of iced Americano drinks. Before meeting a post-2000 AI entrepreneur, the investor reminded us that to quickly get closer to them, it's best to bring two cups of milk tea.

Having just graduated from college, these young researchers have already been offered annual salaries ranging from 2 million to 5 million yuan or 1 million USD by tech giants or investment firms. However, when discussing salaries in the millions, the young researchers sipping on cotton candy hot cocoa sounded indifferent, as if discussing the course schedule for the semester.

"Oh, I don’t really care, adding another one or two million doesn’t matter to me." Another young researcher had a similar mindset, "Anyway, I'm going to start a business, and I won't make a few years' worth of salary." Some tech giants and investment firms also want to poach them.

The large-scale model industry has mass-produced hundreds or thousands of young elites with million-dollar salaries. Tech giants have broken past restrictions on age, job level, and experience, offering high salaries to recruit young talent.

Several headhunters and HR personnel said that graduates from top universities who have interned in the core teams of tech giants and have research papers published in top journals, whose research direction aligns with the company's focus, and who have entered the top talent programs of tech giants, generally have annual salaries of 1.5 million yuan or more. A person involved in Seed recruitment said that in 2024, TopSeed campus recruits have an annual salary of around 1.5 million yuan, which increased to 3-5 million yuan in 2025, and in 2026, campus recruits for core positions can receive up to 6 million yuan, with some even higher.

Before graduating, these talents are being identified early—earning starting from 2000 yuan, with daily rates exceeding 5500 yuan. Some have received internship offers from Meta with a monthly salary of $20,000, including accommodation. When intern daily wages in most industries are considered good at 200 yuan, these numbers defy common sense, and those who hear them often need to confirm again, "Is it a daily wage or monthly wage" and "Is it in RMB or USD".

According to industry data, in the first quarter of 2026, the average monthly salary of Beijing food delivery drivers was over $1,000, and an intern earning a daily salary of $5,500 is equivalent to 10 delivery drivers. An AI researcher earning an annual salary of $3 million for a year's work is equivalent to a diligent undergraduate who graduated in 2025 working for 39 years. The latter also has to ensure they don't become unemployed.

Even in the well-known high-paying Internet companies, to reach an annual salary of $3 million, you need a master's degree, work continuously for 8 to 12 years, go through at least 3 promotion evaluations, rank in the top 30% each time, be in a core business area or catch a wave of rapid development, and only then can you achieve a position equivalent to ByteDance level 3-2, Alibaba P9, or Tencent T11 before the age of 40. By this time, you would be managing a team of dozens of people and have a certain level of industry recognition.

Today, a 22-year-old AI researcher who has just graduated with a bachelor's degree, has not led a team, has not been involved in business decisions, and has not gone through a performance review cycle, is earning a similar income.

Moreover, they are really young. "Born in 1998, considered 'average' in the base model team." An intern from a big tech company's large model team felt a bit frustrated, being older than most interns at the company. One time working late into the night, he looked up and saw a noticeably "much younger" intern, who was "bouncing around" while coding. He emphasized, saying again, "Literally bouncing around."

The younger one is only 17—big companies are increasingly not setting age limits, making it difficult to say who is the youngest. She was contacted by an HR representative from a big tech company, preparing for her high school final exams while interning in a large model team, and celebrated Children's Day at her desk.

"Getting a Ph.D. is such a waste of time!" a young researcher wanted to advise his Tsinghua 'Yao Class' friends, "Why should the smartest brains learn so slowly?" He cited an example of a 19-year-old Stanford student who left school before his sophomore year and quickly raised $4.5 million in funding for his AI startup, "The worst-case scenario is just going back to Stanford."

A recruiter once advised three or four Ph.D. candidates to drop out, switch to a full-time role, offering attractive job positions and salaries. "If studying is to find a good job, you already have one now. And maybe not in two years." So, several young people chose to drop out midway and strive to catch the AI train.

The founder of an AI company has a more radical idea. He plans to have a high school student drop out, work and study at the same time, asking, "How could he possibly learn more at school than here?"

After surveying over 3,500 unicorn founders, global investment firm Antler found that in 2024, the average age of global AI unicorn founders was 29, while in 2020, they were mostly 40 years old. This number is likely to continue to decrease—AI enables these sufficiently smart young people to potentially find higher-paying jobs and even push their net worth into the hundreds of millions of dollars.

AI Native: Youth is Worth More Than Experience

Senior executives in internet companies are the elite few, managing large technical teams or having achieved success in a particular business area, holding high positions, having a good reputation, and remaining safe from the "curse of being 35."

Nowadays, past experience has become obsolete. An individual who was once at ByteDance Seed mentioned that when they first started investing in large models, ByteDance followed the customary practice of having an "experienced senior" who had achieved success in the business to lead the new business. This person in charge changed two or three times, each bringing their own core researchers, but the results were not as expected. It wasn't until the younger Zhou Chang joined and rapidly drove the enhancement of multimodal capabilities.

"This made us realize that our past hiring strategy was wrong," he said.

If compared in terms of resources, DeepSeek is not a match for the easily investing billions in a large factory. Its number of employees is less than one-tenth of a large factory, with half the average working hours per person, having never received any investment before, yet entering the global leading group of large models earlier than the top Chinese internet companies. We once analyzed the resumes of 84 out of the 172 researchers involved in DeepSeek's three-generation model development, among which over 70% are under 30 years old.

One of the conclusions drawn by ByteDance after researching the three "dark horse" companies OpenAI, Anthropic, and DeepSeek is that in the AI field, what truly drives the progress of a business is the key researchers; past management experience and business achievements are not as essential. The "experienced seniors" may not necessarily lead researchers poorly, but they definitely cannot make better decisions on what to do than the researchers themselves. It is better to let smart young tech talents lead the team.

An insider said that to build the Seed team, ByteDance brought in a TikTok growth product leader to oversee Seed recruitment. The recruitment logic only considers how much money is invested and how much output there is. During the hiring process, they look at how much money to offer and how much benefit the person can bring to the company, with previous job levels and salaries being meaningless. "Former grade 3-1 employees mostly had a master's degree and about 5 years of work experience. Today, even new graduates can obtain the same or even higher job levels."

The new rule has become whoever is more AI Native has a greater chance.

Several researchers tried to explain this concept that has become popular in job postings at major companies, fundraising plans, and founder speeches. One said, "The mindset is completely aligned with the input and output of large models; when encountering a challenge, ask AI first, and know what the next question should be"; another drew a comparison, "Why do older people need to learn to use a smartphone, but kids don't? Because kids understand what will appear when they touch the screen. It's the same for large models."

An AI-focused investor gave a simpler answer, "The younger, the better." They are all post-2000s.

From OpenAI making large language models mainstream in 2022, to models having multimodal, deep reasoning, and programming capabilities. The industry sees new technologies emerge almost every once in a while.

However, in just four years, a person who chose to apply for the popular "Computer Vision" field while pursuing a Ph.D. has not graduated yet, and the world has already changed. If they don't switch directions quickly enough, they will also become an "older generation" AI person.

After more than four years, the longer you work, the more passive you become. An HR personnel at a large model company said that in 2024, they recruited for AIGC text-to-image and video-to-video positions. They initially sought people with experience in visual algorithms, but quickly realized that those they hired also had inertia – they would directly use previously validated technological approaches to problem-solving. If the results were somewhat satisfactory, they would continue using them. However, fresh graduates and those more "AI Native" would not just copy previous methods. After replacing these individuals, the results improved several times over.

"People who have worked for five or six years may be able to adapt quickly, but why would a company take the risk? After all, there are younger people available." After rejecting dozens of resumes, a headhunter collaborating with a large model company grasped an unspoken rule, "33 years old is probably the upper limit."

Headhunters have some screening techniques. If a candidate asks about the company's revenue, they are immediately considered not "AI Native" enough. Most AI companies are not profitable yet; they are more concerned with computing power, models, and data, with revenue seen as a financial judgment metric of older-generation companies.

"'Genius' managers only want to hire similar people. Would a 30-year-old tech lead want to hire someone older but less skilled?" questioned a headhunter who had worked with ByteDance.

She quickly cited several examples: Zhou Chang, who supported ByteDance's multimodal capabilities, is in his 30s; when Yang Zhilin founded Kimi, he was also only 30; Lin Junyang, the former head of Alibaba's Thousand Whys large model team, was born in 1993; Xiaomi's MiMo large model head, Luo Fuli, was born in 1995; and Yao Shunyu, head of Tencent's mixed-element large language model department, was born in 1998.

Moreover, most young people are more willing to work overtime. A 21-year-old AI intern usually works from 11 p.m. until past 1 a.m., with a break for a meal and a couple of walks in between to keep the mind sharp. He also "works and plays" on weekends. "It has nothing to do with the company; it's my own standards," he added. "Otherwise, it's challenging to stand out among peers of the same age." Another 22-year-old AI researcher doesn't find this extraordinary either. He sometimes works overnight from 9 p.m. until noon the next day because it allows him to be more 'immersed.' They are far from the responsibilities and concerns of caring for a family.

Entering High School, Mailing Cruise, Finding a Younger Person

A large-scale model company has achieved success with young people, and this perception quickly spread—companies that want to implement AI need to first rejuvenate. In addition to AI researchers, more young people are needed in roles such as product development, design, marketing, and HR.

Ideal Motors announced that 2026 is the final window for sprinting to become a leading AI company. This year, founder Li Xiang said on social media that without sufficient deep training and learning, most people with ten years of experience perform significantly lower than those who have been working for just one year. The gap between them and top 10% university recruits is at least tenfold, akin to "having gold but not using it, instead extracting gold from ore through blind box opening."

In March of this year, Geely Holding Group and Core Positioning Technology announced the establishment of a targeted talent development program for high school students to cultivate talent for businesses such as Geely Intelligence.

Hiring young people is not just about telling the story of the company's transformation; there are also practical job needs. An AI-transforming payment company stated that media positions are basically only considered for those born after 1998 because the age of active technology KOLs is getting younger, requiring equally young individuals to communicate with them. In venture capital firms, young investors are better able to engage with entrepreneurs.

Ultimately, pressure is mounting on senior executives in the internet industry. Today's recognized AI organizational structure must be flat enough and transparent enough. Young talent does not like traditional high-pressure management and pyramid hierarchies; they believe more in having capable individuals.

In June, Alibaba took only a few days to replace the former president of DingTalk, who took over after more than a year of recruitment, with Chen Yuxin, born in 1992. A former partner of the former president said that he is still the same person, still wanting to achieve great things, but "he knows the times have changed, but may have overlooked that people and society have also changed."

Everyone wants young people, but the problem is that truly intelligent young people are limited. It is crucial to find and attract these young talents before they graduate. Several HR personnel from top companies said they found that if a "young genius" has interned at a large company and had a positive experience, the probability of them choosing to join that company after graduation is extremely high—"smart people are limited, and the essence is to establish a connection with them early on."

In Denver, USA, on the same day as CVPR (IEEE/CVF Conference on Computer Vision and Pattern Recognition), one of the "big three top conferences," Nvidia, ByteDance, and Intel hosted an evening event, followed by Tencent Cloud, AliStar, and MiniMax the next day. Two weeks later, in Seoul, South Korea, at another top academic conference, ICML (International Conference on Machine Learning), Alibaba, Kuaishou, and Tencent hosted evening events on the same day.

Tencent stated in its promotion that it would have at least 12 executives participating in one of this year's events. Kuaishou chartered a cruise ship on the Han River, customized a maritime fireworks display, and allowed Kuaishou's core business executives to have close dialogues with attendees. Alibaba's dinner was held on the 38th floor of the Grand Hyatt Hotel, where Warren Buffett once delivered a speech.

To show sincerity, some companies allow department heads, vice presidents, and key interns to add each other as friends, meet for coffee, spend one or two hours discussing their views on technology and the industry, and talk about their life goals. If someone is unable to attend such meetings, some HR personnel will still inquire about their recent situation, send small gift boxes during Mid-Autumn Festival and Chinese New Year, and say, "The peak of others' salaries is the starting point for us."

A Seed insider said that around 2026, Seed specifically established a "Student Work Department" to select and target interns and fresh graduates. Their database almost exhausted China's outstanding current students and fresh graduates, obtaining a list of students from key universities, key labs, and key mentors, along with their competition experiences and internship experiences.

In theory, if you are an outstanding student from a key high school, Seed's HR may know more about where you study, when you will graduate, and where you have interned than your relatives.

For high-level competitions, they can sponsor GPUs, Tokens, or other items needed by competition coaches. In addition to the competition award list, they can also understand the specific performance of each participant. For example, a participant with a low overall score may not necessarily be untalented; it may be that one of the three judges gave an exceptionally low score. "A semi-open secret." An HR personnel said, "If you inquire, other companies will also know."

For rival companies, employees from tech giants are required to label relevant teams as much as possible, including daily work performance, output, contribution to the team, technical strengths, and verify these evaluations by asking enough people. Ultimately, they look at whether it matches the needs of their own team. If a previous student interned with a particularly good performance, their team will also receive special attention. Most mentors are also willing to cooperate with large companies, and some students jokingly say they are "packaged into the factory" with their classmates.

An intern contacted by several tech giants said when choosing an internship, the first thing to look at is the reputation of the team, whether it focuses on large models or multimodal models, pre-training or post-training, Group A or Group B, and inquire in advance if they will be doing "dirty work." The second thing to consider is the number of GPUs available, as it will be difficult to work without them. The third thing is the team atmosphere: Will there be an opportunity to interact directly with top experts? Fourth is the money.

Tech giants are not short of money. ByteDance specially set up the Top Seed Talent Program for the Seed department. Last year, the average daily internship salary was 2000 yuan, and this year, although the Top Seed program was nominally canceled, there is no maximum salary limit. Tencent's Qingyun Program covers the entire group, with the AI team including the Mixed Yuan Large Model having the most positions. Interns are paid monthly, ranging from just over 20,000 yuan to over 80,000 yuan, with some even receiving around 110,000 yuan—this is also a competitive tactic. The daily pay system is "one day's work, one day's pay," but with the monthly pay system, income is also received during holidays.

Interns are circulating the sayings "Choosing a Seed with a Seed," and "Choosing a Goose (referring to Tencent) with a Goose." If it's not a good fit, there is a series of "Stars": Meituan's "North Star Plan," Alibaba's "Ali Star," Kuaishou's "Kua Star," and Xiaohongshu's "REDstar."

Job postings are becoming more earnest, emphasizing not only salary but also what the company can provide to researchers, such as "Leading and being responsible for core projects," "No salary cap," and "Join now and take on key responsibilities earlier." To enhance attractiveness in the talent war, the startup company Kimi made a high-profile announcement to grant stock options a year early to interns selected through the top talent program - in less than half a year, Yipu's stock price multiplied by 20, leaving much room for the value of these options.

Upon joining the company, these young people will also receive much greater freedom than ordinary fresh graduates.

Some campus recruits who enter through the top talent program will be directly managed by the business unit head, giving them some space to decide what is worth doing. They can propose, report on, and build teams around a new direction, rather than optimizing existing business by 1% or 0.1‰. Yao Shunyu will invite interns from Tencent's Mixun program to have meals together and regularly organize exchange activities. One intern said he feels that "the company hopes to cultivate you for the long term and expects you to achieve something at Tencent."

Some companies allow candidates to join with peers who have also been selected for the talent program, first forming a small core team to explore new directions. If a campus recruit feels that the computing power is insufficient after joining, they will write this demand into the weekly report and copy the group's top leader. Three days later, their department received over tens of millions of yuan worth of computing resources.

The Interest Chain behind "Youth"

In the investment circle, "Post-00s" has become an important tag for projects.

A 27-year-old researcher who does not consider himself young has just started a business. In order to secure a share, a venture capital firm sent an investment memorandum with a blank for the amount, meaning "conditions are up to you." Who knows if the "next OpenAI, Anthropic, or DeepSeek" is among the young people wearing backpacks today. This sounds much more imaginative than starting a business at 40.

"We finally waited to enjoy the dividend of the era." A 2003-born AI entrepreneur completed two years of graduate courses in half a year and focused on entrepreneurship in the remaining time. In the first round of financing, they raised tens of millions of yuan. The partners are two to three years older, the entire team consists of more than 20 people, with some junior fellow students working as interns. The company is located in the AI community near Tsinghua University—where many similar startups gather.

"This is not considered much." Several months after starting, his doctoral senior raised billions of yuan. Among his classmates, someone pushed forward four rounds of financing within one month, "doubling the valuation on the spot." He asked, "Do you know what 'on the spot' means?"

“Nothing has changed. The only difference in the business plan is the amount.” There are still plenty of investors to be found.

Just days after a group of post-00s founders of a company signed a financing agreement, one of the co-founders angrily resigned. “This is what happens when kids start a business,” an investor said. But what if this company becomes successful in the future? Who would care if they remember Mark Zuckerberg wearing pajamas and a t-shirt to meet investors?

Cao Xi, once the youngest partner at Sequoia Capital and now an investor at the newly established fund DeepSeek, said at the end of last year that it is now the era of post-90s founders. Six months later, the entrepreneurs he interacted with were born between 2000 and 2002. “Sometimes, I even think I should have been born after the 90s.”

Similar to Chijie Chuangtan, which focuses on early financing for young people, some investment institutions have begun to establish funds dedicated to investing in young people. For example, Cloud Start Capital’s Y Transformer focuses on founders born after 1998, with a budget of 100 million yuan, planning to invest in approximately 20-25 projects, only in the first round of funding, with about $600,000 per investment, and a decision-making period of 2-3 weeks.

The unwritten rule in the business world in the past was the “old boys' club,” where mature tech elites, successful entrepreneurs, and investors managing billions of dollars mutually supported each other. “Big brothers helping big brothers” meant that opportunities, trust, and capital circulated among a small group of people. Most core projects in various fields were held by “the previous generation” of investors, and young people did not know important entrepreneurs or have decision-making power. A post-00s investor said he had to adapt to the rules of the “big brothers,” being quick-witted at the dinner table, observing cues, and seeking guidance from elders.

AI has given young investors an opportunity—senior investors often do not fully understand, most entrepreneurs are young, so the "big brothers" are willing to listen to the young investment managers under them. The founder of a long-standing investment institution said they would rehire interns, "similar to how the ceiling of many AI companies depends on the talent and efforts of interns, the future of investment institutions will likely also be determined by interns."

Not only young investors and entrepreneurs help each other. AI researchers have high salaries, high mobility, and strong willingness to recruit, and some companies have a strategy of “defensive recruitment”—even if there are no immediate positions available, they cannot let rival companies recruit the talent and are generous in making offers. Apart from having somewhat high hiring standards and a limited pool of candidates, everything else perfectly fits the business of headhunting.

Like hunters, they search and advise these intelligent young individuals. One headhunter receives a request that as long as they can arrange interviews for three researchers from a specified team, regardless of the outcome, they will receive a reward of ten thousand yuan per person. Another company is willing to pay a 30% headhunting fee for the selected researcher, which, in other industries, is only offered for recruiting a CEO. “If someone has a salary of $1 million, that bonus is worth at least 2 million RMB,” a headhunter calculated.

AI talent is getting younger and younger. In addition to being more AI-native and "user-friendly," everyone can enjoy the benefits of youth. A larger theme is that young people will band together to establish a voice and collectively "fight against the old guard."

Youthful researchers produce results, demonstrate their abilities, join big tech companies or start their own firms, and obtain managerial positions. They are more inclined to trust peers of the same age or younger. Younger researchers and interns are motivated to explore, prove themselves to management, or catch the eye of young investors. Young investors who fund good projects also quickly advance in their careers.

"Of course, people of the same age get along better!" A researcher who spent some time in the San Francisco Bay Area in the United States, at that AI epicenter, witnessed a 20-year-old founder hiring an 18-year-old employee and being chosen by a 19-year-old investor. They did not know each other previously and connected directly via email, saying, "I am interested in your paper, my idea is xxx, shall we discuss it together?"

He mentioned that some investors in China still follow the traditional way, starting with exchanging business cards featuring a large headshot on the left and a list of titles on the right. Few young people do that, saying, "Who are we to have titles?" As long as the viewpoint is interesting, he doesn't mind making new friends through an email. In the next moment, "I know a few friends like you, you will get along well," gradually forming a network. Creativity spreads like wildfire, and a few smart young people can form a startup, secure funding, and compare themselves with well-resourced large companies.

Nobody Can Stay Young Forever

In an environment that idolizes youth, a former "Huawei Teen Genius" faced a comprehensive impact. When he graduated with a Ph.D., the Huawei Teen Genius's salary far surpassed that of his peers. Even at a prestigious university, it was a coveted destination. Two to three years later, the salaries of his juniors completely surpassed his expectations for fresh graduates—ByteDance began recruiting foundational model development talent at high salaries, with no limit on positions and often offering double-digit raises.

Another year later, he started his own business, and Tencent and Alibaba also joined the battle for talent, with the salary expectations for outstanding fresh graduates being "shockingly high." He could only play the emotional card, emphasize his reliability, offer more stock options, and recruit from his alma mater. While seeking funding, the "Huawei Teen Genius" reputation still held weight, but it was not as attractive as that of post-00s celebrity entrepreneurs.

Youth comes in waves, with no one being the youngest, only younger. Competition is fiercer than ever. An AI industry professional has seen the number of top academic paper submissions in the industry rise from around one to two thousand papers in 2020 to 70–80 thousand papers today. A master's student who could publish two papers at a top conference in the past is now expected to double and redouble that output.

An AI researcher shared their experience interviewing for top talent programs at big tech companies on a platform, established a networking group that requires relevant internship experience to join, and within two days, the group of 500 was full. They discuss interview experiences and real situations within the group, and many HR departments of major tech companies follow their account "Random Field" to obtain information about interns and fresh graduates.

The unwritten rule is that to be admitted to a top talent program, you need to have a good internship. To find a good internship, you first need to have a good internship. "So what about the first good internship? Rely on senior students, professors for strong referrals." A post-00s intern looked serious, "No referral? Then you have to rely on luck."

Another candidate admitted to a top talent program judged, "The circle of base model has already closed." Interns from several major model companies flow back and forth, recommend younger students after converting to full-time positions. "If the insiders don't come out, the outsiders can't get in either."

"Many facts are better off unknown, speaking out is cruel." Someone familiar with AI industry recruitment hesitated, "In the past, a regular college student earned 100,000 a year, while a graduate from a top university earned 1 million a year. Everyone could accept a tenfold difference. But now, a graduate from a top university may earn 5 million a year, while a regular college student can't even earn 50,000. With a gap of 100 times, isn't it cruel?"

A post-00s AI researcher said he felt lucky, "This era has never been so rewarding for the extraordinary"—the generosity of the AI industry towards young people easily makes people only pay attention to the first half of the sentence, but ignore the second half—"yet the punishment for the ordinary has never been so severe."

That "Huawei Young Genius" can at least start a business. Most of his peers go from undergraduate to doctoral, go through at least 5 rounds of interviews, defeat other candidates, enter internet giants around 2020, becoming elites in high-paying industries. There is certainly "35-year-old" age anxiety, but they always think about continuously improving their skills, driving themselves to run faster than the bottom 10% of colleagues who are about to be eliminated.

AI has arrived. Front-end development programmers immediately become "redundant" in the company's eyes, while other software developers are just a matter of time—most large company programmers live in constant anxiety, can only distill themselves more diligently than their colleagues, strive to defeat colleagues first, and ultimately be replaced by AI.

By the second half of 2025, a large company programmer over 30 has never doubted that he is "old." He obtained a Ph.D. in the United States, smoothly entered a large company, has always been attentive to the changes in new technologies. But one day, he suddenly felt that the updates of large models, the overflow of information burst like an unstoppable faucet, and his past experience turned into a "negative asset."

Massive anxiety struck, "Before, a person couldn't read 200 articles in a day, but now you can work with AI to read 300, 500, 1000 articles." The problem is "what if you miss something?" Before going to bed every night, he assigns tasks to AI, trying to eliminate some anxiety.

Upon hearing this, a post-00s AI researcher immediately asked puzzled, "So what? This is like cars replacing horse carriages, advanced productivity will definitely replace backward productivity."

A few hours later, another researcher who was unfamiliar to him used the exact same metaphor, "Why didn't they switch earlier?"

"But perhaps the carriage driver finds it difficult to learn to drive a car." "But that's how society progresses," he said. "Four words: a narrow vision."

The programmer in his 30s fell silent after hearing the recount. After hesitating for a long time, he spoke up, "We all know that no one can stop technology. Turning a deaf ear to reality is foolish; we can only adapt. But it's hard to explain to them that the transition is not that easy." He left the tech giant, wanting to explore new technologies in a different way.

A few days later, he sent a message, saying he once again felt the brutal confidence of the younger generation. Chen Yuxi, born in 1992, took over as the new CEO of DingTalk, having interned at Alibaba in 1999. There are many complex aspects to this matter, but the young people around him concluded, "Take down the 'Elder Ding,' replace him with a young person, and everything will improve." He seemed not to be in that jubilant new world.

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