阿里合伙人委员会内网批评钉钉管理方式：尊重个体价值才能创造客户价值

This article centers on Alibaba's Partnership Committee's internal post criticizing DingTalk's management practices, which came in response to heated public discussions triggered by a lengthy departure post "Inside DingTalk" written by a former DingTalk product manager. The committee has clarified Alibaba's core requirements for its organizational culture. Key takeaways are as follows:

1. Core event: On June 10, 2025, Alibaba's Partnership Committee published an internal post stating that the problematic management practices described in "Inside DingTalk" violate Alibaba's corporate culture, and that such practices are unacceptable no matter how urgent business tasks are.

2. Core stance: The foundation of Alibaba's culture is mutual respect, recognizing employees as whole individuals rather than just work units, and maintaining empathy and integrity—core values that will not change with the development of the times and technology. In the AI era, innovation relies on employees' passion and creativity; only by fully respecting the individual value of each employee can enterprises deliver real customer value. The core responsibilities of managers are forward-looking planning, proactive accountability, and team alignment and motivation. Cultivating and inspiring employees is a mandatory core competency for all managers.

This article reveals the latest stance of leading internet company Alibaba on organizational culture and team management, which offers valuable insights for brands building their own internal organizational culture to support long-term growth. Key takeaways are as follows:

1. Foundational logic of brand culture: Long-term brand development relies on stable underlying cultural support. Even under intense growth pressure and tight task deadlines, brands cannot abandon their core cultural commitment to respecting individual employees. Inappropriate management practices will not only trigger internal discontent, but also spark negative public discussion and damage brand identity.

2. Direction for brand culture building in the AI era: In the AI era, brand innovation depends far more on employee creativity than on high-pressure, mechanical execution. People have become brands' most valuable core asset. Managers must proactively take responsibility for cultivating and inspiring employees, and build an open, inclusive, and diverse work culture to support sustained brand innovation.

This article shares the latest reflection on team management from a leading enterprise, offering actionable insights for e-commerce sellers to build teams, improve internal management, and capitalize on AI-era opportunities. Key takeaways are as follows:

1. Pitfalls to avoid in team management: Even when facing urgent tasks such as big promotions or new product launches under intense performance pressure, sellers should not adopt high-pressure, exploitative management models. Only by respecting the individual value of employees can teams sustain creative output and deliver consistent business growth.

2. Required management adjustments for sellers in the AI era: In the AI era, many routine operational and product selection tasks can be automated, making people the most core resource for business growth. Seller managers must shift their role: from simply imposing performance targets, to focusing on strategic planning, proactive accountability, team alignment and motivation, and prioritizing employee development and inspiration. Building a positive team culture is essential for sellers to capture new growth opportunities brought by AI.

The core insights from this article offer valuable inspiration for manufacturing factories undergoing digital transformation and expanding e-commerce channels. Key takeaways are as follows:

1. Core logic for transformation and innovation: When driving digital upgrades, expanding e-commerce business, or pursuing product innovation, factories should not rely solely on top-down task mandates and require mechanical execution from employees. Transformation and innovation are ultimately driven by employees' passion and creativity; only by fully respecting individual employee value can factories deliver innovation that matches market demand and creates real commercial value.

2. Required management adjustments during transformation: During AI-era digital transformation, many repetitive production and basic operational tasks can be automated, making people the most valuable core asset for transformation. Factory managers must shift their role, proactively take responsibility for cultivating and inspiring employees, and build an open and inclusive work atmosphere to attract and retain talent, and support the successful implementation of digital and e-commerce transformation.

This event reflects emerging trends and new demands in corporate organizational management in the AI era, offering valuable insights for service providers offering enterprise management and collaboration solutions. Key takeaways are as follows:

1. New industry trends: In the AI era, a growing number of enterprises recognize that human creativity is the core driving force of corporate innovation. Traditional high-pressure, mechanistic management models no longer meet innovation needs, and enterprises now have stronger demand for building an organizational culture centered on respecting individuals and inspiring creativity.

2. Core customer pain points: Under business growth pressure, many enterprises easily fall into the trap of high-pressure management, which suppresses employee creativity and triggers internal conflicts. This contradiction has become more prominent as innovation demands rise in the AI era.

3. Direction for product and solution development: Service providers can develop tailored tools and solutions to help enterprises build open and inclusive organizational cultures, and help managers achieve the goal of unlocking team creativity, to align with new market demands.

This event offers meaningful insights for all types of platform enterprises on internal operations management, risk mitigation, and long-term development. Key takeaways are as follows:

1. Risk reminder for platform operations management: Platform businesses generally operate with fast innovation cycles and high task pressure, and are prone to adopting high-pressure management to meet deadlines and scale targets. Such practices do not align with the needs of long-term innovation, and can easily trigger internal conflicts, negative public discussion, and reputational damage. Platform managers must prioritize avoiding this risk.

2. Required management adjustments for platforms in the AI era: In the AI era, platform innovation and development depend increasingly on employee creativity. Platforms must uphold the cultural foundation of respecting individual value, clarify that managers at all levels are the primary responsible party for team culture, and require managers to deliver forward-looking planning, align and motivate teams, cultivate talent, and build an open, inclusive, and diverse internal culture. This is the only way to support long-term, stable innovation and growth for platforms.

This event reflects new trends and emerging issues in industrial organizational management in the AI era, offering high research value for scholars studying corporate management and internet industry development. Key takeaways are as follows:

1. New trend in industrial organizational management: Leading Chinese internet enterprises have clearly recognized the logical shift in organizational management required for the AI era. The high-pressure management model adapted to the rapid expansion phase is no longer suitable for the new development stage, and the industry is returning to the management fundamentals of respecting individuals and inspiring creativity. Alibaba's public stance represents an emerging consensus direction across the industry.

2. New research questions worth exploring: After AI automates a large volume of mechanical work, human creativity has become the core competitive advantage for corporate innovation and development. How to adjust traditional management practices to meet the innovation and development needs of the AI era has become a new pressing problem for the industry. Alibaba's statement in this incident also provides a typical case and representative perspective for relevant research.