To be honest, recently I've been increasingly convinced that we in the crypto space need to reflect on some management practices of large corporations.

Not to mention the distant future, just take the leading players in the tourism industry. On the surface, their stock prices have dipped a bit and they've been investigated, but their bosses' approach directly outperforms 90% of project teams in the crypto world. How to put it? They’re not obsessively monitoring financial reports and market share to fight head-to-head; instead, they’ve adopted a model of "making money while lying down and genuinely caring for employees."

Employees have a baby? They get 50,000 RMB in cash immediately. Want to spend time with your child? You have 3 paid leave days per year. Working hours? Three days a week in the office, the other two days remote, even experimenting with a four-day workweek followed by three days off. If this were in a traditional big company, it would be considered groundbreaking.

Thinking further, what about us in the crypto space? Many colleagues are working 996 to code on projects, but in the end, not only do they lack decent benefits and protections, they also have to worry about project crashes overnight, unpaid wages, or even taking the blame. The gap becomes obvious.

Why bring this up? The key point is—whether in traditional business or crypto projects, true long-term competitiveness has never been about short-term gains or technical tricks, but about talent stability and cohesion. A good incentive system and governance framework are the hard conditions that can sustain a project from survival to growth.

The chaos in the crypto space now fundamentally stems from many project teams treating people as consumables rather than core assets. If one day a project can turn this around—by solidifying the human aspect first, ensuring benefits, governance, and transparency—I dare say such a project’s risk resistance will reach another level.