I. About Work and Life
I have an interesting observation: in foreign enterprises, there are many white-collar workers aged 25-35, but very few employees over the age of 40. The young employees in their twenties and thirties at foreign companies appear full of vigor and ambition, but for those around 40 who are managers in foreign enterprises, it can be quite an awkward position. Most of the foreign enterprise managers I've seen in their forties tend to job-hop frequently, eventually ending up in private enterprises. For example, Tang Jun. The success of foreign enterprise employees is largely due to the success of the company rather than personal achievement. Siemens is indeed larger than Gome, but this does not necessarily mean that Siemens' China manager is better than Gome's boss; in fact, one could argue that they are far less capable. However, people working in foreign enterprises often fail to realize this early on, attributing 90% of their success to their own abilities. In reality, replacing the general manager of the China region in a foreign enterprise would not significantly impact its performance. Now, here’s the issue: when these managers reach their forties, their salary expectations become quite high, yet their talents are not particularly outstanding. If you were the boss of a foreign enterprise, how would you choose? Some prefer younger, energetic, and sharp individuals who don't demand high salaries or crave attention, while others might wonder, why should we still hire you?