Nvidia CEO to sell more advanced chips to China after H20 ban, warns of 'tremendous loss' for firms in potential US$50B AI market
Nvidia CEO Jensen Huang has signalled the company's intention to sell more advanced chips to China, warning that it would be a 'tremendous loss' for American firms to miss out on the country's artificial intelligence (AI) market, which could be worth up to US$50 billion in the next two to three years.
Speaking at a press conference in Beijing, China, on Wednesday, Mr Huang told CNBC, 'I hope to get more advanced chips into China than the H20.'
Referencing Hopper, Nvidia's chip architecture that the H20 chip is built on, he noted, 'Today Hopper's terrific, but some years from now we will have more and more and better and better technology,' adding that as technology continues to evolve, it is 'sensible that whatever we're allowed to sell in China will continue to get better and better over time as well'.
The Nvidia CEO's remarks came after the company said on Monday that it would resume sales of the H20 chip in China—a chip specifically designed to bypass earlier export controls on Beijing. See also Malaysia leads in sustainable brands development
On July 14, Mr Huang announced in the company's blog that Nvidia is filing applications to sell the H20 GPU again, adding that US authorities had assured the company that licences will be granted, with hopes of starting deliveries soon. He also announced a 'fully compliant' RTX PRO GPU that is a 'digital twin AI for smart factories and logistics'.
In June, CNBC reported that Mr Huang also pointed out that if US firms are kept out of China's AI market, competitor Huawei has 'got China covered'.
At the press conference in Beijing, Mr Huang said that export controls are beyond the company's control and can be highly disruptive to the business. 'It is our job only to inform the governments of the nature and the unintended consequences of the policies that they make,' he added. /TISG
Read also: Nvidia CEO says that if he were a student today, he would learn AI to have a successful career document.addEventListener("DOMContentLoaded", () => { const trigger = document.getElementById("ads-trigger"); if ('IntersectionObserver' in window && trigger) { const observer = new IntersectionObserver((entries, observer) => { entries.forEach(entry => { if (entry.isIntersecting) { lazyLoader(); // You should define lazyLoader() elsewhere or inline here observer.unobserve(entry.target); // Run once } }); }, { rootMargin: '800px', threshold: 0.1 }); observer.observe(trigger); } else { // Fallback setTimeout(lazyLoader, 3000); } });
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CNA
15 minutes ago
- CNA
Safety vs innovation: Delicate balance as China mulls stricter rules for smart driving technology
BEIJING: When Zhang Zhe, a 28-year-old Chinese bank manager, bought a Xiaomi SU7 electric vehicle equipped with smart technology in Beijing last October, he was eager to test out its autonomous driving features. The vehicle was able to steer, accelerate and brake on its own, Zhang said, only needing a physical grip on the steering wheel to indicate that he was present. 'I have faith in the car,' Zhang said, adding that it could also follow traffic rules and avoided contact with other vehicles on the road. But even with his years of experience behind the wheel, Zhang admitted he still felt a little uneasy. 'The functions work as designed (but) they just don't feel natural,' he said. Accelerating and braking could be abrupt and feel "overly mechanical" at times, he added. The system would also hesitate to change lanes or take more cautious turns than a human driver would. Smart driving assistance features in cars and new electric vehicles (NEVs) have been rapidly advancing and gaining popularity in China as automakers compete to launch new models equipped with state-of-the-art automated systems. Companies like Chinese electric vehicle giant BYD, also the world's largest EV maker, have accelerated the trend, observers say, rolling out technology like its 'God's Eye' assisted-driving system which allows for adaptive cruising and drivers to park or control their vehicles using their mobile phones. But road accidents and fatal crashes involving self-driving cars have followed and many drivers like Zhang say they are still learning to trust and navigate these new smart safety systems. A "STRATEGIC RESET"? Officials have since moved to introduce new guidelines for smart driving technology, aimed at enhancing public safety and trust. Also in the works are stricter regulations on remote software updates for assisted-driving systems, which would require regulatory approval for key updates impacting vehicle safety or performance. Experts who spoke to CNA said they were expecting the new rules to be rigorous, claiming many Chinese automakers had been falling short of official standards. 'Right now, Chinese car manufacturers and driving software developers transmit and install updates on vehicles almost freely,' said Jia Yanbo, a Beijing-based expert with more than a decade of experience developing safety technology systems for vehicles. 'They collect data remotely, develop new functions that may not have been fully tested or validated on public roads and then push them to cars over the internet,' Jia added. 'Moving forward, authorities should review this carefully and require longer testing periods before such updates are rolled out.' Others said the new rules could be a 'strategic reset' for China's smart tech ambitions, which in turn, could boost global consumer trust in Chinese-made smart vehicles. A clear national guideline could 'set the tone' for Chinese carmakers, said David Zhang, General Secretary of the International Intelligent Vehicle Engineering Association (IIVEA), who added that the new standards should require more efforts like added investment and testing. Compliance would take time, Zhang added, as companies rush to meet the tougher new safety requirements. This in turn, could hinder market growth until a wider regulatory picture is established. "Like any product, (smart driving technology) must be learned and used properly," Zhang said. "Misuse can have consequences." L3 SELF-DRIVING VEHICLES A notice issued on Jun 4 by China's Ministry of Industry and Information Technology (MIIT) announced a public consultation as it welcomed feedback on smart driving technologies. It followed an earlier advisory delivered by the ministry during a high-profile meeting between officials and nearly 60 automakers back in April, where measures like banning the use of misleading words in ads were discussed. In its notice, MIIT said 55.3 per cent of all new smart passenger vehicles sold in China were equipped with Level 2 (L2) or higher driver-assistance systems. According to official guidelines, L2 systems allow a car to control steering, acceleration and braking simultaneously but drivers are still required to be alert and engaged, monitoring road conditions at all times. L3-ready vehicles are also being introduced, enabling hands-off driving under specific conditions, with the self-driving automated system assuming primary control while still expecting the driver to intervene when needed. Levels 4 and 5, still in early testing stages, remain limited to small-scale robo-taxi and shuttle trials in cities like Beijing and Shenzhen - with regulators keeping mass deployment on hold until safety benchmarks and infrastructure catch up. L4-ready vehicles are said to be capable of handle almost all driving within mapped areas, while L5-ready would see full automation in any setting, with no need for a driver at all. Growing use of these systems has enhanced the driving experience but has also 'led to a series of traffic accidents, drawing widespread public attention', MIIT said. The draft standards aim to tighten oversight, improve testing and safety benchmarks while pushing domestic carmakers toward faster upgrades, it added - all to ensure rapid innovation does not come at the expense of public trust and safety. ROAD FATALITIES Analysts believe that recent high-profile crashes involving smart driving vehicles prompted government action. A fatal accident on Mar 29, involving Xiaomi's best-selling SU7 electric sedan, drew widespread attention. The vehicle, equipped with a smart driving automated system, had crashed into a concrete barrier while cruising along a highway in Tongling, a prefecture city in the southern Anhui province. All three female university students on board were killed and families raised concern about potential system malfunction, resulting in the loss of control and jammed doors. Responding to public questions, Xiaomi officials confirmed that the car had been in Navigation on Autopilot (NOA) mode, travelling at around 116kmh when it detected an obstacle. Although the driver had taken control, the car collided with a cement barrier, they said. The vehicle's AEB (Automatic Emergency Braking) system 'does not respond to common obstacles such as traffic cones, water barriers, rocks or animals', officials added. Another accident involving a smart driving car was recorded in December. An Aito M7, a premium Huawei-backed EV, was travelling at 120kmh and had been in its smart assisted driving mode when it rear-ended a stationary truck. Its driver, a former winner of an intelligent driving competition, was also injured in the crash. Experts said the incidents highlighted broader issues within China's fast-evolving intelligent driving landscape - showing a clear disconnect between drivers and smart driving technology. 'Not everyone (will) understand the technology in a systematic way,' said Jia, adding that implementing official guidelines would be good in helping drivers and the industry 'know the limits'. 'The bottom line for smart driving technology is about safety,' he said. Others said stringent law enforcement would be necessary. Many drivers remain unaware of wider risks, said Guan Lipeng, co-founder of a Chinese automobile content platform. 'Standardised regulations that draw a clear line would force carmakers and marketers to confront safety concerns directly,' Guan said. 'It would also help raise overall safety standards across the industry.' Tu Le, founder and managing director of Sino Auto Insights, a transportation innovation and management consultant firm, noted that 'almost every major Chinese automaker now' had some form of smart driving function. 'The technology is being put in the hands of people who may not fully understand it, or are careless in how they use it,' Tu said, adding that many drivers gained a 'false sense' of confidence after operating smart car systems for just a few minutes. 'The Chinese government does not care if fault lies with the driver or the system,' Tu said. 'The bottom line is that people are dying (and officials are) trying to get ahead as more of these systems hit the road.' DANGEROUS 'IMPATIENCE' While Chinese automakers like BYD have been rapidly outpacing foreign rivals like Tesla, officials are threading a fine line between innovation and safety. In unusually candid remarks made during a conference on Jul 14, Chinese President Xi Jinping questioned the rush by local authorities pouring resources into sectors such as NEVs and AI. 'Whenever a project is proposed, it always involves a few things: artificial intelligence, computing power, new energy vehicles,' Xi said in comments carried by state media outlets, also cautioning against 'impatience for quick results'. 'Does every province in the country have to develop industries in these directions?' His message was reinforced two days later by Chinese Premier Li Qiang during a state council meeting, where he called for tighter regulation of 'irrational competition' in China's NEV sector. China's smart vehicle market remains fragmented, said Guan, noting that numerous smaller players had been producing smart driving technology to varying standards. Without broad regulatory oversight, it would be difficult to enforce consistent benchmarks 'not only for business performance but also for safety', he added. But at the same time, introducing overly stringent rules could jolt an industry unprepared to meet tougher requirements, Guan said. The shock could destabilise the Chinese market, forcing smaller firms out of business if stricter rules significantly disrupted operations. 'It will result in a strategic reset of sorts,' said Guan. 'Right now, I'd estimate eight out of 10 players would fail to meet higher testing or validation standards.' Others dismissed concerns that tighter oversight would stifle innovation, noting that China still remained far ahead of its global competitors like the US in rolling out smart driving vehicles and features. 'This isn't about slowing the industry down relative to competitors,' said Tu. 'It's about making sure unnecessary deaths and accidents don't undermine public trust in a technology that's now in almost every new vehicle.' THE ROAD AHEAD According to data released in June by the China Association of Automobile Manufacturers (CAAM), China exported 205,000 NEVs in June 2025, marking a 140 per cent jump from 2024. Chinese developers and NEV brands like BYD and the state-owned Shanghai Automotive Industry Corporation (SAIC) have also been ramping up exports to international markets like Europe, Latin America and Southeast Asia. The industry has become one of the key fronts in China's broader technology war with the US, experts said, and Beijing will remain determined not to let recent setbacks derail its path to becoming a smart driving technology leader. 'China is set to continue its strong lead in the new energy smart car space, and for good reason,' said Zhang. 'Tighter regulations may make the curve harder to climb in the short term (but) once the industry steadies itself under the new guidelines, it will consolidate its lead.' Exports of Chinese smart cars equipped with assisted driving technology are also likely to see a brief slowdown as cautious overseas buyers wait to see the impact of new guidelines, said experts, though they expect the effect to be short-lived. 'What matters most is meeting the destination countries' requirements,' said Zhang. 'As long as those are met, sales won't be an issue.' Foreign importers may pause purchases of Chinese-made smart vehicles while they await clarity on the new guidelines, said Tu. But this hesitation would likely be temporary and ultimately, serve as a 'timely intervention'. 'If these guidelines give clarity, they'll help reassure regulators overseas and accelerate adoption,' Tu said.
CNA
15 minutes ago
- CNA
Commentary: Will Indonesia regret its trade deal with Trump?
JAKARTA: Be careful what you wish for, lest it come true. That ancient proverb comes to mind when considering the eagerness of America's trade partners around the world to negotiate deals with United States President Donald Trump's administration. Four countries already have, with Indonesia the latest to do so – and possibly the first to regret it. The United States has announced a complex, tiered tariff regime, including a 25 per cent tariff on labour-intensive goods such as textiles and footwear, a 40 per cent tariff on goods suspected of being 'trans-shipped' or having content of Chinese origin, and a 50 per cent tariff on so-called 'strategic sectors', including aluminum, copper, semiconductors and pharmaceuticals. An additional 10 per cent levy applies to exports from BRICS countries (including Indonesia). Countries might also face anti-dumping duties, which are often steep, politically driven and inconsistently applied. While these measures hurt US importers and consumers the most, they also significantly heighten uncertainty for exporters. By guaranteeing that Indonesia will not face tariffs exceeding 19 per cent on its exports to the US through 2029, its new agreement with the US seems to mitigate this uncertainty, providing a level of protection against Trump's tariff escalations. Indonesia can now rest assured that it will not face the kinds of extreme tariffs to which China has been subjected. A DEAL THAT REDUCES LOSSES WITHOUT DELIVERING GAINS Indonesia's government argues that such a deal was essential, because even though the US accounts for only 9.9 per cent of Indonesia's total exports, the trade relationship is disproportionately important. Indonesian exports to the US – including apparel, footwear, furniture, rubber products and integrated circuits – are labour-intensive, they note, and thus support a substantial number of jobs. But these sectors may remain vulnerable to higher tariffs. As it stands, it is not clear whether the 19 per cent cap applies to all Indonesian exports, or if some products – particularly those containing Chinese inputs – could still be subject to steeper duties. In any case, 19 per cent tariffs are very burdensome, and Indonesia has also agreed to impose no tariffs on US goods. At best, the deal reduces losses; it does not deliver gains. Moreover, to secure this dubious victory, Indonesia reportedly agreed to purchase 50 Boeing aircraft and commit to importing US$15 billion worth of US energy products (nearly 40 per cent of Indonesia's total energy imports) and US$4.5 billion worth of American agricultural products. But many important questions remain unanswered. How will these purchases be financed, and on what terms? What are the specifications, unit costs and delivery timelines? Who will oversee procurement, and how will transparency be ensured? Most important, if these exchanges are merely political gestures, they could turn out to be economically damaging. The use of jets from Boeing, which has faced a string of quality and safety scandals in recent years, could create considerable risks for Indonesia's airlines. And imports of US agricultural goods risk undercutting local farmers and breaching commitments to the Association of Southeast Asian Nations (ASEAN), as well as other trade agreements. IMPACT ON INDONESIA'S TRADE RELATIONS The deal might affect Indonesia's trade relationships in other ways. Indonesia has concluded comprehensive trade agreements with several major partners, including Australia, China, India, Japan, New Zealand and South Korea. It is close to finalising one with the European Union, and it recently launched negotiations with the United Arab Emirates. If US firms are granted preferential treatment and zero-tariff market access, these partners might question Indonesia's commitment to fair competition – or demand comparable terms. Beyond trade, the agreement risks eroding Indonesia's carefully maintained strategic neutrality. Indonesia has long sought to balance its relationships with the US and China, but this deal could be seen as a lurch toward the US, exposing the country to escalating pressure to choose a side. As Indonesia becomes increasingly politically entangled with one giant – with far-reaching economic and strategic consequences – it is at risk of becoming economically dependent on the other. Over the past decade, Indonesia's trade with China has more than doubled, reflecting deepening economic ties. While Indonesia exports mostly commodities and processed metals to China – especially nickel, iron and steel, mineral fuels and vegetable oils – it imports high-value machinery, electrical equipment, vehicles and plastics from the country. In the face of challenging trade relations with the world's two mightiest powers, Indonesia's government deserves credit for seeking trade assurances. But the deal that it secured with the US lacks clarity, transparency, mutuality, and strategic vision. As a result, it may turn out to be largely symbolic, bringing only a slight reduction in short-term costs. In the long term, it might prove economically and even geopolitically damaging. AVOIDING DEPENDENCE ON A SINGLE PARTNER Three urgent steps can help prevent this outcome. First, Indonesia's government must demand full clarity from the US on the 19 per cent tariff cap: Are all its exports shielded from Trump's sector-specific classifications, or is the real cost of the deal hidden in the fine print? Second, the authorities should publish the full details of their procurement commitments, particularly the purchase of Boeing aircraft and US agricultural and energy products, so that these commitments' financial implications and strategic value can be assessed. Finally, Indonesia must reaffirm a long-term trade strategy anchored in diversification, rules-based agreements, and regional leadership. Above all, it needs a strategy that avoids excessive dependence on any single partner and preserves its autonomy in an increasingly polarised global economy. Only then can Indonesia ensure that a handshake in Washington does not become a handcuff at home.
CNA
15 minutes ago
- CNA
IN FOCUS: 5 years ago, Gen Z entered the workforce from home. It shaped their career approach
SINGAPORE: During the pandemic, scores of workers were utterly undone and disorientated by the shift to working from home. It wasn't about the dip in productivity and blurred work-life boundaries, which were surface-level issues. It was the realisation that the office had been more than just a physical, communal space for them, before COVID-19 hit. There was structure to it, which had helped generations of employees to anchor their professional identity and find their footing when starting out. After the dust settled, it became clear that working from home wasn't just a personal adjustment to be made. Five years on, the greater significance is obvious, and perhaps most prominent among Gen Z workers. It has shaped the outlook of a cohort that began their careers at home – an experience that is now steadily redefining workplace culture altogether. WHEN A GENERATION STARTS WORK IN THEIR BEDROOMS Among Gen Zs, typically defined as those born between 1997 and 2012, their oldest members entered the Singapore workforce just as the pandemic began in 2020. All they've known is remote or hybrid work, which often comes with greater autonomy to shape work around their personal preferences, said organisational behaviour expert Winnie Jiang. In many instances, it'll form the 'baseline" for their expectations; manifesting in how they choose their physical environment to work and potentially shaping their career choices, the assistant professor from INSEAD business school added. "Whereas for previous generations, changing careers could be a bit stigmatised, now it's being framed as self-exploration and entrepreneurial pursuits.' It aligns with imprinting theory in psychology, which suggests that experiences during 'critical, formative periods' leave lasting effects on identity and behaviour, said Asst Prof Jiang. And few periods are more formative than the onset of one's career. There is much more to it, however, than the conclusion that "Gen Z just wants to work from home". In a recent survey conducted by CNA's Money Mind programme among youth aged 21 to 28 about why Gen Z workers remain in or quit a job, 53 per cent of respondents in Singapore cited flexible work arrangements as their top reason for staying put. But fresh graduate Charlotte Ang believes it's less about the arrangement per se. Rather, Gen Zs place a premium on what that flexibility represents. 'Gen Zs in general just want to feel like their boundaries are respected and their work is being valued,' the 23-year-old told CNA. 'That's why I think to a lot of Gen Z, a work-from-office mandatory arrangement might not make sense because you feel very controlled. It seems to convey a lack of trust.' Yet, the push for hybrid or remote work, solely for the sake of it, does seem to have eased. Contrary to popular belief, more Gen Zs are enthusiastic about going to the office, while older generations are more reluctant to return, at least according to a Financial Times report. IN-OFFICE LEARNING: CRUCIAL Some Gen Z workers in Singapore told CNA how limited face time revealed just how much in-person interactions – once taken for granted – shaped their learning, both in job skills and workplace dynamics. Mr Goh Chiang Yang, for one, struggled with remote work in a previous three-month stint because he is a 'very visual" learner. 'Even if (a demonstration) was shown through a screen, which you might argue is visual, it's very difficult to follow the 'clicks' or try and understand what they're really trying to do,' the 25-year-old said. He found weekly team meetings during an internship 'very beneficial'. Though hybrid, he showed up in person and learnt something new each time. 'If you're in your first job or just starting out and you need to learn, working in the office or face-to-face is much better than working remotely, especially when you have no clue what you're doing," he said. Mr Goh, now a self-employed photographer, added that there was 'an immediacy' to working in an office. He could tell if colleagues were available to talk, unlike with online messaging, where he wasn't sure if he was interrupting them. For the same reasons, three days in the office is just the 'right balance' for 26-year-old Jane, who declined to give her real name. It's her current arrangement as a digital and content specialist for a tech and automation multinational corporation – her third job since starting work in 2022. Her previous roles at a public relations agency and a tech giant involved hybrid and full-time office arrangements respectively. '(When) I'm new to a company, all the more I'd want to be in the office to get to know new faces. It'll be hard for me to adapt if I'm not,' she said. 'Sometimes, human interaction helps to make you feel more at ease, especially between you and your colleagues. Over text, certain things can (feel) more intimidating (to broach), as opposed to talking in person, whether it's resolving or clarifying certain issues.' A DESIRE FOR COMMUNITY Being in the office also makes it easier to find one's tribe – a key reason many Gen Zs choose to stick with a job, according to a survey. The 2025 poll by recruitment agency Randstad found that 67 per cent of Gen Z respondents in Singapore – more than millennials, Gen X or baby boomers – would consider resigning if they didn't experience a sense of belonging. This isn't a dealbreaker for Jane, though it gave her added motivation when she had to spend all five weekdays in the office in her earlier job with a tech giant. That position didn't actually require 'much human interaction or collaboration', but having many colleagues around her age 'really helped me look forward to work'. Office camaraderie also helped Ms Ang, the graduate, when she had to work overtime with people she described as "like a support system'. It was a perk that work-from-home couldn't give her. She doesn't mind that her current role in e-commerce is strictly work-from-office. Finding the right manager and team culture are more important at this stage of her career. Such dynamics also point to a 'peer learning' aspect of working physically with others that Asst Prof Jiang believes doesn't get recognised enough. 'You're not just focused on your own tasks. You're also learning how other people work, which actually enhances both your self- and other-understanding. It broadens your perspectives, makes you more cognitively flexible and adds breadth to the ways that you think,' she said. 'That ability is really important now in the age of artificial intelligence where people really need to think outside of the box in a lot of different ways.' Then there is the association between working in a physical environment and career ambition. 'Being able to build a relationship with your supervisor beyond work contributes to the sense of belonging to the team and company," said Ms Ang. "It might make you feel like you can reach out to them as a mentor, which could be beneficial for your career.' BLUNTED CAREER TRAJECTORY? Having fewer opportunities for informal learning and forging bonds could go on to affect Gen Z's understanding of career development – even if they may not realise exactly how just yet. Adjunct university lecturer Samuel He has a clearer view of the impact. He's been teaching at Nanyang Technological University for just over a decade; and has 40 to 50 students graduate into the workforce every year. Post-pandemic, some had only been to the office once – to collect their laptop – by the third month of their internships. Others spent these internships, or the initial two years in their first jobs, interacting with just their supervisor. 'That's quite detrimental to a young worker. A lot of things they need to learn happens outside of direct assignments. Sometimes, it can be as casual as a work lunch from someone not in your department,' said Mr He. He believes the onus lies on new employees like his students to make up that "gap' by initiating face time, but acknowledged this was easier said than done. 'For a first job, you're really asking for a lot from them.' As leadership strategist Uma Thana Balasingam pointed out, being digital natives – fluent in the technology used in hybrid and remote work – doesn't mean being fluent in workplace dynamics. Learning how to manage up and how to build social capital require face-to-face experience, just as you'd need to observe how your boss navigates tension in a meeting or gives feedback in "real time', said the founder and CEO of non-profit Lean In Singapore. Such norms make up a company's culture, which is often 'absorbed through osmosis'. 'Older generations had time to build office presence. Gen Z is building professional identity in isolation. They miss out on this mentorship, modelling and impromptu leadership exposure,' added Ms Thana Balasingam. 'Uneven' visibility of a worker then affects sponsorship – a practice in which a senior employee actively advocates for and promotes the career advancement of a junior. 'Without visibility and sponsorship, which I believe to be the most important relationship currency in the workplace, I believe Gen Z talent will stagnate and start questioning their value,' she said. CULTURE OF CONNECTION In trying to retain talent, giving employees the logistical arrangements they want may help. But a company's culture will ultimately matter most, said Gen Z workers who spoke with CNA. Former journalist Denise, who declined to give her real name, joined a hybrid newsroom for around two years as her first job out of university. 'I wanted to have more interactions ... It's not that people were unapproachable, but it's more of a bother to reach out online than just stepping over (to talk to them in person). Work-from-home definitely felt more isolating,' said the 26-year-old. Yet she eventually found 'no difference' when working in the office. 'A lot of the older supervisors ... I think they forgot what it's like to be someone new in a new space,' she added. In comparison, Denise felt close to colleagues in a previous internship, even though they only worked in the office once in a while. They would reach out often or organise meet-ups. 'Moving forward, when I do interviews, the number one question I'll ask is 'what's the culture like?' (and) see how companies answer that, like (whether they have) get-togethers," she said. "Even though it sounds so lame and cringe saying it out loud, it does matter. It affects the whole working experience." But it goes beyond team bonding activities. Just as Gen Z's demand for flexible work arrangements is rooted in a desire for trust, what they're truly seeking is a chance to belong and for meaningful connection beyond the daily grind. To keep up, companies should first 'stop treating hybrid as a logistical solution, which is what we did during the pandemic', Ms Thana Balasingam suggested. 'Gen Z values flexibility but not at the cost of connection. The problem is that many hybrid set-ups are technically flexible but emotionally disconnected,' she said. 'Start designing for human connection. Culture and career development won't happen remotely. You have to engineer that.' An organisation she worked with, for example, restructured hybrid days to 'centre around connection'. This led to cross-team coffee chats, executive Ask Me Anything sessions, reverse mentoring pairings – and better engagement among younger employees. 'I don't know which generation asks for as much feedback as Gen Z. They want clarity, coaching, connection," she added. "And if hybrid work environments fail to offer those, they're going to opt out." And if they do, who would blame them? If anything, perhaps the Gen Z career approach reflects how older attitudes towards work – which placed the job at the centre – can no longer hold. You could be a social media manager, tech analyst, lawyer, banker, journalist and so on in possibly any company of your choice. You might have ended up joining this one for the exciting job scope and competitive benefits. But more often than not, you'll stay for the people. Gen Z has simply figured that out early.
