Recently, a lengthy article of over 70,000 characters titled "Inside DingTalk" sparked widespread discussion online. Written by a core product manager at DingTalk, it not only reviewed the setbacks in developing DingTalk's AI product, but also exposed various management problems within the company. Most striking was the description of relentless meetings: employees had to attend morning meetings at 9 a.m. and evening meetings at 9 p.m., with some colleagues even suggesting going home to rest and coming back at 9:30 just to attend the evening meeting before leaving again. This phenomenon is not unique to DingTalk — it exists widely across many workplaces. Han Yu, who recently left an internet company in Hangzhou, said that many meetings are completely pointless, amounting to little more than blame-shifting and arguments, with no conclusions reached and no work advanced. Jiang Xia from a Shenzhen internet company had similar experiences: one meeting lasted a full four hours, with most of the time spent debating word choices and punctuation, yet everyone left still unsure what to do next. Data confirms the severity of this problem. A Microsoft report shows that employees are interrupted by meetings, emails, or notifications on average every two minutes, and 57% of meetings are called on short notice. In Europe and the Asia-Pacific region, ineffective meetings account for as much as 42% of all meetings. A U.S. survey found that CEOs attend at least 37 meetings per week on average, taking up 72% of their working time, while 65% of employees feel meetings hinder their ability to get work done. Even more concerning is that the negative effects of ineffective meetings do not end when the meeting does. Professor Rogelberg of the University of North Carolina calls this "meeting hangover" — a state of distraction, low motivation, and reduced efficiency that lingers after attending a poor meeting. His research shows that over 90% of respondents occasionally experience this, with nearly half saying it affects their relationships with colleagues and makes them want to withdraw socially. Some companies have begun to respond. Instagram's head Adam Mosseri announced that meetings would only be scheduled when "absolutely necessary," and that employees have the right to decline meetings that interfere with focused work time. Southwest Airlines CEO Bob Jordan now keeps his afternoons on Wednesdays, Thursdays, and Fridays completely free of meetings, reserving that time for deeper thinking. As the original article put it, perhaps no one truly enjoys mandatory morning and evening meetings — for those without enough real work to fill the time, being forced to "perform presence" is simply exhausting.