New Oriental Education & Technology (NYSE: EDU) founder Yu Minhong likely never expected that his heartfelt internal letter, meant to inspire unity and celebrate corporate culture, would trigger a heated public controversy. On November 16, as New Oriental marked its 32nd anniversary, Yu, currently in Antarctica, sent employees a letter titled "Perseverance in the Ice and Snow," reflecting on the company’s journey and outlining future plans.
In the letter, Yu vividly described Antarctica’s breathtaking landscapes—"vast expanses of white" and "emerald-like icebergs"—and drew parallels between penguins "supporting each other to survive winter" and teamwork. However, instead of resonating as intended, the letter drew mockery from some employees and widespread criticism online.
Many netizens reacted with sarcasm: "The boss is watching penguins in Antarctica while you’re stuck at your desk editing PPTs" or "The boss is in Antarctica, and the employees are pulling overtime." From a branding perspective, Yu’s letter had three key missteps:
1. **Mismatched Context**: The contrast between a leader contemplating life under "24-hour sunlight" and employees on "24-hour standby" was too stark. 2. **Narrative Drift**: The letter mentioned "I" 17 times and "Antarctica" five times, turning a collective story into "My Antarctic Travelogue." 3. **Lack of Empathy**: With the company facing challenges, Yu’s "icy motivational soup" failed to connect with employees who couldn’t "relate to penguins."
But why did an internal anniversary letter spark such an uproar? Simply put, Yu became a lightning rod for broader workplace frustrations. While most critics aren’t New Oriental employees, the juxtaposition of a boss’s poetic escapade and workers’ grind struck a nerve in today’s sensitive labor climate.
Yu inadvertently became a stand-in for "all bosses," a scapegoat for pent-up grievances. The backlash transcended New Oriental’s specifics, morphing into a venting session about workplace inequities. This reflects a generational shift in values, with younger workers demanding dignity and fair recognition for their labor.
Yet, objectively, New Oriental isn’t known for harsh labor practices, and Yu isn’t regarded as an oppressive employer. Many employees describe a relaxed internal culture where "you can openly criticize the boss." Moreover, Yu’s Antarctic trip may not be purely recreational—it could involve scouting opportunities for New Oriental’s fast-growing文旅 (cultural tourism) division, a strategic priority.
New Oriental’s Q3 FY2025财报 showed文旅 revenue surged 85%. Thus, the controversy may be an overinterpretation. In an era of fragmented discourse, public opinion often reduces nuanced scenarios to black-and-white narratives, imposing symbolic weight on executives’ personal actions.
Ultimately, Yu’s Antarctic musings couldn’t melt the iceberg of worker discontent. A healthy public sphere should accommodate diverse perspectives—focusing on facts, not moral grandstanding.