OP-ED #8 · Liviu Tudor, President and Founder of Genesis Property
How the rupture between a person’s natural talent and the demands of the modern world is created – and how it can be repaired through infrastructures of becoming
There is a widespread perception in the modern world:
“Corporate employees are exhausted because they work too much.”
But this is only the surface.
Beneath it lies a much deeper and much harder to articulate problem:
a structural rupture between human nature and the way modern work is organized.
People are not unhappy because they work.
They are unhappy because they work outside their nature.
The real cause is not fatigue.
It is alienation.
1. The corporate system asks people to aspire to goals that do not suit them
Modern organizations implicitly (and often explicitly) promote a single path to success:
- to become a leader,
- to manage teams,
- to consistently perform above average,
- to compete,
- to compare yourself,
- to advance up the hierarchical ladder.
The problem is that these goals do not match the natural talent of most people.
Only a small proportion of people have:
- a predisposition for leadership,
- an appetite for competition,
- the pleasure of managing pressure,
- the motivation to climb hierarchically,
- the energy for constant comparison.
For everyone else, these goals are foreign, artificial, uncomfortable.
And yet, everyone is pushed toward them.
Not because they are suitable, but because the system has no alternative.
This is how the first cracks of alienation appear.
2. The corporate system rewards only one form of success
Despite the incredible diversity of human talent, the corporate model operates on a very narrow axis:
performance → promotion → management → executive.
This axis favors:
- extroverted people,
- competitive people,
- control-oriented people,
- people adapted to an accelerated pace and constant pressure.
For the others – who are the majority – the system becomes a permanent source of:
- tension,
- a feeling of inadequacy,
- lack of meaning,
- anxiety.
Not because they are incapable.
But because the system measures value in a way that is incompatible with their nature.
When there is only one form of success, there are a million forms of failure.
3. Why corporations, by definition, cannot offer true wellbeing
Corporations were created for one single purpose:
to generate profit for shareholders.
No matter how much they communicate about culture, values, or wellbeing,
employees feel – at a subliminal but clear level – that all these initiatives are subordinated to the main objective: efficiency.
And efficiency implies:
- constant growth,
- higher productivity,
- optimized costs,
- quarterly results.
That is why any benefit offered to employees – no matter how generous – is perceived as a form of “compensation,” not as an authentic expression of their wellbeing.
In the employee’s mind, the equation always appears:
“If I receive something, it means I owe something.”
This dynamic introduces pressure, even if it is not intentional.
And pressure, regardless of its packaging, erodes wellbeing.
Corporations cannot offer real wellbeing for a structural reason:
they cannot be efficient without productivity, and productivity requires pressure.
It is not their fault.
That is how they are built.
4. The real problem is not burnout. It is alienation.
Burnout is only the visible symptom of a deeper illness:
the fundamental mismatch between the activity a person performs and the nature of their inner talent.
A person truly becomes exhausted only when they are forced to operate permanently outside:
- their natural rhythm,
- their cognitive pattern,
- their creative predispositions,
- their authentic way of contributing.
Within talent, effort does not produce exhaustion.
It produces energy.
Outside it, effort produces alienation.
Corporate employees are not tired of work,
but of work that does not belong to them.
5. How the rupture can be repaired: infrastructures of becoming
To solve the problem of alienation, it is not enough to modify jobs.
We must change the infrastructure in which people spend their professional lives.
This is where the concept of Becomator appears – the first space created for:
- alignment between talent and activity,
- AI-guided personal exploration,
- training creative predispositions,
- practicing talents in a real way,
- experiencing work as self-expression, not obligation.
The Becomator is not “another workspace.”
It is the space in which a person’s professional identity synchronizes with their inner nature.
It is the place where work becomes:
- expression,
- energy,
- meaning,
- evolution.
And once a person lives in the zone of their natural talent, alienation disappears.
6. The organizations of the future will compete through psychological relaxation, not benefits
In the world of tomorrow, companies will not compete through:
- salaries,
- titles,
- bonuses,
- beautiful offices,
- additional benefits.
All of these will become replicable.
Companies will compete through what cannot be replicated:
the level of psychological relaxation they offer people.
Relaxation means:
- freedom from the pressure of being someone you are not,
- the freedom to contribute from your natural zone,
- the feeling that you are accepted without playing roles,
- the possibility to evolve at your own pace and in your own direction.
People will no longer ask:
“What benefits do you offer?”
They will ask:
“How much can I reconnect with myself if I work here?”
7. Conclusion: people do not leave companies because of salaries, but because they do not find themselves in them
Alienation, not workload, is the reason for suffering.
As long as companies operate within a paradigm in which success has only one form,
people will continue to feel inadequate.
The Age of Becoming offers a structural solution:
- redefining success as personal becoming,
- creating talent infrastructures (Becomators),
- alignment between activity and human nature,
- AI-guided dynamic roles,
- psychological relaxation as a competitive differentiator.
It is not only a transformation of work.
It is a transformation of life.
And the companies that adopt this paradigm will become not only more human, but also more high-performing – because people perform best when they are themselves: authentic – not the social image, but the real person.
Note: This article was produced with the assistance of artificial intelligence tools, which were used to structure and refine the content. The ideas and editorial responsibility belong to the author.
