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The ‘Great Lock-In’ is more than a Gen Z TikTok trend—it’s a rejection of millennials’ ‘soft life’ and taking back power in this economy

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Gen Z has a new name for fall, according to a viral social media trend: “The Great Lock-In.” As reported by Fast Company and several other outlets, it’s a time to move past the sun and fun of the summer and into a focused period. Whether it’s in your career, finances, or something to do with your personal brand, the time to get locked in harkens back to the phrases origins in video games, when you lock in the character you’re going to play with, beating all the levels and bosses on the way to conquering each particular quest.

Yet the sudden ubiquity of this phrase also reveals the extraordinary pressure the young-adult generation feels to decipher a puzzle-like economy that barely rewards their best efforts. For Gen-Z, the drive to self optimize is relentless, a driver shaped by both economic precarity and a digital culture that allows and rewards constant productivity. And for a generation that famously loves to mock its forbears the millennials, it closely recalls the “hustle culture” that aged so poorly after the 2010s.

In fact, the shift represents Gen Z adopting a “hustle season,” a big shift away away from trends such as “job hopping,” where doing the bare minimum was the norm, according to Resume.AI a brand that is part of the career services platform career.io. “Gen Z professionals are rewriting the rules for how to get ahead at work,” says Amanda Augustine, a certified professional career coach and spokesperson for career.io. “They’re intentional about how they spend their time, focused on building skills, and becoming resilient in the face of uncertainty.”

In the past six months, according to Resume.AI, TikTok videos about career security have gathered over 130,000 views, showing that young workers are locking into a new kind of focus: on building skills, getting noticed, and standing out at work.

So is the fall of 2025 when Gen Z discovered the hustle? And is that a good thing?

Economic pressures and structural barriers

Generational generalizing can be tedious and overdone. It’s a bit like astrology for current events. But generations, or at least micro-cohorts of them, are undeniably shaped by the macroeconomic forces that constrict and expand during their (young) adult years. Millennials had a famously tough time recognizing the milestones of previous generations that were archetypal to the American Dream: buying a house, getting married, starting a family, climbing the career ladder.

Since 2019, cumulative inflation stands at 26%, eroding any real progress made through job-hopping or promotions. If those milestones were like a faultline for millennials to hurdle, they appear to have mutated into a yawning gap for Gen Z. Bank of America Research finds that Gen Z has largely been surprised by the big hit to their livelihoods from rent and utilities. Many are also living at home, enduring a “romance recession” and going out less than previous generations. These conditions have produced what some call a “failed launch,” as young adults delay independence, relationships, and even leisure compared with earlier cohorts. They’ve even embraced old-school hobbies in some quarters, dubbing them “grannycore.”

Even macho sports culture shows evidence of these trends. The youthful Oklahoma City Thunder celebrated their first NBA championship in June and endured widespread mockery from the internet when most of them were confused and then disgusted by their first taste of champagne. (The entirely Gen Z roster was the youngest NBA champion since 1977.) That is, after they figured out how to pop the corks. The substacker Ethan Strauss, a longtime former NBA beat reporter, called it “Gen Z’s non drinking moment.” Gallup polling shows Gen Z really is driving a drinking recession (not to mention a cereal shortage). But nobody can say that the Thunder weren’t locked in. After all, they’re the champs.

Life is a rigged game but you don’t want NPC status

At least partly because of the economic realities they’ve inherited, Gen Z is known to be progressive and vocal about how structural inequality shapes their outcomes. More than half say income inequality and lack of opportunity are their top concerns, and one in five even report that direct experiences with discrimination have already influenced their career paths. They seek employers who are responsive to demands for inclusivity and align with their social values, treating work as a place to exert their value-systems, not just grab a paycheck. They’re pragmatic and skeptical since they have few reasons to believe that traditional milestones are achievable under current conditions, and they are quick to frame those struggles as systemic failures rather than personal shortcomings.

But they’re also the generation raised on social media, swimming in a digital sea full of influencers, content creators and entrepreneurs who are living proof that some people can gain financial independence and beat the game of life. They know that life is a game and their phones are the controllers and the worst fate is to become a non-playing character. Over half of the generation says hard work, not luck, drives success. This paradox—seeing the system as rigged but loath to fall into the NPC pit—is emerging as a defining Gen Z quality.

At any moment, anyone with a smartphone can be “locked in,” moving toward the next achievement. Gen Z turns to TikTok influencers to “looksmax,” they utilize AI chatbots to optimize their interview performance, and they post on Instagram to build an independent brand that insulates them from a shoddy labor market. Technology has democratized opportunity, yes, but that also translates into a relentless pressure to self-optimize.

Hustle culture is just a season now

Chronic striving has its downsides, though. Nearly half of Gen Z report ongoing mental health challenges, while industries obsessed with productivity have led some to “task mask”—look as busy as possible at all times—to avoid job cuts or social irrelevance. Experts warn this could entrench stress and burnout rather than foster real economic security.

Speaking of burnout, that was the ultimate destination for the generation that came before, singed by their naive belief that adopting a neo-Stakhanovite approach to work and careers would pay off. The “girlboss” gave way to the “snail girl” and millennials’ hardcore work ethic gave way to a “soft life,” a byproduct of a grueling pandemic that gave rise to a YOLO economy full of meme-stock speculation and generalized quest for adventure.

The rise of “hustle season,” then, may be a final rejoinder from Gen Z to their older siblings. The answer isn’t to toggle back and forth between going all out and retreating into pastoral fantasies, but to recognize that for everything, there is a season. Sometimes you have to choose your character and lock in, they may be saying, but the game will end at some point and you’ll have to lock into another gear, when the time comes.

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Databricks CEO Ali Ghodsi says company will be worth $1 trillion by doing these three things

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Ali Ghodsi, the CEO and cofounder of data intelligence company Databricks, is betting his privately held startup can be the latest addition to the trillion-dollar valuation club.

In August, Ghodsi told the Wall Street Journalthat he believed Databricks, which is reportedly in talks toraise funding at a $134 billion valuation, had “a shot to be a trillion-dollar company.” At Fortune’s Brainstorm AI conference in San Francisco on Tuesday, he explained how it would happen, laying out a “trifecta” of growth areas to ignite the company’s next leg of growth.

The first is entering the transactional database market, the traditional territory of large enterprise players like Oracle, which Ghodsi said has remained largely “the same for 40 years.” Earlier this year, Databricks launched a link-based offering called Lakehouse, which aims to combine the capabilities of traditional databases with modern data lake storage, in an attempt to capture some of this market.

The company is also seeing growth driven by the rise of AI-powered coding. “Over 80% of the databases that are being launched on Databricks are not being launched by humans, but by AI agents,” Ghodsi said. As developers use AI tools for “vibe coding”—rapidly building software with natural language commands—those applications automatically need databases, and Ghodsi they’re defaulting to Databricks’ platform.

“That’s just a huge growth factor for us. I think if we just did that, we could maybe get all the way to a trillion,” he said.

The second growth area is Agentbricks, Databricks’ platform for building AI agents that work with proprietary enterprise data.

“It’s a commodity now to have AI that has general knowledge,” Ghodsi said, but “it’s very elusive to get AI that really works and understands that proprietary data that’s inside enterprise.” He pointed to the Royal Bank of Canada, which built AI agents for equity research analysts, as an example. Ghodsi said these agents were able to automatically gather earnings calls and company information to assemble research reports, reducing “many days’ worth of work down to minutes.”

And finally, the third piece to Ghodsi’s puzzle involves building applications on top of this infrastructure, with developers using AI tools to quickly build applications that run on Lakehouse and which are then powered by AI agents. “To get the trifecta is also to have apps on top of this. Now you have apps that are vibe coded with the database, Lakehouse, and with agents,” Ghodsi said. “Those are three new vectors for us.”

Ghodsi did not provide a timeframe for attaining the trillion-dollar goal. Currently, only a handful of companies have achieved the milestone, all of them as publicly traded companies. In the tech industry, only big tech giants like Apple, Microsoft, Nvidia, Alphabet, Amazon, and Meta have managed to cross the trillion-dollar threshold.

To reach this level would require Databricks, which is widely expected to go public sometime in early 2026, to grow its valuation roughly sevenfold from its current reported level. Part of this journey will likely also include the expected IPO, Ghodsi said.

“There are huge advantages and pros and cons. That’s why we’re not super religious about it,” Ghodsi said when asked about a potential IPO. “We will go public at some point. But to us, it’s not a really big deal.”

Could the company IPO next year? Maybe, replied Ghodsi.



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New contract shows Palantir working on tech platform for another federal agency that works with ICE

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Palantir, the artificial intelligence and data analytics company, has quietly started working on a tech platform for a federal immigration agency that has referred dozens of individuals to U.S. Immigration and Customs Enforcement for potential enforcement since September.

The U.S. Citizenship and Immigration Services agency—which handles services including citizenship applications, family immigration, adoptions, and work permits for non-citizens—started the contract with Palantir at the end of October, and is paying the data analytics company to implement “Phase 0” of a “vetting of wedding-based schemes,” or “VOWS” platform, according to the federal contract, which was posted to the U.S. government website and reviewed by Fortune.

The contract is small—less than $100,000—and details of what exactly the new platform entails are thin. The contract itself offers few details, apart from the general description of the platform (“vetting of wedding-based schemes”) and an estimate that the completion of the contract would be Dec. 9.Palantir declined to comment on the contract or nature of the work, and USCIS did not respond to requests for comment for this story.

But the contract is notable, nonetheless, as it marks the beginning of a new relationship between USCIS and Palantir, which has had longstanding contracts with ICE, another agency of the Department of Homeland Security, since at least 2011. The description of the contract suggests that the “VOWS” platform may very well be focused on marriage fraud and related to USCIS’ recent stated effort to drill down on duplicity in applications for marriage and family-based petitions, employment authorizations, and parole-related requests.

USCIS has been outspoken about its recent collaboration with ICE. Over nine days in September, USCIS announced that it worked with ICE and the Federal Bureau of Investigation to conduct what it called “Operation Twin Shield” in the Minneapolis-St. Paul area, where immigration officials investigated potential cases of fraud in immigration benefit applications the agency had received. The agency reported that its officers referred 42 cases to ICE over the period. In a statement published to the USCIS website shortly after the operation, USCIS director Joseph Edlow said his agency was “declaring an all-out war on immigration fraud” and that it would “relentlessly pursue everyone involved in undermining the integrity of our immigration system and laws.” 

“Under President Trump, we will leave no stone unturned,” he said.

Earlier this year, USCIS rolled out updates to its policy requirements for marriage-based green cards, which have included more details of relationship evidence and stricter interview requirements.

While Palantir has always been a controversial company—and one that tends to lean into that reputation no less—the new contract with USCIS is likely to lead to more public scrutiny. Backlash over Palantir’s contracts with ICE have intensified this year amid the Trump Administration’s crackdown on immigration and aggressive tactics used by ICE to detain immigrants that have gone viral on social media. Not to mention, Palantir inked a $30 million contract with ICE earlier this year to pilot a system that will track individuals who have elected to self-deport and help ICE with targeting and enforcement prioritization. There has been pushback from current and former employees of the company alike over contracts the company has with ICE and Israel.

In a recent interview at the New York Times DealBook Summit, Karp was asked on stage about Palantir’s work with ICE and later what Karp thought, from a moral standpoint, about families getting separated by ICE. “Of course I don’t like that, right? No one likes that. No American. This is the fairest, least bigoted, most open-minded culture in the world,” Karp said. But he said he cared about two issues politically: immigration and “re-establishing the deterrent capacity of America without being a colonialist neocon view. On those two issues, this president has performed.”



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CoreWeave CEO: Despite see-sawing stock, IPO was ‘incredibly successful’ amid challenges of tariff timing

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CoreWeave has been rocked by dizzying stock swings—with its stock currently trading 52% below its post-IPO high—and a frequent target of market commentators, but CEO Michael Intrator says the company’s move to the public markets has been “incredibly successful. And he takes the public’s mixed reaction in stride, given the novelty of CoreWeave’s “neocloud” business which competes with established cloud providers like Amazon AWS and Google Cloud.

“When you introduce new models, introduce a new way of doing business, disrupt what has been a static environment, it’s going to take some people some time,” Intrator said Tuesday at Fortune’s Brainstorm AI conference in San Francisco. But, he added, more people are beginning to understand the CoreWeave’s business model.

“We came out into one of the most challenging environments,” Intrator said of CoreWeave’s March IPO, which occurred very close to President Trump’s “Liberation Day” tariffs in April. “In spite of the incredible headwinds, we’re able to launch a successful IPO.”

CoreWeave, which priced its IPO at $40 per share, has experienced frequent severe up-and-down price swings in the eight months since its public market debut. At its closing price of $90.66 on Tuesday, the stock remains well above its IPO price.

As Fortune reported last month, CoreWeave’s rapid rise has been fueled by an aggressive, debt-heavy strategy to stand up data centers at unprecedented speed for AI customers. And for now, the bet is still paying off. In its third-quarter results released in November, the company said its revenue backlog nearly doubled in a single quarter—to $55.6 billion from $30 billion—reflecting long-term commitments from marquee clients including Meta, OpenAI, and French AI startup Poolside. Both earnings and revenue came in ahead of Wall Street expectations.

But the numbers were not all celebratory. CoreWeave disclosed a further increase in the debt it has taken on to finance its expansion, and it revised its full-year revenue outlook downward—suggesting that, even with historic demand in the pipeline.

With media headlines calling CoreWeave a “ticking time bomb,” with critics calling out insider stock sales, circular financing accusations and an overreliance on Nvidia, Intrator was asked whether he felt CoreWeave was misunderstood.

“Look, we built a company that is challenging one of the most stable businesses that exist—that cloud business, these three massive players,” he said, referring to AWS, Microsoft Azure and Google Cloud.  I feel like it’s incumbent on CoreWeave to introduce a new business model on how the cloud is going to be built and run. And that’s what we’re doing.” 

He repeatedly framed CoreWeave not as a GPU reseller or traditional data-center operator but as a company purpose-built from scratch to deliver high-performance, parallelized computing for AI workloads. That focus, he said, means designing proprietary software that orchestrates GPUs, building and colocating its own infrastructure, and moving “up the stack” through acquisitions such as Weights & Biases and OpenPipe.

Intrator also defended the company’s debt strategy, saying CoreWeave is effectively inventing a new financing model for AI infrastructure. He pointed to the company’s ability to repurpose power sources, rapidly deploy capacity, and finance large-scale clusters as proof it is solving problems incumbents never had to face.

“When I look back at history of the company, it took us a year with with a company investor like Fidelity, before they were like, ‘Oh, I get it,’” he said. “So look, we’ve been public for eight months. I couldn’t be prouder of what the company has accomplished.” 



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