Meta’s 2025 “year of intensity” has been defined by sweeping transformation, driven by CEO Mark Zuckerberg’s push to position the company at the forefront of the AI revolution. What began with a warning to employees to “buckle up” in January has unfolded into a period of aggressive restructuring, cultural shifts, and intense internal pressure. Zuckerberg’s vision centers on “personal superintelligence,” a future where AI deeply integrates into everyday digital experiences across Facebook, Instagram, WhatsApp, and emerging wearable devices. To achieve this, Meta has made bold moves: investing $14 billion in data labeling startup Scale AI, acquiring its founder Alexandr Wang as chief AI officer, and rebranding its AI division into Meta Superintelligence Labs (MSL). These steps reflect a broader pivot away from the metaverse, which has seen reduced investment and potential job cuts within Reality Labs. The transformation has not been without turbulence. Meta underwent four major reorganizations in six months, culminating in August with the breakup of MSL into four teams: a product group for the Meta AI assistant, an infrastructure team, the Fundamental AI Research (FAIR) lab, and a new TBD Lab for experimental projects. Employees reported confusion over project ownership and inconsistent communication between teams. The restructuring coincided with the departure of at least eight AI staffers within two months of MSL’s formation. Performance expectations were sharply raised. In January, Zuckerberg announced a stricter performance review system, aiming to cut about 5% of “low performers.” By February, Meta had eliminated roughly 3,600 jobs—about 5% of its workforce—from a total of around 78,450 employees. Managers were instructed to place 15% to 20% of employees in the “below expectations” category, up from previous norms. This shift created a high-pressure environment, with some managers allegedly manipulating rankings by hiring temporary staff or leaving roles vacant. Despite the upheaval, Meta claims employee sentiment improved significantly in the second half of the year. Internal surveys showed optimism rising to 80%, pride at 71%, and confidence in leadership at 68%—each up by 10 to 12 percentage points compared to spring. Participation in the survey reached 91%. Yet, the cultural reset has sparked backlash. Some employees cited discomfort with the company’s evolving tone, including Zuckerberg’s public embrace of what he described as “masculine energy,” which some viewed as a departure from Meta’s earlier inclusive culture. Departures were fueled by concerns over political alignment, lack of psychological safety, and limited avenues for feedback. Internal posts critical of leadership were reportedly removed, and anonymous polls revealed widespread fear of speaking up about workplace conditions. Still, many employees remain committed. High performers praise the opportunity to work on cutting-edge AI, robotics, and wearable technologies. The promise of competitive pay, free food, and rapid advancement continues to attract talent, even amid the pressure. Meta’s strategy hinges on moving faster than rivals like OpenAI, Google, and Anthropic. While investor skepticism remains—shares have underperformed the broader market—some analysts believe Meta’s aggressive bets could pay off if it successfully integrates frontier AI at scale. Ultimately, Meta’s year of intensity reflects a high-stakes gamble: to reinvent itself in the AI era, even if it means enduring internal friction, cultural change, and the loss of some of its most dedicated employees.