Why, in China, do state-owned enterprises, large internet companies, various monopolistic businesses, and influential celebrities or other public figures often have a shadow of power behind them? Because in China’s social operating logic, the power system is one of the most important mechanisms for coordinating resources. Why is the same also true in the United States, where there is often a shadow of large capital groups behind it? Because in the United States’ social operating logic, the capital system takes on a large part of the function of organizing and allocating resources. One is organization by power, the other is organization by capital. One repeatedly makes use of power mechanisms, while the other fully leverages market mechanisms. When a person’s influence, wealth, or organizational scale exceeds a certain threshold, they are no longer just an individual—they enter a larger network of interests. The greater the influence, the more resources need to be connected, and the more they are affected by larger systems. Personal ability determines the starting point, but system resources determine the scale. But Musk is an outlier. He does not simply attach himself to some existing system; instead, on the basis of technological innovation, he simultaneously connects capital, technology, government strategy, and public influence, while maintaining strong personal decision-making power. He is more like someone who creates a new hub for connecting resources, rather than entering an existing network.