Thinking about whether Huawei will fall next (1): Comment on whether Huawei will fall next.
I have written it before, but fortunately, I got the gift book directly from Huawei executives. After reading it, I felt the feeling of reading it, but I didn't return it in time. Written on 2015165438+1October 25th. At that time, I studied and wrote very hard. To publish this picture, you need to write 140 words. Just copy the words you wrote before. Actually, I haven't finished reading it, only a small part is left. After communicating with so many people, the author began to contact some deep-seated things of Huawei (I haven't seen the first one), but there are still too many things in my mind that I haven't digested. So although the outline is remarkable, the logic is still a bit confusing. For example, rambling at random will completely confuse people. Then after a pause, I found that using examples can grasp the key points with simpler descriptions and make people understand at once. You can't explain it in concise words because if you don't understand it thoroughly, then the author doesn't understand it thoroughly. Otherwise, it is the basis of the author's writing, and the logic of code words needs to be strengthened. Or does the author deliberately use incomprehensible logic and description to show his profound skill? Just want to give 2.5 stars. -I admire Huawei! ! ! I admire Ren very much. Another thing is that I am now the German boss of the company.
Will the Next Huawei Fall (Part Two): Huawei's Success Password
Huawei's world tends to be right, right and wrong, and it is free to comment.
In 20 15, Huawei's sales revenue is expected to be 390 billion yuan, about 60 billion US dollars.
When Internet companies such as BAT are full of blood, when people of insight try their best to exclaim that manufacturing is the foundation of the country, Huawei, a manufacturing company in the communication industry, silently proves with numbers that not only Internet companies can succeed in 20 or 30 years, but also manufacturing industries can.
In Will the Next Huawei Fall, Tian Tao and Wu Chunbo remind readers with the unique sense of crisis of the stone man that the success of an enterprise needs a hundred times of efforts, and the fall of an enterprise may be just a little carelessness.
1987, born in Shenzhen, Ren, aged 44, founded Huawei. In this hot spot of reform in the south, Huawei stands out in the competition of system reform. "We don't have any background or resources. We have nothing but ourselves. " Ren said. However, people are the greatest wealth and the greatest resource. The cultural gene of an enterprise comes from the leader, "customer-centered, struggler-oriented, and long-term efforts." This is Ren's consistent business philosophy. In the 27-year history of Huawei's struggle, this concept has penetrated into the bone marrow of every employee of Huawei.
Customer-centric. In the jungle of the jungle market, the birth of Huawei can be described as a strong enemy looking around. Fortunately, at that time, the domestic market demand was urgent, and global telecom manufacturers carved up the market, but they were arrogant and didn't consider the customer demand very much. In the extremely weak situation, Huawei seized the pain points of customers and won customers with intimate customer service. "Serving customers is the only reason for Huawei to exist; Customer demand is the source of Huawei's development. " "Customer is important, or leadership is important? This is right or wrong, which is related to the success or failure of the company. " In constant introspection and rectification, we have firmly established the concept of customer-centered. "We can't simply please customers, but we should stick to the bottom line of product quality and innovation from the standpoint of customers and be responsible for the final satisfaction of customers. This is the sustainable development model. " Huawei's "customer-centric" concept is not only a slogan of media and publicity, but also a practical practice, which keeps pace with the times with the development of market and technology. "Everything you do will change with time and place, and you can't be dogmatic. The key is customer demand. " Based on this concept, the major telecom manufacturers in the world have fallen heavily in various accumulated disadvantages such as arrogance and unresponsiveness, and Huawei has gradually grown.
Strugglers are the foundation. Where does the core competitiveness of enterprises come from? Sleepless Silicon Valley seems to have given any inspiration, and only struggle can have a chance to succeed. This point was clearly understood by Huawei from the very beginning. Therefore, "mat culture" and "wolf culture" both reflect the efforts of Huawei people. "Customer-oriented, only struggle can succeed." How do thousands of intellectuals in Qian Qian overcome various differences in nationality, region, culture and personality and strive for the same goal? * * *' s values and * * *' s vision are the ties that bind them together. "Workers have their shares." This kind of employee incentive system, which seems to be invented by American enterprises, does not seem to be unique to Americans. At the beginning of Huawei's establishment, an employee stock ownership system was established. I wonder if Ren has studied the equity system of Shanxi merchants hundreds of years ago. In short, the employee stock ownership system has inspired Huawei people to be bosses together and fight for the world together. Solve the material strength, but also solve the spiritual strength. Development is the last word, and only healthy development can have lasting cohesion for teams and individuals; From now on, the premise of development is a universally inspiring human resources policy and a benign organizational culture. The evaluation of the president of Huawei Chip Company may reveal the secret: "The company is not speculative, and with lofty ideals, people will be inspired. Most people in Huawei are a little idealistic. The basic concept of the company is simple. People who always play tricks in the company will not take advantage, and will eventually be seen through, while those who contribute will be pulled out as long as they do things honestly ... "The horse racing philosophy advocated by the company is probably the core of maintaining the greatest vitality of Huawei's human resources, thus ensuring the lasting motivation of the organization.
Open. From start-up to growth, from closed to open, Huawei has gone through an incredible mental journey. Backwardness is also an advantage, because backwardness is the last word; Because of backwardness, it is always so urgent to absorb external nutrients. Because of ignorance, so fearless. Because they are backward, they are also very modest and humble. Most of them regard the world as a university without walls, and they are forcing themselves to learn from the outside world with an open mind all the time, from language to customs, from food, clothing, housing and transportation, to system, ideology, culture and technology ...... They encourage and ask senior managers and scientists to collide with world celebrities with a cup of coffee. The global village is an open university with knowledge everywhere.
Be open-minded inside and outside. Don't think about me, me, me, think about the earth, the earth, and think about making contributions to the earth in the future, and you will feel honored.
Twenty-seven years of Huawei's growth is the experimental field for the practice of enterprise management thought and the successful place of philosophical thought. He used religious culture to expand Huawei's mind and vision; Activate the internal motivation of Huawei people with a mechanism that conforms to human nature; Adrenaline, organized with a sense of crisis all the time, grows in constant self-subversion with "self-criticism". More importantly, Huawei's culture interprets the Chinese nation's 5,000-year-old golden mean culture with the philosophy of "gray scale", and nothing is absolute, thus avoiding narrow radicalism.
I think Huawei's success password lies in grasping the most fundamental needs of human nature.
Reflections on the Fall of the Next Huawei (III): Huawei's success can be replicated.
I often think that an excellent person should always have a lot to learn from ordinary people; Habits, thinking or ideas all have ideas and methods worthy of quick deduction and copying, but since Tang Jun's My Success can be copied, no one has ever copied Tang Jun's success. What's the matter? Why can't excellent people's * * * be quickly copied to ordinary people? Why can't all the attributes of those excellent people be gathered in one great ordinary person? Theoretically, the analysis of success has been so detailed, based on data and modeling. Why is it still difficult to transplant the advantages of great men to ordinary people today? This book, Will Huawei Fall Next, explains my doubts with some philosophical thoughts of Ren, and looks at how Huawei and Ren learn excellent quality and how they apply it to Huawei's brands, services and products.
There are so many books about Huawei that it is not an exaggeration to describe them as gluttons. Many authors have never been to Huawei at all, so they just look for a few articles online, and a few reports can be compiled into a book with hundreds of thousands of words, and the sales volume is not bad. This kind of book can be seen through at a glance for people who know Huawei. This book is a little different. Starting with Ren's personal experience and business philosophy, she gradually solved many unknown mysteries of Huawei.
Huawei's ability to learn from the outside world was initially embodied in the modern management concept, inviting world-renowned scientists, management scholars and university professors as Huawei think tanks to provide consulting and suggestion services. The author of this book defines Huawei in a way that conforms to the thinking of ordinary scholars and professors. The author is close to Huawei EMT and Ren himself, and many of Ren's viewpoints and behaviors, which make the outside world very suspicious, have been brilliantly expounded in this book, and then the deeper reasons for Huawei's success are further analyzed by using Huawei's management philosophy, enterprise development strategy, enterprise process management and other management realities. This can explain many of my doubts about Huawei.
This book begins with a relatively new point of view, that is, it has mobilized the enthusiasm of most intellectuals. The people who saw Huawei for the first time were described and defined by the word "intellectuals", at least in the books on enterprise management. Because "intellectuals" have a special role in the historical development of China, this word sometimes appears in front of the public as an invisible reward, and sometimes stands on the podium as the object of criticism, which defines Huawei's engineer culture in management. I think it's a great compliment to some extent. People with ideas have always been difficult to manage and mobilize their enthusiasm. During the Revolution of 1911, there were dozens of branches and opinions among intellectuals in China. How to manage intellectual groups? How to arouse their enthusiasm? Ren Zheng Fei did it.
Ren's personal charm is beyond doubt. From his article "My Mom and Dad", I saw a life lesson that the other two people could hardly learn. He concluded that "hunger" and "the greatest selfishness is selflessness" have become the most important cornerstones of Huawei's success. The most classic and valuable exposition about selflessness comes from Adam Smith's Theory of Moral Sentiments, and Ren's thought that "the greatest selfishness is selflessness" has created Huawei's "employee stock ownership plan". This system of spirit and wealth has closely linked more and more Huawei people. Whether sued by Cisco or sold to Motorola in the most difficult time, Huawei people have this spiritual bond to maintain everyone's unity. Regarding "hunger", I can't think of a more wonderful exposition than Steve Jobs's "Stay hungry and stay stupid", but Huawei's feeling of "hunger" has spawned another management philosophy: the biggest problem that plagues enterprises is always survival. The "hungry" thinking has been transformed into "alive" enterprise management practice by Huawei, and the enterprises that can "live" are immortal.
As a testing ground for entrepreneurs' thoughts and ideas, enterprises have always reflected a person's thinking to the fullest. Ren spent his loneliest ten years in the lonely 1998-2008, which was a heavy depression and loneliness for a person and an enterprise. Before 2008, it was difficult for you to see any kind of advertisement about Huawei in the media in China. At that time, the quality of Huawei's mobile phones was not worse than Nokia's. You can get the mobile phone from the carrier channel, but you can't see the advertisement of Huawei. This low-key was later interpreted as: precipitating and summarizing the development ideas of enterprises. After 2008, Huawei became open. In the interaction between advertising and media, Huawei people have appeared in industries, enterprises and national economic forums. They completed their own "reform and opening up" internally. Different from the national grand strategy, Huawei's opening is the result of silence and thinking, and it is an inevitable choice for Huawei to break through itself in the world communication development pattern.
In the past, Huawei reported that there was only one personal photo of Huawei called Ren, and the second photo of Ren could not be found. Now, Ren will appear in more and more industry development activities and high-end entrepreneurs exchange forums. In Will Huawei Fall Next, Ren explained that Huawei needs to go out and accept everyone's supervision. This is an opportunity for self-study and demonstration, and it is also a preparation for accepting new ideas and discussions. Thanks to the success of years of research, Huawei has made a brand-new development in the mobile phone industry. In the era of functional machines, no one had ever heard of Huawei mobile phones. Huawei's quality was passed down in the era of smart phones and glory brands. According to the book, 80% of the patent fees paid by Huawei before 20 10 were paid to Qualcomm. The technology learned from Qualcomm and the respect for patents are reflected in the market layout of Huawei Chip Company and Qualcomm Chip Company today, and we have to admire Huawei's seriousness and meticulousness in paying tuition fees.
Most of this book is about Huawei's management philosophy, more specifically about Ren's business management philosophy. The book elaborates on the development of Huawei and profoundly expounds every event misunderstood by the outside world. Huawei didn't do too much public relations on negative news such as "sweatshops, karoshi", but more promoted the system of respecting people, paid attention to the interests of employees, and thoroughly studied the essence of long-term hard struggle. No enterprise, from EMT team to front-line employees, has completely achieved the long-term hard struggle. Huawei is a company that can curb selfish desires, and it must be a company that can create greater miracles. I am very optimistic about Huawei.
At the beginning of the book, the author asks: Can Huawei's success be replicated? After reading the whole book, I think Huawei's success can be replicated. Huawei's management philosophy is "customer-centered, strugglers-oriented, and persistent efforts for a long time". Can those so-called entrepreneurs learn the essence of "user-centered" from Ren's management philosophy and put it into practice? Can we achieve the essential work of "taking strugglers as the foundation"? Can you persist in "long-term hard struggle" to complete your initial dream? Huawei's success has a lot to learn from. Every entrepreneur can adopt the principle of "taking things as they are" like Huawei. Every enterprise should have Huawei's willingness and ability to persist in learning for a long time. While listening to experts' opinions, every enterprise should also dialectically choose the value that is useful to the enterprise. Every enterprise should be lonely and melancholy, and strive for survival. Every enterprise can choose to be a quiet but elegant dark horse like Huawei.
Learning from Huawei means learning from Ren, that is, 1.5 million people learn from Ren. /kloc-the scale of 0/50,000 people is a dangerous scale. The peak time of Lucent is 6.5438+0.53 million, and that of Motorola is 6.5438+0.52 million. Today, Huawei has reached the scale of 6,543,800+0,500 people, with 40,000 foreign employees and 6,543,800 people from China. The next one will fall. How to continue to create a new world for Huawei?
Huawei's future is also reflected in Huawei's management philosophy, that is, to seize the real needs of users, constantly learn and improve themselves, make persistent efforts for a long time, carry out all enterprise management activities around users' needs, and resolutely hire global front-line management experts to teach EMT and Huawei people for a long time as a whole, so as to turn belief into the executive ability of enterprises, will into the practical ability of enterprise management, and meet customers' needs with excellent performance, thus realizing Huawei's sustainable development.
Huawei's success can be replicated. Have you learned how to copy it? This book deeply discusses the philosophical reasons for Huawei's success from the perspective of enterprise management philosophy, and also provides many learning directions for those who have thought about management. I hope this book can explain your doubts and practical troubles.
Reflections on Huawei's Next Fall (IV): Knowing Huawei for the first time
I attended Huawei's internship recruitment seminar at school last month and was given this book with questions. At that time, I brushed the comments of Douban, but I didn't read them if I didn't think they were very interesting. I attended an interview with Huawei this week and am waiting for the final notice. Bored, I took it out and watched it.
Nothing interesting. Huawei is a company with a story, and the author writes it badly.
In the preface, the author mentioned that after writing the first book, it was not well received by Huawei people and was a little hurt, so he wrote the second edition. But after reading the second edition, I think the structure is still unclear, and there are too many overlapping parts between chapters. The second chapter makes it clear whether it is a struggler or a customer-centric one. In addition, the author's own views are too many, either forcibly summarizing things, such as telling things well, and suddenly saying "openness is the foundation of Huawei's survival and development", or citing some strange views, such as entropy and the second law of thermodynamics, but the explanation is blunt. In fact, Huawei is really attractive. There must be many stories on it. Let's just say that the author didn't turn off the good material.
Huawei's difference lies in its core values, "customer-centered, struggler-oriented, and persistent struggle for a long time." . "Struggler-oriented", Huawei did not say employee-oriented, but said "Struggler". This is probably the thing that impressed me the most. Employees of the company have to sign the Struggler Agreement when they join the company, voluntarily give up their vacation, and there is no overtime pay for overtime work (this point was also confirmed by my secretary and sister during the interview, and the meeting room was arranged at 6: 30 pm and the meeting was held from 6: 30 to 8: 30).
Huawei's 20 years of purgatory can only be experienced by ourselves and our families. This can't be done by working 40 hours a week. ... how to easily complete industrial transformation and upgrading in a very short time and work 40 hours a week? Working 40 hours a week can only produce ordinary workers, not musicians, dancers, scientists, engineers and businessmen.
Ren's words are really touching. I quite agree with this passage. Greatness needs everything.