The reason for Huawei's success is 1. Have a clear goal and aim high.
Undoubtedly, the core of Ren's leadership lies in his clear understanding of Huawei's goals? In order to realize the customer's dream, Ren enthusiastically practices and pursues this dream. Therefore, Huawei has become Ren's natural mission. He always tries his best to create value for customers, and constantly conveys an idea to employees through stories: Huawei employees should be committed to realizing the company's mission, that is, providing communication technology to achieve connectivity.
In order to realize customers' dreams, we need to provide the best service, which is also the key to the company's success. At the beginning of Huawei's establishment, Huawei's products were not as good as those of competitors, which is well known. Therefore, he found another way to attract customers. He believes that only by providing quality services can we attract customers. For example, in the early days, Huawei's equipment often broke down. Huawei's technicians often used the time when customers' equipment was not used at night to repair equipment in the client room. Huawei responded to customers' questions 24 hours a day. This practice is very different from that of western companies. Western companies have good technology and equipment, but ignore service. Huawei's excellent service has won the company a reputation of truly caring about customers' needs, and also won the company a competitive advantage. For example, there were many rats in the desert and countryside of China in the early days, and they often got into the cupboard and bit off the wires, so the customer's network connection was interrupted. At that time, multinational companies in China dismissed this, thinking that this was not their problem, but the customer's problem. They think they just need to provide technology to customers. Huawei doesn't think so. It added a rat net outside the equipment to help customers solve this problem. Huawei also believes that it is its responsibility to do so. Thanks to this goal-driven strategy, Huawei gained rich experience in developing durable equipment and materials, and later won many big customers in the Middle East.
2. Flexible and driven by vision
Ren is full of passion and strives to turn the company's goal into the company's vision and develop Huawei into a leading international enterprise. In the process of realizing the company's vision, he constantly proved his strategic planning ability and adjusted his vision appropriately according to the challenges faced by the company. His management is very important: although he advocates flexible ideas, he never deviates from the company's goals and values. This kind of leadership comes from his proactive attitude. He always pays attention to the future and seldom stays in the past. When talking about the advantages of Huawei's founders, people always say: Ren always looks forward to what Huawei will look like in ten years. For example, Huawei usually makes development plans in ten-year cycles, while competitors such as Ericsson and Motorola usually make development plans in fiscal quarters or fiscal years.
Ren Zheng Fei can critically examine past successes and determine the challenges he will face in the next decade, which is why Ren Zheng Fei is an influential business leader in the eyes of many people in China. China has a poem:? There are many talented people all over the country, and their poems and popularity will last for hundreds of years. ? Indeed, Ren formulated the most effective strategy and led Huawei through three development stages (each stage is about ten years), which proved his great influence and foresight. Interestingly, Huawei has specific concerns and strategies at each development stage.
Ren said that in the first development stage (1987 to 1997), Huawei was in the initial stage of its business, and the company was in chaos and tried to survive. If you want to provide high-quality services, you can only rely on hard work. In the second development stage (1997-2007), Huawei cooperated with IBM to establish its own management structure. In Ren's words:? Chaos was eliminated and order was established. ? By cooperating with IBM, Huawei has learned the best practices of western companies and introduced a more global perspective. Ren has a clear understanding of this, and he requires all Huawei employees to adopt the American practices introduced by IBM in their work. He kept verbally conveying this requirement to employees, saying that it was sometimes necessary? Cut your feet and fit your shoes? . He thinks that in the second stage, you should wear American shoes. If they don't fit, you should? Cut your feet and fit your shoes? . It can be seen that Ren's global ambition is still survival and development. In the third stage, after 2007, Huawei's strategy is to simplify management, attract outstanding talents and realize customers' dreams through effective innovation. I am worried that the second-stage model will lead to inefficient decision-making. Compared with the first chaotic stage, the decision-making period of the second stage is longer; Some people worry that Huawei will lose the courage and courage to innovate. Therefore, the third stage focuses on simplifying management and allowing some confusion under the structured management framework, thus stimulating innovation.
3. Stimulate employees' fighting spirit
To build a hard-working staff, it is necessary to inspire employees' fighting spirit. Being able to inspire others' fighting spirit is also his personality trait that has always been praised. Ren especially likes telling stories. He often conveys his ideas to employees with passion through stories. In the early days of Huawei (the first stage), Ren often told stories to employees. He believes that in 20 years, two-thirds of the world communication market will be Huawei. At that time, Huawei had only 200 employees, and many people thought he was an idiot. Nevertheless, Ren has been adhering to this belief for many years and passed it on to employees on various occasions. This story is often talked about by people. In the fifth year of Huawei's establishment, Ren worked in the kitchen to cook for employees. In the middle, he suddenly rushed out of the kitchen and announced loudly: Twenty years later, Huawei has one-third of the global communication market!
The original intention of an alcoholic is not to drink, but his story lies in: let employees devote themselves to the project with fighting spirit. Especially in the early days of the company's business, he used this strategy to become the ideological mentor and leader of employees. As a leader, he constantly conveys the company's vision; As an ideological mentor, he leads employees towards their goals. For example, at the beginning of the venture, Huawei's product development was not satisfactory, and Ren personally visited many overseas institutions. 1997, he visited Bell Laboratories. It is said that Ren was amazed at the work of Bell Laboratories and even moved to tears. After returning to Shenzhen, Ren told all employees that he had fallen in love with Bell Labs! This impassioned speech aims to inspire employees and convince Huawei R&D personnel that they will surpass Bell Labs researchers one day!
4. Stay humble and work hard
When Ren led Huawei to pursue its dreams, he was well aware of his own shortcomings. He never thinks he knows everything. When talking about his talents and qualities, he always emphasizes that his knowledge is not the richest. Obviously, he has great ambition and strong execution, but at the same time he maintains a humble attitude. Although his leadership style has inspired many people and led the company through the transition period, he often says that his ability is limited and he may not be as good as many people think in uniting employees. He always avoids being detained? Legendary leader? On the contrary, it emphasizes that without hard work, there will be no success for Huawei.
Similarly, Ren is not a technical expert, which is a well-known fact as early as the establishment of Huawei. But he never thought it was a shortcoming. On the contrary, he believes that this is precisely his advantage, because he firmly believes that his organizational skills, coupled with the IT background of other executives and employees, will surely create miracles. Ren once said:? I don't know technology, but I can make everyone work towards the same goal. ? He learned from each other's strong points and was eager for talents. He gradually improved the quality of Huawei's products and services and won wide acclaim.
Responsibility * * * and benefit * * * are a basic concept of Huawei. As of June 365438+February 3 1 20 14, Ren only holds 0.4% of the shares of Huawei1,and the rest is held by 8247 1 employees (data source: Huawei Annual Report 20 14), which is owned by Huawei. This incentive mechanism can motivate every employee to work hard and help the company succeed; More importantly, it ensures that Huawei is a truly employee-owned company.
5. Commanding management style
In China, the leadership system often has the characteristics of top-down and distinct grades, and Huawei has generally followed this style. But so stressed? Control? Compared with management style, Ren's leadership style presents different characteristics. On the one hand, Ren must make a decision himself, which may be related to his service in the army. He is serious and strong-willed, and always holds the decision-making power. At the beginning of Huawei's development, his willpower was reflected in insisting on struggle and survival as the company's primary strategy. At that time, Huawei's slogan was: raise a glass to celebrate if you win, and save your life if you lose. ?
However, Ren gave employees a lot of decision-making freedom. In the early days of Huawei's development, Ren insisted on the company's development strategy, cultural construction and other major decisions. Power monopoly, power decentralization? However, in research and development, cadre appointment, salary distribution and other aspects, it has completely decentralized, which not only stimulated the initiative and creativity of managers at all levels to the greatest extent, but also brought great randomness and confusion; Huawei, which has studied comprehensively from the west for nearly 20 years, today's decision-making system is more and more standardized and institutionalized. Collective decision-making ensures that Huawei makes fewer mistakes and absorbs collective wisdom more widely, but it also highlights its rigid side. Therefore, Ren is sometimes more like it. Catfish? Always provoke imbalance and stimulate the vitality of the organization. Huawei's decision-making system today has formed a style of "limited democracy+moderate centralization", which not only avoids personal dictatorship? One person rejuvenating the country and one person mourning? The accumulated disadvantages also prevent the inefficiency and collective inaction brought about by excessive democracy.
6. Win-win cooperation
Cooperation with competitors is a major feature of Huawei culture. Generally speaking, companies either choose to attack or compromise; In other words, either compete or cooperate. In the first 20 years of Huawei's development, in order to survive and become a better service provider, Huawei mainly adopted a proactive strategy. Obviously, Ren believes that competition can push the company forward. But he believes that the core of competition is to respect competitors.
Huawei adopts? Competition? The strategy was inspired by the glorious revolution in Britain. 1688, Prince Willem van Oranje overthrew the rule of James II. This bloodless revolution left a deep impression on Ren and made him realize that cooperation can also win. Ren has a keen interest in historical events. In the early days of Huawei's development, Huawei regularly invited scholars from the East and the West to discuss the history of various countries.
Huawei has also adopted a competitive strategy in the UK. For example, Huawei set up a network security certification center in banbury, England to ensure the quality of equipment, and cooperated with GCHQ, a British signal intelligence agency, to ensure the safety and reliability of network equipment and software. These measures of Huawei are aimed at convincing the British government and customers of Huawei and Huawei's processes. In fact, the reason why Huawei can grow and develop in Europe is to adhere to the service-oriented concept (see? Goal-oriented, aiming high? Part), to some extent, also benefited from its competition and cooperation strategy. At first, EU officials really wanted to launch an anti-dumping investigation on Huawei products. However, Ericsson and Nokia believe that Huawei has no dumping behavior and fully support Huawei.
7. Strong learning ability
As a leader, Ren insists on self-criticism and prudence. He has a saying that thinking ability is the most important. The thinking ability he said is not only an important ability of people, but also the essence of Huawei culture. He believes that the wisdom of employees is Huawei's most valuable asset. Through thinking, we can connect points into lines and formulate flexible visions and strategies. Ren firmly believes that only with a broad vision can we make wise strategic decisions.
Interestingly, this strategy needs to combine thinking ability with all-staff learning. Huawei has invested heavily in creating a good learning atmosphere and encouraging employees to collide with each other. As mentioned above, taking history as a mirror can guide us to take actions, establish our beliefs and create the future. At the same time, we must ensure that knowledge can be shared within the company. Huawei encourages executives to read books outside their professional fields in addition to professional books. In addition, Huawei also has an internal forum for Huawei employees around the world? Heart community. Ren and other senior managers often put their ideas in the heartfelt community, allowing 654.38+0.5 million employees to comment. For example, 20 14, the company made a decision on bonuses, which was criticized by more than 70,000 people. Ren Zheng Fei and other senior managers are often severely criticized by employees in the voice community.
Huawei Technologies Co., Ltd. is headquartered in Bantian Huawei Base, Longgang District, Shenzhen City, Guangdong Province, China. Huawei was officially registered in China on 1987.
In 2007, the contracted sales amounted to US$ 654.38+06 billion, of which overseas sales amounted to US$ 654.38+065.438+05 billion. In that year, China took the lead in realizing profits and paying taxes in the domestic electronics industry. By the end of 2008, Huawei has covered more than 65,438+000 countries and regions in the international market, and 45 of the top 50 telecom operators in the world have used Huawei products and services.
Huawei's products and solutions have been applied in more than 150 countries around the world, serving 45 of the top 50 operators and13 of the global population.
In 20 13, China ranked 3 15 in Fortune Global 500, up 36 places from the previous year.
20 15 In August, Huawei announced a brand-new mobile phone recycling plan, expanding the trade-in scope to 1500 mobile phones including Apple, Samsung, Xiaomi, Lenovo and Meizu. Meizu also announced the mCycle environmental protection project, which was launched in official website on August 18.
Introduction of Huawei's development strategy
In order to adapt to the revolutionary changes that are taking place in the information industry, Huawei has made a customer-oriented strategic adjustment. Huawei's innovation extends from the telecom operator network to the enterprise business and consumer fields, and develops together? Cloud-tube-end? Business, actively provide large-capacity, intelligent information channels, colorful intelligent terminals and a new generation of business platforms and applications, and bring efficient, green and innovative information applications and experiences to the world. Focusing on customers' needs, Huawei is constantly innovating and cooperating with partners, and is committed to providing ICT solutions, products and services for telecom operators, enterprises and consumers, constantly improving customer experience, creating maximum value for customers, enriching people's communication and life, and improving work efficiency faster.
Operation network
Huawei provides a single solution with unified platform, unified experience and good flexibility for telecom operators, supports the non-blocking transmission and exchange of data information flow in telecom networks, helps operators simplify the network and its smooth evolution and end-to-end integration, rapidly deploys services and simple operations, and reduces network capital expenditure and OPEX. At the same time, Huawei's professional service solutions cooperate with operators' in-depth strategies to meet the challenges in the fields of seamless evolution, user perception, operational efficiency and revenue improvement, and help customers achieve business Excellence.
business events
Huawei focuses on the field of ICT infrastructure, constantly innovating around the needs of customers such as government and public utilities, finance, energy, electricity and transportation, and providing ICT products and solutions that can be integrated by partners to help enterprises improve the efficiency of communication, office and production systems and reduce operating costs.
main business
Huawei continues to focus on consumers and strives to build the most influential terminal brand in the world through operators, distribution, e-commerce and other channels, bringing consumers a simple and pleasant mobile Internet application experience. At the same time, Huawei customized and produced terminals according to the specific needs of telecom operators, helping telecom operators to develop their business and achieve success.
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