The steady development of "methodology"
Deng Dan, deputy general manager of Hualei Xuntuo, joined Hualei Xuntuo on 20/0/3. Deng Dan still remembers seeing Huang Rui for the first time. At that time, the upstairs office where Hualei Xuntuo was located was being renovated, and the sound was very noisy. Huang Rui found a Starbucks nearby and they chatted for more than three hours. After talking about the industry prospect, Huang Rui took out his computer to demonstrate the products of Hualei Xuntuo with Deng Dan, explaining the company concept and Deng Dan's first visit to Huang Rui.
At that time, Hualei Xuntuo had been working in MES industry for 8 years. "An industrial software company that can persist in the depressed market for eight years must have its own unique core values and competitiveness. Deciding to enter Hualei is also optimistic about the explosive power of Hualei. " Deng Dan said.
Since joining Hualei Xuntuo, Deng Dan has witnessed the steady development of Hualei Xuntuo. There are three important time nodes:
One is that in 20 14, the industry broke out for the first time on a small scale, which led Hualei Xuntuo to achieve rapid development. Deng Dan remembers that the concept of Industry 4.0 began to rise in China at that time, and "Made in China 2025" was also in the pipeline.
The other node is 20 16. At that time, Wal-Mart Nuclear Materials acquired a 60% stake in Hualei Xuntuo as a customer. After three years of gambling, Hua Lei basically achieved the goal of gambling. "Although it is the pressure of capital, it is also the driving force to promote our development and help us: First, confidence in capital; Most importantly, as a listed company, Wall Nuclear Materials has brought management growth to Hualei Xuntuo because their management is relatively mature. " Deng Dan mentioned.
The most important node is 2020. After the epidemic, all walks of life are facing great challenges. However, at the end of 2020, Hualei Xuntuo achieved growth, which greatly enhanced the confidence of the team and laid the foundation for the sustained and stable growth of 202 1.
Hua Lei Xun Tuo began to establish corporate culture systematically at the end of 20 10 and 200210. By refining and optimizing the previous corporate culture, Huaxun Leituo finally condensed the business philosophy of the corporate culture of the whole company into three words: "diligence", "belief" and "communication". "Diligence" means "diligence"; "Faith" means keeping promises and keeping promises; "Inheritance" means "inheritance".
Deng Dan mentioned two details of keeping promises: one is to customers. In the past, Hua Lei always regarded delivery as more important than anything else, and promised customers to do it. "At present, I dare not say that our delivery is the first in the industry, but I can guarantee that our delivery must be the first echelon." There is another detail, that is, to flatter insiders with the principle of doing it at the current stage even if it is wrong. Even in the most difficult time, Hua Lei never defaulted on his salary for even one month, which Deng Dan thought it was very difficult for Huang Rui as the founder.
One spirit that Huang Rui has always emphasized is the "coaching spirit". The so-called "coaching spirit" means "inheritance", including the inheritance of technology, experience, management methods and culture.
The characteristics of business leaders will first affect the temperament of the whole company, and from the founder Huang Rui, Deng Dan sees that he practices these three corporate cultures all the time. In the sales department of Deng Dan, the spirit of diligence, loyalty and communication has been expanded into five words, namely, unity, honesty, trustworthiness, inheritance and persistence.
Many of Huang Rui's business ideas come from Huawei. "Huawei is definitely the idol of most entrepreneurs who do business. Huawei's basic law and some concepts derived from it, such as customer-centered, are all very good business ideas and have great guiding significance for us. After all, we are all technology companies and grew up in a cruel business environment. " Huang Rui said, "The company team has also introduced some corresponding talents from Huawei."
What impressed Huang Rui most was that "the direction was roughly correct and the organization was full of vitality". His interpretation is that everyone is talking about innovation now, but the general direction must be correct. "Organization is full of vitality" means that the organizational structure should allow more people to go up, better thinking concepts and product technologies can emerge, and the development of enterprises can be promoted. People's creativity needs to be stimulated through organizational change and optimization.
The flow of talents is inevitable, because the way for most enterprises to retain talents is to open high salaries, but people have other dimensions of needs while meeting their salary needs. Huang Rui said, first of all, we will not offer extremely low wages, and the wages must exceed the industry. When it comes to equity incentives, we must make core employees realize that it is impossible to get rich overnight in mes, and equity is very important to them; But fairness is not everything. Finally, we have to tell employees repeatedly what position Hualei is in the industry, and let him realize that we are precipitated in this industry.
Hualei Xuntuo also put forward the slogan of "three transformations and one stability": transparent delivery, process planning, professional consultants and maintaining organizational stability. This is also based on Huawei's concept of "three transformations and one stability".
From the day he started his business, Huang Rui believed that even the best technology must be verified by customers and can be used by customers for a long time. "I do technology not just to make technology. In fact, I have always had product thinking. I am a product expert rather than a technical expert. "
From the construction of product architecture, Huang Rui's initial intention is to make platform-level products, which means that its development must be iterated, optimized and updated through customer applications. For the definition of platform-level products, Huang Rui's explanation is simple. He said: "It is whether this platform can be delivered quickly in a configurable way from 0 to 1 when facing the new requirements of customers, and it is no longer necessary for software engineers to write code in the traditional way."
Regarding the positioning of Hualei, Huang Rui pointed out that we don't use technology to drive products, but use products (customer needs) to drive technology. "Until now, our products are constantly iterating, and product functions and process ideas are also constantly iterating."
The difference between fast and slow.
"In the field of industrial software, a software iteration is still young for 20 years." Huang Rui said with a smile.
The biggest feature of Internet is "fast", while the biggest problem of industrial software is "slow". Between fast and slow, it is often difficult for enterprises to grasp their own rhythm, and impetuous people abound, especially under the pressure of capital, fewer enterprises can calm down and polish their products. Huang Rui has always believed that industrial software can only be done slowly, and slow work can produce fine work. Therefore, for entrepreneurs in this field, they must be able to withstand loneliness. The precipitation is still to be precipitated, and the investment is still to be invested, especially to sink into the industry.
Many people think that making a product can win the world at the start-up stage. Huang Rui said that this is impossible in the field of industrial software. As a "troika" of development, technology, market and service must go hand in hand, but many times, enterprises often ignore the follow-up services. "Building a car in front is just a link, and the car behind it is the real value of the car. So is the software system. If we can't serve users and generate more value in the future, we will always be a traditional software enterprise. Only by improving service awareness and establishing a system can we become a fuller company. "
Huang Rui also has his own understanding of the conservative label given by the industry. He said that if delivery is not involved, enterprises should really win quickly, but once delivery is involved, they will face heavy responsibilities. As a highly deliverable software, once MES is bound, there will be problems in the system, which will affect the production and operation of customers.
"All the glory, all the losses." Huang Rui has always stressed to employees that this should not affect customers' business at first, and then ensure that the system can run stably for at least ten years. "The standard of a system investment is ten years. If the customer has used it for ten years, it shows that he has not only recovered the return on investment, but also gained more value. " In fact, up to now, the proportion of customers whose products have been running stably on the customer site for more than ten years has reached 20%.
It is precisely because of the customer's production problems that Huang Rui refused to be quick and quick. "You have to be meticulous, just like painting. Another important thing is to train his IT team members to become users' ecological partners and engineers, and be able to use the application platform with ease. So we spend our energy not only doing things well, but also passing on our abilities to our customers, so we act slowly and feel conservative. "
But slowness is only temporary. Once the turning point is reached and the number of customers has accumulated to a critical point, Hualei can rely on ecology and services to achieve relatively rapid development. He predicted that the inflection point would be 65,438+0,000 customers. "We have five or six hundred customers now, and it may take two years to usher in the' turning point'."
Hua Xun Lei Tuo spent a lot of time helping customers to make various fine shapes. In Huang Rui's view, this is actually a process of "strong binding" with customers. Once the viscosity increases, the cost of replacing the system will also increase. "It is possible to change ERP and OA, but it is necessary to weigh the consequences if you want to change MES, which means that once the customer chooses which MES, it is really unbearable. He won't change it because the cost of replacement is high. "
Huang Rui is convinced that the benign development of industrial software companies like Hualei Xuntuo must have experienced a gentle growth process in the early stage, and only when it reaches the "turning point" can it achieve explosive growth. "There must be an inflection point. Now it's about who can make it to the end. When all the competitors are killed, there are only a few left, and the outcome will be decided among them. "
In fact, Hualei Xuntuo has been working in MES for 22 years, and the version of 15 has been continuously iteratively optimized. 1 6,5438+00 software copyright and patent, 100% project delivery rate, more than 30,000+affiliated enterprise users have been deployed worldwide, and more than110,000 application deployment terminals have been provided. This enterprise, which is not fast in the industry, has always had its own rhythm. In the interview, when asked about the goal in 2022, Deng Dan admitted that the goal in 2022 did not increase much compared with 202 1. At present, Hualei will not achieve double growth.
Sometimes, slowness is the active choice, but the slowness in front is for the quickness behind!