Corporate culture is a magic weapon for Huawei's success. Without excellent corporate culture, there would be no miracle for Huawei. Managers must strengthen the construction of corporate culture, especially senior managers who need to strengthen their ability to create and manage corporate culture. Huawei's series of initiatives and successful experience cases have important reference significance for the cultural construction of Chinese enterprises. Let's learn about it together! Overview of Huawei's corporate culture

Hard work, wolf culture, low-key and pragmatic, and always A deep sense of crisis is the soul of Huawei's culture, and loving the motherland and the people is the foundation of Huawei's culture. Starting with new employees and paying attention to the cultural training of new employees is the fundamental guarantee for the continuation and inheritance of its culture.

First, hard work and wolf culture.

Huawei leaders once said: Hard work is the soul of Huawei culture and the main theme of Huawei culture. We must not shake our culture of struggle at any time because of misunderstandings or doubts from the outside world. We must not shake our culture of struggle at any time. Because of Huawei's development and growth, we have lost our fundamentals of hard work. The hardships of people working at Huawei are obvious to everyone, from the president to the employees. Huawei advocates improving thoughts and understanding, continuous learning, continuous progress, and continuous self-transcendence. Its unique "mattress culture" has been passed down by generations of Huawei people.

Huawei’s achievements are impressive. Such a large team needs a spirit to unite everyone. In this regard, Huawei proposed "wolf management", which symbolizes a fighting spirit and is Huawei's core competitiveness to overcome difficulties and create brilliance. It is reflected in the following three aspects: being very sensitive to the market and able to clearly judge the development direction of the industry; having a tenacious work spirit, firm will, and never giving up; having a strong sense of responsibility and strong teamwork ability.

Second, be low-key and pragmatic, with a sense of crisis.

Huawei’s low-key style is so inconsistent with its status as an industry leader. Ren Zhengfei has specifically elaborated on this: Huawei does not change itself due to external comments, suspicions, and questions. Huawei is down-to-earth. Really do your own thing? Regarding external voices, Huawei has maintained a consistent low-key style. For internal management, Huawei emphasizes pragmatism and down-to-earth work. It is worth noting that Huawei's "crisis management" theory has had a wide impact on all walks of life. When Huawei CEO Ren Zhengfei ranked first in the country's top 100 electronics companies with sales reaching 22 billion yuan in 2000, he wrote an article "Huawei's Winter" to prepare for danger in times of peace, which was used by many companies as a model for crisis management. Huawei has been on the rise, and the more successful it is, the more likely it is to get carried away. What is needed most at this time is vigilance. Huawei dares to review its own shortcomings in the face of success, humbly learns from competitors, and constantly improves itself. It is this sense of crisis that has contributed to Huawei's success today.

Third, patriotism will last forever and we will be committed to giving back to society.

The idea of ??"loving the motherland and loving the people" is deeply rooted in the hearts of Huawei. Ren Zhengfei believes that without the strength of the motherland, Huawei would not be able to go global. Only if employees are full of patriotic enthusiasm can they develop under the squeeze of multinational giants. Therefore, he often instills in employees the idea of ??loving the motherland and loving the people, so that employees have a sense of honor and responsibility, and believe that hard work is not only contributing to the company, but also adding glory to the motherland. Inspiration from Huawei's corporate culture

Corporate culture is the spirit of a company's survival and development. Huawei's successful experience in building corporate culture has important reference significance for our country's companies.

First, attach importance to the development of corporate culture and continuously innovate corporate culture.

Corporate culture is very important to the survival and development of an enterprise, and is related to the life and death of the enterprise. Huawei's management attaches great importance to the construction of corporate culture, absorbs and learns from excellent corporate culture, and applies what it learns to its own use. It also combines the specific conditions of the company to establish a unique corporate culture suitable for itself and help the company continue to move forward.

As we all know, whether a company can create an advanced corporate culture is crucial to its long-term development. Technological innovation provides strong support for sustainable development, innovation in the talent system adds vitality to development, and innovation in corporate culture is the spiritual driving force for corporate development. It needs to be changed and innovated with the development and changes of the company to benefit employees. Produce a more positive motivational effect.

Second, always adhere to the people-oriented approach and actively cultivate team spirit.

The main elements that reflect a corporate culture are employees. Only by putting people first and respecting employees can we fully stimulate their enthusiasm and creativity. Respect their cultural differences and customs, use humanized management as the basis for corporate culture construction, combine modern culture and traditional culture to realize corporate values, constantly correct employees' bad habits and behaviors, and enable employees to use humanized management There is a sense of belonging so that the company can have cohesion.

The role of team spirit in an enterprise cannot be underestimated. It determines the strength of the team's combat effectiveness, and in turn determines the strength of the team. In order for the team to operate efficiently, employees must have a good sense of cooperation, learn to respect and help each other when communicating with others, and learn to be led by and lead others during cooperation, thereby improving the team's collaboration ability and improving work efficiency. Efficiency will also be improved.