During the Spring Festival holiday, I spent two days carefully reading the book "Strivers First". This book is a summary of Huawei's 25 years of management, a summary of Huawei's management thinking, Ren Zhengfei's speeches to managers on various occasions, and a summary of Huawei's ideological culture. After reading it, I have many feelings.

First, re-understand the systematic nature of management. Huawei's striver-oriented approach is supported by the system. It cannot be achieved by shouting slogans, making demands, or giving some incentives. After a rough search, I found that the earliest speech in this book was in 1994, that is, 7 years after Huawei's development and Huawei laid the groundwork for 7 years, and then it was slowly summarized. In the value creation part of the book, we first talk about creating value with all our strength, then correctly evaluating value, and finally allocating value reasonably. Only when we go all out to create value can we correctly evaluate value and finally distribute value reasonably. To give a simple example, we often see that some companies require employees to wear work badges and the results are not ideal, but some companies do very well. Why is this? A good company must have a system to support it. This system ensures that you must wear it, otherwise you will not be able to work. This system is an access control system. You have to swipe your card to go in and out, and you have to swipe your card to report to work... There are access control systems everywhere, and you will wear your access card unconsciously. Therefore, any system of management must be supported by the system. It is not enough to promulgate the system and meet the requirements.

Second, learn from Ren Zhengfei’s idea of ??“balance”. Ren Zhengfei proposed a lot of strict management in the book, but he is not strict on every clause. He has a balanced mind. Just as Huawei himself said "grey", every one of his requirements is not strict. Black and white or neither white nor black, what he requires is to master the grayscale. He has very strict requirements for assessment, but he also said, "I have achieved good results, and I will be tested on this and that. If there are no more deductions, then I will not create value in the future and focus on behavior. Assessment indicators Don’t take up too much content, and don’t have too many KPI items.” He said, “You can only be an ordinary worker if you work 40 hours a week.” But he also said, “Your work performance is very good, why can’t you have a cup of coffee during working hours. Why can't we go to the fitness equipment to stretch our muscles?" The supervision he requires is "to be implemented from a caring perspective." He asked for the balanced thinking of "when leading the team, be ruthless with your troops and love your troops with love." This kind of balanced thinking is a great inspiration to us managers, reminding us that we must do a good job of "balance" in the management process.

Third, deeply understand the “sense of crisis”. From "How Long Can Huawei's Red Flag Fly?" to "Huawei

Basic Law of the Company" and so on, Ren Zhengfei said in "Huawei's Winter": "For the past ten years, all I have been thinking about every day is failure, and I have turned a blind eye to success. There is no sense of honor or pride, but a sense of crisis." It is this sense of crisis that has kept Huawei alive and getting better and better. This also corresponds to an old Chinese saying: Born in sorrow and died in happiness. Just like in a long-distance running race, the sense of crisis comes from the pressure of competitors, and the sense of crisis also comes from the achievement of one's own goals. The sense of crisis reminds us to run faster than our competitors and ultimately surpass ourselves.

Fourth, clarify responsibility and result orientation. Huawei's value orientation is direct responsibility and result-oriented, rather than quality-oriented. Ren Zhengfei said: "Creating value for customers is the struggle. We wash the coal in vain, but the customers have not generated value, no matter how hard it is, it is not called struggle. Why do we have to work overtime until 14 if we can finish the work in 2 hours?" Hours of work? Not only did it not generate value for customers, but it also increased the cost of lighting, and even ate late night snacks. All the money was paid by customers, but it did not generate value for customers." The same is true for our daily management, direct responsibility results-oriented , to create value for customers, try to improve work efficiency in the process, and resolutely not do things that cannot create value for customers. This is the biggest savings.

Fifth, understand the essence of Huawei culture. Ren Zhengfei said: "Openness, compromise, and grayscale are the essence of Huawei's culture and the style of a leader." "The unswerving right direction comes from grayscale, compromise, and tolerance." Under the influence of this culture, Huawei people Seek truth from facts, dare to tell the truth, and don’t cover up; Huawei people “don’t want to lose face” and learn from the “cowherd boy” with a humble attitude; Huawei publicly announces various assessments and reviews... This is also a great inspiration for our management. Our evaluation system should also be made public. For example, performance appraisals should be made public. Those who do well should be set as role models, and those who do poorly should improve themselves. Resources will be exhausted, only culture will continue to flourish.

The above is my understanding of the entire book. There are a few points that I need to focus on improving and learning:

1. Master grayscale. We must use an open and compromising attitude to grasp grayscale. Nothing is either black or white or black and white, and the same goes for people. No one is perfect. When getting along with colleagues, you must see their strengths, help them improve their shortcomings, and be a person who can grasp grayscale well. managers.

2. Inject life into management. Be the roots of the lotus, firmly rooted in the soil, absorbing nutrients, and directly responsible for the results. We must be conscientious, do things well in a down-to-earth manner, and implement small improvements bit by bit, so that our management can slowly improve and eventually reach the commanding heights.

3. Self-criticism. Don't talk about others' faults in small talk, sit quietly and think about your own mistakes. Reflect on yourself from time to time, conduct self-analysis, continue to improve, and strive for self-transcendence.

Of course, this book is very helpful for the company to improve its overall management. There is a lot to learn about the company, so let me mention a few points here.

1. Cadres know how to do things. One of Huawei's requirements for cadres is to be able to do things. "Mid-level cadres should focus on people who can do things. People who can do things but can't do things have to communicate and go to meetings all day long, and they are confused. Once people who can do things come up, how to fight this battle and figure this out. "If you communicate with people who are good at doing things and do ideological work, you will definitely win the war. It's very simple." It requires managers to be good at doing things.

2. Reduce meetings. Huawei advocates: Hold meetings only when there is a conflict. "... Reduce meetings, reduce reports, reduce coordination, simplify assessments, and reduce the burden on employees." Meetings are listed as the first of the four major wastes in management.

3. Positive hypothesis. Many of Huawei's systems first make forward assumptions and then conduct reverse verification. First assume that you are a striver and that you can create value, and then verify how much value you can create, etc. The above is my initial understanding of "Strivers First". I will continue to read it several times in 2016 to better understand its true meaning.