In XX, a new round of telecom restructuring plan was settled. China Unicom and China Netcom merged into the new China Unicom, and obtained the wcdma license for full-service operation. This year, I was the mother of a two-year-old child, and I deeply understood what responsibility is and what is worth cherishing. My family gave me the strength to move forward, and my enterprise gave me the opportunity to struggle. I know there are more glories waiting for me to create.
I have been working for ten years in a blink of an eye. The ten years in Huawei witnessed the rapid development of the company for many years. I also participated in it and learned to swim in the spring tide until today. Now I'm leaving the company, ready to start a new career and accept new challenges. What I'm going to do is very risky, and it's very likely that I have a narrow escape. It's hard to say whether there is life after a narrow escape. Before starting a new career, I remember to make a detailed summary of the past ten years. Working in a fast-growing large enterprise like Huawei is sometimes a purgatory exercise. If we can sum up the experience and lessons of ten years, I think it will be of great benefit to the future.
Over the years, some people have left the company, written some things or books, commented on the company, pointed out the mountains and rivers, and commented on the top leaders of the company one by one. What are the benefits of personal feeling besides bringing some entertainment value? The company is still developing. Behind the development, 60,000 people have dreams, efforts, contributions, sacrifices, struggles, complaints, dissatisfaction, precipitation, departure, hope and loss. Behind the development, the internal logic of various opportunities, major decisions, crises and mistakes. Is it clear to outsiders I don't want to talk about the company I just want to reflect on my work experience and think about what I have done, contributed, enjoyed, benefited and learned. Generally speaking, my ten years at Huawei have been muddled. At first, I didn't seem to have any lofty ideals or detailed plans, but I just wanted to do everything well. Through my own summary and reflection, I hope to be more planned and clear in the future.
After thinking about it, I think there are the following points, which are the experiences and lessons I have learned over the years and are worth carrying forward in the future.
First, "start with small things, learn to endure hardships and cooperate with others"
This is the last class before graduate students graduate. The teacher of electronic circuit finally gave us a few words. Although I forgot the teacher's name, these words are still in my mind. In Huawei's work practice, I feel that these simple points are profound. Starting from small things is not always satisfied with doing small things, nor is it boastful. Learn to suffer, not to endure losses, but not to haggle over the gains and losses of one place at a time, and give up if you have the courage.
Second, "the stage is as big as the heart."
Many of our successes come from daring to think and do, just like the first time I received a questionnaire, I didn't understand it at all, but I dared to try and solve it, and I really solved it; Just like we do SPE, even if there is no one, no technology, no accumulation, and there is a big company like Cisco doing it, we dare to do it, dare to implement it, do not blindly worship, do not fear authority, and achieve success. Of course, this is not only blind boldness, but also means actively paying attention to the vast external world and accepting all kinds of new things with an open and inclusive mind.
Third, "study hard and make progress every day"
This sentence is most suitable to describe the requirements for IT people. The real winners and experts are those who are "least afraid of learning". If you don't understand anything, bring it here to learn. We now have a technical bull, Tan Bo. In fact, he is not a natural cow, and he is also a super master by learning from laymen. He once told me that when he first became a UNIX system administrator, he was shocked when he saw the # prompt, because he had been developing the% prompt under UNIX for many years and never had administrator rights. Look at the original level of experts! When working with me on the backup project, I asked him to study the backup and recovery methods of ORALCE database. He thinks that database retrogression is like retrogression, which is a bit humorous. But he gets up every morning and reads for an hour before going to work. After years of accumulation, he has now become a super expert in systems, databases, development and other fields. However, learning is definitely not just learning from books. In fact, it is more important to learn from the actual work and learn from the surrounding areas. For example, the most important idea I learned at Huawei is to "make good use of adversity". In winter, Huawei didn't emphasize difficulties every day, but proposed "using the opportunity of winter to reverse the global competition pattern", which really succeeded. Without this winter, Huawei may have to lag behind the industry for more years; When Huawei was sued by Cisco, it didn't panic, but responded positively, using this lawsuit to achieve the effect of raising awareness that hundreds of millions of dollars may not be able to achieve. Such things have turned an almost disastrous situation into a favorable condition for success, which left a deep impression on me and made me admire the top management of the company.
Fourth, be brave in practice, make mistakes and be good at reflection.
Many things are easier said than done, and the key is to act, especially some theories, methods and concepts of management. Empty talk and empty planning are useless. It is better to actually make it, and it is most convincing to constantly reflect and improve after making it. Without repeated drills and reflections in practice, even what everyone knows is not easy to do well. For example, if you are a manager, you should be able to listen. I think 99.9% of Huawei's managers are well aware of this, but what about the actual work? How many managers in Huawei did not interrupt others? Don't jump to conclusions and definitions? Not in a hurry to provide a solution? How many managers can naturally guide each other to express themselves? Ask each other how they feel? Make sure you understand each other?
Fifth, there must be methods and routines, systematic thinking on problems and strategic design of solutions.
A few years ago, because of a little success and technical research, I began to be arrogant. Later, the company spent a lot of money to hire a large number of consultants. At first, I really didn't like some consultants. In the following years, as the company became larger and more complex, I gradually understood a lot. Professional experts in western companies have methodologies and routines for everything, and even have many routines for how to hold meetings. Later, I became interested in the research of these routines, and I summarized many routines for the backbone of the department to train and discuss. In the complex environment, many problems can no longer be studied and solved on the basis of facts, and systematic methods and strategic vision are very needed. For the operation of an organization, this is particularly necessary in the design of systems and processes. Ai En Stein said: We can't solve problems with the same thinking as when we created them.
Sixth, think independently and don't follow suit.
The bigger the company, the more people there are, and the easier it is to muddle along. It is easy for people to fall into the situation of drifting with the flow and not going deep into the business, and they can't see the problems and dangers. Experts have done a study. When an avalanche happens, the victims are usually in batches, and there are few individual victims. There is a simple reason. A person will be very careful and alert in an avalanche. But a group, the larger the group, each individual will have an illusory sense of security and parrot-like judgment, but the reality is that no matter how powerful the group is, the avalanche is irresistible. So I think it is particularly important to maintain the ability to think independently in a large organization.
Seven, less complaining, less empty talk, proactive, do more practical things.
I used to be an angry youth who complained a lot, and it was often easy to get into complaints. But years of work have changed me, because I know complaining is the most useless. There will always be imperfections and troubles in the world, and the only solution is to face them and solve them. Do real things, change our dissatisfied status quo, and change our dissatisfied self. In fact, there are many things worth complaining about, all made by themselves. For example, it is common in society for senior cadres to retire, complaining that they are not old and feel that the world is cold. If we explore it carefully, the reason is probably that he was arrogant when he was in power and treated others like dirt.
Eight, responsible for the occupation, responsible for the goal, responsible for yourself.
Successful people are often self-disciplined, keep their promises and have no distractions. Large enterprises will definitely have performance appraisal, reward for merit, KPI, leadership instructions and even a little corporate politics. However, if we unilaterally pursue assessment results, KPI indicators, power and monetary benefits, and are responsible for others, but not for ourselves and our own goals, and lose our sense of mission, responsibility, enthusiasm and curiosity, we will definitely not reach our best level. And how an enterprise can successfully create an environment for each individual to play the best level, the enterprise will be invincible.
Nine, more humanistic cultivation and aesthetic taste.
It doesn't seem to have much to do with work, but it is too relevant. The achievement of outstanding achievements is inseparable from the pursuit of the realm of beauty. The greatest scientific discoveries often contain order, simplicity and beauty. Without any aesthetic pursuit, you dare to do anything ugly, and you will do anything by hook or by crook, which is not "elegant" at all. This will not last long.
10. "It's nice to have everyone here".
Pay attention to people, help people, treat people sincerely and be kind to others. The rapid development of modern society, due to the role of the media, has exaggerated the increasingly cold and treacherous relationship between people, but the actual society and community may really be different. At least before I came to Huawei, I was a little afraid of the human relations working in large enterprises, but in fact almost everyone in this group felt open, sincere and harmonious. Therefore, the key is that we should treat others sincerely and care about each other in our dealings with others. Of course, conflicts at work are inevitable. In fact, there is no need to avoid conflicts, and even many conflicts are of great benefit to the organization. Just like couples often feel better after quarreling. As long as you master two principles: 1) do things right, not to people, and 2) be kind to people. We will certainly be able to guide moderate conflicts to develop in a direction that is beneficial to ourselves and the Organization.
XI。 An open and sharing attitude.
If you work in a high-tech company with a closed mind, your growth will certainly be hindered.
Twelve, do a good job in time management.
After working in Huawei for ten years, 3650 days and 3000 working days, it is doubtful whether these hours are spent on the most important things and how many effective and productive working hours there are. Time management is one of the biggest lessons from my work at Huawei, and it may also be the overall problem of the company. My work lacks a plan and is often interrupted. Or constantly interrupt colleagues and subordinates; Or continuous meetings and discussions take up most of the time; Or drawn by their own interests, spend a lot of time doing something irrelevant; Or spend a lot of time on trivial things, put off difficult and important things until they must be solved, and then be forced to act in a hurry. Looking back now, if we really managed this decade well, I think our achievements should be much greater.
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