After carefully savoring a famous book, I believe that everyone has a lot worth sharing. At this time, you need to carefully record it and write down your thoughts after reading it. Don't think that you can just deal with it casually. Here are the thoughts I collected and compiled from "Huawei's Winter". I hope it will be helpful to everyone. Thoughts after reading "Huawei's Winter" 1

After reading "Huawei's Winter", I felt deeply. "Huawei's Winter" tells us that as an enterprise, all employees should be prepared for danger in times of peace and avoid blind pride or blind optimism. "It's spring now, but winter is approaching." This is a sentence that Huawei always reminds its employees. No matter how advantageous an era you are in, even if you don't have to worry about food and clothing, you should always be prepared to run out of ammunition. Be prepared for the day when food runs out. When I finished reading this article, I felt uneasy, anxious, ashamed, and even a little scared. At the same time, I have great admiration for President Ren of Huawei’s sense of caution in times of crisis. Let’s talk about some of my personal feelings.

(1) Professionalism: Professionalism, dedication, responsibility and mission are the qualities that an excellent employee should possess. We must be conscientious in our work and not care about it. How can we do a good job if we are always concerned about our gains and losses all day long. I have always believed that it doesn’t matter if you work a little more, as you can still exercise your abilities. When you work hard and feel that you are needed and affirmed, it is a kind of happiness and satisfaction. When encountering a problem, do not directly say that it is "impossible", but put our sincerity into it, calmly think about the crux of the problem, and actively seek solutions to the problem. As long as we are sincere and attentive, the problem will be solved.

(2) Self-criticism consciousness: Reshape yourself through self-criticism, absorb advanced things through self-criticism, and optimize yourself. The barrel effect in the article tells us that what restricts the development of an enterprise is the shortest board. If we don’t do the shortest thing, I believe we won’t do the shortest thing either. As a corporate employee, first of all, you must have a sense of crisis. Only with a sense of crisis can you be motivated. Only when you have motivation can you execute unswervingly and achieve better results. , then the company's development will not stop and keep itself in an invincible position in the rapidly developing enterprise. Correctly understand our own shortcomings, strive to improve our overall quality, continuously learn professional knowledge, and constantly improve ourselves. Only by continuous improvement can we have hope.

(3) Continuous learning: Now we are advocating a learning society, and our company is also engaged in learning activities. Live until you are old and learn until you are old. As long as we work hard, cherish the beautiful things in front of us, coupled with our professionalism and dedication, we will definitely achieve outstanding results. There is no need for us to live a life that is clear-eyed and meticulous, but there is no reason to turn a blind eye and follow the steps step by step. If there is a lack of curiosity and an eye for discovery, the river of time may have been parked under the fence thousands of years ago. And when we doubt and strive to reveal it, do we have enough courage to face the truth?

The future is created by oneself, and sometimes it is forced. Love the job you choose, be prepared for danger at any time, and always be at the forefront. The article mentioned that every company will encounter its own winter. I believe that with the wise decisions of superior leaders and the concerted efforts of all employees, winter will be far away. Thoughts after reading "Huawei's Winter" 2

Although it is called Huawei's Winter, in fact, due to Huawei's top-down mentality of being prepared for danger in times of peace, Huawei had not entered winter until the writing of the book. But as Mr. Ren said at the beginning: There will always be winter at Huawei, and it is better to prepare cotton-padded clothes than not. Judging from Huawei's situation in the past two years, this sentence has indeed come true. It's a pity that I only read this book when winter has already entered. Others may feel wary of danger after reading it, but now I have to be wary of danger.

1. The Only Reason to Survive

The only reason to survive begins by pointing out that customers are bigger than the sky, and that is indeed the case. Customers are indeed heaven to the company and business personnel, and are our food and clothing parents, so all our work is centered around this. The customer problems faced by every person, every stage, and every job are different. Personally, it is better to solve the problem of where the customers are first. Only by finding prospective customers and then promoting them to customers can you then meet customer needs, improve customer service satisfaction, and create value for your customers.

Compared to technology companies like Huawei, our freight forwarding marketing work is actually much simpler. When I said this, I also smiled bitterly. It is often the most basic and simple work that I fail to do well. But the reality is that you must find enough customers before you can talk about customer service, and the universal customer principle mentioned in the last section can be used. Now I don’t distinguish between customers, because there are too few customers. Each one is a small customer, and each one may be a large customer. I am still in the stage of casting a wide net. Of course, the method of casting the net and the result of closing the net are also different. , but in business you can only move forward. If your success rate is low, you can only cast more nets than others and use more energy than others.

2. Go out and live

Regardless of whether I am doing well or not, I am lucky to come to Huazhan.

I have worked with many peer companies in Xiamen, and there are very few companies in Xiamen that actively let us go out very early. If you go out, you will have one more chance, and if you go out, you will have one more possibility. At present, I have not achieved good results in going global. It is because I tracked problems online with customers, discovered problems, and solved them. Only by going global in this way can I go global effectively and survive. MING TONY FRANCO has done better than me when going abroad. Huawei learns from its competitors, and I learn from my colleagues. We have both competition and cooperation. Ming is good at thinking about problems and studying customers, Tony is good at communicating and getting to know customers, and Franco is also very good at online communication. Find the gap, make up for it, and catch up. From the beginning, you should plan to treat your business as a career, not just a job. Work is about hard work, but a career requires hard work.

Reject all opportunism, just try it and leave as soon as possible. At the same time, rejecting opportunism means working with a calm mind and letting customers feel that I am going to do freight forwarding as a business and I am going to serve them as a business. A luck-based mentality cannot achieve sustainable development. Our sustainable development is to continuously develop customers in depth, understand customer needs, and enhance customer stickiness.

The recent period has been the most irritating and the worst time for business performance. However, the more times like this, the more you have to bend down and do things. Everything is for results, but you must also use the results review process. problems and gaps. Maybe I may miss the opportunity that the company gives me to keep fighting, but I will definitely keep fighting! Thoughts after reading "Huawei's Winter" 3

Let's read the best part of "Huawei's Winter" written by Huawei President Ren Zhengfei. I have heard about this book earlier, but I have never had the chance to read it, and I am afraid that I don't have it. Be patient and take a look. I have been hearing some talk about Huawei intermittently in the past year, and I found that it has become a hot topic.

In fact, I don’t know much about Huawei. All I know is that everyone knows about Huawei’s “winter spirit”, “layoff hot spots”, etc. . But after actually reading this article, I realized that many of the things Mr. Ren wrote are actually very practical, and some things are really very to the point and very insightful. One of the sentences impressed me deeply, and it was Mr. Ren’s sentence: “For the past ten years, all I have been thinking about is failure, and I have turned a blind eye to success. I have no sense of honor or pride, and all I have is a sense of crisis. Maybe that’s the case Only survived for ten years...".

After reading the full text, what impressed me the most was his spirit of being prepared for danger in times of peace. He was able to talk about crisis, failure and bankruptcy at a time when Huawei was very glorious, when Huawei's annual sales reached 22 billion yuan, profits reached 2.9 billion yuan, and its sales performance ranked first in the top 100 electronics companies in the country. It makes people think deeply and admire them.

Not only did he think about the Huawei crisis alone, he also mobilized the entire company to think together. He sounded a big wake-up call to all employees and asked everyone to start studying hard. How to face failure, how to face it and solve it if failure occurs, this kind of preparedness and precautionary spirit are very rare to this day. Nowadays, electronic products and electronic information technology are developing so rapidly, but Huawei has always been in the "front row, first place." I think this is absolutely inseparable from the crisis spirit of all employees of this company.

Secondly, he mentioned the idea of ??"balanced development is to grasp the shortcomings of a piece of wood." This reminds me of a sentence, "How much water a bucket can hold does not depend on the highest level." "The piece of wood depends on the shortest piece." I have heard this sentence a long time ago, but now I find it so appropriate when applied to the development of an enterprise. Indeed, if an enterprise wants to become strong, it must develop in a balanced way. If any department is weak, it will not work, and it will not be truly strong, and competitors will seize the weakness to attack. Since we are still in a start-up stage, we must pay more attention to this kind of balanced development, because only when the foundation is solid can we talk about development and truly develop steadily, rapidly and permanently. Therefore, we must act now to overcome our weaknesses. Every department and everyone should do it, so that they can strive to be consistent with the company's pace and achieve unity.

The last thing that impressed me deeply was the tenth point, "Quietly deal with outside discussions." I personally think this is a sentence that he has a high degree of confidence in himself! Not only is he highly confident in himself, but he also requires all Huawei employees to be highly confident in Huawei and themselves. He teaches them: The outside world can talk about me, but I follow my own path. As long as I think it is right, I will never give up. , it’s really pretty good. I think this kind of thinking really should be learned. As long as we think it is right, we should stick to it, treat the outside world in a low-key manner, and only listen to and refer to any comments they have. The decision-making power still rests with me. Thoughts after reading "Huawei's Winter" 4

"Huawei's Winter" is an article circulated in the IT industry. Some people think this is Ren Zhengfei's wake-up call for the IT industry, while others say Ren Zhengfei is "showing off." , and some people speculate that Huawei is creating public opinion for personnel changes.

Since Huawei’s CEO Ren Zhengfei doesn’t like to deal with the media, people have no way of knowing the true background of this article. However, in the fiscal year 20xx, Huawei’s sales reached 22 billion yuan, and its profits were 2.9 billion yuan, ranking first among the top 100 electronics companies in the country. At the time, Ren Zhengfei talked about crises and failures, which was indeed thought-provoking. Face the crisis, face the competition, face our common winter. Maybe we need to make effective preparations, which is a topic we should focus on.

Have we thought about how we will deal with such a future? Many of our employees are blindly proud and blindly optimistic. If too few people have thought about it, it may be coming soon. To be prepared for danger in times of peace is not to be alarmist. "Ren Zhengfei wrote this in his article.

So I hope that Mao Zedong's sentence "A single spark can start a prairie fire" can become a portrayal of our career, so that the spark of our dreams can succeed. We hope that our career will move forward at the same speed as the lightning troops.

Ren Zhengfei’s crisis awareness, focus on process management, and detail management are indeed worthy of reference. There are many explanations for standardizing management, forming work templates, improving work efficiency, reducing labor, and simplifying processes. Through these words, it is not difficult to imagine why Huawei has become a leader in the IT industry and can withstand various crises. Impact.

No one is waiting for you in life, there is no chance to stay for you, love the job you choose, let yourself be prepared for danger at any time, constantly enrich yourself, and let yourself always be at the forefront. The early bird catches the worm. Get ahead of others and don't stop. This is the state of the strong and the state of the winner. We should always remember: Be prepared for danger in times of peace, and be prepared to be prepared.

< p> Ren Zhengfei’s advanced thinking and unique management concepts have created China’s IT aircraft carrier, which is really admirable!

Winter is coming, can spring be far behind? Spring is coming, can winter be far behind?

The problems are different, but the worries about the future are the same. They are all predictions and prospects for the future. Their purposes are the same, they are all fighting for opportunities for survival, and they are all for Fight for the right to survive.

Huawei convinced me that winter must come. Although it is spring, we must start preparing now before winter comes. We must improve our core competition. In order to maintain competitiveness, we must optimize the qualification management system, change the past evaluation status, and cultivate and promote talents.

Huawei said that winter must come back, and we must change. We must streamline our operations and improve efficiency during change. Change is passionate, and innovation is the passion. Change is moderate and is based on increasing the economic growth rate of enterprises, so our innovation must be moderate. , in exchange for the bloody price of change, this is a price that no one wants to pay, and no one can afford it. After reading "Huawei's Winter" 5

At the end of the 20th century. , all the industry giants are beginning to find that they are facing a confusing world - the market that was originally thought to be a foregone conclusion has not actually become a foregone conclusion. Most of the advantages that once seemed inherent are not advantages at all. "Jianghu" The hot face of "domestic" has become the cold butt of consumers who no longer buy it. This is an era of rationality, an era of feelings, and an era where consumers need you to use design to liberate their eyes. In an era where beauty and cultural packaging are needed all the time.

We have experienced too few setbacks, and sometimes we really can’t feel the cruelty of competition in the outside world. "Huawei's winter" has sounded the clarion call for cruel competition. If a company does not have strong competitiveness, it will one day go bankrupt. Huawei people have given us inspiration: "Management requires per-capita benefits. If per-capita benefits don't grow, management will not progress. The most important and core thing for an enterprise is to pursue long-term and sustained growth in per-capita benefits." Being prepared for danger in times of peace is not alarmist talk.

Wang Yongqing, the god of management, said: "Ideals are used for planning life thinking, but in the end it makes more people at a loss." This is a famous saying that is destined to make people sad again and again in the future. When generations of entrepreneurs, adhering to the philosophy of life and carrying lofty ideals, start their own journey to "conquer the world", what they face is not the passion and beauty of overcoming obstacles in their imagination, but the reality that hits them. Be brutal and ruthless. Behind the ideal, people forget the details. Just like 5XX years ago, the Queen of Spain warned Columbus who was preparing to set off, "Angels are in imagination, devils are in details."

The biggest worry for some entrepreneurs today is often that "the tiger eats the sky and has no way to eat." The final result is often wealth on paper and cakes to satisfy hunger. They have iron-clad ideals and work on projects that are running smoothly. They walked in a hurry, but in the end they didn't know where to go. They forget to be calm and lose their pragmatism. They become giants who sit back and talk, and prisoners who work hard to get rich.

Perhaps, when the hungry wanderer wanders in front of the luxurious banquet hall, he should learn to "learn" from Columbus.

5XX years ago, when the great navigation plan sprouted in Columbus's mind, he spent five years becoming a sailor, another five years becoming a scholar, and finally spent five years giving speeches to win support. Once set off: In just eight months, Columbus discovered the New World, and he became a shining figure in the long river of history.

The story of Columbus tells us: greatness comes from the accumulation of ordinary things, and success comes from paying attention to details. The ancients said: "If you can't do something, do it yourself"; Lenin said: "Forgetting the past means betrayal." And when can we put this principle into practice? When can we have the mentality of "a gentleman is magnanimous and selfless and the world is broad"?

"Huawei's Winter" inspires us to learn to self-criticize, constantly improve ourselves, optimize ourselves, and standardize management. Treat the outside world calmly, withstand the severe cold of winter, and you will usher in the spring when the ice and snow melt. Thoughts after reading "Huawei's Winter" 6

"Huawei's Winter" is coming and has attracted a lot of attention. After reading it, it triggered some thoughts in me.

I respect Mr. Shi Wei and appreciate his views, but I think the views he expounded in this article are inappropriate. Mr. Shi believes that Huawei’s winter is coming, but I think Huawei’s winter may not come yet.

About Huawei’s winter. Mr. Ren’s statement about Huawei’s winter is more of a precautionary measure and a reflection of the leader’s vision. Mr. Shi's view of Huawei's winter should refer to Huawei's potential for greater market competition under the current wave of mergers in the international telecommunications industry. The winter of these two Huaweis is not the actual situation. In terms of sales, Huawei's sales in 20xx have reached a level of 6 billion to 8 billion US dollars (different statistical methods). In terms of market share, taking optical networks as an example, Huawei ranks among the top four in the global market. In the field of DSLAM and soft switching, Huawei is one of the world's leading suppliers. These evaluations come from the first-class foreign market research companies. By market, except for the North American market, which has not made much progress, Huawei's sales have spread all over the world. In terms of brand, everyone in the global telecommunications field knows China's Huawei. Based on the above points, I believe that Huawei has become one of the world's top telecommunications equipment manufacturers, and its development momentum exceeds that of most competitors. Therefore, I think the term "Huawei's winter" is worthy of discussion. Huawei obtained optical network orders from Germany and France under the noses of Siemens, Alcatel, and Marconi, and entered the British Telecom 21CN plan. This shows that the ban does not exist, at least not that serious. Mr. Shi’s core point is that Huawei’s winter lies in the full-scale blockade of multinational giants and their countries. I think Mr. Shi is just speculating on his own. I don't think Huawei's future is bright.

I believe that Mr. Ren and Huawei’s leadership have seen that these problems are not just market expansion and business development issues. More likely, it is an issue at the level of internal management and the development and transformation of the entire industry. From this, it can be imagined that the development of any industry in the future must change with the pace of social development. For now, I don't think people are working for food and clothing anymore. With the development of society, people's pursuit of the spiritual level and the expression of their own values ??may become stronger and stronger. So no matter what industry is on the road to future development, it will definitely make more efforts on this key point of service.

According to my knowledge in the IT industry, if you compare the services of internationally renowned first-line brands such as IBM and Cisco in the data exchange field with Huawei. Huawei is still slightly inferior. I think this may be the essence of "winter" that Mr. Ren feels. Only one day, China will not only have one Huawei, but more companies in China will also have a fair chance to develop into companies like Huawei, then we will not be nervous about Huawei's winter. This winter is long for Huawei, with no end in sight. Someone commented: "Although Ren Zhengfei has a keen sense of the coming winter at Huawei, he doesn't know why winter is coming; he knows spring will come, but he can only prepare cotton-padded clothes, but he doesn't know how to create spring."

< p> Based on the above points, our company can learn from the advantages of some development models. I believe that Huawei’s CEO’s proactive vision is beneficial to any company.