But simply relying on a meeting or an accident can not improve the team's way of thinking and behavior, but increase the team's confusion, hesitation and insecurity. Enterprises need to have a unified value scale and standard, so Ren initiated a project to amend the Basic Law of Huawei. The Basic Law of Huawei was actually compiled by a group of professors from Renmin University in a unified language according to Ren's thinking cause and effect.
The value scale of the basic law is basically the solidification or formatting of the causality and value orientation of any individual's thinking. Ren expects to implant a value compass that keeps pace with the times in everyone's mind through the formulation of "Huawei Basic Law", so that the way of thinking and behavior of bosses and employees have the same starting point and reach a certain psychological contract.
In the business and enterprise history of China for more than 20 years, one of the most basic and biggest phenomena is why "Made in China" is increasingly caught in the "natural question" at the low end of the global industrial chain and value chain. Why do "backward" China companies or countries not really succeed in the so-called "late-comer advantage", but embark on the dilemma and trap of value chain locking? This is a "curse" hanging over the fate of China enterprises and the country for more than 20 years. The direct consequence is not only the competitiveness of companies and countries, but also the heavy social cost (the world factory is a sweatshop). Although quite a few large companies in China have issued world-class strategic declarations and have a clear timetable to break this spell, the expansion of mergers and acquisitions can't solve the whole problem in essence, on the contrary, it makes the companies fall into greater difficulties and crises.
Huawei is one of the few local enterprises that have broken through the whole "destiny" in the business history of China for more than 20 years. Its success in the competition with global mainstream multinational companies is increasingly regarded as a new benchmark of "Made in China".
From the perspective of 20 years' operation history, it stands out from the "opportunistic" value identification system that has prevailed in the local market and enterprises for more than 20 years, and has established its own core value and corresponding core competence in the telecommunications industry. This is a key value system change. Otherwise, Huawei is probably not much different from those large domestic enterprises that lack intrinsic value and can only keep following market opportunities. It has never been sincere about the training itself, but complains about the lack of core competence (commonly known as core technology, etc. ). In essence, it is the lack of core values.
The birth of "Huawei Basic Law" is the inevitable result of this process, and it is also the conscious value refinement of this process. Of course, the process of value conversion did not end there.
On the topic of "giving up", I am more concerned that, in essence, in the enterprise history of China for more than 20 years, entrepreneurs deeply believe in "learning from China and using the West". In fact, in the past 20 years, the China factor has played an important role in promoting business transformation. We sometimes wonder whether the current predicament of China enterprises is entirely due to such a typical concept (which is rooted in the Westernization Movement since modern times).
If Ren Zheng Fei and Huawei can get this far, it will be another new benchmark in the history of China enterprises.
The Natural Evolution of Yin's "Huawei Basic Law"
Strategic design is a combination of vision and process environment.
After writing a book review of Wang Yukun's Dance of Globalization, I realized that Huawei's motivation to change the Basic Law came from its indirect internationalization strategy. Such a strategy has transformed the traditional Huawei from the era of hyenas into an elegant business giant.
This gorgeous transformation is reflected in the natural evolution of a basic law of Huawei.
First, strategic design based on personal vision. Ren's "Huawei Basic Law" is actually the embodiment of his personal philosophical will. Personal philosophy is always the core foundation of enterprise organizational philosophy. He commissioned a group of professors from Renmin University to deeply sort out his personal philosophy in a unified language. The purpose is to achieve the stability of the strategic system and the dynamic balance of strategic changes by solidifying or formatting the causal relationship and value orientation of any individual. Ren expects to implant a value compass that keeps pace with the times in everyone's mind through the formulation of "Huawei Basic Law", so that the way of thinking and behavior of bosses and employees have the same starting point and reach a certain psychological contract. This kind of work is certainly valuable and positive, because only in this way can the company realize its source, fulcrum and efficiency in future strategic management and cultural management.
Second, increase the connotation of process management. Strategic management is always based on the internal foundation of the organization, but as a mature strategic system, it is definitely not enough to stay only at the level of personal vision or organizational philosophy. Huawei's elegant turn from the hyena era was completed by adding modern organizational process concepts on the basis of vision. It can be said that Huawei's strategic management only kept up with the internationalization process after increasing the internal vitality of the process, and made a bold attempt to improve the strategic theory.
Third, the formation of Huawei's strategic management system. From the organizational concept to increasing the intrinsic value of the process, Huawei has taken a big step in strategic management, but it is far from complete from the perspective of strategic competitiveness. The success of indirect route strategy needs a more accurate and mature strategic management system, and Huawei needs to make its own exploration. Sensitive to environmental changes, Huawei's strategic design has risen from internal strategic vision to the stage of combining internal and external environment. Huawei's new exploration of industrial development mode and its partial success in the indirect mode of internationalization have simply put Huawei on the stage.
From this point of view, Huawei's sublation of its basic law is essentially a process of continuous exploration and maturity of its internationalization strategy and capability strategy. This process shows the charm of integrating and optimizing values in strategic management, and shows that the core values of any organizational philosophy should constantly add new content, provide new ideas and show a new realm.
Bizpl@ 126.com] All the above represent personal opinions. More business reviews