Under the ups and downs of the international economy, as a manager, he successfully brought Huawei's technology to more than 40 countries around the world, led Huawei to achieve annual sales income of nearly 200 billion yuan, and became the second largest equipment manufacturer in the world. How did he do it, how did he do it, and what did he say at the critical moment to be so successful? Ren's internal speech (what Ren said at a critical time) will tell you everything. It is not easy to start a business, but it is difficult to stay in business. How can Ren unite such a huge enterprise, successfully resist financial storms again and again, and turn the tide at a critical moment? If you lose, you will die. I believe that our cause will surely win. This decision is incorrect. We need to understand and tolerate Huawei's pursuit of profit maximization. Now we are starting from the beginning. Chapter II Value-added talents are the most important value-added enterprises. The value-added of human capital is greater than that of financial capital. To cultivate talents, we must implement the strategy of low center of gravity, make ourselves an open learning system and seize opportunities. Chapter III Excellent people create opportunities. With personal energy, the whole organization will be activated and will never be a "stable class" bench that loses morale. Being ten years younger is a weakness, but it is also an advantage. Implementing the last elimination system is conducive to protecting outstanding employees. Chapter IV Innovation: Ideological creation is a valuable resource. * * * The innovation you enjoy is the real innovation, and small improvements will bring big rewards. Big advice only encourages innovation to sell things. You get the third revelation at the critical moment of "anti-naivety": running a business is the critical moment of managing talents. The fourth revelation: enterprises will inevitably die if they don't innovate. The third chapter is about the barbaric growth at the critical moment, integrating with the international community and exploring opportunities. The first chapter aims at world-class companies. Westerners wear suits and ties, and should adhere to the principle of "deep beach scouring" in competitions. The "low-level weir" and "localization" of personal service Chapter II Enterprises must maintain a reasonable growth rate. Without a reasonable growth rate, they will die sweetly and they will criticize each other in a crushing defeat. We should advocate self-criticism and let those who can hear the gunfire make decisions. Chapter III Quality and service are the foundation of our success. Ignoring quality is suicide. Who can survive the seventh revelation of the critical moment: the development speed can't run out of the crisis, and the enterprise will fail. The eighth revelation at the critical moment: building a knowledge-intensive enterprise. The fifth chapter of critical moment is evergreen tree and double-edged thinking, and the first chapter of grey management is from rigidity to optimization. After optimization, playing mahjong can never manage backwardness. It is more terrible than backward technology, and the change is too urgent. It can't be good. The most difficult thing in management is cost control. If you don't want to improve management, the enterprise is dead. The key point of A-level management in the second chapter is balanced development. Grasping the shortcomings means that layoffs, layoffs, and layoffs are business-oriented. Chapter III The important qualities of standardized management leaders are direction and rhythm. The correct direction of a leader comes from gray scale and compromise. A wise leader is a stumbling block to change. Fading down the heroic color is the only way to professionalism. Let the most responsible person be the most important work assessment cadre. The fourth chapter, the accumulation of success and failure in 20 years, tempered that Huawei people kept a low profile and did not respond. Only the culture is endless, and the gentleman takes the road. The core values of villains can never become the responsibility of successors. Is to lead everyone to continue the life of the enterprise, for the happiness of the family, for the rejuvenation of the nation, to strive for success. It's a revelation from an annoying teacher at a critical moment. The ninth revelation: enterprise management should be continuously optimized at critical moments. The quality and ability of enterprise leaders are very important.