Huawei has become an irreplaceable leader of entrepreneurs and is worth learning from.
How was the Huawei miracle born?
Huawei is a company that advocates and promotes wolf culture.
Companies usually have:
Sharp sense of smell, strong sense of competition, team spirit and spirit of sacrifice.
Huawei is also a company with tortoise spirit.
Patience, hard work, persistence, persistence, the more frustrated, the more courageous, and the repeated defeats.
Is a prerequisite for great achievements.
Tiangui 1: wolf culture
Only culture is endless.
Implant wolf gene
Mutual benefit * * * win-win, coordinated operations.
Conquer the world with the spirit of wolves.
Tiangui 2: Focus on your efforts
Start from scratch with a down-to-earth attitude
Do one line, love one line, and specialize in one line.
Small improvements are big incentives, and big suggestions are only encouraged.
Sit on the bench for ten years
Cadres should have practical experience at the grassroots level
Tiangui 3: induction education
Starting from military training, wash tendons and cut marrow.
Cultural Re-education and the Unity of Values
Job skills training, strengthen execution.
Combining training with war to build a professional iron army
Tiangui 4: mentoring and mentoring
Establish a learning organization
Implement the whole tutorial system.
A gang, a pair of red.
Use mechanisms to ensure effectiveness.
Not rigid, not blindly following.
Tiandao 5: Appoint people on their merits.
The academic status disappeared.
Don't look at qualifications, look at ability.
Appoint on the basis of merit and be impartial.
Cadres should be able to go up and down.
Rotating CEO system
Heaven 6: Declaration of Self-discipline
The biggest enemy is yourself.
Guard the fort from the inside
Grit your teeth in difficult times.
If you succeed, don't give up trying.
Take responsibility boldly.
Sky Rule 7: Result Orientation
Establish a commercial working thinking
Guide production according to customer's demand.
Technological innovation should be based on the present.
Focus on the main business and provide good service.
I admit that there is jiaozi in the teapot.
Tiangui 8: Process Reengineering
Don't be a short-lived hero.
Building a process culture independent of people
Realize the standardized management of work
Optimize existing processes to simplify work.
From beginning to end, improve the process organization construction.
Heaven nine: fetishism
Get out of the misunderstanding of independent innovation
Innovation on the shoulders of giants
All excellent elements should be used by me.
Cut your feet to fit your shoes and put on American shoes
First rigid, then optimized, and then solidified.
Tiangui 10: half a step ahead
Not innovating is the biggest risk of an enterprise.
Put all your eggs in one basket and concentrate on research and development
Innovation can only lead the opponent by half a step.
The technology sold is valuable.
Always pay attention to customer needs and stay ahead.
Altimeter 1 1: pressure principle
Dare to cross the rubicon, one last try.
Concentrate superior forces to fight annihilation.
A place to attack each other.
The best defense is attack.
Tiangui 12: Dynamic Organization
Breaking departmental barriers under PDT mode
Simplify organizational management
Realize end-to-end process control
Film Federation promotes the circular flow of cadres
Tiangui 13: Project Management and Control
Understand and decompose goals
Draw up a binding project plan
Realize the optimal utilization of resources
Let process control and nodes.
Every detail should be monitored in place.
Tiangui 14: Quote afterwards.
Learn to look back afterwards.
Don't let go of any problems.
Ask a few more why.
Improve on the basis of summary
Tiangui 15: Liability constraint
Carry out the cadre performance commitment system
Cadres who do not make progress should be removed from office.
This is my responsibility.
People are loyal and have no regrets in their position.
Tiangui 16: Rule consciousness
System is the foundation of all management.
Obey the rules to achieve the goal.
Enterprises that don't do interpersonal relationships
Set an example and strengthen the influence of the system
Cultivate employees' awareness of rules
Tiangui 17: share joys and sorrows.
For life, let's live together.
Share weal and woe, we will overcome difficulties.
Raise a glass to celebrate if you win, and save your life if you lose.
Soul team, love is boundless.
Sky meter 18: fast response
Inspire a little vitality and move at the sound.
Flexible formation of special operations forces
Stand by and attack with all your might at any time
Strengthen communication and realize seamless docking
Tiangui 19: Sincere and trustworthy
Establish people with sincerity, and establish a career with sincerity.
Always adhere to customer demand orientation
Only when customers are satisfied can enterprises survive.
More anxious than the customer.
Touch god with actions.
Heaven Rule 20: Tortoise Spirit
Insist on doing only one thing.
Advance firmly
Resolutely avoid opportunism.
Self-transcendence, Excellence
Tiangui 2 1: Repeated defeats and repeated wars
The market does not believe in tears.
Fight one's way
The more frustrated and brave, the more frustrated and brave.
Summarize your experience before you start.
Sky Rule 22: Pay attention to contribution
Don't look at the position, look at the contribution.
Evaluate the project scale through contribution.
Equal contribution, equal remuneration
There are more rickshaws than cars.
We can't let Lei Feng suffer.
Tiangui 23: Equity Incentive
Three high policies promote action.
Full shareholding stimulates enterprising consciousness
Only when you get a hole can you make a hole.
Share success with the strugglers.
Heaven Rule 24: Only those who are afraid can survive.
Crisis will come at any time.
Awaken employees' sense of crisis
Inspire fighting spirit with the final elimination
The internet era calls for wolves.
Heaven 25: Self-optimization
Dust your thoughts with a duster.
You have to live to save face.
Make mistakes, but make progress
Enrich yourself and become the capital of the company.
Tiangui 26: Internal Entrepreneurship
Let employees become market-oriented people
Promote enterprise metabolism
Broaden channel advantages
Grow up in innovation
Sky Rule 27: Gray Management
Stick to the right direction
Reject the metaphysical distinction between black and white
Learn to compromise, learn to be open, and learn to be tolerant.
Pursuing perfectionism will die faster.
Carry out utilitarianism according to local conditions
Sky Rule 28: Logistics Support
Do a good job in supply chain management
Establish a professional management team
Timely care for front-line employees
Thoughtful welfare treatment
The saddest thing in life is to spend all one's intelligence and wisdom on tactics. When I looked up, I found that my industry, which strives for perfection, has declined and my strategic direction is wrong.
There is an old saying in China that business is easy to do, but it is difficult to put it aside.
We are facing an increasingly complex and turbulent world;
No business model is eternal;
No competitiveness is eternal.
Get partners, get the world!
Yu Liang, president of Vanke, said that the era of employment is over.
The time for partners has come!
After turning the core employees into partners, a miracle appeared!
Huawei, why can it grow from 40,000 yuan to more than 654.38 billion US dollars and become the top 500 in the world? Because he began to implement the full shareholding partner model in the 1990 s and began to establish joint ventures with customers all over the country!
Handu Yishe, which introduced the partner management system in 2008, ranked first in the Internet clothing brand for 10 years in a row, and its performance exceeded 2 billion.
Xuhui Real Estate introduced the partner management system on 20 12, and maintained a 70% growth in performance for six consecutive years, becoming a super dark horse in the real estate industry.
Aier Ophthalmology 20 14 introduced the partner management system, and became the first ophthalmology chain medical service in five years, with a market value of 80 billion.
Country Garden introduced the partner management system in 20 14, and became the first real estate company in China within three years, with a performance exceeding 500 billion.
Partner era: Huawei, Ali, Country Garden, Xuhui Real Estate, Haier, Handu Yishe, Aier Ophthalmology and other well-known enterprises have introduced the partner system with "interests * * *" as the core, and more and more small and medium-sized enterprises have introduced the partner management model to cultivate core talents, forming an integration of interests, careers and destiny with the company!
It's not whether to use the partner management model, but the era has chosen the partner management model!
The boss doesn't understand the partner's equity, just like planting a mine!
Myth 1: Allocate equity according to the proportion of capital contribution.
In the past, if the start-up capital of the company was 1 10,000, it was common sense for the shareholders who contributed 700,000 yuan to hold 70% of the shares even if they did not participate in the venture. At present, it has become common sense for shareholders who only pay money but don't work. In the past, the core or even the only basis of shareholders' share distribution was "how much to pay", and "money" was the biggest variable. At present, "people" is the biggest variable in equity distribution.
Myth 2: Share equity equally.
According to the survey, the ownership structure of enterprises is prone to disputes in three main situations:
The share ratios of the founders and shareholders of the enterprise are 1/3, 1/3 and 1/3 respectively, accounting for 12%.
The share ratio of the founder and shareholders of the enterprise is: 50%, and 50% accounts for 17%.
The shares of the founders and shareholders of the enterprise are 40%, 30% and 30% respectively, accounting for 16%.
From the beginning of the company, it is necessary to say "bad words" first. If they are five good brothers, the shares will be shared equally, each with 20%. It seems fair, but it is unfair because everyone has different abilities. This method of sharing shares equally planted the seeds of discord from the beginning. Capable people will think: I am more capable than all of them, but why are shares the same as others? People who are incapable may think: I can muddle along and eat this equity. If it is not handled well, this contradiction will break out and lead to the company's bankruptcy.
One of the biggest triggers of the partnership equity war is that there is no exit mechanism at all. For example, some partners invested 50,000 yuan in the early stage and held 30% of the company's shares. After working for half a year, he left his job voluntarily because of disagreement with the team, or passively because of incompetence, health reasons or family changes.
The boss doesn't understand the partner's equity and loses the market opportunity!
15 years ago, how did Ma Yun lock in 18 arhat and achieve the myth of Alibaba today? Because as soon as he started his business, experts made clear equity planning and equity incentive design for him!
Ma Yun's listing tells us:
Equity can attract talents (Cai Chongxin)
Equity can retain talents (18 arhat)
Equity can be financed (Sun Zhengyi)
Equity can play the market (cooperation with Yahoo)
Equity design holding (Ma Yun controls less than 10%)
The role of equity incentive:
1, standardize employee behavior and improve enterprise cohesion;
2. Liberate the boss and double the performance;
3. Balance the relationship between shareholders and the hero's withdrawal mechanism;
4. Strategic echelon of talents to attract talents from the same industry.
Enterprises have five lifelines:
1, 67% boss is fully controlled;
2. 5 1% boss has relative control;
3. 34% of bosses have veto power;
4. 20% defines the right of horizontal competition;
5. 10% can apply for dissolution of the company.
Entrepreneurs who don't understand equity planning will face eight painful problems:
1. Buddies become enemies;
2. A strange bedmate, a roommate;
3. Raise a son and call someone else's father. Little Sheep is called KFC's father.
4. competitors dig the wall;
5. The team work is inefficient;
6. Missed the cooperation opportunity and lost the financing function;
7. Affect the listing plan;
8. No matter how good the project is, it can't be done.
How to control the equity of the enterprise;
Ma Yun holds 7.4% of the shares but can control Alibaba, and he can hold power if he holds less than 1%. Equity is the lifeblood of an enterprise. For a boss, the first lesson is also the most important one! The enterprise decided to finish from the beginning!
The enterprise is not big and the wisdom is not enough.
As long as your company has more than two partners,
This will involve the distribution design of fair mechanism:
As long as your company has employees and managers,
Will involve the issue of equity incentives:
As long as your company has a project to go public in the later stage,
Will involve the issue of equity investment and financing …
In order to solve the problems of talent management and brain drain in small and medium-sized enterprises.
Business owners are busy and have the heart to learn.