Text/Tan Changchun, Chief Expert of Huaxia Cornerstone Management Consulting Group

Employees who have worked in Apple for ten years have commented on Apple: Apple has always insisted on innovation, both internally and externally. The ultimate goal of its development is to pursue the ultimate and achieve the best in the industry.

Some people compare Apple with Microsoft and Google, and think that Apple is more like a designer-style company because of the personal reasons of its founder Steve Jobs. Google, formerly an advertising company, integrates engineer culture, public relations and marketing; Microsoft is a typical engineer culture.

So, what if Apple compares with Huawei?

Reasons for the continuous development of enterprises

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Innovation is the core factor of Apple. "Apple's innovation focuses on different parts of the ecosystem and closely integrates them in details." And Steve Jobs' classic quotation, "Living is to change the world. Are there other reasons? " It is also inspiring generations of employees to forge ahead.

Regarding where the motivation came from, Jobs said: "Most creators want to express their gratitude for benefiting from the achievements of their predecessors. I didn't invent language or math. I didn't make my own food or clothes. Everything I do depends on other members of mankind and their contributions and achievements ... We try to express our deep affection with our only talents, to express our gratitude for all the contributions of our predecessors, and to add something to the long history. This is my motivation. "

Huawei

Article 13 of Huawei's Basic Law: Opportunities, talents, technology and products are the main traction for the company's growth. These four forces interact with each other. Opportunities attract talents, talents attract technology, technology attracts products, and products attract more and greater opportunities. Increasing the traction of these four forces and promoting a virtuous circle between them will accelerate the growth of the company.

The power of core values

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From 65438 to 0997, after Steve Jobs officially returned to Apple, he made great efforts to revise Apple's values.

Jobs said: "Consumers know what Apple is, what it stands for, and where it stands in the world? We don't just make boxes to help consumers finish their work or things, although we do it better than anyone else, and even in some places, we do it best. Apple's core values are that we firmly believe that passionate people can make the world a better place. We have always had the opportunity to cooperate with such people and change the world more or less with software developers, users and you. We are convinced that people can make the world a better place. Only those who are crazy enough to think that they can change the world can really change the world. "

Huawei

Customer-oriented, struggler-oriented, long-term efforts. Huawei's core values are the core beliefs rooted in the heart, the internal driving force for Huawei to come to today, and the commitment to the future. It ensures that we can provide effective services to customers simultaneously and realize the vision of "enriching people's communication and life".

Meet and surpass the power of customers.

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Jobs said: "It's really hard for teams to design products. Many times, people have no idea what kind of products they need. So you can't just ask customers what they want and then try to do something for them. By the time you succeed, they have found another lover. "

Apple has been going beyond consumers' ideas and moving towards creating super products. On June 4, 2022, Apple's total market value exceeded $3 trillion. While many businesses are still doing market research to understand consumers' needs, Apple has gone further and actively told consumers what they need, instead of passively waiting for consumers' information feedback.

Apple's insistence on "simplicity first" makes it have an unbreakable relationship with customers, and also gives customers the idea of sharing good things with friends, family and colleagues.

Huawei

"Customer-centered, struggler-oriented, long-term efforts." Serving customers is the only reason why Huawei exists.

The power to achieve innovation and demand breakthrough

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Apple is a demand-oriented breakthrough design innovation.

The ability to observe human nature enables Apple to adjust its demand satisfaction strategy in time. For each new product design, Apple requires its engineers to provide three evaluation documents, namely, market development documents, engineering design documents and user experience documents. When these three documents are evaluated and approved by the Executive Committee, the design team will get the budget.

At Apple, everything can be subverted, everything can be redefined, even "innovation" itself. Apple has subverted the technological innovation concept with Microsoft as the mainstream. Jobs has never been as keen on technology as Bill Gates. On the basis of understanding technology, he gives play to the advantages of technology commercialization and is close to consumers. He designs and decorates technology products into works of art, hoping that consumers can't put it down and regard Apple products as everyday technology products instead of high-tech tools. Jobs mentioned that some outstanding people who designed Mac computers in the early days were also poets and musicians.

Huawei

In Huawei, demand equals "need (pain point)" plus "seeking (solution)".

Externally, Guo Ping, vice chairman of Huawei, once said at the Fortune Global Forum that a good smart phone should give consideration to both technology and experience, and it is a good mobile phone that can meet the needs of consumers.

Internally, Ren said that because Huawei is not a listed company, it does not care about things like balance sheets, but pays more attention to the needs of employees. Only by meeting the needs of employees can we develop and grow better. He also said that Huawei abides by business rules and has always been customer-centric.

Focus on the power of the goal.

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Focusing on one area has made Apple what it is today. In an interview, Jobs once flaunted himself as "concentration, narcissism and perfectionism". He believes that only real artists can do this, and only real artists can achieve the greatest success in business.

At that time, in the face of dying Apple, Jobs clearly realized that the only way to save it was to focus on what he was best at and most valuable. Jobs said: "The company has no focus at all, and every team is doing some of the same things. If Apple wants to survive, we must cut more projects. We must focus on what we are good at. "

Jobs also said: "People can't do too many things in this life, so everything should be wonderful." Because this is our destiny. Life is short, so this is the choice we make in life. We could have meditated in Japanese temples, we could have sailed, the management could have played golf, they could have taken charge of other companies, and we all chose to do such things in our lives. So it is better to do it well. It better be worth it We thought it was really good. "

Huawei

Ren Zheng Fei: You can only charge at the entrance of one wall.

In Huawei's Basic Law, there are many descriptions of an industry, a positioning and a kind of target customers: Huawei's pursuit is to realize customers' dreams in the field of electronic information, and Huawei has become a world-class leading enterprise through bit by bit efforts.

In order to make Huawei a world-class equipment supplier, Huawei will never enter the information service industry. Huawei will only enter a new field with a broad market if it sees opportunities, has new ideas and is convinced that it can make unique contributions to customers in this field.

The power to realize multi-level value development

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As an electronic consumer goods enterprise, we always insist on meeting the experience needs of consumers and constantly introduce products that can better meet the experience of consumers. This innovative culture makes Apple produce new products almost every year. Every product launched by Apple brings customers the latest experience and leads the trend of the times. The slogan "Think differently" was Jobs' idea. On the one hand, it makes consumers know Apple again, and more importantly, it inspires employees' innovative motivation.

Apple never said that the first generation iPod was a 6.5-ounce music player with a 5G hard drive. It just said, "You have a thousand songs in your pocket."

Don't particularly emphasize the hardware function of science and technology, because that is what engineers should do; Special emphasis on rich connotation, which is the core value that consumers care about: simple and rich!

Huawei

Gather the strength of talents

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In the use of talents, Jobs emphasized "essence" and "simplicity". Pixar, founded and managed by Jobs, advocates that there is no "B team" and every film is the best effort of the smartest cartoonists, screenwriters and technicians. "Quality is more important than quantity." Jobs said that since he saw Stephen G. Wozniak's extraordinary engineering skills in manufacturing the first Mac computer a few years ago, he believed that a small team of top talents could run a huge roulette, and only a few such top teams were enough. To this end, he spent a lot of energy and time on the phone, looking for the best people he had ever heard of and the people he thought were most suitable for various positions at Apple.

Apple encourages individualism, which may make a difference, and tends to hire people who are thoughtful and know how to motivate themselves. Under the leadership of Steve Jobs, Apple formed a dynamic and creative corporate culture at the beginning of its establishment. Apple encourages hard work and emphasizes personal achievement, which makes Apple develop incredible products.

Talent comes first. Jobs once said in public that it took him half his life to fully realize the value of talents. In his view, to make distinctive products, we must first have a distinctive team.

What is particularly touching is that when Apple was strongly impacted by Microsoft and IBM, it did not lay off employees because of the recession of the enterprise, but paid more attention to the value of employees and tied the interests of employees with the interests of the company, thus making its research and development tend to be stable and maintain rapid development.

Huawei

The key factor of Huawei's success is the emphasis on talents. "Using good people and distributing good money" is one of the secrets of Huawei's success. Ren himself also mentioned that talent management is Huawei's core competitiveness.

Ren has attached great importance to talents since he started his business. In the 1980s and 1990s, when college students were scarce, Ren often went to the talent market to recruit people. Some college students have not graduated yet, so they have to pay the tolls first, so that they can report directly to the company after graduation.

Zhang Jianguo, the first vice president of Huawei's human resources, said that Huawei's most powerful place is employing people, and it was also the first China company to build a human resources system and put forward the theory of "knowledge-based talents".

Wu Jianguo, former vice president of human resources of Huawei: The secret of Huawei's talent strategy is "three people, take four people's money and do five people's work".

The power of organizational construction

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Apple is undoubtedly a big company in terms of volume, but in terms of organizational structure or process, it is a small company with "small is beautiful".

In Steve Jobs' era, Apple was a flat and direct organization, facing the top decision makers of product innovation business, an authoritarian and evangelical organizational structure with a minimalist structure.

On the one hand, Apple pursues simplicity in organizational structure and has no committee. The concept of overall management is not popular here. Only the CFO holds the "profit and loss statement" and is responsible for the expenses that cause the profit and loss. Apple doesn't have many departments, but it is divided into various functions. Even if the company is large, it can act quickly and have the ability to focus on a few things.

On the other hand, Apple has a "subconscious" level, that is, the "100 leader" team, which Jobs focuses on cultivating, and the "100 leader" meeting is an important management tool for Apple. He and his first assistant used this meeting to tell an influential team about the development direction of Apple. Being elected as "the leader of 100 people" is equivalent to being appreciated by Jobs. This kind of honor is not necessarily won at a certain level. Similarly, the participation qualification is not permanent, which can stimulate the enthusiasm of employees.

Huawei

Huawei's organizational system is particularly developed. Employees can work hard to promote a certain job, but when they encounter difficulties, they can always seek corresponding help through the organizational system in time until they finally get things done.

In Huawei, knowing how to rely on the organizational system and ask for help in time is more important than the ability to work independently. If you don't know how to rely on the organizational system and ask for help, it is more difficult to survive in Huawei's soil. Therefore, in Huawei, you will see such a phenomenon. Some people can't be competent for some jobs at first and can't finish them independently, but in the end they can advance their work brilliantly. This is the power of organization.

Founder personality drive

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Some people commented on Jobs' personality, saying that he had a strong desire for expression and artistic talent, and had a harsh aesthetic fascination and control over himself and his products. ...

He pursued his ideal all his life until his death. He is very responsible, self-motivated, creative and far-sighted, and is an out-and-out perfectionist. His courage and boldness also persuaded and followed many people. He has enough charm to attract outstanding talents, promote development and realize innovation, thus achieving enterprises.

Jobs said: "Living is to change the world. Are there other reasons? " ? It's not my job to be nice to people. My job is to make them do better. My job is to gather the company's resources, clear the roadblocks, and then put the resources into the most critical projects. My job is to gather these excellent people under our command and then urge them to do better. "

Huawei

Ren Zheng Fei commented on himself like this: "My character is good at compromise and surrender, not good at struggle." In fact, on the whole, Ren is a person with gloomy thoughts, convergent appearance, bold heart, soft heart and feelings for home and country. Since the beginning of his business, Ren has been using his own organization to build his own ability, just like a bucket of paste condensed the strength of the whole company from dozens to nearly 200 thousand people, sailing all the way forward.

Apple and Huawei, no matter what kind of corporate culture, have formed the strength of enterprise growth and development. Perhaps only when culture can be condensed into strength can it be called a truly useful and valuable culture.

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Brief introduction of the author

Tan Changchun once worked for Coca-Cola, TNS and other four world-leading international brands and the world-leading customized market companies. Chief expert of Huaxia Cornerstone Management Consulting Group, famous financial expert of Netease, and global strategy research expert of Forbes.

Founder of enterprise basic law based on Huawei basic law, a new generation of Huawei researchers and promoters of management practice, and initiator of "Building 100 Small Huawei" project.

Visiting professors from famous universities such as Peking University, Tsinghua University, China Renmin University and Beijing Jiaotong University have written four monographs, creating an "expert interview" for outstanding entrepreneurs.

brief Introduction of the content

Professor Peng Jianfeng, the leader of the basic law of Huawei, made a preface, and Dr. Tan Changchun, the founder of the basic law of Huawei, deeply analyzed the essence of Huawei's 30-year management and objectively restored "real Huawei" as the success factor of internationally renowned enterprises.

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