Ren: If you are not a CEO, you won't understand the CEO's difficulties!
Thirty years ago, Ren registered Huawei for 2 1 0,000 yuan to support his family. More than a dozen beds are lined up by the wall, and there are not enough beds. Instead, foam boards and mattresses are used, and all employees live here.
Thirty years later, no one expected that this small company, born in a dilapidated factory building, would rewrite the history of communication manufacturing in China and even the world.
Ren said: "Huawei has not succeeded, but is growing. Greatness is made.
In 199 1, Ren vowed that "if the research and development is unsuccessful, he will jump from the upstairs". At that time, he experienced a confused middle age, his business was cheated, his wife left, and his parents and siblings had to raise their children.
From 2000 to 2002, Ren suffered from depression and often woke up crying in the middle of the night.
He said: "If you only focus on baking in the sun, you will know that the CEO is not good."
Thinking about failure every day, the crisis is always there.
What won't kill you will make you stronger.
In 2002, the company almost went bankrupt. With the bursting of the IT bubble and the intersection of internal and external contradictions, I have been unable to control this company. It was a nightmare for half a year, and I often woke up and cried.
This wave after wave of landslides once made me suffer from depression. However, looking back now, the material hardship and spiritual hardship have become a mature and valuable asset in my later life.
Over the years, I have been thinking about failure every day, turning a blind eye to success, having no sense of honor and pride, only a sense of crisis.
Huawei is always crying wolf, shouting too much, and everyone doesn't believe it. But the wolf will really come. It is necessary to discuss the crisis extensively, what is the crisis of Huawei, what is the crisis of your department, what is the crisis of your department, and what is the crisis of your process. Can it be improved? Can you still improve the per capita income?
How to improve management efficiency? We write some management points every year. Can these points improve your work? If they make a little progress, we will move forward.
Huawei's most basic mission is to survive, which is also the survival law of every company.
Only paranoia can survive.
The growth of enterprises should have the characteristics of wolves.
When I founded Huawei and decided to enter the communication industry, I was forced to rush forward.
Communication is a highly competitive industry. There is no third way for any telecom company in the world to develop or perish. So is Huawei. There is no retreat. To survive, we must develop.
At Huawei, no mistakes are allowed.
Huawei has a great feature, which is criticism and self-criticism. We should always keep a clear head, a sense of crisis and self-criticism.
Huawei's most powerful human resource management is the evaluation system, which is called "evaluation is everywhere, evaluation is everywhere". We control the details very well, such as the perfume in Huawei bathroom. We will measure how long the fragrance will disperse, and there is a standard. For example, why do Huawei drivers never pick up people late? We have all done accurate statistical research. Click on the text to read: Special soldier Wang Gang came home to see his father being beaten by the underworld and his sister being bullied. He was angry this time. ..
In order to sell, Huawei spared no expense: in Heilongjiang, which was in a bloody battle with Ericsson, Huawei sent more than ten times as many technicians as its rivals to carry out hand-to-hand combat in various county telecommunications bureaus. Where something went wrong, Huawei people rushed to the scene immediately. In order to win a project, Huawei will spend seven or eight months investing money that is inconsistent with the return ... It seems stupid, but it has taken customers away from multinational giants.
I think that if an enterprise wants to grow, it must have the three most remarkable characteristics of wolves: first, a keen sense of smell, second, an indomitable, selfless and tireless offensive spirit, and third, a sense of group struggle.
Don't try to be a man.
Instead of reforming the shortcomings, it is better to give play to your own advantages.
How do you feel about yourself on the road of life? Is to play to your advantage. For example, my English is not good, and I am not good now, but it doesn't mean that my foreign language ability is not good. I am a representative of foreign language classes in the university. I also taught myself English and Japanese at that time, so I could communicate easily and read books. But why not? After 20 years of military service, I am a stranger who has never used this tool.
All our efforts can't produce value for our customers, so we can't. From this perspective, I hope everyone can pay attention to their own advantages. Of course, this does not mean that we don't have to reform our shortcomings.
I'm not saying that you can't make great achievements. I think the most important thing is to give full play to our own advantages and achieve realistic goals. In this way, the psychological burden will not be too heavy and confidence will be enhanced. Of course, this confidence includes the confidence to live and the confidence to live.
The gap between people is always there. There is also a gap between children born to the same parents, not to mention that you have different parents. When your classmates and colleagues make progress and have a gap, it is necessary to judge whether they have played their own advantages. If one has it, don't compare with others. If a person doesn't play well, he should stick to it.
I've only done one thing in 30 years.
There is no end to struggle, you should learn to persist.
The history of Huawei's development is a history of constantly grabbing food from tigers.
Before founding Huawei, I worked as an officer and later as the deputy general manager of Nanyou Group. Because I didn't adapt to the market economy and management methods, I didn't do well. People didn't want me, so I had to resign and look for a job.
In fact, we lacked the ability to live at that time because we were not familiar with the market economy. At that time, China was facing social transformation. People like us know nothing about technology and business transactions, so it is very difficult to survive and very marginalized. Click on the text to read: The world's first gangster died, 90,000 messengers saw him off, and 200,000 police officers were dispatched at the memorial service to maintain order.
Over the past 30 years, we have unswervingly charged only at the "wall" in the communication field. When we grow up, we insist on doing only one thing and making it bigger in one aspect. When Huawei had only a few dozen people, it attacked a "city wall". Hundreds of thousands of people also attacked this "city wall entrance". Now hundreds of thousands of people are still charging at this "city wall entrance". Intensive artillery fire, saturated attack.
Nothing is easy, but fortunately we all persisted. There is no end to the struggle, Huawei has no secrets, just one word "stupid"! Like Forrest Gump, look for the right direction, toward the goal, do it foolishly, pay foolishly, and invest foolishly.
Spend a lot of money on learning management.
Learn from all excellent people.
Basically, I will read one or two books a week and several magazines every day, so my mind will be very active. I must read Reader's Digest, not only for myself, but also for others.
"Huawei learns from foreign countries: learning from the British system, American innovation, Japanese lean, and German norms.
Learn from the enterprise: In 20 14, Huawei learned Haidilao and Shunfeng, and let all executives go to Haidilao for free meals.
In the past 30 years, Huawei has been studying western enterprise management comprehensively. Up to now, the whole process has not been completed. Although we are better than other companies in management, compared with international companies like Ericsson, we have 20,000 more managers and spend 4 billion dollars in management fees every year. Therefore, we constantly optimize the organization and process to improve internal efficiency. Huawei has not stopped for a day, and has been under the impact of one crisis after another, but it will soon encounter another impact.
Many people ask me "the secret of Huawei's success". Huawei has no secrets, and anyone can learn. Huawei has no background, no dependence and no resources. Only by working hard can it get a chance.
When you came to Huawei 30 years ago, you would feel that Huawei was a factory that was about to close. They started from a rotten shed with two multimeters and an oscilloscope. It used to be a backward factory, even more pitiful than the processing factory in the Pearl River Delta.
Now it has become a leading enterprise in the world, with processing plants all over the world and a valuation of more than 800 billion yuan.
In this life, just concentrate on one thing.