When we understand this "Tao" by studying Huawei , we will find that it is impossible for Huawei to succeed. Why? Because the seeds of success have been sown since her establishment.
text: Wu Chunbo ("China's hidden champion" selection judge, professor of the Institute of Organization and Human Resources, School of Public Administration, Renmin University of China, and senior management consultant of Huawei)
Source: Huaxia Cornerstone eInsight (ID: chnstonewx)
For a long time, learning from Huawei has become a craze. In fact, Huawei was originally a very low-key company, but later it went through a long process of being misunderstood and hacked. In recent years, Huawei has become "resulted", but it is not as long as it is "resulted". "Red" to the extreme will "go gray". In this regard, Ren Zhengfei is very vigilant. He is worried that Huawei will become the " Daqing " and "Dazhai" and become the so-called role model. He believes that such consequences will be disastrous.
Now, our Chinese companies are enthusiastic about Huawei. Many business schools (training institutions) are also summarizing and collating a lot of articles based on Huawei. Of course, there are very high-quality content here, but there are also cases of being a subtitle. This requires the majority of Huawei "fans", our entrepreneurs and executives, to improve their recognition and be vigilant about some plagiarized and patched content or even randomly fabricated content. Some unscrupulous public accounts, even without even finding Huawei's door, dared to concoct Ren Zhengfei's speech and fabricate Huawei's story. In order to attract attention, a lot of false content was created in it, and some people even took subcontracting methods to organize students to fabricate "Huawei Success Science". These shoddy content, lacking basic knowledge and logic, largely mislead readers.
Therefore, I suggest that all entrepreneurs should pay more attention to books and materials recognized by Huawei in the process of learning Huawei, and read more articles written by Ren Zhengfei himself to avoid being cut off by bad media.
What exactly should I learn from Huawei?
Back to today's topic. What exactly should enterprises learn to learn Huawei? There may be some kind of "Tao" for learning here. I think there are only a few points to learn from Huawei:
First, it is better to learn from Huawei's past than to learn from Huawei's present.
Huawei is now very brilliant and very high-end. Most companies have a considerable gap compared to it, and they have no way to start learning. If you want to achieve glory, you must go through hardships; if you want to wear a crown, you must bear the weight. Since the beginning of the business, suffering has always been with Huawei. Suffering has created Huawei, and suffering is also an element of Huawei's success. Although Huawei is difficult, it is easy to learn. We might as well start from her past and learn about her development path. This path will be more important to most of our companies.
Second, it is better to learn Huawei's "Tao".
SkillsEasy to learn , the way is hard to find, Huawei's way should be the universal way for Chinese enterprises, especially high-tech enterprises to manage. Huawei just explored the development path earlier than other companies and set out earlier. Everything Huawei experienced, whether it was experience or lessons, was of reference significance to later companies.
Huawei's way is the core value system that Huawei has always adhered to and supports its rapid growth in 30 years since its development. When we understand this "Tao" through research on Huawei, we will find that it is impossible for Huawei to succeed. Why? Because the seeds of success have been sown since her establishment. What Huawei insisted on has almost not changed in the past 30 years, but there are some differences in statements in different periods.For example, in the past, Huawei proposed to "not let Lei Feng suffer losses", but now it has changed to "focused on those who struggle first" - there is no difference between the essence of these two, in fact, Huawei has adhered to the core values that it has adhered to for 30 years. Here, I do not use the word "culture" because the meaning of "culture" is too broad, while the "core value system" points to a clear direction.
So, what are Huawei’s consistent core values?
first, always customer-centric. Customer-centered is a very heavy topic, because companies often have many centers, shareholders are the center, leaders are the center, and superiors are the center. Many companies must be both employees and shareholders as the center. This multi-center existence is invisibly strangling the company. So, who should the enterprise be centered on? Huawei is customer-centric and persists for 30 years. Moreover, this sentence is not hung on the wall, but has become an independent action for all Huawei people.
Second, focus on those who struggle, persist in hard work for a long time. Huawei is a company that insists on striving. How difficult is "struggle"? It is even more difficult to continue to struggle! It is difficult to make 200,000 employees agree with the concept of struggle, and it is even more difficult to make them have continuous struggle practice! It is easy for employees to struggle in a short period of time, and it is even more difficult for them to continue to struggle for more than 30 years. Because struggle is difficult to become a habit for most people, struggle is difficult to become a spontaneous behavior of the group. "It's not time to whip" because "the old cow also understands the value of time", that is, struggle requires the driving of the core value system, mechanism and management system. In Ren Zhengfei's words, it is to make "the organization always full of vitality." Of course, there are exceptions. Ren Zhengfei is a person who does not need to whip himself. He is the best struggler on Huawei and has set an example for the struggler of the company.
At the same time, Huawei has also done so as not to let those who struggle suffer. Huawei’s focus on struggling is the first thing to promote struggle, and the one that follows closely is to prevent struggling from suffering losses. Compared with struggle, it is more difficult to prevent strugglers from suffering losses. Enterprises need to continuously reward and motivate strugglers. Only in this way can the struggle of the group continue and long-term hard work be achieved.
Huawei's core values are actually only the above three sentences, which seem simple and simple. However, how can the simple and simple concept be realized in the enterprise? How to make the slogans in your mouth and the slogans on the wall a great practice? This is a huge challenge. A simple, simple, single, measurable, and internal logic core value system is powerful. It’s really not easy to stick to simple things for a long time. Huawei is a company dominated by common sense. It is the truth to be used to maximize common sense, and most of the mistakes that companies are most likely to make are common sense mistakes.
"Customer-centered" is an external orientation, defined by Huawei's mission and vision, while "Struggle-centered" is a certain internal orientation and a requirement for Huawei's internal employees; "Customer-centered" is a core value proposition at the guidance, traction and goal level, while "Struggle-centered" is a core value proposition at the short-term tool, means and pathway level; "Long-term persistence in hard work" is a core value proposition at the long-term strategy, mechanism and vitality level. This is a core value system with internal logic.
Ren Zhengfei pointed out: Huawei's victory is also the victory of Huawei's human resources policy . Huawei’s “Human Resource Management Outline Version 2.0” proposes: The key driving factor for Huawei’s growth and sustainable development is human resource management. It should be noted that human resource management is not “one” of the driving factor, but the only one. So, how to make people become fighters? This is a huge problem encountered in human resource management.
Huawei's value lies in that it is a pioneer. Because we set out earlier, hit the wall earlier, and explore earlier, we also learned experiences and lessons earlier.This is the result of Huawei's exploration, and it can also be said to be some successful cases. Other companies can directly apply it, without necessarily learning about Huawei's process of hitting the wall.
Third, it is better to learn Huawei's management than to learn Huawei's management.
In the early stage, Huawei focused on business growth while paying attention to the internal mechanisms and management of the enterprise, and achieved a balance between operations and management during the growth process. The general shortcomings of Chinese companies are mechanisms and management, not business philosophy and model. Because of different industries, different customers, and different business models, if Huawei's business model is completely copied, it will not be of greater help to the development of the company.
There are two concepts in management. The first is to discover opportunities. It should be admitted that the Chinese are one of the three major ethnic groups in the world that are good at doing business, and our entrepreneurs have a strong sense of business and their ability to discover opportunities. What's the problem? This involves the second concept of , namely, realizing opportunities. found that opportunities depend on individuals, bosses, and senior management, but the realization of opportunities depends on organizations. The reason why some companies cannot better realize opportunities after discovering them is because of the phenomenon of organizational efficiency and internal consumption. When there is a problem with organizational efficiency, most companies will make trouble internally. After the trouble is clear, the "day lily" has become cold and will always be half a step slower than others. At the same time, organizational efficiency is affected by individual capabilities, so Huawei’s exploration in the field of human resources management is worth learning from.
management is common. Durak believes that 90% of the problems are the same when managing an army, managing a hospital and managing a business. Management will not distinguish between the nature of the enterprise or the ownership system. There is no problem with Huawei's management, especially in the applicability of human resource management, and there is no need to question it. Therefore, it is better to learn Huawei's management than to learn Huawei's management.
Fourth, learn Huawei, you can not learn anything else, there are three things that must be learned
Self-criticism is a necessary prerequisite for the growth and progress of any organization and individual. Self-critical ability and organizational self-healing are Huawei's most important capabilities, which is very terrifying. I often emphasize that Huawei is a company that is more ruthless to others and more ruthless to herself, which is its characteristic. Just imagine, if a person is not cruel to himself, can he be cruel to others? As the saying goes, no gold is pure, no one is perfect. Every company has its own problems and shortcomings. How to solve it? It is necessary to carry out self-criticism and find the gap between yourself and others. This is a necessary prerequisite for the further development of the company.
The United States Jim Collins has written " From Excellence to Excellence ", " Evergreen " and "Recreating Excellence", etc. Among them, "Recreation of Excellence" is a book that specializes in why companies fail. After case studies, we have revealed five stages of corporate decline: arrogance, blind expansion, indifference to crises, searching for life-saving straws, being forgotten or on the verge of extinction. Collins' conclusion has been verified by many companies that have fallen into pieces. It can be said that arrogance is a common problem for many companies to get out of difficulties and enter a stage of rapid development. The first thing that shows is arrogance towards customers, and then becomes arrogant, and naturally he will not learn or make progress. At this time, the ability to self-criticize becomes extremely important. Some people equate self-criticism with core values such as customer-centricity, struggle-oriented, and long-term persistence in hard work, but I don’t think so. I think self-criticism is just a tool for Huawei, but its importance cannot be questioned.
As we all know, it is easy to blame others, but it is difficult to criticize yourself. It is even more difficult to institutionalize self-criticism and turn it into group behavior within the enterprise. Huawei’s self-criticism is not a movement-style, but a system of systems.
Strong organizational learning ability is a key success factor for Huawei to move from mediocrity to excellence. Most of Huawei's existing management system, structure, knowledge, etc. are not innovations, but come from the outside world. Huawei always adheres to the "take-taking theory" in management, which means constantly bringing the industry's excellent management experience and management practices to use for its own use. For example, on November 30, 2016, the EMT Office Meeting issued the "Interim Provisions on the "1130 Sunset Law": In mature process areas, two process nodes should be reduced for each process node; or two review points should be reduced for each review point. Actually, this is not Huawei’s innovation, it comes from Trump ’s sunset rule. Of course, the Sunset Law was not Trump's invention. It has been around for a long time in American history, and Trump just restarted it. Huawei not only learned this rule, but also proposed its own "1130 Sunset Law".
This is a very scientific management principle, so I followed it and applied it. For example, as teachers, the more we teach outside, the more friends we have on WeChat. The more friends you have on WeChat, the greater the amount of information you have in your circle of friends. However, the invalid information here is annoying, which forces me to "expend strategic power in the field of non-strategic competition" (Ren Zheng Fei's words). After adopting the sunset rule, I stipulated that I would add a new friend and I would block two friends who have not interacted for a long time. So, I feel very relaxed now and my circle of friends can always be kept at a constant level. This is learning. After learning, turn it into your own system. Although there is no innovation here, Huawei has learned the experiences and lessons of others with its powerful absorption ability, which has led itself to a very important shortcut. Therefore, because of different majors, entrepreneurs may have different perceptions of business, and may also start late. Everyone should strive to find the shortcut that suits them the most, starting with learning from their predecessors’ advanced experiences, rather than starting from scratch.
Ren Zhengfei is an entrepreneur who is good at learning and thinking. It is hard for anyone to compare his grasp of the internal logic and laws of the company. More importantly, Ren Zhengfei's business management ideas have been verified by Huawei's growth and development practice. Learning and absorbing Ren Zhengfei's business management ideas verified by corporate practice is not only highly reliable, but also allows us to avoid the detours of thinking and experience less the pain of thinking and exploration. Because Ren Zhengfei has achieved great development of the company based on deep thinking, all entrepreneurs and business managers only need to criticize and absorb. We can completely regard Ren Zhengfei as a teacher we have never met, learn his thoughts on the "Basic Law", his thoughts on the "Human Resources Management Outline 2.0", and also his thoughts on dozens of articles published every year, learn his grasp of some problems, and absorb the parts that are closely related to themselves and are beneficial to them. I believe that there will be great gains. This is actually a shortcut that can prevent us from taking detours in the process of independent thinking. So I said that learning Huawei is still valuable to us. Of course, this "valued" does not refer to comprehensive learning, but a kind of learning that is good at grasping the key points and key points.
Of course, as a pioneer, Huawei still has many places to learn.Summary as follows:
. Business philosophy: development, compromise, grayscale, balance
. Business philosophy: stick to common sense, speak business
. Corporate culture: vision-driven, dream creation and practice dreams
. Governance structure: high-level democracy, follow the virtuous but not the crowd
. Growth management: seek governance in chaos, govern in governance Seek chaos
. Interest mechanism: share and share responsibility, and focus on responsibility and contribution
. Corporate strategy: pressure principle, focus on pressure, and strive to produce one hole
. Internal mechanism: open up the gap, stimulate vitality, improve efficiency, and profit one hole
. Management concept: management platform, system architecture, IT support
0. Human Resources: Value Creation, Value Evaluation, Value Distribution
1. Talent Management: Professional Channel , Classification Management html ml0
2. Cadre Management: Be able to go up and down, continue to empower, eliminate laziness
3. Process management: customer-oriented, end-to-end to connect
4. Organizational management: matrix structure, organizational capabilities, elastic
5. R&D management: successful for the market, continue to open Innovative
6. Marketing management: interaction before and after, calling for artillery fire,
7. Financial management: balanced management and control, business dominance
8. Logistics management: control the core, put Open the peripheral
Learn from Huawei. The purpose is not to become Huawei, but to make yourself better
So, what is the purpose of learning Huawei?
Ren Zhengfei has been advocating: "A cup of coffee absorbs cosmic energy." He believes: "It is not that caffeine has any magical effect, but that it uses some Western habits to express an open, communication and communication attitude. I think that general customer relationships, plan discussions before bidding, reviews after delivery, and whispering in the dining room... are all about communication, absorbing external energy, and then optimizing oneself. The form is not important, what is important is spiritual communication. The cafe is just a place of communication. There can be opportunities and places for communication whenever and where, and do not understand it in a narrow way."
What does Ren Zhengfei mean? It is the importance of communication. To communicate well, we must first create a positive communication environment. For example, I would like to invite everyone to have a cup of coffee and sit down and chat together. In this process, because everyone has a lot of energy, being able to absorb energy from others is a way to invest small and give big rewards.
Ren Zhengfei has been insisting on for a long time to "read thousands of books, travel thousands of miles, talk with thousands of people, and do one thing". Drinking coffee is the best place to talk with thousands of people. There are so many coffee shops in Huawei Park, but they are actually places to absorb positive energy from each other. Ren Zhengfei believes: "I said at the cadre conference that 'oppose senior backbones working hard', and we should attend more industry meetings and talk to industry people; 'A cup of coffee absorbs cosmic energy', dare to drink coffee with world celebrities, listen to other people's ideas, and will inspire us to avoid detours."
"I personally can't talk about greatness, I am an ordinary person. I don't know anything myself, nor can I do anything. I don't understand anything, just a bucket of paste. Pour this paste on Huawei people, stick more than 100,000 people together, and work hard in a big direction."
The core of Ren Zhengfei's words refers to Huawei's human resources management. It is necessary to build an iron army, a tiger and wolf army, and a wild wolf group of Li Yunlong. This is the core goal.
Learning Huawei is not to become Huawei, it is difficult to become Huawei. Even if it is just becoming the "Huawei" in its own field, there is no indicator to measure and prove it. However, learning Huawei is meaningful, because this can make oneself better.
Learning Huawei is of course just a slogan and a principle Its real meaning is that through Huawei's external energy, it can cause interaction within our organization and truly realize its own progress - this is an improvement compared with our own past. This progress is a real progress, and it is a comprehensive progress in all aspects - it does not matter whether we can become Huawei or whether we can become the leader in the industry. What is important is that we must be more progressive and better than yesterday than last year.
Learn from Huawei, and there are many aspects that can be used to learn from
Ren Zhengfei's quotations
My knowledge is not enough, nor smart enough, but I can tolerate outstanding employees to work with me. When I am with them, I have also been influenced by excellent. They are outstanding and stand up to me, and I have no way out, so I have to be "tied" and walk forward "stand" and accidentally lifted them to the top of Mount Emei.
I also realized the power of unity and cooperation. The biggest progress over the years is that I have been carried from a "scholar" to a decent little old man by the elites.
Because my personality is like a sponge, I am good at absorbing their nutrition, summarizing their essence, and boldly opening up output.
The elite among those people will be carried by everyone to the top of the Himalayan mountain in the tide of the times. Greek Hercules' mother is the earth, and as long as he leans on the earth, he will be extremely powerful. Our land is the people and the system. Believing in the power of the system will enable them to unite and work together to carry the company to the top of the golden peak.
"Ren Zhengfei is a big sponge, Huawei is an onion head" is a kind of summary based on Huawei's development path. Why do you say so? In fact, much of Huawei's positive energy comes from Ren Zhengfei. Through a cup of coffee, traveling thousands of miles, reading thousands of books, and talking to thousands of people, Ren Zhengfei became a starter, an enabler and enabler. He himself believes that his personality is like a sponge, and he can constantly learn and absorb the excellent qualities of various fields and industries. After absorbing it, through summary, refinement, and fermentation of thoughts, it can be transformed from Ren Zhengfei's "cloud" to Huawei's "rain" - boldly output from theory to practice, and in the process, it will encourage the company to continue to grow. This is like an onion, which grows one layer this year, one layer next year, and finally grows into a big "onion". Therefore, Ren Zhengfei is the driving force of the company's development. Under his empowerment and catalysis, Huawei has made progress in shallow water every year.
Through the cases of excellent companies learned, this problem must also be solved so that the boss will no longer become the "ceiling" of the company's growth and development. The boss of a company does not learn, does not make progress, and does not criticize himself. It is a kind of laziness and is called corruption in a broad sense in Huawei. In some companies, although continuous learning is advocated, it is rare to find a book in the boss’s large office. The executives come in and out, and have never seen what the boss learn. Even if you really don’t read books, you have to put a bookshelf in the office. More or less, we must create a certain atmosphere of reading and learning. When we understand this "Tao" by studying Huawei , we will find that it is impossible for Huawei to succeed. Why? Because the seeds of success have been sown since her establishment.
text: Wu Chunbo ("China's hidden champion" selection judge, professor of the Institute of Organization and Human Resources, School of Public Administration, Renmin University of China, and senior management consultant of Huawei)
Source: Huaxia Cornerstone eInsight (ID: chnstonewx)
For a long time, learning from Huawei has become a craze. In fact, Huawei was originally a very low-key company, but later it went through a long process of being misunderstood and hacked. In recent years, Huawei has become "resulted", but it is not as long as it is "resulted". "Red" to the extreme will "go gray". In this regard, Ren Zhengfei is very vigilant. He is worried that Huawei will become the " Daqing " and "Dazhai" and become the so-called role model. He believes that such consequences will be disastrous.
Now, our Chinese companies are enthusiastic about Huawei. Many business schools (training institutions) are also summarizing and collating a lot of articles based on Huawei. Of course, there are very high-quality content here, but there are also cases of being a subtitle. This requires the majority of Huawei "fans", our entrepreneurs and executives, to improve their recognition and be vigilant about some plagiarized and patched content or even randomly fabricated content. Some unscrupulous public accounts, even without even finding Huawei's door, dared to concoct Ren Zhengfei's speech and fabricate Huawei's story. In order to attract attention, a lot of false content was created in it, and some people even took subcontracting methods to organize students to fabricate "Huawei Success Science". These shoddy content, lacking basic knowledge and logic, largely mislead readers.
Therefore, I suggest that all entrepreneurs should pay more attention to books and materials recognized by Huawei in the process of learning Huawei, and read more articles written by Ren Zhengfei himself to avoid being cut off by bad media.
What exactly should I learn from Huawei?
Back to today's topic. What exactly should enterprises learn to learn Huawei? There may be some kind of "Tao" for learning here. I think there are only a few points to learn from Huawei:
First, it is better to learn from Huawei's past than to learn from Huawei's present.
Huawei is now very brilliant and very high-end. Most companies have a considerable gap compared to it, and they have no way to start learning. If you want to achieve glory, you must go through hardships; if you want to wear a crown, you must bear the weight. Since the beginning of the business, suffering has always been with Huawei. Suffering has created Huawei, and suffering is also an element of Huawei's success. Although Huawei is difficult, it is easy to learn. We might as well start from her past and learn about her development path. This path will be more important to most of our companies.
Second, it is better to learn Huawei's "Tao".
SkillsEasy to learn , the way is hard to find, Huawei's way should be the universal way for Chinese enterprises, especially high-tech enterprises to manage. Huawei just explored the development path earlier than other companies and set out earlier. Everything Huawei experienced, whether it was experience or lessons, was of reference significance to later companies.
Huawei's way is the core value system that Huawei has always adhered to and supports its rapid growth in 30 years since its development. When we understand this "Tao" through research on Huawei, we will find that it is impossible for Huawei to succeed. Why? Because the seeds of success have been sown since her establishment. What Huawei insisted on has almost not changed in the past 30 years, but there are some differences in statements in different periods.For example, in the past, Huawei proposed to "not let Lei Feng suffer losses", but now it has changed to "focused on those who struggle first" - there is no difference between the essence of these two, in fact, Huawei has adhered to the core values that it has adhered to for 30 years. Here, I do not use the word "culture" because the meaning of "culture" is too broad, while the "core value system" points to a clear direction.
So, what are Huawei’s consistent core values?
first, always customer-centric. Customer-centered is a very heavy topic, because companies often have many centers, shareholders are the center, leaders are the center, and superiors are the center. Many companies must be both employees and shareholders as the center. This multi-center existence is invisibly strangling the company. So, who should the enterprise be centered on? Huawei is customer-centric and persists for 30 years. Moreover, this sentence is not hung on the wall, but has become an independent action for all Huawei people.
Second, focus on those who struggle, persist in hard work for a long time. Huawei is a company that insists on striving. How difficult is "struggle"? It is even more difficult to continue to struggle! It is difficult to make 200,000 employees agree with the concept of struggle, and it is even more difficult to make them have continuous struggle practice! It is easy for employees to struggle in a short period of time, and it is even more difficult for them to continue to struggle for more than 30 years. Because struggle is difficult to become a habit for most people, struggle is difficult to become a spontaneous behavior of the group. "It's not time to whip" because "the old cow also understands the value of time", that is, struggle requires the driving of the core value system, mechanism and management system. In Ren Zhengfei's words, it is to make "the organization always full of vitality." Of course, there are exceptions. Ren Zhengfei is a person who does not need to whip himself. He is the best struggler on Huawei and has set an example for the struggler of the company.
At the same time, Huawei has also done so as not to let those who struggle suffer. Huawei’s focus on struggling is the first thing to promote struggle, and the one that follows closely is to prevent struggling from suffering losses. Compared with struggle, it is more difficult to prevent strugglers from suffering losses. Enterprises need to continuously reward and motivate strugglers. Only in this way can the struggle of the group continue and long-term hard work be achieved.
Huawei's core values are actually only the above three sentences, which seem simple and simple. However, how can the simple and simple concept be realized in the enterprise? How to make the slogans in your mouth and the slogans on the wall a great practice? This is a huge challenge. A simple, simple, single, measurable, and internal logic core value system is powerful. It’s really not easy to stick to simple things for a long time. Huawei is a company dominated by common sense. It is the truth to be used to maximize common sense, and most of the mistakes that companies are most likely to make are common sense mistakes.
"Customer-centered" is an external orientation, defined by Huawei's mission and vision, while "Struggle-centered" is a certain internal orientation and a requirement for Huawei's internal employees; "Customer-centered" is a core value proposition at the guidance, traction and goal level, while "Struggle-centered" is a core value proposition at the short-term tool, means and pathway level; "Long-term persistence in hard work" is a core value proposition at the long-term strategy, mechanism and vitality level. This is a core value system with internal logic.
Ren Zhengfei pointed out: Huawei's victory is also the victory of Huawei's human resources policy . Huawei’s “Human Resource Management Outline Version 2.0” proposes: The key driving factor for Huawei’s growth and sustainable development is human resource management. It should be noted that human resource management is not “one” of the driving factor, but the only one. So, how to make people become fighters? This is a huge problem encountered in human resource management.
Huawei's value lies in that it is a pioneer. Because we set out earlier, hit the wall earlier, and explore earlier, we also learned experiences and lessons earlier.This is the result of Huawei's exploration, and it can also be said to be some successful cases. Other companies can directly apply it, without necessarily learning about Huawei's process of hitting the wall.
Third, it is better to learn Huawei's management than to learn Huawei's management.
In the early stage, Huawei focused on business growth while paying attention to the internal mechanisms and management of the enterprise, and achieved a balance between operations and management during the growth process. The general shortcomings of Chinese companies are mechanisms and management, not business philosophy and model. Because of different industries, different customers, and different business models, if Huawei's business model is completely copied, it will not be of greater help to the development of the company.
There are two concepts in management. The first is to discover opportunities. It should be admitted that the Chinese are one of the three major ethnic groups in the world that are good at doing business, and our entrepreneurs have a strong sense of business and their ability to discover opportunities. What's the problem? This involves the second concept of , namely, realizing opportunities. found that opportunities depend on individuals, bosses, and senior management, but the realization of opportunities depends on organizations. The reason why some companies cannot better realize opportunities after discovering them is because of the phenomenon of organizational efficiency and internal consumption. When there is a problem with organizational efficiency, most companies will make trouble internally. After the trouble is clear, the "day lily" has become cold and will always be half a step slower than others. At the same time, organizational efficiency is affected by individual capabilities, so Huawei’s exploration in the field of human resources management is worth learning from.
management is common. Durak believes that 90% of the problems are the same when managing an army, managing a hospital and managing a business. Management will not distinguish between the nature of the enterprise or the ownership system. There is no problem with Huawei's management, especially in the applicability of human resource management, and there is no need to question it. Therefore, it is better to learn Huawei's management than to learn Huawei's management.
Fourth, learn Huawei, you can not learn anything else, there are three things that must be learned
Self-criticism is a necessary prerequisite for the growth and progress of any organization and individual. Self-critical ability and organizational self-healing are Huawei's most important capabilities, which is very terrifying. I often emphasize that Huawei is a company that is more ruthless to others and more ruthless to herself, which is its characteristic. Just imagine, if a person is not cruel to himself, can he be cruel to others? As the saying goes, no gold is pure, no one is perfect. Every company has its own problems and shortcomings. How to solve it? It is necessary to carry out self-criticism and find the gap between yourself and others. This is a necessary prerequisite for the further development of the company.
The United States Jim Collins has written " From Excellence to Excellence ", " Evergreen " and "Recreating Excellence", etc. Among them, "Recreation of Excellence" is a book that specializes in why companies fail. After case studies, we have revealed five stages of corporate decline: arrogance, blind expansion, indifference to crises, searching for life-saving straws, being forgotten or on the verge of extinction. Collins' conclusion has been verified by many companies that have fallen into pieces. It can be said that arrogance is a common problem for many companies to get out of difficulties and enter a stage of rapid development. The first thing that shows is arrogance towards customers, and then becomes arrogant, and naturally he will not learn or make progress. At this time, the ability to self-criticize becomes extremely important. Some people equate self-criticism with core values such as customer-centricity, struggle-oriented, and long-term persistence in hard work, but I don’t think so. I think self-criticism is just a tool for Huawei, but its importance cannot be questioned.
As we all know, it is easy to blame others, but it is difficult to criticize yourself. It is even more difficult to institutionalize self-criticism and turn it into group behavior within the enterprise. Huawei’s self-criticism is not a movement-style, but a system of systems.
Strong organizational learning ability is a key success factor for Huawei to move from mediocrity to excellence. Most of Huawei's existing management system, structure, knowledge, etc. are not innovations, but come from the outside world. Huawei always adheres to the "take-taking theory" in management, which means constantly bringing the industry's excellent management experience and management practices to use for its own use. For example, on November 30, 2016, the EMT Office Meeting issued the "Interim Provisions on the "1130 Sunset Law": In mature process areas, two process nodes should be reduced for each process node; or two review points should be reduced for each review point. Actually, this is not Huawei’s innovation, it comes from Trump ’s sunset rule. Of course, the Sunset Law was not Trump's invention. It has been around for a long time in American history, and Trump just restarted it. Huawei not only learned this rule, but also proposed its own "1130 Sunset Law".
This is a very scientific management principle, so I followed it and applied it. For example, as teachers, the more we teach outside, the more friends we have on WeChat. The more friends you have on WeChat, the greater the amount of information you have in your circle of friends. However, the invalid information here is annoying, which forces me to "expend strategic power in the field of non-strategic competition" (Ren Zheng Fei's words). After adopting the sunset rule, I stipulated that I would add a new friend and I would block two friends who have not interacted for a long time. So, I feel very relaxed now and my circle of friends can always be kept at a constant level. This is learning. After learning, turn it into your own system. Although there is no innovation here, Huawei has learned the experiences and lessons of others with its powerful absorption ability, which has led itself to a very important shortcut. Therefore, because of different majors, entrepreneurs may have different perceptions of business, and may also start late. Everyone should strive to find the shortcut that suits them the most, starting with learning from their predecessors’ advanced experiences, rather than starting from scratch.
Ren Zhengfei is an entrepreneur who is good at learning and thinking. It is hard for anyone to compare his grasp of the internal logic and laws of the company. More importantly, Ren Zhengfei's business management ideas have been verified by Huawei's growth and development practice. Learning and absorbing Ren Zhengfei's business management ideas verified by corporate practice is not only highly reliable, but also allows us to avoid the detours of thinking and experience less the pain of thinking and exploration. Because Ren Zhengfei has achieved great development of the company based on deep thinking, all entrepreneurs and business managers only need to criticize and absorb. We can completely regard Ren Zhengfei as a teacher we have never met, learn his thoughts on the "Basic Law", his thoughts on the "Human Resources Management Outline 2.0", and also his thoughts on dozens of articles published every year, learn his grasp of some problems, and absorb the parts that are closely related to themselves and are beneficial to them. I believe that there will be great gains. This is actually a shortcut that can prevent us from taking detours in the process of independent thinking. So I said that learning Huawei is still valuable to us. Of course, this "valued" does not refer to comprehensive learning, but a kind of learning that is good at grasping the key points and key points.
Of course, as a pioneer, Huawei still has many places to learn.Summary as follows:
. Business philosophy: development, compromise, grayscale, balance
. Business philosophy: stick to common sense, speak business
. Corporate culture: vision-driven, dream creation and practice dreams
. Governance structure: high-level democracy, follow the virtuous but not the crowd
. Growth management: seek governance in chaos, govern in governance Seek chaos
. Interest mechanism: share and share responsibility, and focus on responsibility and contribution
. Corporate strategy: pressure principle, focus on pressure, and strive to produce one hole
. Internal mechanism: open up the gap, stimulate vitality, improve efficiency, and profit one hole
. Management concept: management platform, system architecture, IT support
0. Human Resources: Value Creation, Value Evaluation, Value Distribution
1. Talent Management: Professional Channel , Classification Management html ml0
2. Cadre Management: Be able to go up and down, continue to empower, eliminate laziness
3. Process management: customer-oriented, end-to-end to connect
4. Organizational management: matrix structure, organizational capabilities, elastic
5. R&D management: successful for the market, continue to open Innovative
6. Marketing management: interaction before and after, calling for artillery fire,
7. Financial management: balanced management and control, business dominance
8. Logistics management: control the core, put Open the peripheral
Learn from Huawei. The purpose is not to become Huawei, but to make yourself better
So, what is the purpose of learning Huawei?
Ren Zhengfei has been advocating: "A cup of coffee absorbs cosmic energy." He believes: "It is not that caffeine has any magical effect, but that it uses some Western habits to express an open, communication and communication attitude. I think that general customer relationships, plan discussions before bidding, reviews after delivery, and whispering in the dining room... are all about communication, absorbing external energy, and then optimizing oneself. The form is not important, what is important is spiritual communication. The cafe is just a place of communication. There can be opportunities and places for communication whenever and where, and do not understand it in a narrow way."
What does Ren Zhengfei mean? It is the importance of communication. To communicate well, we must first create a positive communication environment. For example, I would like to invite everyone to have a cup of coffee and sit down and chat together. In this process, because everyone has a lot of energy, being able to absorb energy from others is a way to invest small and give big rewards.
Ren Zhengfei has been insisting on for a long time to "read thousands of books, travel thousands of miles, talk with thousands of people, and do one thing". Drinking coffee is the best place to talk with thousands of people. There are so many coffee shops in Huawei Park, but they are actually places to absorb positive energy from each other. Ren Zhengfei believes: "I said at the cadre conference that 'oppose senior backbones working hard', and we should attend more industry meetings and talk to industry people; 'A cup of coffee absorbs cosmic energy', dare to drink coffee with world celebrities, listen to other people's ideas, and will inspire us to avoid detours."
"I personally can't talk about greatness, I am an ordinary person. I don't know anything myself, nor can I do anything. I don't understand anything, just a bucket of paste. Pour this paste on Huawei people, stick more than 100,000 people together, and work hard in a big direction."
The core of Ren Zhengfei's words refers to Huawei's human resources management. It is necessary to build an iron army, a tiger and wolf army, and a wild wolf group of Li Yunlong. This is the core goal.
Learning Huawei is not to become Huawei, it is difficult to become Huawei. Even if it is just becoming the "Huawei" in its own field, there is no indicator to measure and prove it. However, learning Huawei is meaningful, because this can make oneself better.
Learning Huawei is of course just a slogan and a principle Its real meaning is that through Huawei's external energy, it can cause interaction within our organization and truly realize its own progress - this is an improvement compared with our own past. This progress is a real progress, and it is a comprehensive progress in all aspects - it does not matter whether we can become Huawei or whether we can become the leader in the industry. What is important is that we must be more progressive and better than yesterday than last year.
Learn from Huawei, and there are many aspects that can be used to learn from
Ren Zhengfei's quotations
My knowledge is not enough, nor smart enough, but I can tolerate outstanding employees to work with me. When I am with them, I have also been influenced by excellent. They are outstanding and stand up to me, and I have no way out, so I have to be "tied" and walk forward "stand" and accidentally lifted them to the top of Mount Emei.
I also realized the power of unity and cooperation. The biggest progress over the years is that I have been carried from a "scholar" to a decent little old man by the elites.
Because my personality is like a sponge, I am good at absorbing their nutrition, summarizing their essence, and boldly opening up output.
The elite among those people will be carried by everyone to the top of the Himalayan mountain in the tide of the times. Greek Hercules' mother is the earth, and as long as he leans on the earth, he will be extremely powerful. Our land is the people and the system. Believing in the power of the system will enable them to unite and work together to carry the company to the top of the golden peak.
"Ren Zhengfei is a big sponge, Huawei is an onion head" is a kind of summary based on Huawei's development path. Why do you say so? In fact, much of Huawei's positive energy comes from Ren Zhengfei. Through a cup of coffee, traveling thousands of miles, reading thousands of books, and talking to thousands of people, Ren Zhengfei became a starter, an enabler and enabler. He himself believes that his personality is like a sponge, and he can constantly learn and absorb the excellent qualities of various fields and industries. After absorbing it, through summary, refinement, and fermentation of thoughts, it can be transformed from Ren Zhengfei's "cloud" to Huawei's "rain" - boldly output from theory to practice, and in the process, it will encourage the company to continue to grow. This is like an onion, which grows one layer this year, one layer next year, and finally grows into a big "onion". Therefore, Ren Zhengfei is the driving force of the company's development. Under his empowerment and catalysis, Huawei has made progress in shallow water every year.
Through the cases of excellent companies learned, this problem must also be solved so that the boss will no longer become the "ceiling" of the company's growth and development. The boss of a company does not learn, does not make progress, and does not criticize himself. It is a kind of laziness and is called corruption in a broad sense in Huawei. In some companies, although continuous learning is advocated, it is rare to find a book in the boss’s large office. The executives come in and out, and have never seen what the boss learn. Even if you really don’t read books, you have to put a bookshelf in the office. More or less, we must create a certain atmosphere of reading and learning.For cadres and employees, no matter how many "continuous learning" slogans are hung on the wall, it is more educational and exemplary than the boss reading a book himself. Similarly, parents do not study but are just keen on playing games and shopping on Taobao. How can children truly love reading? So Guo Degang said, "People who want their son to become a dragon are basically not dragons themselves", which is a famous saying. Teaching by example is better than saying and saying. If you don’t study by yourself, you have to call on others to study hard. It can only be a wishful thinking.
Think about Ren Zhengfei's words: "If I am greedy for life and fear of death, how can you fight bravely?" You are already greedy for life and fear of death, how can you fight bravely with employees? If you lie down, how can you get the heroic struggle of your employees?
Therefore, the "struggle" proposed by Huawei in "focusing on the struggle" also has another meaning, that is, to work hard in thought, which is to be unslack and corruption in thought, rather than letting all Huawei people eat braised and sucked vegetables like ascetics. There are many accusations in society about "
Park 1st to the 5th century are the historical period of prosperity of human civilization. Democratic system, Athenian Code, Roman Code, parliamentary system... These achievements of human civilization emerge because everyone can stand on the Roman Forum to express their views and let the sparks of thought ignite into a raging fire.
Such a place and atmosphere for collision of ideas does not exist only in Ancient Roman . During the Warring States Period, in today's Zibo area of Shandong Province, Jixia Academy, which was built during the Tianwu period of Duke Huan of Qi, is the first special form of higher education institution in the world organized by the official and hosted by privately. " Hundred Schools of Contest " is centered on the Jixia Academy of Qi State. As the central garden for academic controversy at that time, it effectively promoted the formation of a world-wide academic exchange situation. Ren Zhengfei proposed to build Huawei's "Roman Forum", and called on a hundred flowers to bloom within Huawei and a hundred schools of thought to contend. Through the process of mutual collision and learning, a learning organization is created to promote the "entropy reduction" of the organization, and to form a field that fully exchanges energy with the outside, making the organization full of vitality. Huawei's heart-voice community is called the Roman Forum, aiming to build Huawei's own Jixia Academy.
Corporate culture is important, and the organizational atmosphere is also very important. Culture focuses on the future, and atmosphere acts on the present. What is atmosphere? To put it simply, everyone is like this, and I am embarrassed not to do this. Moreover, this is a good atmosphere that can encourage people to pay attention to and focus on each other, rather than an atmosphere of collective evil.
The growth route of an enterprise is consistent with its learning curve . The internal growth of an enterprise is essentially the role of the learning curve effect.
Enterprises have both growth inertia and decline inertia. The two can be dissolved by each other, mainly depending on which aspect has greater power. Once the power of recession exceeds the power of growth, the company will retreat. Therefore, the organization needs to add engines, engines, and energy, otherwise it will not be able to jump to the next stage of development. Energy comes from learning, and without energy, it cannot reach the development stage that the company needs to leap. From the perspective of overall capabilities, an important factor restricting the development of enterprises is the short-board effect in " wooden barrel principle ". Foreign research believes that the growth route of an enterprise is almost consistent with its learning curve.Various public information can also prove that Huawei's continuous development and changes over the years are consistent with Ren Zhengfei's progress in continuous learning, thinking and exploration. I read the articles of Ren Zhengfei in my early years, which are very short and featured agitation and advocacy, with the typical language style of that generation. Nowadays, the articles are becoming more thoughtful, profound and patterned. This is the most intuitive change brought to him by continuous learning. Huawei's executives can also continue to learn. These people are generally from R&D, and the average tenure is 26 years. Back then, they blushed as soon as they spoke, read the manuscript, and lacked the systematic management idea . What about now? Most Huawei executives can speak directly in English at large industry forums, or even foreign industry forums, without translation, and have become highly qualified talents who can directly talk to foreign customers. Human progress is the basis of company progress, and of course it also includes the common progress of the boss, management team and employees.
Any kind of management organization, system, policy method and culture always present an irreversible process of gradually decreasing effective energy and increasing invalid energy - entropy increase .
In order to suppress the increase in entropy within, the organization must constantly introduce negative entropy from the outside world, so that the organization itself can adapt to changes in the external environment and tend to be orderly from disorder to order. The input of negative entropy of exceeds a certain value, and the organization realizes the evolution from low-level order to high-level, forming a dissipative structural state.
Learning is not just a simple "take-it-it-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat
benchmark management was an important management method in the 1970s. To sort out Huawei's management progress is due to the three major management models implemented by the 1990s: process reengineering, strategic alliances, and benchmark management. Among them, one of the most important models is benchmark management. This is actually the management model of some famous companies in the world. Benchmark management can make companies stand out and defeat their opponents in competition.
Nowadays, many companies have different performances in the process of learning Huawei. In addition to some incorrect learning methods, the typical performance is Ye Gong’s good luck, as well as short-term thinking.
Ren Zhengfei's spirit of learning
Travel thousands of miles, read thousands of books, talk to ten thousand people, do one thing
A cup of coffee
Learn from abroad: British system, American innovation, Japan's Lean , German norms
Learn from our party: Eight regulations, self-criticism, distribution according to work, more work and more gain,
Learn from the army: Shangganling , Call for artillery fire, Colonel Company Commander, West Point Military Academy , Iron Triangle, Heavy Brigade, Blue Army, Marine Corps , Joint Chiefs of Staff, Blue Army, CAO Commander
Learn from enterprises: Haidilao , SF Express, IBM, Google , Microsoft
Learn from animals: wolf nature, lion group, arachnid Spider and Ant Legion
Learn from plants: Vitiligo chamomile ,
Learn from architecture: Dujiangyan , Roman Garden, Great Wall
Learn from film and television: The Great Qin Empire, Field Platoon, Five-Star Red Flag, Kekexili, Moscow Defense Battle , Top Secret 543, Bright Sword
Learn from books and magazines: Reader Digest
Learn from employees: Huawei Problems, Xinsheng Community, Wei Xiaohui
Learn from miscellaneous families: Somali pirates, missionaries
Ren Zhengfei pays great attention to traveling thousands of miles, reading thousands of books, talking to thousands of people, and doing one thing.
What is a journey of thousands of miles? Before the epidemic, Ren Zhengfei traveled around the world for at least 200 days in a year, and only after seeing him can he gain knowledge. He believes that if you have never been to the world, you will not have a worldview. Therefore, entrepreneurs should go out for more and broaden their horizons. The manager who stays in the workshop all day is of course a good manager and a good way of working, but from the perspective of personal growth and improvement, it is not advisable to be limited to this.
Reading should be an attitude, a way of life. Nowadays, many people do not study or study, so the road will become narrower and narrower.
Also, talking to thousands of people is a cup of coffee. In fact, it is to turn the thoughts that come out of collision into actions, and finally make everyone unite and do something well. What is one thing about Ren Zhengfei? It is to manage Huawei well, and this requires focus. Therefore, Ren Zhengfei is a big sponge that absorbs positive energy from the universe and pays all his energy to the matter of managing Huawei well.
For many years, what has had an important impact on Ren Zhengfei was his trip to the United States in 1993, which was his first time abroad. At Bell Labs, Ren Zhengfei was full of admiration for Bell Labs' innovative spirit, and he described this emotion as: better than love. This time, Ren Zhengfei's idea of learning from outstanding global companies has indeed opened up Ren Zhengfei's ideas. After that, he has been in the process of deeply absorbing nutrients from the outside world. For example, he learned the divine authority of the British monarchy, but did not rule the government in the court, and implemented a rotating CEO system within Huawei companies. Indeed, the British constitutional monarchy system has been in effect for more than 300 years and has been operating smoothly so far without any problems. Ren Zhengfei also praised the United States' innovative spirit and always felt that the United States has achieved extraordinary achievements and has far surpassed other countries, but it still maintains a high enthusiasm for innovation and awareness of innovation, and is not as unprofitable as people in the Nordic region. In addition, Japan's lean, German standards, Haidilao and SF Express's service spirit, as well as our party's learning, learning from the army, etc., have all issued special documents requiring them to learn within the company. Huawei's powerful learning ability, strong self-criticism and strong benchmark management model are all very important driving factors.
Huawei also learns from animals. Wolf sex, lion group, spider, ant legion. Learn from plants, learn from architecture, film and television, books and magazines. In his early years, Ren Zhengfei's favorite magazine was "Reader's Digest", and he would copy the essence of the content.And we have to book a book every year and send it to cadres to read and study. There are also learning from employees and miscellaneous homes, etc., which are also unique phenomena of Huawei. Ren Zhengfei's "big sponge" did not set limits for himself. As long as it is positive energy, Ren Zhengfei will absorb it. After fermentation and transformation, it will turn from the "cloud" of thought to the "cloud" of the entire cadre team, and the clouds roll and unfold, turning into rainwater, and turning into the company's practice. This is an important mechanism for Huawei's progress. Huawei is a company with strong learning ability, self-critical ability, self-repair ability, self-motivation ability, self-discipline ability and benchmark management ability, or we can also call it a key element of Huawei's success.
Military theme film and television works recommended by Ren Zhengfei
"Bright Sword", "Normality in the World is Vicissitudes", "Highland", "National Destiny", "Fighting Sino-Japanese War of 1894-1895", "From Slave to General Army", "Five-Star Red Flag Flying in the Wind", "Moscow Defense Battle", "Field Platoon", "Top Secret 543", "Save Soldier Ryan", "Wheels Rolling", "Nanying", "Luxing", "General Patton", "Chongqing Negotiations", "The Last Battle of Zhijiang", "Xiangjiang Battle", "Elevation"...
Ren Zhengfei has a special ability to absorb wisdom outside the industry and use it for me. Recently, Huawei advocated that "winning battles is a belief, and no retreat is the way to victory." This sentence comes from US General Martin Dempsey. Therefore, "winning battles" has become Huawei's recent popular word. Although winning a battle is not a language of management, it is more vivid and concise than high performance, challenging goals, etc.
Ren Zhengfei said, "What is the core of Huawei culture? In fact, there are two points: one is customer-centric, and the other is based on the strugglers. These are not our unique culture, and they are all learned from others." Huawei’s core value system is actually the above two points.
is first and foremost customer-centric. is really customer-centric, but the competitors are customer-centric, and we have to do that. This requires the joint efforts of all employees and it must become the belief of all employees. Therefore, when learning from Huawei, we must reflect on whether such values are truly rooted in our companies? Can we do it? Should we suddenly make efforts, can we do it in the short term, or can we persist for more than 30 years, just like Huawei? Moreover, Huawei only has one "center", which is its customers. But many companies are multi-centered. For example, the human resources departments of some companies are still investigating employee satisfaction. If the employees are satisfied, the customers will not be satisfied. This is a very simple truth. How can employees be satisfied? Are you required to "go to four and take three days off" and work 4 hours a day? Is it okay to have high wages, high shares, and cars, houses, and money? Human nature is greedy, one side is an angel and the other side is a devil. The mechanism established by Huawei can suppress the devil's side and inspire the inner angels of human resources. This is the essence of human resource management.
Second, Huawei emphasizes the focus on those who strive. This is Huawei's summary and refinement of its own growth for more than 30 years. Is it unique to Huawei to focus on striving? Is it something every company should stick to? This should be a universal value proposition of management theory and practice and can be applicable to all enterprises. Of course, each enterprise can make appropriate adjustments based on its own actual situation, but its core should remain unchanged.
At the same time, it is also very difficult to truly implement "struggle-oriented" and become an automatic and spontaneous behavior of all employees and truly become a core value that has been adhered to for a long time. If it can be done, culture and atmosphere will be formed.
“Customer-centered, struggling first, and long-term persistence in hard work” is Huawei’s business philosophy or core value proposition, and it can also be considered as Huawei’s internal driving force. However, this cannot explain what force was driving Huawei's growth and development in 2000, more than 10 years after its founding, and before these three points were officially proposed?
I think these three points are based on Huawei's persistence in openness, self-criticism and benchmark learning. There is an internal logical relationship between the former and the latter. Adhering to openness, self-criticism and benchmark learning may be the only driving force for Huawei's development and it is the prerequisite for Huawei's core values.
Based on this, I summarized and proposed Huawei's three-dimensional driving force model:
Maintaining openness, self-criticism and continuous benchmarking learning is the internal driving force of Huawei's growth from small to large, and surpassing its opponents to become an industry leader. This is also the three key starting points for exploring Huawei's internal growth logic. It can be called the "three-dimensional internal driving force model" of Huawei's growth.
Opening is the premise, and self-criticism and continuous benchmarking learning are two wings. This may be called Huawei's "one center, two basic points".
Only with an open mind and an open organizational form can you absorb external energy in all aspects, and then continue to self-criticize the problems existing in the organization, and on this basis, you will continue to learn from other excellent organizations, thereby providing a continuous driving force for the growth and development of the organization.
Looking for Huawei's internal driving force from the "three-inner internal driving force model", perhaps it is a new perspective at the two levels of theory and practice.
Reviewing the development of China's economy over the past 30 years, opening up and reform are the main themes, and reform itself also includes two core contents: self-criticism and continuous benchmarking.
Open means learning, and learning is one of the results of openness. Together with self-criticism and continuous benchmarking learning or benchmarking management, these three points are Huawei's internal driving model. Of course, there is another driving force, which is Ren Zhengfei himself. Ren Zhengfei has been committed to transforming his own driving force into the driving force of the organization. This process is to transform Ren Zhengfei's Huawei into Ren Zhengfei of Huawei, so that systems and rules can keep an eye on Huawei, deal with external uncertainty with internal certainty, deal with future uncertainty with current certainty, deal with uncertainty in the results with process certainty, deal with uncertainty in environmental and business changes with certainty activated by the cadre team, and deal with uncertainty in the organization with vitality.
How to understand the open problem? Only with an open mind and an open organizational form can you absorb external energy in all aspects, and then continue to self-criticize the problems existing in the organization, and on this basis, you will continue to learn from other excellent organizations, thereby providing a continuous driving force for the growth and development of the organization. If a person or organization is closed, it will be arrogance. Not only will it be impossible to make progress, but it will also be arrogant and unwilling to make progress.
If we look at it from the perspective of the 40-year history of China's economic development, it also confirms the importance of the word "openness". In the past, China was a closed "entropy increase" system, and with the leverage of "openness", it was completely reversing towards "entropy reduction". Opening up is a necessary prerequisite for reform, and reform includes two core contents: self-criticism and continuous benchmarking. Therefore, the 40 years of China's reform and opening up are not only an open learning process, but also a process of self-criticism and continuous benchmarking. This shows that it does not matter whether or not to learn from Huawei in . Optimizing the organization and improving system capabilities are the most important goals of an organization.
This is Huawei's 30-year development model, which has great reference value for enterprises. It is actually "using American bricks to build Huawei's Great Wall" (Ren Zhengfei's words). To build the "Great Wall", the essence of the matter lies in openness, self-criticism and benchmark management, and these three points are its "carbon elements". The carbon element itself is very weak, but after being arranged in a triangular manner, it forms a diamond-like "brick" with powerful power, forming the cornerstone of Huawei's construction of the "Great Wall", driving Huawei to make continuous progress and growth. This is the same as the learning purpose of our master school and the purpose of colliding with each other around "benchmark management".
Chinese companies learn from Huawei, of course there are some conceptual things, but I think that the first thing we need to solve the problem of driving force and solve our conceptual problem. With this consensus basis, the subsequent learning process will be smoother and the effect will be better.
Why do I always say, Huawei can’t learn it? In fact, it is based on the following ten points:
First of all, the premise of learning is painful self-criticism. It is because of insufficient self-criticism that one cannot learn. This is a prerequisite. You must find out where you are not good at it, and then you can learn from others in a targeted manner. If companies think they are excellent, of course there is no need to learn.
Second, learning is based on rational wisdom thinking. It is a rational and wise thinking. It is not simply plagiarism, but also to add the "copied" things to your own thoughts. There must be a process of fermentation and integration.
Fourth, learning is an opportunity for growth, but not opportunism. This is especially important. There is no shortcut to learning, so Japan's "learning" is the "barrassing" of Chinese characters. Learning is unhappy and even painful, requiring people to fight against their own laziness, so it is "barrassing". In the Chinese context, learning is not as good as playing games or watching videos, so you need to work hard, you cannot stop trying it out easily, you cannot learn first, you cannot learn to walk in Handan, you cannot skim the glimpse, or you cannot take a quick look at the flowers.
Fifth, learning is a process of perseverance. Nowadays, we are all emphasizing long-termism, and learning is also a long-termism, and we must stick to this process.
Seventh, you must also learn to humbly lower your posture and have an attitude.
ninth. When learning benchmark companies, you must first understand it, rather than simply plagiarize it.
Finally, learn from Huawei and don’t lose yourself. must fertilize its own soil and enhance its fertility based on the original basis. The purpose is to plant the company's own "crops", rather than learning for the sake of learning.
Of course, Huawei is not an "ideal country" and there are still many problems.But the most respectful thing about this company is that it can constantly discover its own problems, constantly improve, continuously and vigorously carry out self-criticism, self-learning and self-motivation, and ultimately continue to grow and grow.
There are still many issues to pay attention to when learning Huawei:
The growth stage of the enterprise
Ownership properties of the enterprise
Business field of the enterprise
Business scope of the enterprise
Business scope of the enterprise
3Overall business management status of enterprises
Human resources and cadre team status of enterprises
Growth pursuit and goals
Entrepreneurs of enterprises
Resources and conditions of enterprises
Value proposition of enterprises
These are actually easy to understand, so we don’t have to expand it. But there are indeed some differences between enterprises. Whether to learn or not depends on values. In addition, we don’t have to learn from Huawei, but we can use the most simple elements of it, the management knowledge she once selflessly contributed, for my use. This is much less expensive than our re-exploration, completely re-starting long-term and painful thinking. Because of the accumulation of these experiences, this company has obtained it after it has been continuously "hitting the wall". We move forward with the experience of our predecessors, which will reduce the possibility of continuing "hitting the wall" - this may be a process with smaller investment and greater output.
Various public information can also prove that Huawei's continuous development and changes over the years are consistent with Ren Zhengfei's progress in continuous learning, thinking and exploration. I read the articles of Ren Zhengfei in my early years, which are very short and featured agitation and advocacy, with the typical language style of that generation. Nowadays, the articles are becoming more thoughtful, profound and patterned. This is the most intuitive change brought to him by continuous learning. Huawei's executives can also continue to learn. These people are generally from R&D, and the average tenure is 26 years. Back then, they blushed as soon as they spoke, read the manuscript, and lacked the systematic management idea . What about now? Most Huawei executives can speak directly in English at large industry forums, or even foreign industry forums, without translation, and have become highly qualified talents who can directly talk to foreign customers. Human progress is the basis of company progress, and of course it also includes the common progress of the boss, management team and employees.Any kind of management organization, system, policy method and culture always present an irreversible process of gradually decreasing effective energy and increasing invalid energy - entropy increase .
In order to suppress the increase in entropy within, the organization must constantly introduce negative entropy from the outside world, so that the organization itself can adapt to changes in the external environment and tend to be orderly from disorder to order. The input of negative entropy of exceeds a certain value, and the organization realizes the evolution from low-level order to high-level, forming a dissipative structural state.
Learning is not just a simple "take-it-it-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat-all-you-can-eat
benchmark management was an important management method in the 1970s. To sort out Huawei's management progress is due to the three major management models implemented by the 1990s: process reengineering, strategic alliances, and benchmark management. Among them, one of the most important models is benchmark management. This is actually the management model of some famous companies in the world. Benchmark management can make companies stand out and defeat their opponents in competition.
Nowadays, many companies have different performances in the process of learning Huawei. In addition to some incorrect learning methods, the typical performance is Ye Gong’s good luck, as well as short-term thinking.
Ren Zhengfei's spirit of learning
Travel thousands of miles, read thousands of books, talk to ten thousand people, do one thing
A cup of coffee
Learn from abroad: British system, American innovation, Japan's Lean , German norms
Learn from our party: Eight regulations, self-criticism, distribution according to work, more work and more gain,
Learn from the army: Shangganling , Call for artillery fire, Colonel Company Commander, West Point Military Academy , Iron Triangle, Heavy Brigade, Blue Army, Marine Corps , Joint Chiefs of Staff, Blue Army, CAO Commander
Learn from enterprises: Haidilao , SF Express, IBM, Google , Microsoft
Learn from animals: wolf nature, lion group, arachnid Spider and Ant Legion
Learn from plants: Vitiligo chamomile ,
Learn from architecture: Dujiangyan , Roman Garden, Great Wall
Learn from film and television: The Great Qin Empire, Field Platoon, Five-Star Red Flag, Kekexili, Moscow Defense Battle , Top Secret 543, Bright Sword
Learn from books and magazines: Reader Digest
Learn from employees: Huawei Problems, Xinsheng Community, Wei Xiaohui
Learn from miscellaneous families: Somali pirates, missionaries
Ren Zhengfei pays great attention to traveling thousands of miles, reading thousands of books, talking to thousands of people, and doing one thing.
What is a journey of thousands of miles? Before the epidemic, Ren Zhengfei traveled around the world for at least 200 days in a year, and only after seeing him can he gain knowledge. He believes that if you have never been to the world, you will not have a worldview. Therefore, entrepreneurs should go out for more and broaden their horizons. The manager who stays in the workshop all day is of course a good manager and a good way of working, but from the perspective of personal growth and improvement, it is not advisable to be limited to this.
Reading should be an attitude, a way of life. Nowadays, many people do not study or study, so the road will become narrower and narrower.
Also, talking to thousands of people is a cup of coffee. In fact, it is to turn the thoughts that come out of collision into actions, and finally make everyone unite and do something well. What is one thing about Ren Zhengfei? It is to manage Huawei well, and this requires focus. Therefore, Ren Zhengfei is a big sponge that absorbs positive energy from the universe and pays all his energy to the matter of managing Huawei well.
For many years, what has had an important impact on Ren Zhengfei was his trip to the United States in 1993, which was his first time abroad. At Bell Labs, Ren Zhengfei was full of admiration for Bell Labs' innovative spirit, and he described this emotion as: better than love. This time, Ren Zhengfei's idea of learning from outstanding global companies has indeed opened up Ren Zhengfei's ideas. After that, he has been in the process of deeply absorbing nutrients from the outside world. For example, he learned the divine authority of the British monarchy, but did not rule the government in the court, and implemented a rotating CEO system within Huawei companies. Indeed, the British constitutional monarchy system has been in effect for more than 300 years and has been operating smoothly so far without any problems. Ren Zhengfei also praised the United States' innovative spirit and always felt that the United States has achieved extraordinary achievements and has far surpassed other countries, but it still maintains a high enthusiasm for innovation and awareness of innovation, and is not as unprofitable as people in the Nordic region. In addition, Japan's lean, German standards, Haidilao and SF Express's service spirit, as well as our party's learning, learning from the army, etc., have all issued special documents requiring them to learn within the company. Huawei's powerful learning ability, strong self-criticism and strong benchmark management model are all very important driving factors.
Huawei also learns from animals. Wolf sex, lion group, spider, ant legion. Learn from plants, learn from architecture, film and television, books and magazines. In his early years, Ren Zhengfei's favorite magazine was "Reader's Digest", and he would copy the essence of the content.And we have to book a book every year and send it to cadres to read and study. There are also learning from employees and miscellaneous homes, etc., which are also unique phenomena of Huawei. Ren Zhengfei's "big sponge" did not set limits for himself. As long as it is positive energy, Ren Zhengfei will absorb it. After fermentation and transformation, it will turn from the "cloud" of thought to the "cloud" of the entire cadre team, and the clouds roll and unfold, turning into rainwater, and turning into the company's practice. This is an important mechanism for Huawei's progress. Huawei is a company with strong learning ability, self-critical ability, self-repair ability, self-motivation ability, self-discipline ability and benchmark management ability, or we can also call it a key element of Huawei's success.
Military theme film and television works recommended by Ren Zhengfei
"Bright Sword", "Normality in the World is Vicissitudes", "Highland", "National Destiny", "Fighting Sino-Japanese War of 1894-1895", "From Slave to General Army", "Five-Star Red Flag Flying in the Wind", "Moscow Defense Battle", "Field Platoon", "Top Secret 543", "Save Soldier Ryan", "Wheels Rolling", "Nanying", "Luxing", "General Patton", "Chongqing Negotiations", "The Last Battle of Zhijiang", "Xiangjiang Battle", "Elevation"...
Ren Zhengfei has a special ability to absorb wisdom outside the industry and use it for me. Recently, Huawei advocated that "winning battles is a belief, and no retreat is the way to victory." This sentence comes from US General Martin Dempsey. Therefore, "winning battles" has become Huawei's recent popular word. Although winning a battle is not a language of management, it is more vivid and concise than high performance, challenging goals, etc.
Ren Zhengfei said, "What is the core of Huawei culture? In fact, there are two points: one is customer-centric, and the other is based on the strugglers. These are not our unique culture, and they are all learned from others." Huawei’s core value system is actually the above two points.
is first and foremost customer-centric. is really customer-centric, but the competitors are customer-centric, and we have to do that. This requires the joint efforts of all employees and it must become the belief of all employees. Therefore, when learning from Huawei, we must reflect on whether such values are truly rooted in our companies? Can we do it? Should we suddenly make efforts, can we do it in the short term, or can we persist for more than 30 years, just like Huawei? Moreover, Huawei only has one "center", which is its customers. But many companies are multi-centered. For example, the human resources departments of some companies are still investigating employee satisfaction. If the employees are satisfied, the customers will not be satisfied. This is a very simple truth. How can employees be satisfied? Are you required to "go to four and take three days off" and work 4 hours a day? Is it okay to have high wages, high shares, and cars, houses, and money? Human nature is greedy, one side is an angel and the other side is a devil. The mechanism established by Huawei can suppress the devil's side and inspire the inner angels of human resources. This is the essence of human resource management.
Second, Huawei emphasizes the focus on those who strive. This is Huawei's summary and refinement of its own growth for more than 30 years. Is it unique to Huawei to focus on striving? Is it something every company should stick to? This should be a universal value proposition of management theory and practice and can be applicable to all enterprises. Of course, each enterprise can make appropriate adjustments based on its own actual situation, but its core should remain unchanged.
At the same time, it is also very difficult to truly implement "struggle-oriented" and become an automatic and spontaneous behavior of all employees and truly become a core value that has been adhered to for a long time. If it can be done, culture and atmosphere will be formed.
“Customer-centered, struggling first, and long-term persistence in hard work” is Huawei’s business philosophy or core value proposition, and it can also be considered as Huawei’s internal driving force. However, this cannot explain what force was driving Huawei's growth and development in 2000, more than 10 years after its founding, and before these three points were officially proposed?
I think these three points are based on Huawei's persistence in openness, self-criticism and benchmark learning. There is an internal logical relationship between the former and the latter. Adhering to openness, self-criticism and benchmark learning may be the only driving force for Huawei's development and it is the prerequisite for Huawei's core values.
Based on this, I summarized and proposed Huawei's three-dimensional driving force model:
Maintaining openness, self-criticism and continuous benchmarking learning is the internal driving force of Huawei's growth from small to large, and surpassing its opponents to become an industry leader. This is also the three key starting points for exploring Huawei's internal growth logic. It can be called the "three-dimensional internal driving force model" of Huawei's growth.
Opening is the premise, and self-criticism and continuous benchmarking learning are two wings. This may be called Huawei's "one center, two basic points".
Only with an open mind and an open organizational form can you absorb external energy in all aspects, and then continue to self-criticize the problems existing in the organization, and on this basis, you will continue to learn from other excellent organizations, thereby providing a continuous driving force for the growth and development of the organization.
Looking for Huawei's internal driving force from the "three-inner internal driving force model", perhaps it is a new perspective at the two levels of theory and practice.
Reviewing the development of China's economy over the past 30 years, opening up and reform are the main themes, and reform itself also includes two core contents: self-criticism and continuous benchmarking.
Open means learning, and learning is one of the results of openness. Together with self-criticism and continuous benchmarking learning or benchmarking management, these three points are Huawei's internal driving model. Of course, there is another driving force, which is Ren Zhengfei himself. Ren Zhengfei has been committed to transforming his own driving force into the driving force of the organization. This process is to transform Ren Zhengfei's Huawei into Ren Zhengfei of Huawei, so that systems and rules can keep an eye on Huawei, deal with external uncertainty with internal certainty, deal with future uncertainty with current certainty, deal with uncertainty in the results with process certainty, deal with uncertainty in environmental and business changes with certainty activated by the cadre team, and deal with uncertainty in the organization with vitality.
How to understand the open problem? Only with an open mind and an open organizational form can you absorb external energy in all aspects, and then continue to self-criticize the problems existing in the organization, and on this basis, you will continue to learn from other excellent organizations, thereby providing a continuous driving force for the growth and development of the organization. If a person or organization is closed, it will be arrogance. Not only will it be impossible to make progress, but it will also be arrogant and unwilling to make progress.
If we look at it from the perspective of the 40-year history of China's economic development, it also confirms the importance of the word "openness". In the past, China was a closed "entropy increase" system, and with the leverage of "openness", it was completely reversing towards "entropy reduction". Opening up is a necessary prerequisite for reform, and reform includes two core contents: self-criticism and continuous benchmarking. Therefore, the 40 years of China's reform and opening up are not only an open learning process, but also a process of self-criticism and continuous benchmarking. This shows that it does not matter whether or not to learn from Huawei in . Optimizing the organization and improving system capabilities are the most important goals of an organization.
This is Huawei's 30-year development model, which has great reference value for enterprises. It is actually "using American bricks to build Huawei's Great Wall" (Ren Zhengfei's words). To build the "Great Wall", the essence of the matter lies in openness, self-criticism and benchmark management, and these three points are its "carbon elements". The carbon element itself is very weak, but after being arranged in a triangular manner, it forms a diamond-like "brick" with powerful power, forming the cornerstone of Huawei's construction of the "Great Wall", driving Huawei to make continuous progress and growth. This is the same as the learning purpose of our master school and the purpose of colliding with each other around "benchmark management".
Chinese companies learn from Huawei, of course there are some conceptual things, but I think that the first thing we need to solve the problem of driving force and solve our conceptual problem. With this consensus basis, the subsequent learning process will be smoother and the effect will be better.
Why do I always say, Huawei can’t learn it? In fact, it is based on the following ten points:
First of all, the premise of learning is painful self-criticism. It is because of insufficient self-criticism that one cannot learn. This is a prerequisite. You must find out where you are not good at it, and then you can learn from others in a targeted manner. If companies think they are excellent, of course there is no need to learn.
Second, learning is based on rational wisdom thinking. It is a rational and wise thinking. It is not simply plagiarism, but also to add the "copied" things to your own thoughts. There must be a process of fermentation and integration.
Fourth, learning is an opportunity for growth, but not opportunism. This is especially important. There is no shortcut to learning, so Japan's "learning" is the "barrassing" of Chinese characters. Learning is unhappy and even painful, requiring people to fight against their own laziness, so it is "barrassing". In the Chinese context, learning is not as good as playing games or watching videos, so you need to work hard, you cannot stop trying it out easily, you cannot learn first, you cannot learn to walk in Handan, you cannot skim the glimpse, or you cannot take a quick look at the flowers.
Fifth, learning is a process of perseverance. Nowadays, we are all emphasizing long-termism, and learning is also a long-termism, and we must stick to this process.
Seventh, you must also learn to humbly lower your posture and have an attitude.
ninth. When learning benchmark companies, you must first understand it, rather than simply plagiarize it.
Finally, learn from Huawei and don’t lose yourself. must fertilize its own soil and enhance its fertility based on the original basis. The purpose is to plant the company's own "crops", rather than learning for the sake of learning.
Of course, Huawei is not an "ideal country" and there are still many problems.But the most respectful thing about this company is that it can constantly discover its own problems, constantly improve, continuously and vigorously carry out self-criticism, self-learning and self-motivation, and ultimately continue to grow and grow.
There are still many issues to pay attention to when learning Huawei:
The growth stage of the enterprise
Ownership properties of the enterprise
Business field of the enterprise
Business scope of the enterprise
Business scope of the enterprise
3Overall business management status of enterprises
Human resources and cadre team status of enterprises
Growth pursuit and goals
Entrepreneurs of enterprises
Resources and conditions of enterprises
Value proposition of enterprises
These are actually easy to understand, so we don’t have to expand it. But there are indeed some differences between enterprises. Whether to learn or not depends on values. In addition, we don’t have to learn from Huawei, but we can use the most simple elements of it, the management knowledge she once selflessly contributed, for my use. This is much less expensive than our re-exploration, completely re-starting long-term and painful thinking. Because of the accumulation of these experiences, this company has obtained it after it has been continuously "hitting the wall". We move forward with the experience of our predecessors, which will reduce the possibility of continuing "hitting the wall" - this may be a process with smaller investment and greater output.
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