A year later, the U.S. Department of Commerce did the same thing again, including Huawei in the entity list, prohibiting Huawei from purchasing technology and accessories from the United States, and terminating the cooperation between American enterprises and organizations and Huawei, thus cutting off Huawei's supply chain and leaving Huawei with no goods to sell.
In the face of extreme pressure, Ren is surprisingly calm. Even if Qualcomm and other American suppliers don't sell chips to Huawei, Huawei will have no problem, he said.
Just over a month later, Trump withdrew his authorization at the G20 summit: American companies can continue to sell parts to Huawei.
Why can Huawei achieve a shocking counterattack? What makes Huawei an invincible international enterprise?
The book "Great Suffering-Enlightenment from Huawei" shared with you today can reveal the answer. This is an inspirational documentary book written by Wang Yongchang, President of Zheshang Development Research Institute, and co-authored by many authors. It describes in detail how Huawei, led by Ren, went abroad step by step and went to the world. It points out the strategic wisdom of Huawei to become a world-class company and provides a business case for the survival and development of enterprises.
1. Be prepared: Huawei's spare tire plan.
20 12' s family members realized the consequences of not having the core technology: "If they cut off our food, are we stupid?" There is a hunch that Huawei will stand at the highest point in the world, and sooner or later, it will confront the United States on the top of the mountain and make all preparations.
He asked Huawei to prepare for war according to extreme conditions and build spare tires. Ren Zheng Fei's advanced consciousness gave Huawei sufficient preparation time.
A few hours after the extreme pressure from the United States, Huawei voiced: All spare tires turned positive overnight. At this time, Huawei has made public spare tire products and replacement plans that have been painstakingly built for many years, and the Hisilicon chip and Kirin operating system have all been announced to the world.
In this regard, the world is shocked. Huawei people have long understood that the spare tire will turn positive one day.
The spare tire is first of all a technical spare tire. Modern information technology consists of three core parts: chip, software operating system and communication equipment. Huawei has spare tires in all three parts. Huawei is the only company in the world that is at the forefront of these three fields at the same time.
In 20 17, Huawei began to walk on two legs, and two-thirds of Huawei's mobile phones were equipped with Hisilicon chips. Huawei can achieve self-sufficiency in all core cutting-edge chips and maintain a high degree of product leadership. HarmonyOS's operating system can perfectly adapt to the Internet of Things, and it can be used for autonomous driving, which is 60% faster than Android.
The replacement of spare tires ensures the continuous supply of most of Huawei's products and shattered the illusion that the US government tried to cut off Huawei's supply chain.
In addition to chips and other technical spare tires, Huawei also attaches importance to talent spare tires. Ren creatively put forward "knowledge-based doctrine". He believes that knowledge hires capital and talent is the key to determining all factors. Only by recognizing the value of people can we become the most valuable company.
Huawei has more than 20 research centers around the world, including more than 700 mathematicians, more than 800 physicists, more than 1.20 chemists, about 1.5 million people engaged in basic research and more than 70,000 product developers.
Huawei makes full use of global innovation resources to attract global professionals to carry out research work. A strong talent team has laid a solid foundation for Huawei's development.
In addition, Huawei also has a financial spare tire. Huawei has set up financial risk control centers in London, Tokyo, new york and other places, and hired international talents to control the risks of the company's capital operation, contracts and project management, so as to lay the foundation for global development and minimize losses.
A series of spare tire plans, such as technical spare tire, talent spare tire and Cai 8, show the power of Huawei's insight. Advanced sense of urgency, forward-looking thinking mode and comprehensive spare tire plan enable Huawei to turn around Gankun in the most difficult time and firmly hold its destiny in its own hands.
2. Innovation is king: Huawei's magic weapon to win
Since the 20th century, human society has entered an unprecedented period of positive innovation. Being able to seize the opportunity, Huawei relies on institutional innovation.
The first is product innovation. From PBX to intelligent switch, from 4G to 5G, Huawei has left a proud footprint in product innovation.
The assertion of western countries that "China people will never build large-scale program-controlled exchanges" makes Ren, who has been concerned about the future of China, complain bitterly.
In order to further research and develop digital program-controlled switches, Ren pushed public opinion, and borrowed money from the private sector at an annual interest rate of 24% and 33% to ensure that the funds were in place in time.
Ren calmly and firmly said to the employees: If this research and development fails, I will jump from the upstairs and you can find another way out.
In difficult times, the last stop was full of vitality: at 1994, Huawei launched its own C & ampC08 digital program-controlled exchange, which swept the domestic market. Huawei seized the opportunity and made great progress.
Ren has a deep understanding of innovation. Science and technology are the common wealth of mankind, and we must stand on the shoulders of our predecessors. In order to shorten the time for Huawei to enter the world leading camp.
For Huawei, at least 70% of the resources owned by Huawei should be regarded as real innovation. Can't * * enjoy the innovation of resources, can only lead to a lot of repetitive work.
Today, Huawei holds the number one patent in the world, and has won many international awards such as "Top Five Most Innovative Companies", "Top Global Organization 100" and "Best Wireless Technology Breakthrough Award". It publishes 100-200 academic papers every year and submits more than 60,000 technical proposals to various standards organizations around the world.
Second, organizational innovation. Huawei has established a scientific human resource management system. From 65438 to 0996, inspired by the Hong Kong Basic Law, Ren organized experts to draft the basic law of Huawei and began to standardize the management of Huawei. The reform team put forward a variety of salary design schemes, none of which passed.
Since no one wants to break their own financial path, Huawei decided to hire a professional consulting company to do it for themselves. The first one is He Yi Group. Since then, the functional wage system, which can greatly stimulate the enthusiasm of employees, has been rapidly promoted. The salary of employees no longer depends on seniority, age and education, but only on the requirements of the post for the incumbent.
In order to improve the management level and learn advanced experience, Huawei introduced the British national vocational assessment system in 1998, and then cooperated with IBM to carry out the "information technology strategy and planning" project. Huawei combines the British vocational assessment system with the functional wage system, and implements the rotation system and the last elimination system.
In the past five years, Huawei has gradually established a number of management systems and tailored a comprehensive financial service system. These schemes have gradually become a unique organizational way for Huawei to take the road of internationalization.
In 2003, Huawei hired Mercer Consulting as a consultant and set up an enterprise management team. On this basis, Ren established the rotating chairman system, which took a new step to give full play to the collective wisdom of the management team.
At present, Huawei has become a global equipment vendor that can provide complete end-to-end 5G solutions, and the number of commercial contracts signed ranks first in the world, setting a record for the fastest deployment of 5G in the world–helping Korean operators to quickly deploy 5500 base stations within three months.
The achievement of these achievements is inseparable from Huawei's innovation that keeps pace with the times.
3. Stick to ideals and beliefs: the anchor of Huawei.
Huawei's constant pursuit is to realize customers' dreams in the field of electronic information, and to become a world-class leading enterprise by relying on dribs and drabs and unremitting efforts.
From independent research and development of program-controlled switches to the confrontation with Shanghai Bell and Nortel networks, from Chinese mainland to Hongkong, from Russia to Africa to Europe, and then to the confrontation with American giant Cisco, Huawei finally became the leader in the world communication industry ... Facing the test of the crisis, Huawei people have never been afraid.
Ren said: Without its own scientific and technological support system, industrial independence is empty talk. Without independent national industry, there is no national independence.
Therefore, when the enterprises around us are trying to cross-border development, Huawei insists on not going public, not engaging in finance, not doing real estate, obeying the mission and ideals, and focusing on communication technology.
Huawei's sense of social responsibility has transcended the scope of the country and the nation, has a broad perspective on the whole human society, and put forward the grand vision of "contributing to mankind".
Based on this grand vision, Huawei people risked their lives to restore 680 base stations in two weeks when the nuclear power plant in Japan leaked. At the same time, Meng Wanzhou, the manager of the enterprise, rushed to Japan from Hongkong despite the influence of nuclear radiation.
After the Indonesian tsunami, 47 Huawei employees restored 668 base stations in the disaster area within 13 hours, which made important contributions to the rescue and disaster relief.
Ren firmly believes that globalization has become an irresistible trend of the times, and the dependence and cooperation between enterprises is the inevitable development of history.
Under extreme pressure, Ren did not express his indignation as a victim. On the contrary, he thanked American companies for their cooperation with Huawei many times and admitted that American companies have a lot to learn from Huawei. Huawei will not narrowly exclude American chips.
We should not blindly destroy our opponents narrowly, but unite our opponents and join hands with the strong. The more friends we have, the bigger the world will be. The grand vision of "contributing to mankind" is like a needle, which makes Huawei invincible in the 32-year industry competition.
Well, Huawei's great suffering-apocalypse is coming. Let's summarize three main points:
1. It is safe to be prepared: Huawei's spare tire plan;
2. Innovation is king: Huawei's magic weapon to win;
3. Stick to ideals and beliefs: the anchor of Huawei.
In the 2 1 century characterized by "innovation", all enterprises and individuals are facing the same challenges and opportunities. Huawei's 34-year practice provides us with an example for reference.
Be fully prepared before the challenge comes, so as to ride the wind and waves when the opportunity comes;
Self-criticism is still carried out calmly in cheers, so as to constantly surpass and forge ahead.