(The article comes from "Baicaoyuan Information Port")
1. The great Ren Zhengfei, who grew up in the 198s and then became the most promising entrepreneur in China, has experienced several major changes in China society, and has always been able to navigate between the economic and political turmoil, and finally made great achievements. He is very talented, energetic and knowledgeable. He has been driving Huawei for 19 years, and sometimes he has made rapid progress, and sometimes he is ready to go. He is unique in the rivers and lakes at home and dances with "wolves" abroad. Huawei's success depends largely on Ren Zhengfei's understanding, interpersonal relationship, vision and some personality traits in the special period of China society.
Ren Zhengfei's many masterpieces, such as Winter in Huawei, are taken as enterprise management models by many enterprises (especially IT circles). Ren Zhengfei has made great efforts for more than ten years to build Huawei into a benchmark enterprise in the IT industry in China, and has become one of the first choice enterprises for many famous university students to choose their jobs, just like internationally renowned enterprises.
2. The state strongly supports
Huawei's success is inseparable from state support. Ren Zhengfei, president of Huawei, once said with emotion: "As soon as Huawei was born, it met with international competition at its own doorstep. The competitors were world-famous companies with tens of billions of dollars in assets. Without national policy protection and support, Huawei is easily destroyed. " In 1995, the state successively issued a series of policies to support the development of national communication industry. The state has always been heavily inclined to local enterprises in policy. It is impossible for a private enterprise with a registered capital of only 24, yuan to achieve such achievements by accumulating bit by bit in just over 1 years without state support.
in the process of major industries going international, countries should make important multinational companies effectively undertake the functions of competition, contest, game and cooperation between countries for national strategic industries through national strategic arrangements. The communication industry belongs to the national strategic industry, and Huawei came into being. There is no country in the world that does not go out and implement its national strategy through its own companies (including Ericsson and Nokia).
Huawei's success today is due to the support of the government. In 1995, when Huawei was confronted with a funding bottleneck due to its attempt to expand its production scale, state leaders visited at the right time, which solved the problem of bank loans that had been bothering Huawei before, and the support of local governments was also strengthened. On June 1, 1996, Zhu Ji, then Vice Premier of the State Council, visited Huawei, and made it clear that he hoped that domestic switches would enter the international market, and promised that the government would provide buyer's credit. In the most critical period of development, the government's help again is undoubtedly the greatest encouragement and help for Huawei, which wants to get rid of the shackles of the domestic market and intend to enter the international market. Later, Ren Zhengfei made Huawei go abroad by visiting with national leaders, and opened the market in Russia, Egypt and other countries.
3. Seize the Opportunity
Huawei's success is made by special historical opportunities. Huawei is lucky to meet the tide of reform and opening up and the once-in-a-lifetime development opportunity of the Chinese nation. Ren Zhengfei also admitted that Huawei's past success included more opportunities. He once said: "Huawei grew up in the period of the fastest development of the global information industry, especially China is transforming from a backward network into a world-class advanced network. Huawei, like a leaf, was fortunate enough to fall on the big ship of this trend. It is lying on the big ship and drifting with the tide today. " Therefore, Huawei's success should be that opportunities outweigh its quality and skills.
4. Excellent strategic thinking
Michael Porter, a master of strategic management, believes that the essence of strategy is to choose, weigh and fit in. For example, strategy is like making a movie, and every movie must have a situation, through which the audience can experience a certain result at the end of the movie. Strategic thinking is very similar to this, because it requires that we can first look forward to the ideal results that enterprises want to achieve, then focus on how to achieve the set goals, and then in turn consider how to work hard to achieve them step by step.
5. Unique operating mechanism
Huawei has explored a set of enterprise operating mechanisms suitable for its own development, including interest-driven mechanism, power-driven mechanism, achievement-driven mechanism, ideal pursuit and value-driven mechanism. The company's value evaluation system and value distribution system are the key to Huawei's success and the most distinctive feature of Huawei's management. Its main contents and characteristics are: labor, knowledge, entrepreneurs and capital create the full value of the company; The achievement of the company, as well as the morale of all employees and the sense of belonging of the company are the standards of value evaluation; Talent, responsibility, contribution, work attitude and risk commitment are the basis of value distribution; Organizational power and economic interests are the objects of value distribution; Opportunity, authority, salary, bonus, stock right, bonus, welfare and other personnel treatment are the forms of value distribution. It is Huawei's innovation to turn knowledge into capital and realize knowledge-based system. Its performance is in the distribution of equity and share capital. The distribution of equity is not based on capital, but on knowledge capital, that is, part of knowledge return is converted into equity, and then income is obtained through knowledge capital equity.
another aspect of Huawei's unique operating mechanism is that the Huawei model cannot be copied or is difficult to copy. It should be acknowledged that up to now, Huawei's globalization strategy is relatively successful. Whether it is market development or independent research and development, Huawei has achieved phased globalization goals. However, we should also clearly see that the initial conditions for Huawei's development cannot be easily obtained, especially in the early stage of development, it was fortunate to encounter large-scale construction of the domestic communication market, and accumulated enough experience, capital and R&D system for it to form an important development foundation. In a word, Huawei's development is the result of its own clear strategic choice and indispensable special historical opportunities. Nowadays, the global competition has been fully developed, and it is difficult for domestic enterprises to obtain the accumulation of original capital and technology under the protection of the domestic market. Many enterprises must face the global competition from the beginning to build their own competitiveness. Therefore, Huawei's development path and model are difficult to replicate.
6. Talent Strategy
High-quality talents are the guarantee for the development of high-tech enterprises. Huawei believes that talent is capital, and it is more important than money, so it spares no effort to recruit high-quality, pioneering and dedicated talents and create a mechanism to attract, retain and make good use of talents. At present, more than 85% of the more than 1O employees have bachelor degrees; More than 4O technical research and development talents are employed with high salaries, of which 7% are senior research talents such as postdoctoral, doctoral and master's degrees. Huawei emphasizes that the goal of human capital appreciation takes precedence over the goal of financial capital appreciation. The company is not only established in system of human resource management on the basis of free employment system, but also introduces competition and selection mechanism to establish the labor market internally and promote the rational flow of internal talents. In terms of talent flow, Huawei emphasizes the mandatory rotation of senior and middle-level cadres in order to cultivate and improve their comprehensive quality that can take on heavy responsibilities; For junior staff, it provides natural mobility, loves to do things one by one, and becomes a management or technical expert in a certain field. On average, more than 2 people in Huawei change jobs every month, and everyone can choose or compete for their suitable positions and positions.
Huawei's talent strategy is based on talent, regardless of background. Li Yinan's legendary experience reflects Huawei's talent strategy. Li Yinan was admitted to the junior class of Huazhong University of Science and Technology at the age of 15, and entered Huawei at the age of 21. He was promoted to engineer in two days, chief engineer in half a month, deputy general manager of Central Research Department in half a year, chief engineer and president of Central Research Department in two years, vice president of Huawei at the age of 27, and then vice chairman of Huawei Technologies. He was Ren Zhengfei's most effective assistant and the most popular Huawei successor at that time. At the end of 2, Li Yinan went to Beijing with equipment worth 1 million yuan from Huawei, founded Beijing Harbor Network Co., Ltd., and began to make his own way as a senior distributor of Huawei enterprise network products. Li Yinan led a crowd away from Huawei, gathered Huawei's top talents, and punished Huawei as an opponent, which made Ren Zhengfei angry. It is well known that Ren Zhengfei encouraged employees to go out and start businesses, but this way is another matter. The fuse of Huawei's complete enmity with Harbor was the competition for the business of an operator in Hong Kong in 22. In this case, with the support of the agent, Harbor directly competed with Huawei on the table, detonating the war between Huawei and Harbor. Since then, Huawei has begun to kill the harbor. Set up a special project team to dig up products, projects and personnel from the harbor. At that time, this project team was nicknamed "Hong Kong Office" in Huawei. Just to crack down on the business in the harbor. In June, 26, Huawei officially acquired Harbor, and at this point, the feud between Huawei and Harbor ended for many years. Huawei acquired Harbor, including major product lines, intellectual property rights, inventory products, and the vast majority of employees in Harbor. Li Yinan returned to Huawei on September 11th of the same year as vice president and chief telecommunication scientist, mainly in charge of strategy and marketing department.
7. Leading in Science and Technology
From the very beginning, Huawei aimed at the international advanced level and strived to stay ahead of the world. Based on the high-tech of contemporary computers and integrated circuits, they made bold innovations and made a series of breakthroughs. Every year, we invest 1% of our sales in research and development, equip ourselves with a large number of sophisticated development equipment and testing instruments, and have established long-term and extensive cooperation and exchanges with some famous universities, research and development institutions and key laboratories at home and abroad, and established good and stable partnerships with internationally renowned companies and suppliers. Leading in science and technology, Huawei ranks among the few giants in the world who can provide CAC8-STP digital program-controlled switch equipment; It has formed leading advantages in core networks such as mobile intelligent network, STP, mobile gateway office and GPRS.
8. Marketing Iron Army
Huawei is a miracle of China IT industry, and its development speed is amazing, and what is even more commendable is its marketing staff. The number, quality, wide distribution and high income of Huawei's marketing staff are unprecedented in the history of China enterprises. Huawei has a sales team of more than 6, people, accounting for 33% of all Huawei employees. Most of them are graduates of famous universities in China, and they have been put into the front line of the market after the devil training of Huawei. The salaries of Huawei marketers are attractive, but their first-line market life is generally only three years.
Ren Zhengfei, the boss of Huawei, said, "Huawei's products may not be the best, but so what? What is the core competitiveness? Choosing me instead of choosing you is the core competitiveness. " In Huawei, the market is the core competitiveness, and the market is fought for by the front-line fighters. At home, Huawei sold the first-class market with third-rate technology, and Huawei rode across Asia, Africa and Europe and burned the war to the United States on the other side of the Pacific Ocean. Technology is not Huawei's core competitiveness, Huawei's core competitiveness is marketing, and the core of Huawei's marketing is Huawei's marketing iron army.
Huawei's success mainly depends on its advantages in marketing, and the first advantage of Huawei's marketing is the advantages of Huawei's marketing team. How is Huawei's marketing iron army forged? There are five main measures for Huawei to build its own marketing iron army: the first measure: to shape the corporate culture of "wolf" and "reality"; The second measure is to choose good talents; The third measure, devil training; The fourth measure is to institutionalize employment; Fifth, effective incentives.
"wolf nature" and solid corporate culture are the foundation of Huawei. Huawei's "wolf nature" is not innate. Modern society leaves the problem of employees' teamwork spirit to enterprises, and enterprises can only get the opportunity of survival and development if they solve it well. Huawei's obsession with wolves is hard for outsiders to understand.
material and spiritual incentives ensure that Huawei's marketing team will always be full of vitality and fighting capacity on the battlefield. From cultivating "wolf nature" to maintaining "wolf nature" and from "talking" to "doing" corporate culture, Huawei marketers have proved that "wolf nature" and "doing" are rare with their own development experiences. The construction of Huawei's marketing team sets a good example for local forward-looking enterprises in China. Huawei tells us that in order to build a successful marketing iron army, it is necessary to make the marketing team full of "wolf nature", and also tells local enterprises in China that it is possible to cultivate "wolf nature", but this process is very arduous. There is no shortcut to success, from recruiting talents, to training talents, to using talents, and finally motivating talents requires the efforts of enterprises.
without professional recruitment and systematic training, Huawei will not be able to shape its own sales iron army; There is no way to unify the thinking of the whole sales team, and without a perfect system, Huawei's management of the sales team will be "no basis"; Without strict assessment, Huawei's system will have no meaning; Without a fair, effective and perfect incentive system, the sales team of an enterprise will be as unmotivated as stagnant water!
9. Excellent corporate culture
Huawei's Basic Law says well: resources will be exhausted, and only culture will be endless. With its unique foresight, Huawei entrepreneurs pay attention to carefully cultivating Huawei's corporate culture from the day it was born, and consciously inject this unique culture into the business management activities of enterprises, thus producing great cultural management efficiency. The relationship between culture and management is like the relationship between soil and crops, as Ren Zhengfei put it: "Culture is to provide soil for the development of Huawei, its mission is to make the soil more fertile and loose, and management is to plant crops and its mission is to get more food".
If an army has no soul, it will probably fall apart in an instant; And an army with a soul, even if it encounters temporary difficulties, this legion may be re-established and re-established on the battlefield, which is also true for the team building of enterprises. Enterprise culture is the soul of enterprise. In China, there are not many enterprises that can truly understand corporate culture and implement corporate culture strategy, and Huawei is one of them. Enterprise culture is the soft environment for enterprise development. Huawei's corporate culture embodies the "Huawei spirit". Corporate culture is an indispensable thing for Huawei. Huawei's corporate culture can be summarized in the following words: unity, dedication, learning, innovation, benefit and fairness. Another feature of Huawei's corporate culture is that it is practical. Corporate culture in Huawei is not only a slogan, but also a practical action.
"wolf nature" and solid corporate culture are the foundation of Huawei.
Huawei worships wolves very much, and wolves have three characteristics: first, they have a good sense of smell; Second, quick response; Third, it is found that prey attacks collectively. Huawei believes that wolves are an example for enterprises to learn. To learn from wolves, wolves will never be out of date.
"If you win, you will raise a glass to celebrate each other, and if you lose, you will fight to save each other" is the embodiment of Huawei's wolf nature. In Huawei, the training of this kind of wolf nature exists all the time. Huawei, which has always been low-key, keeps the nerves of its internal employees tight all the time. How long will it take from Winter in Huawei to Red Flag in Huawei? "All reveal Huawei's sense of urgency, and worries about the future require team unity and can't lose the wolf. Huawei people think that only in this way can Huawei find winter cotton-padded jackets.
fierce.