(1) the principle of democratization. This principle includes two aspects: first, employees have the right and way to participate in decision-making; The second is to implement collective decision-making On the one hand, employees' participation in enterprise decision-making can effectively improve employees' enthusiasm for production, on the other hand, it can make suggestions for the development of enterprises. Enterprise leaders can also understand the requirements and trends of employees by participating in decision-making, so as to lay the foundation for making and implementing enterprise decisions. Modern enterprise decision-making should also implement the principle of collective decision-making, which is also a requirement of decision-making democratization. Collective decision-making includes: everyone in the leading members should carefully evaluate the decision-making plan and ask questions from the aspect of infeasibility; When selecting alternatives, methods such as one-by-one elimination, secret ballot and preference sequential voting are adopted, which embodies the principle of collective decision.
(2) scientific principle. Acting according to scientific laws is the minimum requirement for enterprise decision-making. If it violates the scientific laws, especially the scientific laws of decision-making, enterprise decision-making will fail. At the same time, enterprise decision-making should also follow the general requirements of decision-making procedures. In violation of the scientific procedure of decision-making, enterprise decision-making is also easy to make mistakes.
(3) the principle of following the virtuous and not following the crowd. This is a major innovation in Huawei's corporate decision-making. So, how does this principle work?
A, the meaning of "sage" refers to the person who puts forward scientific views, excellent ideas and breakthrough technical solutions, who is the most sensitive to opportunities from the grassroots, not the inherent "sage", and "being virtuous" is not "following the right". The company also pointed out that "virtue" not only refers to technology and business, but also includes moral character.
B, establish the assumption in the company culture that truth is often in the hands of a few people, and insist that everyone is equal before the truth.
Huawei people believe that in general, in order to ensure the correctness of major decisions, we should follow the principles of procedural, scientific and democratic decision-making, but if we follow this principle in form, we may not be able to make correct decisions in time. It is very necessary to master the problem of appropriateness in real business activities. It is necessary to follow the procedure but not rigidly follow the procedural theory. It is necessary to talk about science and not rely entirely on scientific analysis based on incomplete information. It is necessary to listen to people's opinions but not to follow the crowd. Democracy can do good, and dictatorship can also do good. At the critical moment, the president can make a final decision through public discussion, which is the spirit of entrepreneurs who dare to take risks and take responsibility. In this changeable environment, opportunities are often fleeting, and enterprises are most afraid of making "argument paralysis". When you come to democracy and democracy is over, opportunities will not belong to you long ago. How much is the correct decision worth? Huawei people believe that it is necessary to use the curves and data put forward by scientific forecasting technology as an aid to decision-making when it comes to major strategic decisions and macro-planning regulation. However, it is not only orders that affect the strategic decision-making of enterprises, but also economic and political factors from various aspects at home and abroad. The situation that these factors affect the decision-making of enterprises depends on the feelings formed by entrepreneurs' receiving and processing information from various aspects over time.
(4) the principle of combining responsibility, power and benefit. In the process of enterprise decision-making, no matter for departments or individuals, their authority, responsibilities and rights should be clearly defined, so that the division of decision-making is clear, rights and responsibilities are equal, and responsibilities and interests are consistent. This is the most effective way to improve decision-making efficiency and avoid decision-making mistakes. According to some data, during the Eighth Five-Year Plan period, the success rate of medium-sized and above projects in China was 58%, and the failure rate was 42%, which caused trillions of RMB losses to the country. One of the important reasons for the loss is that the responsibility of the decision maker is unclear, and no one seems to be responsible for the loss caused by the decision. This is true for project decision-making, and so is the decision-making of state-owned enterprises. At present, the losses of state-owned enterprises are very serious, among which the losses caused by operator's decision-making mistakes account for a large proportion, reaching more than 3%. Some business operators make blind decisions, invest hundreds of millions or billions, and lose money as soon as the project starts. In order to avoid this kind of thing, it is necessary to determine the decision-making authority, decision-making responsibility, decision-making interests and the restriction mechanism for their decisions.