After reading the book "Huawei has no secrets", the biggest feeling is that Huawei's product concept and human resource management model have made Huawei have strong competitiveness and unique development in China and even in the process of internationalization, and truly realized the role of escort.
First of all, Huawei continues to invest heavily in R&D to build core products.
Huawei has supported so many IT people. From this point of view, it is sincere admiration. When Huawei was mentioned before, everyone ridiculed that it was "treating women as men and men as animals", and the tone was disdainful. In recent years, Huawei has been talked about again, but the same rhetoric is admirable.
Huawei's philosophy is that the investment in R&D is a marathon, not an overnight event, but a long-term commitment to a point and continuous investment in a career. On the one hand, Huawei's R&D innovation is driven by realism, researching products based on customer needs, and on the other hand, it is driven by idealism, which is the driving force to promote scientific and technological progress. Both parties * * * jointly decide the R&D objectives. It is reported that Huawei insists on investing more than 10% of its sales revenue in R&D every year. Huawei 1.8 million employees, 45% employees, that is, nearly 80,000 employees, are R&D teams. Huawei has established its own local R&D center, using local talents and local superior resources to integrate into Huawei's global R&D ... Huawei has adopted the idea of technology platformization and modularization, and the platform has matured one by one. In a few months, we can launch competitive new products and successfully occupy the market. This is the technology platform tactics. Huawei's R&D is a building block, which combines and modifies Huawei's internal technical platforms and combines market hotspots to form new products. Huawei advocates minimizing its own inventions and creations, and should pay attention to inheriting the technological achievements of previous products, as well as cooperation or purchase.
With its core products and competitiveness, Huawei has made remarkable achievements in the world, which are inseparable from Huawei's huge R&D team and continuous R&D investment.
Second, Huawei's excellent human resource value chain management provides a talent pool.
As an excellent enterprise in China, Huawei's success genes are worth learning from all enterprises in China, and one of Huawei's success genes, the human resource management model, is worth learning from all people engaged in the human resource industry. Huawei has a workforce of180,000, and has established R&D bases and laboratories all over the world. How to manage this180,000 employees? How to combine talent income with enterprise development? Huawei first set an example in the industry.
Mr. Ren Zheng Fei completed the construction of Huawei's qualification system and talent echelon with the greatest energy, and managed and used talents in the most scientific way. Huawei's talent management concept: the director of human resources should be the second-in-command of the system, that is, "business first, cadres second"; Secondly, human resources must understand the business and "sink" into the strategic decision-making process in order to become a strategic partner of the enterprise.
Huawei's human resources department is divided into multiple levels, from the full-featured human resources department at the company level to the cadre departments of various business divisions and functional departments. The relationship between human resources headquarters and human resources departments of various departments is "separation of administrative and business relations". The administrative subordination of cadre departments at all levels belongs to their respective business divisions or functional departments, and their individual performance appraisal, wages and bonuses are directly responsible by their respective departments, while their human resources business management is directly led by the human resources department of the headquarters. Under this management mode, HR at all levels are regarded as one of their own in the human resources headquarters, so that they can better integrate into the human resources headquarters, thus strengthening their sense of belonging. Otherwise, the HR department will regard the human resources work as the "above" requirement, and the work will be difficult to implement. Another reason is that the assessment indicators of different departments are different, which are determined by the human resources department within the department and can be more targeted.
In addition to the common high salary and welfare, Huawei's management of employees not only stays in the development of employees' ability, but also plays a incisive role in motivating and using talents. After joining Huawei, in addition to establishing the tutorial system and training corporate culture, we can have more time to rotate posts within the enterprise, which not only provides more space for employees' career development, but also gives employees new expectations in career path selection. For some employees who have been employed for a long time, enterprises will not push employees to the society because of their age, but adopt the mode of internal entrepreneurship, allowing and encouraging employees who are interested in starting businesses to apply to become Huawei's agents, so as to obtain the service life of the equipment provided by Huawei, and let the resigned employees develop together with Huawei. Therefore, for such enterprises, we should not only pay attention to the promotion at the time of entry, but also combine the growth and development of employees.
Mr. Ren basically takes it and then innovates it. Ren invited several professors as consultants, and their offices were next to his own. Among them, Mr. Ren spent the most time studying talent management. He believes that as an organization, not only the boss, but also the team should meet Si Qi, otherwise it is useless to whip every day. If people's inner energy is not mobilized, there is nothing anyone can do.
After reading "Huawei has no secrets", it is not difficult to know that Huawei can achieve today's achievements thanks to its 6.5438+0.8 million employees, patience with loneliness, persistence in continuous innovation and vigilance against internal and external restlessness in the development process of more than 20 years.
Reflections on "Huawei has no secrets" II. China people worship heroes from the bottom of their bones, especially those who can overcome many with few and overcome the strong with the weak. Huawei is such a role. Huawei is the most dazzling pearl among the successful enterprises in China's reform and opening up. On the one hand, Huawei's overseas revenue is much more than domestic revenue. It can be understood that China enterprises have made money abroad, which undoubtedly sets up the image of a national hero for strengthening national pride in China at this stage. On the other hand, from a small company without any background and knowledge accumulation, Huawei has grown into an internationally renowned enterprise with rich technology accumulation, advanced international patents and R&D level, leading in the communication field, relying on steady and persistent (you can refer to Lenovo's "trade and technology" development strategy, and interested colleagues can search for it themselves).
Huawei, Huawei's leaders and employees have always been very low-key, but the story of Huawei's success has become a household name, and various books and programs about Huawei's success can be seen everywhere. Everyone wants to interpret and copy the password of Huawei's success, but most of the analysis only sees the superficial reasons for success, such as attaching importance to R&D and talents, and the leaders are full of courage. These are the necessary conditions for the success of an enterprise, and the analysis of the reasons that can really determine Huawei's success is often not in place. The author of "Huawei has no secrets" is an enterprise management expert who has worked in Huawei for many years. He has personally participated in the management reform of Huawei since childhood and has long-term close contact with Huawei management. He analyzed the process of Huawei's enterprise management reform in recent years from the perspective of a bystander, and analyzed various cases and achievements. But I think this book is the most thorough, profound and enlightening one for Huawei's successful analysis.
What impressed me most in the book is that enterprises should have a sense of being prepared for danger in times of peace. It is difficult to start a business, and it is even harder to keep it. Ren Zheng Fei 10 has been thinking about failure every day for many years, turning a blind eye to success, having no sense of honor and pride, only a sense of crisis. The life of every entrepreneur is not easy, because the market economy never believes in tears and wishes. Enterprises can only survive if they make money. Reminiscent of our company, although relying on the marketing system of Southern Network at present, the short-term and medium-term benefits are very considerable, but it is also facing many internal and external troubles.
On the one hand, Internet companies and the third industry companies of Southern Network enter the marketing field, which poses a great threat to our company's future competition. On the other hand, in recent years, our company has not paid enough attention to R&D, and the system design concept can't keep up with the development of technology. The weakness of the existing South on-line marketing framework in dealing with massive data is gradually exposed, resulting in many problems; Third, the active turnover rate is high, but the elimination rate is not high. There are many adverse effects on the accumulation of knowledge and the improvement of work efficiency. Under the perfect material and spiritual incentives (this is very important, only when the company is attractive can it play a leading role in people's behavior), Huawei implements a fair elimination system, that is, it gives employees a strong signal in a fair environment, and those who contribute will definitely get their due rewards and promotion, which will be fully realized in practice, while those who are idle will definitely be eliminated, because those who are not eliminated are the strugglers.
The future is bright and the road is tortuous. We can't be satisfied with the status quo. We should analyze our own problems and external threats from now on. Leaders and middle-level cadres should change their thinking, break the conventional limitations, and make up their minds to thoroughly solve the problems left over for many years, form a corporate culture that is more suitable for the company's strategic goals, improve the company's competitiveness and employees' sense of belonging, and let the company survive in the fierce competition and gradually grow into a giant ship.
Reflections on "Huawei has no secrets" 3 Before reading this book, my impression of Huawei was fragmented. The words "mobile phone", "voice platform", "high salary", "wolf" and "customer-centered" represent all my impressions of him.
Huawei has no secrets is a "big book", which spans 18 years, covers all stages of Huawei's growth and development, and objectively presents the vicissitudes of Huawei's growth. However, due to my own understanding ability and knowledge base, I can't read them all. I can only try to find a solution to our present predicament by reading this book. Began the journey of decryption with confusion about its own development.
How does Huawei innovate?
Huawei's innovation is not a subversive push for everything, and innovation cannot be separated from inheritance. By inheriting past success factors and existing achievements. Adhere to "small improvement, big reward; The big proposal only encourages the concepts of "first rigidity, then optimization, then solidification", "innovation is 70% inheritance +0% creation" and "innovation is improvement, improvement and further improvement" to maintain rational understanding and effective management of innovation.
Through Huawei's experience, only by fully affirming employees' innovative behaviors and achievements, making correct evaluations and giving reasonable returns can innovation activities continue.
To solve the reward problem of knowledge labor, we can not only rely on short-term incentives, but also need long-term economic rewards. This is the employee stock ownership plan adopted by Huawei, which rewards employees in the form of employee stock ownership by converting part of their labor income into share capital, so that employees can truly form the same body of interests and destiny with the company. This way of return is different from the traditional way of labor input distribution in most enterprises. It emphasizes the return of knowledge contribution to knowledge owners and the return of innovative behavior and achievements.
How does Huawei motivate employees?
Huawei follows three basic principles in salary design:
1, internal fairness, clear the value of different positions to the company's development, and reward employees' value creation according to the value evaluation results.
2. External equity, that is, compared with the external labor market, the company's salary level should remain competitive to attract outstanding talents.
3 employee fairness, that is, strictly follow Huawei's value evaluation system, objectively evaluate the value creation and contribution of employees of the same nature, so that every employee can get due attention and respect.
Many enterprises are indifferent to their own salary system, but their salary strategies and policies must be made public, so that all employees can know where the salary of the enterprise is tilted, what the enterprise encourages and what the return is. Inspiring the right people and things and inspiring the right people with the right things is the correct salary strategy for enterprises. As for the salary income of employees, it should be kept confidential and belong to personal privacy.
It is the general trend to establish a dynamic salary system. Whoever can make a more dynamic salary system will attract the best talents and live happily in the fierce market competition.
However, it is as important as material incentives, and there are non-material incentives. Material motivation is the necessary foundation, but it is rigid and inert. The combination of material excitation and non-material excitation, like nuclear collision and nuclear fission, will produce huge energy.
The book shared a short story, "In the 2008 Wenchuan earthquake, a Sichuan employee was in the field, and his home phone couldn't get through, so he was extremely anxious. At this time, he received inquiries and greetings from customers. There is an incentive rule behind the story of the supervisor and the supervisor that the supervisor didn't make a greeting call a few days after the earthquake. Customers give positive incentives, and supervisors bring negative incentives.
Man is a half-devil. Motivation is to stimulate people's truth, goodness and beauty, restrain people's falsehood, ugliness and ugliness, and promote positive energy, which is the essence of stimulating vitality.
Whether it is material incentives or non-material incentives, we must make a hole to guide employees' vitality, potential exploration and continuous innovation. The material incentive for employees comes from the company and depends on the company's value evaluation and value distribution system; Managers can only bring non-material incentives to subordinates.
Compared with material incentives, non-material incentives cost less, but the effect is greater and more lasting, and the marginal effect is increased, not decreased; A look, a greeting, an email and a short message are all intangible incentives. It can be said that every grass and tree will always be concerned. Of course, bluffing and swearing are also non-material incentives, but they are only negative incentives. A bad word, severe in winter and cold in winter, can be described as a word. It's easier to turn an enemy into a friend than to turn an enemy into a friend all your life. Invisible incentives have a basic principle: don't do to others what you don't want them to do to you.
Material incentives: for example, for example, fatherly love, massiness and rigidity; Non-material incentives: such as water, such as maternal love, warmth and elasticity. Both are indispensable.
How does Huawei win in the competition?
Huawei emphasizes "piracy", that is, spending other people's coffee time at work. China people inherited only poverty and traditional virtues from the previous generation. There is only one choice to change your own destiny and the destiny of the organization-work hard. Of course, there is another meaning based on the struggler, which is to care for the struggler. Tiejun is played, and soldiers are loved. Throughout the ages, all the troops that can fight are all officials who cherish soldiers without exception, otherwise no scholar will die as a bosom friend.
Huawei adheres to three principles in management:
First, in the business model, adhering to customer-centric is not only a slogan, but also a real customer orientation in organization, process, management and assessment system.
Second, in the internal operation mode, Huawei insists on process-oriented, fast, efficient, reproducible and measurable. Huawei has achieved end-to-end management, from customer demand to customer demand.
Thirdly, as far as enterprises are concerned, they must adhere to high performance orientation and support the efficient operation of processes.
In addition to the principles that Huawei adheres to, it also has a world-class management system that is in line with international standards. For example, Huawei is the first company in China to adopt HA system, and its qualification system refers to the British national vocational qualification system. Product R&D process, supply chain process and financial process have all been in IpD and IS projects since IB. IB has invested more than 200 consultants, and Huawei has also paid hundreds of millions of consulting fees. This shows Huawei's investment in management. The fourth unification of finance is KPMG, customer relationship management is Accenture, enterprise is Renmin University, and lean production is Toyota of Japan.
Huawei's success depends not on capable people or heroes, but on systems and platforms. This management platform is as indestructible as a diamond.
Every enterprise has its own management method, but it needs to be transformed into a powerful, mutually supportive, linked and recyclable management platform.
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Read carefully, sometimes obscure and sometimes abrupt. Whether Huawei has secrets or not, it is not easy to learn from Huawei, learn from Huawei and understand Huawei.
Reflections on "Huawei has no secrets" 4 "Huawei has no secrets" is a summary of enterprise management methods and experience. In this book, a lot of experience is given on how to grow and innovate, how to effectively manage and establish supporting mechanisms, how to keep the team wolf and vitality, and how to establish and maintain corporate culture and dreams.
Every part of the truth has been told a lot, which is actually a * * * problem of every enterprise management. Here, I will sum up and share what I feel deeply in my personal reading process, and think about how we, as managers of business departments, should improve and improve.
1, enterprise innovation
This book emphasizes in many places that "the core skills of enterprises are the key to enterprise innovation". In addition, how to improve the core skills of enterprises is also very clear: "When new market opportunities arise, whether or not to meet the needs of customers in an all-round and integrated way is the key to market competition, and whether or not to have core technologies is the key. Core technology is a comprehensive skill owned by an enterprise independently, which cannot be imitated by other enterprises. It is the main part of the core competitiveness of enterprises, which constitutes the unique competitiveness of enterprises and ensures the irreplaceable position of enterprises in the market. The core technology of an enterprise must rely on high investment in research and development in order to gain the leading edge in product technology and performance price. "
I think there is no doubt whether we pay attention to innovation in combination with the actual work of the division. Every enterprise thinks that innovation is the most important development topic, but how to consider increasing the research on new technologies in innovation and how to reasonably invest in technology research and development on the premise of ensuring survival are issues that we should seriously consider after reading this book. For the Division, the main body is still an entity with project implementation as its core. Drawing lessons from Huawei's innovation experience, it is imperative to strengthen the resource investment and capital investment in the innovation direction in the policy system of the division, advocate R&D investment at the same time, and give R&D investment projects sufficient development space in performance appraisal. Just like the whole country, while emphasizing GDP, we should give full consideration to people's education, scientific research and investment in advanced technology in order to achieve benign and powerful GDP growth.
2. Performance management
Performance management is also a commonplace topic. The concept is not difficult to understand, but how to carry out performance management and how to effectively achieve the goal of improving the entity's work output ability has always been a difficult point. In the book "Huawei has no secrets", it is mentioned: "Effective performance management, the mechanism is the most important. How to make a mechanism full of vitality? Establishing a scientific evaluation system is the key. Mechanism is the driving force to change employees' behavior and behavior reform. It is necessary to establish a mechanism so that devotees do not suffer. If the devotee is not in pain, he is willing to continue to be a devotee. Others will be jealous, they will increase their investment and turn themselves into devotees; Lazy people have only two choices, either turn themselves into devotees or leave the company. In this way, the company has formed a very important concept, unfair, unjust, not open, but fair. "
At the beginning of the establishment of the Division, performance management was strengthened from the decision-making level to the management level, and performance management was standardized, and the process was refined and optimized. But so far, our performance management is not very dynamic. I think there is still a big gap from the benchmark of "let the devotees not suffer". There is no scientific evaluation system, which is a very important shortcoming. However, how to build an effective evaluation system often requires a lot of management input and management cost. At present, the Division is short of human resource managers, so the whole evaluation process is entrusted to all entity departments, which are responsible for its implementation. The evaluation index is mainly qualitative evaluation, and the evaluator is both an athlete and a referee, so it is difficult to achieve the "fairness" described in the book.
When it comes to how to achieve "justice", there are also ways to practice justice in Huawei has no secrets: "Any mechanism is supported by the system. System evaluation needs to answer three questions: first, qualitative evaluation. Second, quantitative evaluation. Third, regular evaluation. In addition, in the distribution system, from the person who pays to the thing that pays. Paying people will inevitably lead to a "big pot of rice." Who you pay means that you are inspired by something. It is impossible to be motivated by qualifications, education and position. Therefore, we should let employees report their performance, motivate their performance and make a scientific evaluation. With this customer base, our salary system will be perfect and we can get the fairness of the enterprise. "
How to practice "justice" in a business department should first work hard to break the "big pot" and quantify the performance appraisal indicators, and gradually change the salary from "people" to "things" through management input. For engineers, there are quantitative indicators such as the achievement rate of project milestones, the number of customers' praises, the number of complaints, and the timely completion rate of weekly work plans. Division manager, department manager and project manager shall input basic information in time and input supporting quantitative evaluation into the support platform. When the performance evaluation indicators are evaluated in stages, they are automatically statistically summarized according to the basic data input by managers at all levels, thus completely reducing the randomness and subjectivity of qualitative evaluation.
In addition, for companies like Huawei, since these contents are summarized in the book, as a typical excellent IT enterprise, how do they build a scientific performance appraisal system and how do their management inputs match? I think this is a "secret" that is not detailed in the book. Can we explore their "secrets" through enterprise visits and learning interactions and learn from them effectively?
The book Huawei has no secrets is very long and there are many things to learn. By reading this book, on the one hand, let us realize Huawei's good position in technology and management, on the other hand, let us realize that the difficulties faced by our company were actually encountered before Huawei succeeded. The growth process of an enterprise is a process of constantly solving problems, and complaining and laziness will only stop the enterprise.
Comments on "Huawei has no secrets" 5 Huawei is one of the most powerful IT companies in China (I personally appreciate Huawei rather than BAT, because I learned from an exhibition that Huawei's contribution to some open source communities far exceeds that of other domestic enterprises). Joining Huawei has always been the dream of many job seekers. When I first graduated, it was definitely considered as a symbol of personal strength. Although I have had many contacts with Huawei and some cooperation and exchanges on projects, I still don't know much about it. By reading the book "Huawei has no secrets", I have learned more about Huawei's growth process and corporate culture, and I have also gained something myself. I want to share a few points briefly.
What is the essence of an enterprise? Its essence is a specific organization that pursues organizational interests, and getting more profits is its fundamental goal. But how can we continue to make profits? Under the condition of resource constraints and non-monopoly competition, to achieve the goal of sustainable profit, it is necessary to have the internal ability to continuously obtain external benefits, and the level of benefits it can obtain in the future is determined by its own ability. Nowadays, most managers like to set goals and raise prospects, which is necessary from the perspective of enterprise development and management. But before that, I think it is more necessary to know what capabilities they have, including current capabilities and future development potential. To make the company have sustainable profitability, it can't be done overnight, it needs strategy and investment, and more attention and action. It is also necessary to strike a balance between short-term interests and internal capacity improvement. If you excessively adapt to the needs of the short-term market, you may never be a child.
As the book says, when an enterprise lacks its own ability, it will inevitably move towards speculation and opportunism. This kind of risky behavior may get temporary returns, but temporary profit-making behavior should not be the ultimate goal of the enterprise. It feels like we are on this road now.
In the third part of this book, the author tells the basic law of Huawei, introduces its human resource management system, salary system and value system, and puts forward the idea of creating value with all one's strength, scientifically evaluating value and rationally distributing value. There is no doubt that all employees in the company should strive to create value. What I want to focus on is value evaluation. Let's talk about value evaluation first. The most important thing, of course, is the quantification of value. For example, the average contract amount completed by a person or a performance team in one year and the profits earned by the company are relatively easy to calculate. But the current problem is that it is difficult to evaluate or not to evaluate the value contribution of various value creation factors, that is, managers may not know the process of employees creating value at all. Without the evaluation of this process, it is often unreasonable and unfair to only consider the results, especially some traditional customer-oriented relationship companies. Without a good value evaluation system, the following value distribution lacks the basis of distribution, which is either egalitarianism or individualism, no matter which mode is fatal to the enthusiasm of employees and the long-term development of enterprises.
There is also the human resource management mentioned in the book. I don't want to talk about Huawei's human resource management system, but I attach importance to human resource management. Most domestic enterprises invest very little in human resource management, partly because the cost of resignation and recruitment is not high, and most decision makers despise management, because human resource management is a long-term investment, and even most management belongs to long-term investment. How to change this kind of thinking is something that many enterprises need to improve.
Huawei is a great enterprise. If it can be so successful, there are certainly many places worth learning from other enterprises, but the best management model or practice of enterprises may not be suitable for any company, especially some small and medium-sized enterprises. In today's impetuous and utilitarian society, successful philosophies of well-known enterprises such as Huawei, Tencent and Ali abound, and most of their founders have been put on the altar. I don't want to deny the greatness of their entrepreneurs, just hope that everyone will not be blind. Whether considering the present or the future, it is best to choose the one that suits you.