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Have all employees in the company considered what we should do if one day, the company's sales decline, profits decline or even go bankrupt? Our company has been in peace for too long, and too many officials have been promoted in peacetime. This may be our disaster. Titanic also went out to sea with cheers.
and I believe that this day will definitely come. In the face of such a future, how do we deal with it? Have we thought about it? Many of our employees are blindly proud and optimistic. If too few people have thought about it, it may be coming soon. Be prepared for danger in times of peace, not alarmist.
When I visited Germany, I was very moved to see that Germany recovered so quickly after the Second World War. Their workers at that time United and proposed to reduce wages without increasing wages, thus speeding up economic construction, so Germany's economy grew rapidly after the war.
If the crisis of Huawei really comes, will it be enough if employees' salaries are cut by half and everyone lives on a little cabbage and pumpkin? Or if we can save the company by cutting half the people. If this is the case, the danger will not be dangerous.
Because, as soon as the danger is over, we can gradually make up our wages, or our sales will increase, and those who have been forced to lay off will be invited back. This is not a crisis. If you do both at the same time, you can't save the company. Have you ever thought about it? In the past ten years, I have been thinking about failure every day, turning a blind eye to success, and I have no sense of honor and pride, but a sense of crisis. Maybe that's why I survived for ten years.
let's all think together about how to survive, maybe for a long time. The day of failure is bound to come, and everyone should be prepared to meet it. This is my unshakable view and this is the historical law.
Huawei keeps calling for wolves, and people don't believe it. But the wolf will really come. This year, we will discuss the crisis extensively, discussing what crisis Huawei has, what crisis your department has, what crisis your department has, and what crisis your process has.
in management improvement, we must emphasize the improvement of the shortest piece of our board. The main leaders of all departments, departments and processes should grasp the weak links. We must adhere to balanced development, constantly strengthen the construction of a management system dominated by process and timeliness, and constantly optimize your work and increase the contribution rate under the condition of improving the overall core competitiveness of the company.
the whole company must establish a unified value evaluation system, a unified evaluation system, in order to make the internal flow and balance of personnel possible. For example, some people say that I am very innovative in research and development, but how to reflect the value of innovation, innovation must be transformed into commodities, in order to generate value.
I don't object that we attach importance to technology and marketing, but every chain is very important. R&D users, a user engineer at the same level may have stronger comprehensive processing ability than R&D personnel. So if we don't agree with the after-sales service system, then this system will never be composed of excellent people.
it is either organized by excellent people or high-cost organizations. Because he flew over to repair the machine, he couldn't repair it once, and he flew over to repair it, and he couldn't repair it again. We sponsored all our salaries to civil aviation. If we can fix it at once, even without going there at all, and we can fix it with remote guidance, how much cost will we save!
therefore, we should emphasize balanced development, instead of always emphasizing one aspect.
There are essential differences between the responsibility system for things and the responsibility system for people
One is an expansion system, and the other is a convergence system
Why should we emphasize the system dominated by process and timeliness? Cadres who are now operating in the process are still used to asking their superiors for instructions. This is wrong. You don't need to ask for instructions for things that have been stipulated or become routine. You should let them pass quickly. The person who carries out the process is responsible for things, which is the responsibility system for things. Asking for instructions in everything is a responsibility system for people, and it is convergent.
we need to reduce unnecessary confirmation and unnecessary and unimportant links in management, otherwise how can the company operate efficiently? At present, there are quite a number of departments and organizations in our organization, which are producing garbage, and then these garbage will enter the sorting and cleaning, creating some jobs for people.
These complicated documents are produced, and some complicated procedures and unnecessary statements and documents are made to support some unnecessary government officials. Government officials cannot produce value-added behaviors. We must try our best to streamline the organs under the condition of effective monitoring.
the marketing department is incompetent. Every day, pieces of paper fly like snowflakes, asking the office for reports every day, asking for this report today and that report tomorrow. This is an incompetent government cadre. Every month, the office fills in a table of all the data and puts it in the database. When the organ wants the data, it will look for it in the database.
Starting from tomorrow, the marketing department will form a database team with redundant cadres. All data can only be obtained from this team, but not from the office. The office must give grades to the organs. Don't give them such good grades and let them suffer a little, otherwise they won't understand this truth, and they won't serve you and make you fight effectively.
in my opinion, criticizing others should be a dinner party, painting and embroidering, and should be gentle and courteous. We must not turn the internal democratic life into a meeting with a strong smell of gunpowder. Senior cadres are sharper, because they are of high quality, and they should be more moderate when they reach the grassroots level. You can't expect things to be finished at once, not in one year, but in two years, and it's not too late to make progress in three years.
I hope that cadres at all levels must grasp the scale when organizing self-critical democratic life meetings. I think people are afraid of pain. Too much pain is not good. Like painting and embroidery, it is best to help people analyze their shortcomings in detail and put forward improvement measures.
the qualification and virtual profit method
is an orderly and effective system to promote the reasonable evaluation of cadres in the company
We should unswervingly continue to implement the qualification management system. Only in this way can we change the past evaluation and evaluation state. Only in this way can people with contribution and responsibility grow up as soon as possible. The incentive mechanism should be conducive to the comprehensive development of the company's core competitiveness strategy and the continuous growth of its core competitiveness in the near future.
what is leadership? What is a politician? This election in Israel shows us the short-sightedness of Jews. Rabin realized that Israel is a small country surrounded by hundreds of millions of Arabs. Although Israel has won several Middle East wars, it cannot be said that Arabs will not develop after 5 or 1 years.
If we don't exchange land for peace, demarcate borders and live in peace with the surrounding areas today, once Arabs become strong, they will be displaced again. If so, the Jews will not come back in 2, not necessarily. Most people only value the immediate interests. Sharon is a hardliner and will fight for the immediate interests of the Jews. People support him.
I finally saw once that Jews were as short-sighted as we are. None of our leaders should cater to the masses, but we should pay attention to working methods to promote organizational goals. Cadres should have professionalism, dedication, sense of responsibility and mission.
there are four criteria to distinguish whether a cadre is a good cadre or a loyal minister: first, do you have a professional spirit, are you serious about your work, and can you improve it if you improve it? Can it be improved? This is your work dedication.
second, whether you are dedicated or not, don't haggle over every ounce, our value evaluation system can't be absolutely fair. It is certainly fair to use Cao Chong's method to evaluate the qualifications. But if we use a precision balance to evaluate it, it will definitely be unfair. It is impossible for us to be absolutely fair.
I think dedication is a very important factor in evaluating cadres. If a cadre is too haggle over every ounce, he will never do well. You have many soldiers under you, and you are selfish and haggle over every ounce. Can your men cooperate with you well? People who have no dedication should not be cadres, but cadres must have dedication.
the third and fourth points are to have a sense of responsibility and mission. Do all our employees have a sense of responsibility and mission? If you have no sense of responsibility and mission, why do you want to be a cadre? If you feel that you still have a little sense of responsibility and mission, improve quickly, or you will be saved in the end.
We should have a normal mind in the face of change
We should have the psychological quality to bear the change
We should face the change with a correct attitude. What is change? Is the redistribution of interests. Redistribution of interests is a major event, not a trivial matter. At this time, there must be a strong management organization to redistribute interests and run the reform. In the process of reform, from the old balance of interest distribution to the new balance of interest distribution.
this balanced circular process is necessary to promote the core competitiveness and benefit growth of enterprises. But the distribution of benefits is always unbalanced. There is also a redistribution of interests when we are changing jobs. For example, the big abbot has become a small abbot, and your temple has been demolished. No matter what it is called, we must have a correct attitude.
without a correct attitude, our reform can't be successful and can't be accepted.
especially with the gradual establishment of the IT system, the previous multi-level administrative delivery and management system will be more flat. With the disappearance of the middle layer, a large number of cadres will become redundant, and all major departments should promptly transport the surplus cadres to new jobs and promptly guide them, so as to avoid excessive layoffs in the future.
when I was in the United States, I talked with the leaders of several big companies, such as IBM, Cisco and Lucent. What is IT? They say that IT means layoffs, layoffs and layoffs. Electronic flow replaces manual operation to reduce operating costs and enhance the competitiveness of enterprises. We will also face this problem.
Huawei's crisis
, shrinkage and bankruptcy are bound to come
It's spring now, but winter is not far away. We should think about winter in spring and summer. Winter in IT industry is not necessarily winter for other companies, but it may be winter for Huawei. Winter in Huawei may come colder and colder.
We are still too young. After ten years of smooth development, our company has never experienced setbacks. Without setbacks, we don't know how to go to the right path. Suffering is a fortune, and we have not experienced suffering, which is our greatest weakness. We have no psychological preparation and skill preparation to adapt to underdevelopment.
On the side of the sinking boat, Qian Fan passes, and in front of the diseased tree, Wan Muchun. The collapse of internet stocks will definitely have an impact on the construction expectations two or three years later, when the manufacturing industry will enter a contraction inertia. The immediate prosperity is the inertial result of the surge in internet stocks in previous years.
remember a sentence: "extremes meet", this winter of network equipment supply will be as cold as it is too hot for people to understand. Without foresight and prevention, you will freeze to death. At that time, whoever has cotton-padded clothes will survive.
Numbers are not everything, but brilliance is life!
Extended information:
Huawei's history:
Huawei has set IBM as its learning model and strategic partner on the road to world-class enterprises. Huawei first decided to transform its business model from a telecom equipment manufacturer to a telecom overall solution provider and service provider, so as to give full play to the overall advantages of Huawei's complete product line. In this way, we can also learn from IBM's knowledge and experience in the process of business model transformation since 1993.
Next, about 5 IBM management consultants will be stationed in Huawei. In the five years before and after, Huawei invested about $5 million to transform its internal management and business processes. Huawei also set up a 3-person management engineering department to cooperate with IBM consultants.
in p>1998, the product digital microcellular server control switch was patented. Established Nanjing R&D Center, and passed CMM4 certification in June 23.
in p>1999, Huawei had 15, employees and its sales exceeded 1 billion yuan for the first time.
transformation process
in p>2, Huawei introduced IBM integrated supply chain management, adjusted the company's organizational structure, and established a unified supply chain management department, which included manufacturing, procurement, customer service and global logistics.
in p>2, a research and development center was established in Stockholm, Sweden. Contract sales exceeded $2.65 billion, of which overseas sales exceeded $1 million. Set up R&D centers in Silicon Valley and Dallas.
global joint venture
In p>21, Avansys, a non-core subsidiary, was sold to Emerson for $75 million. Set up four research and development centers in the United States. Join the International Telecommunication Union (ITU).
in p>23, we established a joint venture company with 3Com, focusing on the research of enterprise data network solutions. Cisco Systems accused Huawei of infringing some Cisco technology patents; However, Cisco finally withdrew the complaint, and the two sides resolved all patent disputes and admitted that Huawei had no infringement.
In p>24, a joint venture was established with Siemens to develop TD-SCDMA mobile communication technology for China market. Huawei won China Telecom's national backbone network optimization contract. The goal of this project is to optimize the 163 backbone networks of China Telecom in Guangdong Province.
according to the contract, Huawei's high-end router NE5 won 1% market share in the TSR procurement contract and successfully entered two super nodes of the national backbone network.
Huawei signed a contract with China Telecom to build more than 12 million ADSL lines, further consolidating Huawei's position as the largest strategic partner of China Telecom.
won a contract with a value of more than $25 million from the Dutch operator Telfort, and achieved a major breakthrough in Europe for the first time. After Eastern Europe and Southern Europe opened their markets one after another, Huawei began to advance into Western Europe and North America, and set the center of the European region in Paris.
in p>25, overseas contract sales exceeded domestic contract sales for the first time. Signed the Global Framework Agreement with Vodafone and officially became Vodafone's preferred communication equipment supplier.
on April 28th, British Telecom (BT) announced its list of 21st century network providers. As the only China manufacturer, Huawei was shortlisted with international multinational companies to provide MSAN components and transmission equipment for BT21st century networks.
won the construction of a nationwide CDMA2 3G network for CAT in Thailand, with a value of 187 million US dollars.
We donated $5 million in cash and equipment to tsunami-affected countries. Become a DSL partner of Australian operator Optus, providing DSL access equipment supporting high-speed data, voice (including IP voice services), video broadcasting and commercial services. Obtained the license to manufacture and sell mobile phones in China.
as of June 25, Huawei * * * has 1 joint research and development laboratories.
in p>26, we sold 49% of H3C's shares for 88 million dollars. Cooperate with Motorola to set up a joint research and development center in Shanghai to develop UMTS technology. Launch a new enterprise standard