In the same year, Huawei announced that its profit exceeded 654.38+05.4 billion yuan (this does not include 654.38+02.5 billion yuan of red envelopes for giving bonuses to employees). In the same year, Huawei spent 29.9 billion yuan on R&D, equivalent to the annual output value of many top enterprises in China.
-This is the best private enterprise in China, not one of them.
From the data alone, since its establishment 25 years ago, Huawei has grown from 6 employees to150,000 employees (including more than 30,000 foreign employees), and its sales have increased from 20,000 yuan to 220.2 billion yuan. As a private enterprise with no background, no resources and no capital, Huawei has smashed many giants in the west for a hundred years. It is regarded as "the ghost of the East" by many multinational rivals.
In fact, in the middle and late 1980s when Huawei started its business, more than 400 communication manufacturing enterprises were born in China, but this industry is doomed to be a death race, and the winner must be the one who died the latest. Huawei lived to the end.
Huawei's logic
Learn from Huawei, but Huawei can't copy it, because "the present" can't be copied. But learning from Huawei will undoubtedly benefit people a lot. Its successful system logic, pioneering thinking, and accurate grasp of the market are all worthy of in-depth study and experience.
Huawei's "tie-free relationship" is spread all over Huawei's national and global markets. Unlike foreign companies, which only focus on decision makers, Huawei builds all-round customer relationships such as decision makers, technicians, users, business departments and financial departments.
Ren, a young combatant, said: "Customer relationship is a science". In the international market, Huawei has also inherited and promoted this common customer relationship working method. Whether it is the operator's testers or ordinary engineers, directors, CTO and CEO, Huawei employees have all-round contact, so that customers feel respected. The first point of Huawei's leadership quality model is "developing customers' ability", which is defined as: "This is a behavioral feature that is committed to understanding customers' needs and actively satisfying them in various ways."
Some people disdain: isn't this a sea tactic? In fact, it is not easy to do this, and foreign companies do not have such a culture. Foreign companies generally recruit famous college students and provide favorable conditions, and most of them are stationed in provincial capitals. It is difficult for them to leave their hometown and live abroad for many years like Huawei people.
How did Huawei do this? First of all, the principle of Huawei's recruitment is to recruit ambitious and poor people. Therefore, most of Huawei employees come to rural areas and small towns, and only through struggle can their lives be changed. More importantly, Huawei's corporate culture, Huawei culture is mainly two points: first, the culture of struggle; Second, don't let Lei Feng suffer. Simply put, as long as you struggle, you will have good returns and opportunities for development and growth.
This talent model, coupled with the culture of strugglers, material incentives and growth opportunities, has made many young Huawei people travel around the world, whether it is war-torn Iraq, poor and backward Africa or the Middle East where Puritans live in compact communities. It also gives young people a chance. Many people become national representatives before they are 30 years old, to talk with the president's ministers and to do projects with hundreds of millions of dollars. ...
Perspective 5: the smell and speed of technology: the trump card of innovation-Huawei's efficient research and development and fast and accurate execution logic
Fang Meiqin, chief analyst of BDA Consulting, believes that Huawei fully embodies the late-comer advantage of a new market entrant, that is, it can quickly occupy the market with low price, good customer service and efficient research and development. Low price and customer service have been made very clear. What is Huawei's research and development?
Ren, an efficient research and development "courtyard soil", has publicly admitted, "So far, Huawei has not invented an original product. We have mainly improved some functions and characteristics on the R&D achievements of western companies, and improved the integration ability. The achievements of our R&D are more manifested in the technical progress of engineering design and engineering realization. "
Ren doesn't want to make original inventions, but the accumulation of knowledge and patents takes time and requires a large number of innovative talents. China's human resource endowment is not like this. Huawei has to adopt a compromise but the most market-efficient way:
① Keenly discover R&D business opportunities. Front-line personnel always listen to customers' praise and criticism and study product problems at the first time;
② Efficient research and development. 46% of Huawei employees are R&D personnel, and the division of labor and cooperation achieve high efficiency;
③ All engineers must be "commercial engineers". Engineers go to do marketing, and marketers come back to do research and development. Ren declared: "Huawei has no academicians, only one college (commercial engineer). If you want to be an academician, don't come to China. " When he started his business, he knew that only the technology sold was valuable, and failure to sell meant waste;
(4) Apply for a patent at the first time and accumulate research and development foundation. In recent years, Huawei has applied for more than 40,000 international patents, ranking first in the world.
By comparing Alcatel-Lucent with Huawei, Huawei consultant Wu Chunbo found that the former takes three months to complete the R&D process, while Huawei can basically take shape in one month. Therefore, although Huawei's product line does not have world-class advanced technology or foresight, its product research and development that meets the specific business and strategy of operators and its fast and accurate execution ability are the core competitiveness of Huawei's rapid expansion in the world.
Huawei's tablet computer adopted the same idea and achieved great success.
This is Huawei's logic about product development.
Huawei's future logic? Huawei's ability to find opportunities in these markets is inseparable from Huawei's long-term adherence to the strategy of "putting flowers in cow dung", never blindly innovating from reality, but pioneering and innovating on the basis of original products. However, Huawei terminals must be baptized and tested in the mainstream market if they want to achieve real success and become a real big player in this industry. That is, smart phones.
20 12 in the fourth quarter, Huawei's smartphone sales ranked third in the world for the first time.
In the past, Huawei's business was almost always oriented to operators. In a way, Huawei was born for operators. If Huawei only needed to keep an eye on Ericsson in the past, now Huawei has stood at a new starting line, and the opponents that need to be targeted are Cisco, Google, IBM, Samsung, HTC and so on. Corporate customers and end consumers pay more attention to brands, and Huawei's change is imminent.
The key to successful transformation is not to surpass the opponent, but how to surpass yourself. Beyond itself, will Huawei create a new logic of success?
Ren's self-criticism
If someone really wants to find the secret of Huawei's development, they will probably get nothing. Nothing can be called a secret. If there is, it is self-criticism, but this is difficult to learn. Self-criticism is Ren's unique skill-itself is the embodiment of his own objective wisdom: even if you treat yourself, you should be objective-be neither arrogant nor impetuous, and always seek truth from facts.
Ren is one of the few entrepreneurs who can take himself as the coordinate and let the whole enterprise build on this coordinate. This kind of entrepreneurs include Buffett and Jobs, and their enterprises are all based on bosses. Because these entrepreneurs are coordinates, they know that if they want to change, they must act according to coordinates and principles. They are the kind of people who "start from now, start from themselves".
"I don't know how many days and nights it will take to figure out Huawei's problems ... but as long as we keep discovering problems, exploring, self-criticizing and improving, there will always be a way out." Ren Zheng Fei's self-criticism, like Jobs' design taste, is always tried and tested. This is why other entrepreneurs work hard to learn from Jobs, and no matter how hard they study, they can't get the taste of Apple products, and other enterprise platforms can't build that height. Taste and self-criticism are both internal driving factors of high personalization, which cannot be mastered by external imitation or effect.
The development of Huawei proves that an enterprise without foundation, an enterprise with nothing at first, an enterprise without real hope and a doomed fate can also reach a high level by its own efforts. There is no precedent in the future, and success always treats the people with the deepest intentions. As long as you are positive, practice hard, have an international perspective and be good at system innovation, it is impossible to fail. However, in this case, it is of little value to talk about success or not. Steve Jobs's famous saying that journey is reward seems to be a true interpretation of Ren.
Ren's self-criticism is a fearless spirit in cognition. We say that Ren is an entrepreneurial machine, and we have a strong perceptual knowledge that Ren has such a cognitive fearless spirit.
Competition with all irrationalities is the biggest or core attribute of the competitive machine, which shows that Ren is very critical, which is the characteristic attribute that distinguishes him from other entrepreneurs. We can say that the characteristic attribute of Apple's Steve Jobs is taste, Buffett's characteristic attribute is value, and Ren's characteristic attribute is self-criticism. If a person can criticize himself strictly, logically speaking, he certainly dares to compete with everything. Therefore, Huawei's sustained and rapid growth is closely related to Ren's constant self-renewal and self-criticism. This entrepreneurial machine is constantly upgrading its technology. Although he is older than most Huawei employees, he seems to be more able to keep pace with the times.
Self-criticism is Ren's first ability, and even he has become a self-criticism machine-constantly generating a sense of direction for enterprise development, a negative feedback mechanism for enterprise behavior and execution, allowing blind optimism to return to crisis response and igniting the flame of hope with negative emotions: "Without yesterday, there would be no today. While criticizing mistakes and backwardness, we also cultivate ourselves and grow a group of heroes from generation to generation. ...
If I have to list some magic weapons for Ren's success, I will choose from my criticism, management innovation and the pursuit of world class. However, these three items are basically the same thing. At least among them, you have me and I have him, which are intertwined and connotative. And no matter which one to start with, it will gradually involve all aspects of Huawei. The complexity of Huawei's organization is far from that of the enterprise in our concept, and the ability to control this complexity is amazing.
Ren Zheng Fei's insistence on self-criticism is like Jobs's insistence on taste, while management is to Ren Zheng Fei what value is to Buffett.
Learn the spirit of piracy from Huawei
When an enterprise organization is developing steadily, what it fears most is not mountainism or corruption, but laziness and organizational fatigue. Just like people say "boiled frog in warm water", when the organization has a history, it begins to harden slowly and has no spirit of struggle.
Therefore, the organization should emphasize vitality, pirate spirit and even bandits in the early stage. We say that Huawei has turned scholars into soldiers, ignoring an intermediate link, that is, the first step is to turn scholars into bandits, and it is very important to turn them into bandits. Is this an invention of China people? In fact, this is a real and universal value of the growth of human organizations. How did Europeans get here today? How could Spain and Portugal become the world hegemons at that time hundreds of years ago? With what? It depends on the spirit of piracy. When they became rich, they began to engage in the capital market, put finance first, neglected industry and began to enjoy themselves generally. There are more bathhouses than churches, and the decline of that carnival civilization is inevitable. How did Britain rise later? At that time, the Queen of England gave approval to British pirates who plundered wealth all over the world, calling it "exploration". It was this predatory exploration that allowed the British Empire to rule more than half of the world in its heyday.
The future of Europe today is not optimistic. The root cause lies in 70 years of peace in Europe. All Europeans and westerners are lazy, and the national culture of laziness, tiredness and happiness has the upper hand. There are few solutions to these problems in history. Throughout thousands of years of European history, how did the prosperous empire collapse? How did Roman civilization die out? A European history will tell you that the disappearance of pleasure, laziness and fighting spirit will bring about the decline and fall of a country. Therefore, when we talk about bandits, it sounds like a derogatory term to you. In fact, the root of bandits is vitality.
Huawei has a strong sense of vigilance and self-criticism. If an enterprise or an organization always bears the burden of success and glory, then the enterprise is not far from death. Therefore, Ren said that Huawei is a company with no history.
We can't see Huawei's past history in any corner of Huawei, and we can't see any photos of central leaders inspecting Huawei in offices around the world. Huawei is also a company without heroes. A Huawei executive said that Huawei is a company that doesn't recognize heroes, and so is its boss. In other words, when Ren retires, Ren will not present it in Huawei's palace.
Ren said, I never care what the media think of me now, today and tomorrow. Second, I don't care whether the successor is loyal or not. Successors are all from the bottom. A defeated hero can deny and criticize himself at the same time. At the same time, they have an open mind and a spirit of compromise. At the same time, they can look at people from multiple angles, rather than black and white. He is a natural leader. Leaders are not elected, they are typed. This is also a big feature that distinguishes Huawei from many enterprises and organizations.
Fear makes greatness. Any organization, including individuals, may become relaxed and carefree without the sense of insecurity that accompanied you to grow up and the shadow of uneasiness that followed you all the time. However, this kind of relaxation and idleness may result in the rapid collapse of the organization in the face of an unexpected blow, your comfort and your numbness to danger.
We live in a jungle world and are actually surrounded by danger all the time. If you don't always be alert to the danger and become numb and paralyzed, the danger may quietly change from a black spot to a black shadow, and from a black shadow to a huge threat hanging over the organization. The metaphor of the tiger in the movie "The Fantasy Drifting of Pi" refers to the tiger in your heart. The tiger in your heart is nothing more than what we call greed, especially laziness. Therefore, the process of maintaining fear and overcoming fear, maintaining insecurity and overcoming insecurity is the process of enterprise success.
Today's Huawei is the leader in the global telecom manufacturing field, but today's Huawei may be the most vulnerable time. Why? Success can easily make people lazy and arrogant, and make an organization become blind, conceited and complacent. The exquisite carpet is covered with bacteria, so is a country, an organization and an enterprise. Beware of the growth of these bacteria is to strengthen the future for this enterprise.
So keep a sense of awe and you will have a strong pirate spirit.
Maintaining self-criticism is also an important part of Huawei culture. Self-criticism, some people always think that this is the unique weapon of China's * * * production party. In fact, the two core elements of western civilization, one is puritanism and struggle spirit, and the other is self-criticism. The reason why the West has come to this day is that it has been cleaning the virus genes it carries during its own development. Its entire system design, the supervision of the media on the government, and various criticisms of the government by American scholars are all self-criticism. Therefore, the reason why the United States can go today is because crows are always crowing over Washington, always spreading an ominous warning and sounding the alarm for the so-called prosperous times.
Therefore, some people say that Ren made the enterprise so big by studying Mao Xuan. Huawei culture is a non-Chinese, non-African, non-donkey, non-horse culture, and whatever is beneficial to Huawei's organizational construction and cultural construction is used by me.