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Ren Zhengfei: Fifteen Years Of Management Reform

2010/9/26 18:07:00 89

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Management Change Enterprise

HUAWEI in China is like TOYOTA in Japan. Similarly, HUAWEI.

Administration

The model, like the TOYOTA model, has become a banner that affects China's management.

Over the years, Ren Zhengfei's Thoughts on business management will become a hot topic of the year.

This time

financial crisis

After that, Ren Zhengfei put forward the "first line combat capability" point of view, but also exploded the upsurge of Chinese entrepreneurs' strengthening of front-line management.

In 1988, more than ten people borrowed 20 thousand yuan from HUAWEI in 2009.

Sale

The revenue is 149 billion 100 million yuan (US $21 billion 800 million), the proportion of overseas income is 53.5%, and net profit is 18 billion 300 million yuan RMB. It has become the world class mobile equipment enterprise ranking only behind Ericsson in the world.

HUAWEI's success has made it a learning benchmark for Chinese enterprises.

Learning HUAWEI management concept, copying HUAWEI management mode, copying the HUAWEI of their respective industries has become the biggest dream of Chinese entrepreneurs.

HUAWEI has been able to build its own kingdom in the international communications industry of high technology, high quality, high service level and high competitive environment. It is the result of HUAWEI's continuous management reform over the years.

According to the strategy, HUAWEI's management pformation has gone through three major stages: self optimization, introduction and replication, and innovation and development.

The stage of independent optimization: from 1996 to 1998, the main pformation of this phase is the drafting of the HUAWEI basic law, the QC quality circle, the ISO quality system certification, and the optimization of functions.

Landmark events: the resignation of the marketing department in 1996 and the completion of the basic law of the HUAWEI.

Classic quotations: "phoenix is not dying," "small improvements, big rewards; big suggestions, only encouragement".

Self optimization is painful, and it is slow to walk across the river by feeling the stones, and it often takes a detour.

Taking the basic law of HUAWEI as an example, the 6 professors of the people's University were recruited, which took 3 years, and eight of them were published. However, it was soon put into a cold palace and rarely mentioned by Ren Zhengfei. In fact, it did not play the theoretical role of "guiding HUAWEI forward".

On the other hand, it also faces the same problems, such as R & D management, management and pformation of project management and project process monitoring. However, this stage of change mainly focuses on grasping strategic opportunities, focusing on R & D speed and concentrating superior forces, and this change has been gradually revised after introducing western management system.

96 to 98 years of management reform, with the occasional help of external consultative power, the main body is HUAWEI itself.

Although the reform has achieved certain results, due to the limitations of employees' vision and the difficulty of being pacted by pactional work, there has been no breakthrough in management mode.

After visiting the IBM in 98 years, Ren Zhengfei obviously felt the limitations of his own reform. He decided to introduce western mature management tools to professionalism and systematization of enterprises, which became a top priority.

The stage of introduction and replication: the stage of introducing and replicating the western management system started from 1998 to 2008, and lasted for ten years.

HUAWEI has been working with IBM, Hay, Mercer, PwC, DDT, FhG, Gallup, NFO-TNS, Oracle and other companies, from the business process, organization, quality control, human resources, financial customer satisfaction and so on six aspects of the system pformation.

Classic quotations: "before fossilization, post optimization, re curing", "to wear American shoes, you must cut your feet."