HUAWEI Successor Again Guess: Who Is The Most Suitable?

For the founder of an enterprise, should we pass the business to our descendants, or back to the actual controller, and hand over the daily operation of the enterprise to the professional managers?

This is really a difficult problem to choose, and it is also a pressing practical problem. Along with China's reform and opening up, a large number of private enterprises are entering the era of "big succession". HUAWEI It is one of them. HUAWEI recently circulated High level change The news was "earthshaking". Successor The topic moved to the stage.

Like most private enterprises in China, HUAWEI was deeply embedded in the founder's brand. There is no doubt that there is no HUAWEI without Ren Zhengfei. Today's HUAWEI, the top management of the enterprise is a team called EMT, similar to the board of directors of western enterprises, but Ren Zhengfei is still HUAWEI's absolute "spiritual leader". Its strong style still plays an important role in the normal operation of HUAWEI's aircraft carrier.

Theoretically, there are three possibilities for HUAWEI's successors. One is to choose one from the incumbent EMT members, the other is to take over the EMT members as a whole, take turns to "sit in the market", and the three is to take over by the son Ren Ping.

However, almost every member of HUAWEI's EMT is responsible for one business. A long time ago there was a rumor that Xu Jun might become a successor. So far, this argument has disappeared. A very realistic question is that the qualifications of EMT members are quite similar. Who can choose to serve the public?

According to the theory of "collective succession", all EMT members take turns to "sit in the market". HUAWEI will create a precedent for the Chinese enterprise management system, but even if EMT is the highest decision-making level of the company, it still needs the president and the chairman. This practice still fails to solve the problem of the successor, but it only puts a layer of insurance on the sustainable development of the company from the system.

It is still the most probable result from the current situation. However, according to the rumor, when Ren Zhengfei was willing to take up hundreds of millions of yuan to drive his old partner Sun Yafang in order to let Ren Ping succeed in succession, most of the spectators were exclamations of "flying birds, good bangles, cunning rabbits, and running dogs", and questioned whether the "two rich generation" could make HUAWEI continue to grow rapidly. In the Memoirs of Liu Ping, former vice president of HUAWEI and former vice president Wu Yuzhuo, Ren Ping was described as a young and frivolous person, lacking in discipline.

A HUAWEI employee said he heard the idea that Ren Zhengfei had always had the idea of allowing Ren Ping to take over, but he never revealed it. "Gome incident" made Ren Zhengfei quite touched, and he finally made up his mind to help Ren Ping. For a non listed private enterprise, it seems reasonable to adopt a family based management system.

At present, many private enterprise founders are also the largest shareholders of enterprises. Even if they are relegated to the second tier, they can still firmly hold their hands by controlling shares. But there are some exceptions to HUAWEI. {page_break}

Judging from the information released by HUAWEI, Ren Zhengfei has only 1.42% of HUAWEI's stake. Of course, the shareholding ratio of Ren Zhengfei and his family is unknown in the ESOP. At least from the existing information, Ren Zhengfei does not have the controlling power of HUAWEI. Once Ren Zhengfei left, the enterprise he started by hand will be handed over to others, which is obviously not logical.

The Gome incident triggered a crisis of trust between the founders (or large shareholders) and professional managers. In the imperfect modern China, how to balance this relationship is difficult to answer in a short time. This will also affect the selection of the successors of the first generation of Chinese enterprises to some extent.

The second question is whether family businesses are necessarily backward and risky. The answer is, of course, No. For Europe and the United States, a large proportion of the top 500 companies in the world are family businesses, such as WAL-MART, Ford, Samsung, Procter & Gamble, Coca-Cola and HUAWEI's biggest rival, Ericsson.

Most of the private enterprises in China are also carried out by their children, such as Biguiyuan. That is to say, in the Chinese market, private enterprises are closely related to the two concepts of family businesses.

Only the risk of children's succession is whether the ability of their children can guarantee the sustainable development of enterprises. This is why Ren Zhengfei let him exercise in various departments since graduation.

Perhaps the biggest concern for Ren Zhengfei today is the biggest challenge. How can we make HUAWEI's good days continue if we are in power?