HUAWEI As A Mirror: The Ills Of Chinese Enterprises

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Recently and many

With regard to internal problems, I believe that after this salary adjustment event, we should feel a little bit of flavour.

I have extensive contacts with all walks of life from HUAWEI to the merchants and the imperial relatives, and have gone through many fields and businesses. I believe that the perspective is not just a glimpse.

At the same time, it is hoped that this article will not cause general revulsion or bring accusations such as "no eggs can be born, what to evaluate eggs".

1. extremely heavy departmental walls

General products have problems, we are shirking each other's responsibility, often find out who's responsibility is not.

Either the customer is not operating well, or the environment is not matched.

Communication products are very complex, and there are many vague areas in the junction. It is still very easy to shirk responsibility.

Like the melamine joke, the manufacturer said the milk was out of order because the milk dealer, the milk dealer said, was because the cow, the cow said the grass problem, the grass said it was grass, his mother had a problem.

It is also very difficult to coordinate internally. If it is not for the lead or the lead of the Department, it will be difficult to mobilize resources.

Many of our executives generally advocate collaboration within their departments, hoping that they can bring good performance to their organizations in collaboration.

This selfish and false collaboration eventually leads to internal and external cooperation.

So the whole HUAWEI is doing brun sports, which is disastrous for big enterprises.

Inappropriate local assessment is one of the important reasons leading to similar phenomena. Moreover, too much examination gap also strengthens this impulse.

Everyone is concerned about whether they can get high performance. No one is concerned about whether the organization can succeed.

Although two years ago, the examination changed from three months to six months, it still failed to learn the essence of others.

Once every six months, it is not just to prolong the cycle, but also to weaken the overdense assessment and strengthen the attention of the whole world.

Inappropriate assessment will not only hurt the whole, but also lead to excessive attention to short-term interests.

For example, we all do not care about the success of the project or organization, only pay attention to the visible gains in the short term, so long as there is no problem at the moment, nobody will control it later.

Even if we regard the online performance as the object of assessment, it will be limited because of the relatively long time.

If it is a production line female worker, it can be assessed every day.

The more complicated the product is, the more necessary it is to grasp the yardstick.

We try to control everything through examination, for fear that the weakening of examination results in everyone doing nothing.

But when we made the assessment very strict, everyone was very busy. We had something to do, but we were all busy.

When everyone does not rest assured of the enterprise, the examination can only be reduced to a deceiving mask and a blender to strengthen the Blu movement.

The scale and scope of assessment are very important. It is impractical to hope to assess and solve all problems unilaterally.

It is possible for the assessment tools to match the core values, personnel maturity and management level to play a good role.

2. Antai (plaster type) control system

First look at some common phenomena: superiors say reduce meetings, so useless useless meetings are not allowed to leave.

The leader said that the three test turned out to be laid-off by development representatives, so that no longer passed the test.

When the quality and schedule conflict, the quality should be the first, so someone can deliberately drag the project for GA for a few days, which makes the quality more important.

When these fake phenomena occur, the superiors generally think that because they are too poor in ability and the monitoring measures are not in place, they are all employees' faults, all of which are others' faults.

Therefore, in order to avoid fraud, set up more complex control measures to increase the complexity of monitoring organizations.

As a result, organizations are becoming more and more complex and less and less efficient.

The ten thousand step is to say that even if employees are not competent, they should design organizational management methods that fit their employees' abilities, or cultivate their employees. They should solve problems through sparse rather than blocking ways.

This is the status quo of our organization. No one knows what the name of our next department is, nor what organizations we have now.

The average value of the actual work of the industry is generally around 95%. Our company is said to be less than 70%, and more than 30% of the people are doing no value-added work.

Everywhere is busy, and everywhere is "idlers".

There are few Buddhist monks, and too many Bodhisattvas.

Another phenomenon is that the investigation or assessment found some problems, so fake model analysis of the root cause, deliberate deliberate to discuss, so the headache of doctors set up organizational measures.

Every year, there are TOP N, which has been improving year by year, but the problem has never been completely solved.

All horses are floating clouds, and everything is fake.

Leaders always feel that they are right, and the following is not good because they do not perform well.

Instead of thinking about why everyone is not performing well, will it be because they lack the in-depth analysis or lack of experience in integrating with the actual business, or do they have problems with their own rules?

One of the four prohibition of HUAWEI is to ban the lack of actual business experience to do process optimization and organizational change. Let's see how many of us meet the requirements.

Even if engaged in specific business, it was many years ago.

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We still remain in the management mode of nineteenth Century. We always hope to solve the system problems by putting things in order, and try to simplify management superficiality.

For complex and knowledge-based labor, the management and control of plaster medicine can not solve the problem, because the freedom behind is too large and too complicated.

One of the most reasonable ways is to build a platform to motivate employees, and the two is to set up a health inspection at the organizational level, a way to promote management and atmosphere, rather than examining some indicators that are easy to be cheated.

3. do not respect employees' self centeredness.

World-class enterprises are staffed, and they integrate the development of enterprises and the development of their employees.

They understand that the continuous development of enterprises is reflected in the persistence of employees' capabilities, so they especially emphasize the so-called expected management, that is, by investing in the future of employees, the company will get its own future.

The problem of our enterprises is to focus only on short-term results, pay attention to people's short-term performance rather than focus on capacity development.

Most of the relationship between managers and employees is typically "performance oriented", that is, "if you earn more money for me, I will give you more money". "If you don't give me money, you can leave."

Employees of innovative knowledge enterprises are the most important means of production. We lack the awe of the means of production and lack the vision of common growth, resulting in a high turnover rate and low loyalty.

When leaders say we want to use horse racing culture, we even dare not use training, even if sneak training is also said to be deliberation.

Moreover, many actions lack sincere communication, which is a condescending trend, a tone of Lao Tzu's son training.

Most of the information we received from the same issue was conflicting feedback.

This has also led to the fact that employees and enterprises can not stand on a ship, day after day.

In fact, HUAWEI, as the leader of private enterprises, has the innate advantages of attracting everyone. A large number of talented people who hate the state monopoly research system and hate foreign enterprises are full of love for HUAWEI, and many people abandon the high welfare and low labor intensity monopoly enterprises and the HUAWEI that the institute once came to be enthusiastic.

So as long as we can do things step by step, we can retain many talents with an open mind and sincere treatment.

But we are lagging behind others in the management of talents. When we strive for respecting people, inspiring people and cultivating people, we are still looking at our employees as enemies.

4. bureaucracy as a "father"

We often see that in order to complete a report on the film to a superior, a group of people continued to study for two or three months, the film changed to 20 versions, a picture should be considered over and over again.

In order to satisfy the superiors' visit, we used the place that we used to experiment to make the booth and buy a lot of things that do not add value.

It was really for the princess to laugh and to fight.

These meetings and films cover all the managers' time. Few people have time to think about how to improve their organization and quality.

Part of this is to actively cater for superiors, and some have to cater for superiors.

The king of Chu has a fine waist, and the palace is starving to death.

Bureaucracy is unavoidable when all interests are derived from the evaluation of higher leaders. It is foolish to hope to solve problems through reduction and simplification.

Only by solving the problem of evaluation of supervisors can it be possible to solve the problems of reporting and meetings. Only by establishing an evaluation system that truly reflects the value of supervisors can executives focus on core businesses.

How big is a company once it is big?

5. disgusting flattery culture

A policy-making staff member said to the leader's material, "what's wrong with that?"

Look at this ass kissing, it's too bad.

The culture of flattery has spread from the management level to the whole company. Although the following are not so nauseating, they are reluctant to stamp the window paper.

This directly leads to information distortion, and the pilot is not unsuccessful.

All leaders say is correct, and everyone who supports the leadership needs support.

No one is willing to go against the will of leadership, no one is willing to discuss with the leaders in depth, and the voice of harmony is up and down.

Over the years, the success has also reinforced this kind of praise and decadent music.

These "correctness" and "success" finally lead to unacceptable and embarrassing.

On the one hand, the flattery culture comes from the upward and downward effects. On the one hand, it also comes from too rigid executive power.

Although there are no grass under the big tree, the tree has repeatedly said that it is only symbolic.

The culture of flattery is also related to the organizational ecology of HUAWEI, because organizational design problems are difficult to mobilize resources, and most managers who grow up are simple and crude driving force. The result of simple and brutal results is that they are superior to others.

The flattery culture causes the body to lack self immunity function. It is a pair of trousers from top to bottom. When pants are perfect, they may still be able to move forward properly.

But once the pants are broken, it's inevitable to give up their butts, because no one dares to tell the superior that your pants are broken and everyone is closing one eye.

The healthy growth of an organization needs both democracy and concentration. Democracy is for the purpose of brainstorming, focusing on improving execution.

We do not have real democracy, which eventually leads to false centralization.

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6. business design with separation of rights and responsibilities

Our development department is now facing enormous pressure. Many departments often work overtime until twelve at night, leaving a large number of employees to quit. In leadership terms, almost a Tencent has been created.

It is ridiculous that some departments are boasting about the enthusiasm of their departments and working overtime voluntarily until late at night.

When you separate business departments from development departments, it is easy to bring conflicts between front and back.

The development department is responsible for providing artillery shells, responsible for quality problems, and assuming responsibility. Business departments have the right to call for artillery fire without breaking the ground, but not assuming responsibility for facing resources.

This leads to a large amount of demand from business departments or marketing, which eventually leads the development department to death.

In order not to overwork overtime, we need to screen the demand for real value.

Therefore, the development and business decentralization checks and balances are put forward, hoping that the development departments and business departments can face the challenge and dare to raise objections to the needs of the front.

It seems to solve the problem.

But it still can not solve the fundamental problem, because the balance between development and the front will bring a lot of wrangling, and ultimately not only lose the value demand, but also greatly reduce efficiency.

It's like treating a meal with a choking problem. We do not solve the problem by chewing up the food, but we hope to solve the problem by not eating.

Because there is no real organization of responsibility and power, lacking a real responsible person who can balance the front and rear, or the separation of responsibilities and responsibilities in the business department has led to this result.

If a responsible person can balance the demand and the resources of the backend, he will naturally consider how to maximize the resources and naturally balance between demand and value.

Our current business design is more confusing, business and development grab power, projects and resources grab power, lack of a truly contracted customer organization, will inevitably lead to a big confused account.

People are all animals that are more profitable. The design of the organization is more elaborate, which can penetrate into the actual needs of the human heart instead of pressing the random command of the gourd.

Moreover, these things about human behavior are very complex and rely more on people's feelings and understanding.

If we do not have a deep understanding of human beings, it is very difficult to find out exactly how to design it.

We used to rely too much on technology and strategic success. When we suddenly moved towards refinement, we were a little bit nervous.

7. centralized and inefficient organization design

With customer feedback, HUAWEI's response time is slower than before, and its timeliness is slow.

Some customers complain that HUAWEI's internal process is rigid, too dogmatic and not flexible before.

And the customer asked, can you help change the cable? We can answer it, of course, but it will take seven months.

In the past, internal staff were shouting, and now the voices outside are also growing stronger.

When enterprises become bigger, it is easy to bring about a problem of low efficiency and complex organization, which is also called the "big business disease" by the management circles.

In order to avoid similar organizational burdens, the world's top 500 often adopts the form of the business unit, that is, to divide the organization into several small organizations, so that small organizations can shoulder their own profits and losses.

Short chain management and delivery through the operation of a complete team.

We are carrying out the management and delivery of long chains. The market and development belong to different systems. The market does not regard development as human beings, but the development does not feel that the market is technical.

Sometimes, in order to complete the optimization of a product involving a large feature, the entanglement of the large system is very serious, which leads directly to inefficient efficiency.

The slow response is the problem of management level, which is also closely related to our organization design. The chain of organization operation is too long, which will inevitably bring about high communication and coordination costs. These communication and coordination resistance will greatly reduce efficiency.

There may be no problem with light from the process, but we ignore the path cost in the process of operation.

ZTE adopted the form of business unit 06 years ago, then changed it into a centralized form and later changed it into a business unit.

8. core values hanging on the wall

Core values are the potential strength to support the success of enterprises, the internal driving force to support people's struggle, and their great utility.

It is impossible for the system and examination to make all the problems clear, but the core values make up for these gaps.

This is like the relationship between law and morality. The perfection of law requires moral restraint, so that society can interact with each other.

IBM consultants say that core values are not slogans written on walls, but a kind of behavior that advocates and can be recognized, such as collaborative innovation.

Only those who have done so will be widely recognized.

That is to say, the core values must have feedback mechanism, and there must be interest traction.

On the one hand, we call on people to practice core values, on the one hand, lack of effective action and value support, and finally lead to mere formality.

For example, solidarity and aggressiveness, although each PBC communication will be put out to dry, but the lack of effective interpretation and support of interests, plus localization oriented interest oriented assessment, has made all of this a mere formality, not only failed to promote the progress of enterprises, but also wasted the company's manpower and material resources.

The competition of big enterprises depends on values. Obviously, our values are not competitive.

9. words must be called Marxism Leninism dogmatism.

When we talk about materials or preach, we are all talking about IBM, Ericsson or a leader.

The leaders saw that the materials were also asking if this was written in the book. What's the source of it, and never asked us what it was like.

We feel that as long as the import is excellent, as long as the book is able to be applied.

On the one hand, it shows that people are too superstitious about foreigners. On the one hand, they do not know the bottom of their minds, or do not understand anything about organizations.

In those days, the red army occupied Jinggangshan, and the Comintern sent Li Debo as a military adviser to guide the Red Army. Based on the successful experience of the Soviet Union, the consultants made unrealistic commanding methods such as positional warfare and city warfare, and finally led to the Red Army's crushing defeat and the long march. The red army quickly dropped from about one hundred thousand before the long march to twenty thousand.

It can be learned from western advanced theories, but it can not be completely unconditionally.

Management is social science, not natural science. Natural science is the basic technology and theory. It is easier to copy, and social science involves a lot of things.

Even Drucker said he hoped that Chinese enterprises could find out their own management methods on the basis of their own national conditions instead of copying dogmas.

Japanese companies can grow and grow abroad and share justice. Akio Morita, who can HUAWEI grow, Lin Chiling?

10. the spirit of an arrogant aq.

Our ancestors have been rich, our ancestors have already won so many victories. Our leader is wise. Let's do it.

The company is full of such a spirit of blindness, especially in the leadership.

I always think the ancestor is very strong, and it is still fierce, and sometimes even when it comes to ZTE there is a good sense of variety.

So we begin to sum up the clock making, not just the time, but what can we sum up at this level.

Everything is changing. The success at that time can not prove the success at this time, nor can it prove the success of the future.

If we ever succeed, the braided army of the Qing Dynasty will also have a long history.

We are not looking for the real reason for success. We should be able to distinguish between what is our real competitiveness and lie in the historical merits of various reasons. It is absurd to hold the smoke and fantasize about our future good life.

When we are developing rapidly, many contradictions are covered up. Once the growth rate declines or even slows down, the contradiction will easily be intensified.

Sometimes I even feel that HUAWEI needs a big setback, otherwise it will never have the courage of progress and the improvement from the heart.

Or a big setback for HUAWEI is inevitable because no one can prevent this great inertia.

This is just like the 2012 catastrophe. Over consumption of mankind leads to overloading of the environment. Because of the reasons of interest, no meeting in Copenhagen can reach agreement, nor can it prevent the disaster from coming.

A great disaster may be the only opportunity to wash away the past and start again.

You see how clear the sky is after 2012!