Ren Zhengfei: Thinking About Failure &Nbsp Every Day; Ignoring Success.

In the seventh release of the Chinese version of fortune, Ren Zhengfei ranks among the most influential business circles in China.

In the eyes of many people,

Born poor

After the pfer from the army, it worked for two years in Shenzhen South oil, followed by an electronic company.

Until 1988, Ren Zhengfei, who was 43 years old, founded HUAWEI with 20 thousand yuan, and the company initially made profits through consignment.

HUAWEI is doing everything now.

In his view, "born poor is not shameful, but poor thinking and knowledge, noble is not glorious."

In the seventh release of the Chinese version of fortune, Ren Zhengfei ranks first among the list of "China's most influential business leaders".

There is much to learn, understand and inherit from Ren Zhengfei's classic quotations.

The following is Ren Zhengfei's classic quotations:

1, the Taiping time of our company is too long. In peacetime, we have too many officials. This may be our disaster.

Titanic is also a sea of cheers.

And I believe this day will come.

In the face of such a future, how do we deal with it?

Many of our employees are blind pride, optimistic and optimistic. If there are too few people to think about, it may soon be coming.

It is not alarmist to be vigilant in times of peace.

In the past 2 or ten years, I have been thinking about failure every day, ignoring success and feeling no sense of honor or pride, but a sense of crisis.

Maybe that's how it survived for ten years.

We all need to think together about how we can survive and perhaps survive longer.

The day when failure is sure to come, we must prepare for it. This is my unwavering view. This is the rule of history.

3, in management improvement, we must stress the improvement of the shortest piece of wood.

Departments, departments and leaders of every process should grasp weak links.

We must adhere to balanced development, and constantly strengthen the construction of management system guided by process and timeliness. In line with the overall core competitiveness of the company, we will constantly optimize your work and increase your contribution rate.

4, the cadres who are working on the process are still used to asking their superiors for everything.

This is wrong. There is already a rule or something that is routine. It is not necessary to ask for it. It should be passed quickly.

The person who executes the process is responsible for things, which is responsible for things.

Asking for advice is responsible for people, and it is convergent.

We need to reduce unnecessary recognition and reduce unnecessary and unimportant links in management. Otherwise, how can the company run efficiently?

5, in our work, we must be bold and responsible, so that we can speed up the process, and we must clear up those who protect themselves.

HUAWEI has given employees good benefits, so some people say never lose this seat. Don't lose it.

Anyone who wants to protect his own interests must be removed from office. He has been a stumbling block to change.

In the past year, if no improvement has been made, even a mistake has not been committed and the work has not been improved.

6, he said he did not make mistakes. Can he be a cadre without making mistakes?

Some people did not make a mistake, because he did not do anything.

Some people have made some mistakes in their work, but the per capita benefits of their management departments have been greatly improved. I think such cadres should be used.

Cadres who have neither made mistakes nor improved them can be removed from their posts in situ.

7, self criticism is an excellent tool for innovation in ideology, morality, quality and skills.

We must implement self-criticism centered organization pformation and optimization activities.

Self criticism is not criticism for criticism, nor criticism for total negation, but criticism for optimization and construction.

The overall goal is to enhance the overall core competitiveness of the company.

8, why should we emphasize self criticism?

We advocate self criticism, but do not advocate mutual criticism, because criticism is not good enough to grasp moderation. If we criticize the strong smell of gunpowder, it will easily lead to contradictions among the ranks.

And self criticize yourself, people will not exert themselves, and will show mercy to themselves.

That is to say, using chicken feather duster to strike lightly is better than not playing well. If you fight for a few more years, you will be turned into steel.

9, I think that criticizing others should be a treat to dinner. It should be painting and embroidering.

We must not turn the internal democratic life into a meeting with gunpowder. Some senior cadres are sharp. They are of high quality and the more gentle they go to the grass-roots level.

Things can not be expected to finish at one time, not for one year, for two years, and for three years.

I hope that cadres at all levels must grasp the yardstick in organizing a self critical Conference on democratic life.

I think people are afraid of pain, too painful, not very good. Like painting and embroidery, they can help people to analyze their shortcomings and propose improvement measures.

10, distinguish whether a cadre is a good cadre or a loyal official. There are four standards: first, do you have a sense of professionalism, seriousness of work, improvement, and improvement?

Can it be improved?

This is your dedication to work.

Second, do you have the dedication and not to be fussy about it? Our value evaluation system can not be absolutely fair.

It would be fair to use Cao Chong's image method to evaluate his qualifications.

But if we use the precision balance to evaluate it, it must be fair.

It is impossible for us to achieve absolute fairness.

I think dedication is a very important factor in assessing cadres.

If a cadre is too calculating, this cadre is absolutely not good. You have many soldiers. You are selfish and calculating. Is your staff able to cooperate with you?

Those who have no devotion should not be cadres. Cadres must have dedication.

The third and fourth point is to have a sense of responsibility and a sense of mission.

11, the temple is smaller, the abbot reduces several, the monk is little, the organ reform is such.

The general principle is that we must compress organs. Why?

Because we built IT.

Why do we need to build IT? When we design a road, we need a PhD. We need master degree in steelmaking and rail making, and we need to pave the way for undergraduates.

But if the road is repaired, it will not be such a high academic qualification, otherwise nobody will be able to afford the train.

12, the distribution of interests is always unbalanced.

We are also redistributing our jobs, such as the abbot has become a little abbot, and your temple has been demolished. Whatever you call it, you must have a correct attitude towards it.

Without a correct attitude, our reform can not be successful and can not be accepted.

13, whether it is for cadres or ordinary employees, layoffs are inevitable.

We have never promised to carry out lifelong employment like Japan.

From the beginning of our company, we emphasize the freedom to come and go.

The internal flow is very important. Of course, the flow is going up and down. So long as the core competitiveness of the company is improved, what is the difference between the rise and fall of the individual?

14, it is spring now, but winter is not far away. We have to read the winter problem in spring and summer.

The winter of IT industry is not necessarily winter for other companies, but for HUAWEI, it may be winter.

The winter of HUAWEI may be colder and colder.

We are too tender. Our company has not experienced setbacks after ten years of smooth development. Without setbacks, we do not know how to move towards the right road.

Tribulation is wealth, and we are not suffering. This is our greatest weakness.

15, regardless of any problems, our employees must remain calm and listen to the party and follow the government.

Strict self-discipline, do not speak nonsense.

In particular, cadres should manage their families well.

We HUAWEI people are very polite people.

When a society can't recognize you as a HUAWEI person, you are a HUAWEI person; when the society recognizes you as a HUAWEI, you are not a HUAWEI, because your training is not yet home.