Ren Zhengfei: The Grayscale Of Management

An important part of HUAWEI's core values is openness and initiative. Management team There were long debates in the discussion. HUAWEI is a strong company. innovate Is it important for a company to be open to capacity? Because of success, we are becoming more and more confident, proud and complacent, and in fact, we are becoming more and more autistic.

We emphasize openness, more learning from others, and we will have renewed goals, so that we can have a real self examination and feel the urgency of the times.

　　 The clear direction comes from the grayscale.

The important quality of a leader is direction and rhythm. His level is the right grayscale. The unswerving right direction comes from grayscale, compromise and tolerance.

A clear direction is generated in chaos. It comes from the gray, and the direction changes with time and space. It often becomes unclear. It is not black or black or white. A reasonable grasp of the appropriate grayscale is the key factor that makes all kinds of development and development harmonious in a period of time. This harmonious process is called compromise, and the result of this harmony is called grayscale.

The word "compromise" seems to be understood by everyone. The connotation and details of compromise are much richer than its literal meaning, and it is quite different from understanding it. Most of our HUAWEI cadres are young, energetic and vigorous, and do not know the necessary compromises. They will also have greater resistance.

Throughout the history of China, although the reform in China has had an inextinguishable influence on China's social progress, most of them failed to achieve the ideal of reformers. I believe that in the face of their times, their reform is too radical and rigid, and the way to break through resistance is too harsh. If they take longer time to practice, rather than too urgent and too comprehensive, it may be better. In fact, there is a lack of grayscale. The direction is unwavering, but it is not a straight line. It may be a curve that keeps swinging. It will also draw a circle in some time, but we are far away from it or look at it roughly, its direction is still pointing tightly ahead.

Today, we propose that the positive cash flow, the positive profit stream, the positive growth of human resources efficiency, and the way of decentralization and checks and balances will also give power to the direct combat units through authorization, exercise and supervision, and this is also a revolution. In this reform, it may be contradictory to the direction of decision making in the past twenty years, and it will also involve many people's opportunities and future. I think we should understand and tolerate each other.

　 Tolerance is the leader's way to success.

Why should we say tolerance to leaders at all levels? This is related to the nature of leadership. Any work involves two aspects: one is dealing with the same thing, the other two is dealing with people.

Intolerance does not affect the same things. A scientist is eccentric, but his job is to deal with instruments alone in the laboratory, so intolerance is harmless. A worker in a workshop is only dealing with machines, so even if he can't get along with everyone, he will not interfere with his skills and produce exquisite products.

However, any manager must deal with people. Some people define management as "the ability to do well through others". Once you interact with others, the importance of tolerance will be shown immediately. The difference between human beings is objective. The essence of tolerance is tolerance of differences between people. Whether people with different personalities, strengths and preferences can be condensed under the banner of organizational goals and vision depends on the tolerance of managers.

Tolerance is actually tolerance of ourselves. More tolerance for others, in fact, we have a little more space in our lives.

Tolerance is a kind of strength, not weakness. The concession of tolerance is purposeful and planned, and the initiative is in its own hands. Helplessness and compelling need can not be tolerated.

Only a brave man knows how to tolerate, and a coward will never tolerate. This is not his nature. Tolerance is a virtue.

Only tolerance can unite most people to understand the direction with you. Only compromise can reduce the confrontation in the unswerving right direction. Only in this way can you achieve your correct purpose.

　 No compromise, no grayscale.

Adhering to the right direction is not contradictory to compromise. Instead, compromise is the insistence on unswerving direction.

Of course, direction can not be compromised, nor can principles be compromised. But everything in the process of achieving the goal can be compromised. As long as it is conducive to the realization of the goal, why can't we compromise? When the direction of the goal is clear, if the road is blocked, we can compromise and turn around. It is better than standing in step. Why should we bump into the south wall?

In some people's eyes, compromise seems to be a sign of weakness and unsteadfastness. It seems that only if we are uncompromising can we show the true colors of heroes. But this way of thinking is either the relationship between conquest and conquest, and there is no room for compromise.

"Compromise" is actually a very pragmatic and adaptable jungle wisdom. Any wise man in the jungle of human nature knows the right time to accept others' compromise or compromise with others. After all, people need to live rather than reason.

"Compromise" is a consensus reached by both parties or parties under certain conditions. It is not the best way to solve problems, but it is the best way before there is a better way to do so, because it has many advantages.

Compromise does not mean abandoning the principle and giving in blindly. Wise compromise is an appropriate exchange. In order to achieve the main goal, we can make appropriate concessions on minor goals. This compromise is not a complete abandonment of principle, but a retreat in order to ensure the realization of goals through appropriate exchanges. On the contrary, unwise compromise is the lack of proper trade-offs, or the persistence of minor goals and the abandonment of the main objectives, or the high cost of compromise.

Wise compromise is an art of concession, compromise is also a virtue, and mastery of such superb art is the essential quality of a manager.

Only by compromise can we achieve "win-win" and "multi win", otherwise we will lose both sides. Because compromise can eliminate conflicts and refuse to compromise, it must be the prelude to confrontation. Our cadres at all levels really understand the art of compromise, learn tolerance and keep an open mind, and really reach the grayscale realm, so that they can go further on the right road and walk more steadily.

　 Firmly oppose perfectionism.

What is professionalism? That is, at the same time and under the same conditions, the lower cost of doing the same thing is professionalization. Market competition, opponents optimization, you do not optimize, leaving you is death. CISCO's ability in innovation, Ericsson's internal management level, we are still far behind. To shorten these gaps, we must continuously improve our management and shorten the gap and customers will abandon us.

Indeed, we need to have the urgency of improving management, but we should also be calm and blind. We must not regret long term regret or short-term benefit. We can't save today's fire while we bury tomorrow's thunder. Management reform should continue to adhere to the principle of practical purpose and achieve the purpose of application.

We are born out of a small company, and the habits of small companies are still left on us. Our employees are also influenced by the early habit force of the company in the past twenty years, and their thinking and operation can not be completely professionalized. These are the resistance of our management optimization. As we have come from a small company, we have been in a relatively low level compared with the Western companies in the industry. There is a serious gap between operation and delivery.

In the improvement of management, we must continue to adhere to the principle of "seven objections". We must resolutely oppose perfectionism, resolutely oppose complicated philosophy, resolutely oppose blind innovation, resolutely oppose local optimization without overall benefits, and resolutely oppose the leader led change without a global view. We firmly oppose those who do not have practical experience in business to participate in the reform, and resolutely oppose practical processes that are not fully demonstrated.

We do not taboo our focus, we must dare to reform everything that does not adapt to timely, accurate, high quality, low cost to achieve end to end services. But more is to benefit from management progress. We never advocate big changes and advocate constant improvement. We still have to be patient and decide to move.

　　 Suit measures to local conditions and seek truth from facts

The professionalization of the west is summed up in more than 100 years of market transformation. It is the most efficient way to do so. Wearing a suit and tie is not for good-looking. We learn it is not completely rigid, but can we not wear a Chinese tunic suit?

In the past twenty years, we have had our own successes. We must be able to sum up why we succeed and how we can succeed in the future. We should standardize and standardize these management philosophies in the Western way, so that they can be widely disseminated and mastered and used well, so as to train cadres at all levels and adapt to their work.

Only in this way, we are not a rigid Western model, but an effective management enterprise with a living soul. Look at the fact that the success of the western enterprises in China is not much. The soul of an enterprise is to adhere to the local conditions and seek truth from facts. The performance of these two essentials is to continuously improve efficiency.

We have come from the messy administrative control. Although the method of managing by functional organization is weakening, the connotation of process management is not rich enough. The upper and lower reaches of the process have not been effectively "pull through", and the management system based on the workflow object is not perfect. Organizational behavior is not yet reliable, repeatable, predictable and sustainable. People are also used to watching the instructions of officials and small officials to determine the turnout. In the past, there has been a ridiculous labor code culture.

The working group is a transitional form from administrative control to process control. It has some advantages to break the departmental wall, but it has more disadvantages to destroy the process construction. And our working group is flying everywhere, and the process organization has become a resource pool. Can we build a modern management system like this? Generally speaking, the construction and operation of the process is relatively mature in the area where the number of working groups is decreasing.

We must soberly realize that in the face of future risks, we can only deal with the uncertainty of results with rules. Only in this way can we free ourselves in any way we want. Everything has two sides of unity of opposites. The grey in management is the tree of our life. We must have a deep understanding of openness, compromise and grayscale.