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HUAWEI Ren Zhengfei: "Learning" Or "Bloodbath"

2013/12/15 21:07:00 24

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"hungry wolf is full of wolves": how can HUAWEI talents stand out? /p >

> a href= "http://www.91se91.com/news/index_c.asp" > Inamori Kazuo < /a > two years will make Japan Airlines lose profits. There are no other tricks. There are two ways: first, respect the sky, love the staff, respect the staff, let the staff change from the passive work to the initiative, and two, Amiba, implanting human resources management with a set of accounting system, to quantify the value of each team and every person in the organization.

I often say that small businesses are bigger and bigger businesses are smaller. HUAWEI and Inamori Kazuo's Amiba management are the same. In fact, they take a quantitative accounting system to see everyone's value.

HUAWEI human resources are divided into three systems: one is the enterprise career channel. HUAWEI first broke the official standard in Chinese enterprises. I was not a manager of the Department, but a vice president. I went on the line of experts. I was professional enough to get the treatment of vice president, and not only get the benefits, but also had the right to mobilize resources, called "having jobs, having rights and responsibilities."

The two is to set up a set of strict standards of appointment; three, a strict set of qualifications based on behavior and facts.

HUAWEI initially established two major channels of management and technology. Now it is the three major channel of management, technology and project management. Each channel is divided into several levels. For example, if you want to be a personnel manager, you must reach several levels of qualification of this professional channel level. Qualification is related to performance. Only three consecutive years of performance 12 points, you are eligible to apply for a higher level.

some people ask why talent can stand out in HUAWEI, HUAWEI's position promotion line and ability promotion line are two.

The basic requirement for competition is qualification, which leads to 3 to 4 qualified people in any job. This is what the old man puts forward, "hungry wolf is full of wolves". You must do well in this post, otherwise there will be successors immediately.

> a href= "http://www.91se91.com/news/index_f.asp" > private enterprise < /a > the biggest problem is a turnip pit, the boss always feel that he has no follow-up talents, in fact, there is a problem in the talent reserve system.

Some people have suggested that every day I take part in the qualification, my performance is not good, OK? This is what many private enterprises do now. This person is free to train. The busier he is, the less time he can train.

HUAWEI is not. If you want to take part in the qualification training, there is a prerequisite for a performance appraisal of 15 points, must reach more than 12 points, which avoids some people blindly participate in the ability to promote, but the performance can not be done.

The performance, ability and post have been cleared up.

We now have many enterprise assessment qualifications, performance and training, which are different from each other. HUAWEI is the four in one responsibility, right, profit and ability.

humanity master Ren Zhengfei: how to keep the purity of the cadre team?

at the end of 2012, Ren Zhengfei wrote an article, "make every effort to make a hole."

The rule here is that all people focus on one goal and strive for it. This is called "a hole in power". Many enterprises begin to lose money and gain private interests and cut meat on the company.

HUAWEI's manifesto for EMT (management team) is to emphasize that the top authorities should not abuse their power to seek private interests, not to be outside, and not to engage in connected pactions. Your interests must come from HUAWEI itself.

> we all ask "a href=" http://fz.sjfzxm.com/ "> HUAWEI < /a > to leave Ren Zhengfei. OK, in the enterprises I contacted, HUAWEI really built a solid top management team.

In 2002 and 2003, HUAWEI was the most difficult time. First of all, in 2001, Li Yinan ran away, and hundreds of key men were removed from HUAWEI, almost emptying the core technical team of HUAWEI. At the same time, Ren Zhengfei's mother died in a car accident, and the old man was accompanying foreign leaders at that time.

At that time, the old mother did not bring any kind of crime, so when the people were sent to a general hospital for treatment and rescue, the people went there, and the blow to the old people was very great. Even when the enterprise was so big, even the mother could not take care of it at the critical moment.

At that time, the old man was depressed for a year and was seriously ill. As a boss, the pressure was really too great. At that time, he felt that I had been so good to your employees, and gave you all the power and interests. Why did he still betray me? He could not think of it. P.

It was the most painful time at that time. It was also the most dangerous time for HUAWEI. In those one or two years, he had little control over the company and basically managed by a team.

at present, the 15 HUAWEI executive team is the last to enter HUAWEI in 1996. Therefore, HUAWEI's top management team is trained by itself, not airborne, but a group of young people who participated in the HUAWEI basic law.

The team is all above master's degree, all of them are famous universities.

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when enterprises become bigger, they must first choose virtue as the first choice, because senior cadres have too much resources and too much temptation.

It is sure that everyone is cutting meat and no value judgment, because temptation is too great.

HUAWEI's inspection of cadres will enable cadres to put forward rectification measures themselves and continue to do so. This is where Lao Ren understands human nature and is very good.

Some media describe old jobs as a vicious image, but I think Lao Ren is a very good person in nature. So I want to write an article called "the good Ren Zhengfei".

now many of our bosses are too demanding on others. If we make a small mistake, we will get rid of it so that no one will do it for you.

When water comes to the clear, there is no fish, no man can detect it, sometimes he has to protect him.

If the water is too clear, it will not work. If the water is too clear, stir it up. If it is too muddy, take some medicine and kill him.

HUAWEI's EMT declaration is aimed not only at the senior level, but also in the middle level.

It is very important to maintain the purity of the cadre team after the company has become bigger.

strong > backend standardization, front-end personalization /p >

In the history of HUAWEI P, the organization is constantly changing with the expansion of the market.

In the early years, HUAWEI, like many of our enterprises, is a straight line functional system. The command and command system is inserted in the end and responds quickly.

This stage lasted until 1999, and later felt that the straight line system could not be managed. After the emergence of multiple products and multiple markets, enterprises should decentralization.

at the beginning of the year, Bao Zheng teacher engaged in a division reform. Any one of them said that you were studying GE. GE is a division of power. The overall competitive advantage of enterprises is not formed. It is easy to become a concentration camp in the internal system. There is no authority in headquarters, and the disadvantage is that it has become a big business.

HUAWEI has made a worldwide matrix organization. The management functions of the area, region, office and representative office are vertically landing. After being too matrixing, it will become a process too long, sometimes some mother-in-law is coordinating here.

So in 2006, we also put forward the optimization organization based on response customer management to strengthen the construction of customer group system.

After 2007, the people who had heard the artillery fire were made to make decisions, called the heavy brigade, the Marines, the front-end integration and the rear end specialization, which was the "iron triangle" model that was put forward by the old man.

the so-called "iron triangle" is really facing the market, which is a customer manager, a solution expert, an expert, and a front end for a certain customer. I make decisions based on these three kinds of people.

> a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > Ren Zhengfei < /a > inspired by the US war in Iraq in 2003, we all know that when the United States attacked Iraq, you could not see the large-scale operations of the US Army and Sadam. The US war was like playing video games. It was like a group of three people composed of investigative experts, topographic experts and military experts who went deep into the enemy's rear area. They saw Sadam and * * *, immediately formulated the operational plan, directly commanded the missile plane to start, and made Sadam's order neat and orderly, and the zero or one one was destroyed.

what is the premise of playing this game? Backstage must be professional, otherwise it will be confused.

On the premise that HUAWEI has come to power, it can give power to the "iron triangle". On the premise that it has spent billions of dollars, with HUAWEI reform director, it said that there are about about 20000000000 RMB consulting fees to build ten platforms, such as R & D platform, intermediate test platform, product manufacturing platform, global purchasing platform, marketing platform, human resource platform, financial financing platform, administrative service platform, knowledge management platform, public data platform, etc., so that the "iron triangle" can get the most professional support.

enterprises must rear end standardization, front-end personalization, provide different product mix and services for different customer needs.

If you don't get professional support in the background, the more power you give him, the farther he will be away from you, and HUAWEI will be able to support you again.

If there is no specialization in headquarter, you can delegate to the front line and the enterprise is self-employed, so many of our enterprises are self-employed concentration camps.

"P", for example, how did HUAWEI fight the African market? First of all, we should go deep into the front-line to do research, and understand that in Africa, we need to get the president to deal with the sale of equipment in Africa.

How did you become friends with the president? The HUAWEI people discovered that the president had deep research on fighting cocks. In order to get the best of them, the local manager immediately worked out a campaign plan and sent it back to HUAWEI headquarters. The headquarters immediately invited the Chinese cockfighting experts to study the origin of Chinese fighting cocks and African fighting cocks.

When a Chinese Ambassador visited the president, he sent out the book.

If African president came to China for a game of cock fighting, we would design a chicken farm.

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this is the whole organization's customizing operation. Once a strategic opportunity is found, all the resources are allocated to you. This is why many people leave HUAWEI, including other enterprises, which are not successful in picking up vice president from HUAWEI.

> cut the feet to fit the feet, and decide the mind! /p >

since 1998, HUAWEI has introduced the management experience of world-class management consulting company. It has spent money in the short term, such as integrated development, integrated supply chain, human resource management, financial management, quality control and IBM, HAY, MERCER, PWC, DDT, Germany National Applied Research Institute and other more than 30 enterprises. But in the long run, the old people think that this is human capital, not for all talents, but for talents.

this is similar to Samsung's view.

Samsung has something to do with HUAWEI. The management cadres must be trained by themselves, seldom hired from outside, and have the same values and strong ability to execute their strategies.

But professional talent, Samsung thinks, I want to enter a new industry, and the top technical talents can not be trained by myself. So when Li Jianxi took office, he introduced Samsung into a new field, not to cultivate talents, but to dig. The highest technology in the world, I used the price of 3 to 5 times the international market price to dig the best team.

Some experts also made a calculation. When the treatment is twice as high, the corporate culture can also play a role in retaining people. When the treatment is 3 times, the corporate culture fails. Li Jianxi used to excavate people 3-5 times the market price all over the world.

HUAWEI doesn't dig people by paying high salaries, but by working with the world's top companies, who I specialize in will be used.

Ren Zhengfei, who led HUAWEI executives to visit Hughes Co, IBM, Baer labs, HP and other companies, came back to write an article, saying that only by learning from big companies can we make less detours and pay less tuition fees. "IBM's experience is summed up by billions of dollars they pay, and their pain is a valuable asset for mankind."

1998, HUAWEI asked IBM to do consulting, spent 5.6 billion, he proposed "first rigid, then optimized, then solidified", cut foot fit.

We can not learn formalism, and the mechanism introduced has remained unchanged for two or three years.

He said that learning anything, since people are good things, if you feel comfortable through the cross, that it is not advanced, you do not feel comfortable, only to explain the good of others.

"P," the veteran said, "don't look at more than 500 million. I hired more than 200 of the world's top experts. If I pay them, they must be higher than that, so I am economical.

some Chinese companies use international consultancy companies to make a listing.

It is called "middle school as a body, Western learning for use".

HUAWEI, otherwise, the financial system, manpower system, personnel system, a system of a systematic change, let the best international consulting companies help design, diagnosis will not let you go until the problem is solved.

Ren Zhengfei: "blood washed" talent /p >

Ren Zhengfei P doesn't deal with domestic entrepreneurs, but he visits the top entrepreneurs in the world.

He thinks that only when dealing with people who are higher than you, can you feel the pressure and make progress. You can only learn by being humble forever.

as an organization, not only should the boss see the virtuous, but the team also needs to see virtuous. Otherwise, it will be useless to whip every day.

We must not be "high in mind" but also "high in heart". We must not establish goals one step at a time, but also step by step. We must strengthen the team to form positive feedback.

enterprises are almost crying on the ground at the end. It is difficult and difficult. Many things will be crowded on your head. Do you have any psychological energy? What can I do to help you? It is the spirit of entrepreneurship.

"Virtuous" is the lamp in the dark.

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< a href= "http://www.91se91.com/news/index_x.asp > > entrepreneur < /a > is not rich.

I once wrote an article that entrepreneurs are never enough money.

Why is money never enough? Because managers are more entrepreneurs than money.

So why do we need to talk about honesty and integrity?

"P" asked Ren Zhengfei enough money today, not enough for his dream. The most important thing for entrepreneurs is this kind of life impulse, a dream, which is a very important energy to promote human progress.

Besides P, he has to read one or two books a week and read magazines a few days a week. His mind is very active.

Reader's Digest is a must read, not only to himself but also to others.

all the management campaigns of HUAWEI are either learning plants or studying America, learning Mao ZD and learning army.

Professor Wu Chunbo has a summary about this:

HUAWEI learns from abroad: learning the British system, American innovation, Japan's lean and German norms.

HUAWEI also learned from our party: eight rules, self criticism, more work and more gains.

This year, we have launched the "eight regulations". For example, we must invite guests to the leadership.

the old term is basically bringing the doctrine and then innovating on the basis of it. So I think Ren Zhengfei is a learning talent, and the entrepreneur must learn for life.

Ren Zhengfei invited several professors to be advisers. Their offices and old offices are next to each other. As long as there is time, though the old people do not deal with the media, they have time to argue with professors.

Sometimes he patted the table with you, and after the debate, he left. After a while, he came back to chat with you, and found that the point you criticized him has become his, and he speaks it higher and more quality than yours.

what is decision making? Use some public knowledge, use your personal knowledge and intuition.

a lot of Successful CEOs haven't read many books, but they are rich in personal knowledge, good at understanding, and good at summarizing and refining.

Good stuff is never a simple reproduction. Ren Zhengfei also went to see IBM company, but he didn't repeat the way of IBM.

A person's most valuable knowledge is the part that he has understood and harnessed.

will the next fall be HUAWEI? /p >

What is the problem HUAWEI faces in the future? In mid October, HUAWEI just opened the year-end cadre meeting, and three CEO asked one question: P.

the first CEO puts forward what is HUAWEI's next goal? Is HUAWEI dare to shout the goal of surpassing the US?

second CEO put forward how can HUAWEI shift from pursuing scale growth to pursuing long-term effective growth?

another CEO put forward how HUAWEI should deal with disruptive innovation. It is suggested that HUAWEI should make more forward-looking research and do basic research instead of simply pursuing the market.

The so-called customer orientation, not only to adapt to customer needs, but also to exceed customer needs.

HUAWEI has made reforms this year to separate development from technology. Apart from the success rate of examination, the failure rate is also assessed, and basic research has been done. How many times have you failed as an assessment goal, encouraging adventure and trying, and raising a part of people to do original innovation every day.

This is a key pformation of HUAWEI.

another move is to concentrate resources and pressure principles and keep pace with them.

But we are not a listed company. When we need resources, we can invest our money in strategic investment.

In addition to P, we need to build a broad customer base.

Without extensive customer base, if disruptive innovation is not caught, HUAWEI will soon collapse.

But if you have a broad customer base, and my other products can be quickly pformed into what the customers need, the business will still get a good development.