Ren Zhengfei's speech: fight against pride

任正非演讲稿：反骄破满艰苦奋斗

In the development of Chinese enterprises, many thoughtful entrepreneurs have emerged, and Ren Zhengfei is an outstanding one.

-----Zhuge Changqing

What is the key to enterprise development?

Zhuge Changqing believes that the key is to unify employees' ideas.

What is the key to the ideological unity of employees?

Zhuge Changqing believes that the key is to use the wisdom culture of top leaders.

What is the key to the leader's wisdom culture?

Zhuge Changqing believes that the key is hard work, strong self-confidence, high morale, modesty and prudence.

In this respect, Zhuge Changqing believes that Ren Zhengfei is the best entrepreneur in China.

Ren Zhengfei, who spent more than 20 years and 20000 yuan to establish Huawei, turned the company into 200000 employees with sales of 200 billion yuan.

When people suddenly found that Huawei had such brilliant performance, they had to marvel at Ren Zhengfei's low-profile modesty.

Ren Zhengfei's low-key modesty is admirable. Once, Ren Zhengfei went to Beijing to invite the professor of the National People's Congress to dinner. After that, he took the professor home in his own car, and then walked in the dark with his suitcase. Such a modest and prudent president is doomed to the sustainable development of the enterprise.

"Tao Te Ching" pointed out the mystery of it. It is as modest as a valley, and naturally makes great achievements

Zhuge Changqing also found that Ren Zhengfei of Huawei Group is a man of great virtue.

Under the command of Ren Zhengfei, Huawei Group has provided tens of millions of aid to poor college students and tens of millions of aid to poor students every year And he has always kept a low profile.

God will help those who do good deeds and accumulate virtue. How can Huawei Group not rise?

The Analects of Confucius said that those who do good deeds and accumulate virtue will have good results.

According to the article of Supreme Sensation, there is no way out of luck or misfortune, but people call themselves.

The good deeds and virtues of Huawei Group have also accumulated countless merits for Huawei.

1、 About Ren Zhengfei:

Ren Zhengfei, founder and president of Huawei Technologies Co., Ltd.

1944. Born in Guizhou. The eldest of seven brothers and sisters in the family.

1968. Graduated from Chongqing University of Posts and Telecommunications.

In 1982, after transferring from a military unit in Sichuan to Shenzhen. I worked in Nanyou for two years. After that, he opened an electronics company.

In 1988, Shenzhen Huawei Technology Co., Ltd. was founded with a registered capital of 20000 yuan, mainly engaged in telecommunications equipment. He is now the president of Huawei Technologies Co., Ltd.

By 2014, the sales volume was close to 200 billion yuan. Zhuge Changqing believes that Ren Zhengfei's transformation of the enterprise from 20000 yuan to 200 billion yuan is an enterprise miracle.

In 1994, he participated in the Asia-Pacific International Communication Exhibition and achieved great success.

In 1996, it cooperated with mainland manufacturers on a large scale and took the road of common development.

In 2000, Forbes magazine ranked the third among China's 50 richest people. Personal property is estimated at 500 million dollars.

In 2003, it was awarded the "Top Ten Rising Figures in China's IT in 2003" by netizens.

In 2005, it was selected as the "100 celebrities influencing the world in 2005" by Time magazine, a well-known American magazine. And was selected by Time magazine worldwide. 100 builders and giants ".

In 2007, he was selected as "World Manager". The 15 people who have the greatest impact on China's management in the past 15 years ".

Huawei has not succeeded, but is growing.

In 2011, Ren Zhengfei entered Forbes Rich List for the first time with US $1.1 billion, ranking 1153 in the world and 92nd in China.

The 2015 Forbes Chinese Rich List ranked 350, and the global rich list ranked 1741.

Ren Zhengfei said: It is difficult to start a business, to be successful, and to know.

For ten years, I have been thinking about failure every day. I have turned a blind eye to success, and I have no sense of honor or pride, but a sense of crisis.

Within three generations, Huawei will not say it wants to become one of the world's top 500 companies. These three generations are not the three generations of leaders of Huawei, but the three generations of Huawei that have collapsed and risen again.

Any country and any nation must build their confidence in building their motherland on the basis of trust in themselves. Only on the basis of independence can they gain equality and respect.

2、 Introduction to Huawei Group founded by Ren Zhengfei

Huawei Technologies Co., Ltd., a private communication technology company that produces and sells communication equipment, is headquartered in the Huawei base in Bantian, Longgang District, Shenzhen, Guangdong Province, China. Huawei's products mainly involve switching networks, transmission networks, wireless and wired fixed access networks, data communication networks and wireless terminal products in communication networks, and provide hardware equipment, software, services and solutions for communication operators and professional network owners around the world. Huawei was officially registered in Shenzhen, China, in 1987.

In 2007, the contract sales reached US $16 billion, of which the overseas sales reached US $11.5 billion, and it was the first in China's domestic electronics industry in terms of profit and tax. By the end of 2008, Huawei has covered more than 100 countries and regions in the international market. Among the top 50 telecom operators in the world, 45 have used Huawei's products and services.

Huawei's products and solutions have been applied in more than 170 countries around the world, serving 45 of the top 50 global operators and 1/3 of the global population.

In 2014, China ranked 285th in the Fortune Global 500, up 30 places from the previous year. According to the data of the first half of 2014, Huawei achieved sales revenue of 135.8 billion yuan in the first half of this year, up 19% year on year; The operating profit margin is 18.3%.

The 2014 Huawei China Enterprise Business Service Partner Conference, with the theme of "Service creates value and win-win cooperation in the future", officially opened in Suzhou on October 17.

On October 9, 2014, in the "Best Global Brands" list released by Interbrand in New York, Huawei appeared in the list with a score of 94, which was the first enterprise in Chinese Mainland to enter the Interbrand Top 100 list.

3、 Ren Zhengfei's speech.

Many years ago, when I visited Huawei Group, I still can't forget the strong cultural power of Huawei Group.

Here, Zhuge Changqing shares the wonderful speech of Mr. Ren Zhengfei of Huawei Group with all the people in the world:

Again on fighting against arrogance and defeating complacency, and working hard ideologically

——Ren Zhengfei's Speech at the Huawei Market Celebration and Scientific Research Achievement Recognition Conference

Zhuge Changqing: Ren Zhengfei often gives inspirational speeches at the celebration meetings, commendation meetings and other meetings. In his high-spirited speeches, numerous Huawei hot-blooded men marched into the domestic and international battlefields valiantly and energetically.

Dear entrepreneurs, no matter how big your enterprise is, Zhuge Changqing reminds you that in the development of your enterprise, don't forget to give speeches and cheer for your employees

Ren Zhengfei said to the staff:

Today, we celebrate the restructuring of the Marketing Department, which has achieved the best results in history for three months. At the same time, we celebrate the signing of the contract of Shenzhen Commercial Network, the signing and implementation of the multimedia communication contract of Guangdong Telephony, the signing and implementation of the memorandum of the Tianjin HONET integrated access system, the signing of the contract of China Unicom Shenzhen Company and Shenzhen Post and Telecommunications Bureau using the 08 machine as the special interface office, and the signing of the contract of Guangzhou Local Telephone 20000 branch office (test of new services); At the same time, we celebrate that the 2008 aircraft entered two countries and one developed region at one stroke in May, and the export achieved a breakthrough of zero. Each project means that we have made strategic breakthroughs in new areas and new market opportunities. At the same time, 95 years of scientific research achievements and advanced individuals will be commended here.

I would like to express my sincere congratulations to those who have worked hard on all fronts and for this achievement. They are all examples of hard work in ideology. We should learn from them, be down-to-earth, unswerving, and concentrate on the spirit of researching a result. Success has given us unprecedented conditions and capabilities; Success gives us the confidence and strength to systematically overcome our weaknesses in rapid growth; Success has given us the courage and courage to seize greater strategic opportunities, so that we can fundamentally get rid of the past and gain the vitality of internal sustainable growth. We should fully realize international integration, take three steps within ten years, and achieve international integration of management and production technology in three years; It will take five years to realize the international integration of marketing and ten years to integrate with international famous companies in the research and production of multiple products and fields.

Zhuge Changqing, a researcher of traditional Chinese culture, said that a team must have an uplifting spirit. We applaud Ren Zhengfei and Huawei's team for their military fighting spirit.

Behind prosperity is full of crisis. This crisis is not the inevitable characteristic of prosperity itself, but the consciousness of people surrounded by prosperity. Hard work will inevitably bring prosperity. After prosperity, we will no longer work hard and lose prosperity. The rise and fall of the Yangtze River is endless. History is a mirror, it gives us how profound enlightenment. Forgetting the hard work in the past means abandoning Huawei culture.

Zhuge Changqing, a researcher of traditional Chinese culture, said that the Tao Te Ching once reminded people that man follows the earth, the earth follows the heaven, the heaven follows the Tao, and the Tao follows the nature. Only those who are virtuous and modest will succeed. Ren Zhengfei and Huawei team members have been walking on the path of modesty and prudence, which is also one of the secrets of Huawei Group's progress.

The brave man I admire most in the world is the spider. No matter how heavy the wind and rain, no matter how many times the web is broken, it still tirelessly weaves and mends with its fine silk. No one has praised spiders for thousands of years, but they are still diligent, indomitable and restless.

What I admire most is the bee, because it gives people honey. Although it stings a lot, people praise it all the time. No matter how much you praise it, bees still make honey tirelessly and work hard every day, not because praise produces less honey.

They are not proud to win and not discouraged to lose. In the face of honor and failure, Huawei is as calm as a lake, which is the heart and content of Huawei.

Zhuge Changqing, a researcher of traditional Chinese culture, said that Ren Zhengfei used "the hard work of spiders" and "the tireless work of bees" to remind employees that they should never forget to work hard. amitabha. Without hard work, where can we achieve great success? The towering buildings rise from the ground. We should work hard all the time.

At present, we should conscientiously summarize our experience and lessons, correct them in time, and constantly improve our management. When we are in the uphill stage of development, we should look at ourselves calmly and correctly, and find more gaps between ourselves and the world. Not long ago, Zheng Baoyong led a delegation to visit Shanghai Bell and marveled at Bell's great progress in production management and technological equipment, which is truly world-class. Due to its large scale, the cost is bound to be low. Their management is very scientific and their quality is very good. Ten years of introduction has enabled them to quickly integrate with international standards. Our competitors 04, Datang and ZTE Xindu have made significant progress. The coverage of the 04 machine market is larger than ours, and the central government also supports them; Datang has the foundation laid by ten national scientific research institutes in the past ten years. It is advantaged in the depth and breadth of scientific research, with the help of the Ministry. They have a deeper understanding of the telecommunications system than we do; ZTE New Company is located in Shenzhen with us, getting along day and night, and the culture is quite similar. ZTE New needs to learn from our grass-roots employees in the aspect of "making real". Huawei is good at "momentum", but it is not as good as ZTE New in terms of reality, and its work effect is not as high as theirs. Compared with international famous companies, we still lack comparability. Our weaknesses have been clearly exposed in the competition in the international market. People from foreign companies commented that your equipment is very good, but it is too young and lacks international experience. Our team is young, ambitious, and has broken through some of the leading edge of technology locally, and has obtained the qualification to enter the international market. But in the face of international complex network and multi-network integration, can our young team stand it? Looking at the world, we need to work harder than ourselves.

Zhuge Changqing, a researcher of traditional Chinese culture, always puts himself at the lowest level, learning from domestic and international elites, so as to maintain a clear mind and motivation for learning. amitabha. If you are complacent and self-righteous, you are not far from the decline.

First of all, we have to survive. The sufficient and necessary condition for survival is whether we have a market. There is no scale without market, and there is no low cost without scale. Without low cost and high quality, it is difficult to participate in the competition and will inevitably decline.

In order to win the market, nearly a thousand "guerrillas" have been promoting Huawei's products with low technology on the low-level network of communication for eight years. They have spared no effort to maintain the brand effect of these products and provided the qualification certificate for our new products to enter the communication network.

Our products have produced such a large coverage, which is paved by the office staff with their youth. In today's transition, they are far away from the civilization of the company's organs and have far fewer opportunities to receive training. Therefore, cadres at all levels are responsible for the training and help of the office staff. Any employee who falls behind, we have a guilty conscience. The Marketing Department is changing from guerrilla to regular forces, from sparrow to positional warfare. A large number of employees are in the process of training. A large number of outstanding foreign personnel have joined the team. Many backbone members who have received formal training from foreign companies have brought their scientific and effective new ideas and methods to enrich our team. These new blood is merging with the tradition. I believe that the Marketing Department will take off in two years, and the profound internal letter brought by the collective resignation of the head of the Marketing Department will also be increasingly displayed. For this purpose, we have worked hard for eight years. Like you, I am also excited. But whether we can be excited forever is a topic we need to study together.

Zhuge Changqing, a researcher of traditional Chinese culture, said that the development of Huawei Group, like the struggle story of Mao Zedong, has been quietly working in the forefront of the market. Their selfless dedication, like bees, like guerrillas, has gradually built a solid foundation.

In order to expand the market of tomorrow, 10% of the sales will be taken as the research fund every year, and the strategic development will be firmly grasped. In 1996, research funds amounted to 180 million. It will reach 300 to 400 million in 1997 and 800 to 1 billion by the end of this century. Only by continuously increasing investment can we narrow the gap with the world. In order to achieve this goal, the housing rate of our company's employees was only 1.5% three months ago, recently increased to 4%, and by the end of the year was less than 5.5%. Most of these doctors, masters and senior managers still live in rental houses and live a simple life. In a word, in order to live better in the next century, to own our own technology for our motherland, and to make the central leadership stronger in front of the developed countries. A generation of entrepreneurs has eroded their health, and a generation of young warriors are following the same path, sacrificing themselves, for the motherland, for themselves and their relatives.

Zhuge Changqing, a researcher of traditional Chinese culture, said that Ren Zhengfei's success comes from his love for employees and his spiritual and material incentives for employees. Why are so many people struggling on Huawei's strategic path? Because there is a good leader --- Ren Zhengfei.

The average age of our team is 25 years old, and the next century has just entered the mature stage. However, some famous companies in developed countries have just benefited from the historical period of retirement of the old and replacement of the new, and there will be a gap of three or five years, which gives us the opportunity to attack. Whether we have the ability to establish our international status in this period is a test for our young team. At the beginning of the next century, we have the advantage of age and the advantage of huge domestic market support, which will promote us to occupy a favorable position in the international market, which is very promising. If we do not continue to work hard and make efforts to bring the management level into line with the international standards, the great situation will be lost. By the beginning of the next century, we have no advantage at all. We have to enter bankruptcy and rectification. We must not be blindly optimistic, and we must guard against arrogance and rashness.

Zhuge Changqing, a researcher of traditional Chinese culture, said that keeping a low profile and modest in the face of success is the magic weapon of Huawei's success. amitabha. Huawei's modesty has really achieved solid results.

We are carrying out the second entrepreneurial activity, transiting from entrepreneurial management to professional management. We are in the process of drafting the Basic Law, which is a programmatic document for Huawei to guide the medium and long-term development of the enterprise from a macro perspective and a psychological contract for all employees of Huawei. We should improve the mind and realm of every Huawei person, and enhance the pursuit of major undertakings and goals. Every employee should participate in the drafting and discussion of the Basic Law, work together to reach a consensus, make a common commitment to Huawei's growth, reach a convention to guide future actions, and enable every intelligent and enthusiastic employee to work hard towards the common grand goal. To make the Basic Law melt into the behavior and habits of every Huawei person, we are strengthening the efforts of business process reengineering, using ISO9001 to standardize the operation of everything, and creating conditions for the subsequent open network management; Use MRP II management software to program the business process, realize the network and data management, and further strengthen the comprehensive management of our company in business plan (budget), business statistical analysis and business (economic) audit. We are carrying out in-depth organizational reform and corporate culture education. A large number of outstanding talents are growing, and excellent old employees are stepping up their study to strengthen the internal competition mechanism of management and employees. The rush for you to catch up with me is ongoing. After Mobek began to recruit grassroots cadres, the production headquarters is also implementing the recruitment examination. The marketing department has launched a large-scale examination and selection plan for new positions, and a beneficial activity for people to bid for grassroots positions is emerging. It has deepened the content of our organizational reform, and is one side of Huawei's talent and prosperity. At the same time, we are planning to introduce foreign engineering personnel to our company to prepare for entering the world market in two or three years. This is a big challenge to our human resources.

Zhuge Changqing, a researcher of traditional Chinese culture, said that the state-owned national laws and family rules are the foundation of Huawei's development. When I saw the basic law of Huawei, I was shocked. This is the enterprise with big strategy, and this is the foundation of success.

We are experimenting with the separation of administrative management and business management to promote the compatibility of orderly hierarchical management organization and business information network matrix management. Establish a multi-level, multi-level and multi-specialized responsibility center, and delegate the power and responsibility to promote business operation to the hands of the most knowledgeable organizations and people through limited authorization. Establish an open multi-level and multi-level professional management platform to ensure the rapid development of the company's business activities. Each plane's responsibility center has a clear division of labor and clear responsibilities. Through the coordination and cooperation of multi-level responsibility centers, an open management platform will be established. Employees at any level, wherever and whenever, will be supported in a timely and direct manner. Shorten the workflow, increase the accuracy of support, and greatly improve the work efficiency. The support is based on the matter, not on the level of people, to ensure that the line business activities can make effective decisions in a timely manner and achieve the work objectives and overall objectives of the administrative systems. In other words, the line administrative command system will make full use of the multi-level business management platform and the network business information bridge formed by the secretary management system to effectively manage the business objectives and benefit distribution. Administrative system management is the key and business management is the key.

This innovation in the management system will fundamentally overcome the bottleneck and failure of the past management process due to information blockage and distortion. In addition, the responsibility is in place and the division of labor is clear, which is conducive to the objective and fair evaluation of the work of all agencies and staff, and forms a strong constraint mechanism; So as to achieve further openness in management and greatly improve the correctness and effectiveness of work.

In the future, the information industry will become larger and more complex, and it will become more and more impossible to manage without opening. We cannot avoid contradictions, we must actively carry out management innovation to meet future opportunities and challenges. From now on, every employee must make a real commitment to improve our management and improve our management ability and effectiveness step by step. Only in this way can we reach the other side of success.

Administrative management is a comprehensive evaluation, while responsibility management is a parameter evaluation. Gradually explore the evaluation system for employees' work, which is conducive to greatly improving efficiency.

The most difficult part in management is cost control. Without scientific and reasonable cost control methods, enterprises will be at a critical juncture. All employees should mobilize, optimize management, reduce personnel, increase production and raise wages. Next year, production will double, but personnel do not have to double. We need benefits from management. Only when we make progress in management can we achieve equal pay for government officials and research and the market. In order to achieve optimal management, we must implement cadre participation in practice. Employees who have no work experience at the grass-roots level cannot serve as cadres above the department level. Employees who have no professional and business practice experience related to the department cannot serve as department managers. Even if the cadres who have been elected to the responsible level do not continue to practice deeply, they may be dismissed. Employees participate in management, constantly optimize the process and quality of your work, work hard, improve and coordinate the surrounding relationship, and study and demonstrate relevant system management in leisure time. We should reform all unreasonable processes to institutionalize repetitive management, simplify operation and automate repetitive labor. Simplify the process under effective and controlled conditions. We should focus on the market and combine scientific research with market and service; Pilot and production should be combined with quality and cost; Enterprise management should be combined with the development of human potential and economic benefits. We began to recruit cadres at the grass-roots level openly. Provide opportunities to all employees in an open, fair and fair manner, so that people with professionalism, high sense of responsibility and high theoretical level have more opportunities. Clearly define the responsibilities of the positions to be bid for, and provide equal opportunities for employees who have planned their work. Gradually introduce the job bidding mechanism from the grass-roots to the middle and senior levels. In selecting cadres, we should combine theory with practice to truly bring up a new generation. Huawei's employment policy is to encourage excellent employees to find a platform to play their expertise in the company as soon as possible, and absorb a group of excellent young people to rush to Huawei. Promote a new round of management progress through organization and implementation. So we can continue to survive.

Next month, we will commend outstanding experts from all walks of life, and select excellent kitchen workers, cleaners, welders, plug-in workers, warehouse workers, spare parts administrators, housekeepers, typists, telephone operators, drivers, secretaries, installation engineers, editors, translators, accountants, auditors, procurement experts, marketing experts, planning experts, business management experts, sales experts. Competition will be held in all walks of life to select the winners. Only if we continue to choose the best, can we maintain our vitality. Only if we dare to attack ourselves and work hard in our minds will we never fail.

The grand pass is really like iron, and now we are stepping forward from the beginning.

References for this article:

1. Huawei Group data.

2. Huawei Ren Zhengfei's speech "Fight against Pride and Overfill, Work Hard in Thought" online materials

 在中国企业发展中，出了许多有思想的企业家，任正非是一个佼佼者。

----- 诸葛长青  

  企业发展，什么关键？

  诸葛长青认为，关键是统一员工思想。

  员工思想上统一关键是什么？

  诸葛长青认为，关键是用一把手的智慧文化。

  一把手的智慧文化关键是什么？

  诸葛长青认为，关键是勤奋好学、坚强自信、斗志昂扬、谦虚谨慎。

  这方面，诸葛长青认为，任正非是我国企业家中的佼佼者。

   任正非,用20多年时间，用2万元创办华为公司，把企业变成了员工20万，销售额2000亿。

   当人们忽然发现华为如此辉煌的业绩之后，有不得不惊叹华为任正非的低调谦虚。

   任正非低调谦虚令人赞叹。一次，任正非去北京请人大教授吃饭，结束后，用自己的车送教授回家，然后自己拖着行李箱行走在茫茫夜色中。如此谦虚谨慎的总裁，注定了企业的持续发展。

  《道德经》指出了其中的玄机，虚怀若谷，自然成就大业......

    诸葛长青还发现，华为集团任正非是行善积德大手笔的人。

   华为集团在任正非指挥下，每年拿出几千万救助贫困大学生、每年拿出几千万救助贫困.......而且从来低调行事。

   上天会帮助那些行善积德的人。你说华为集团如何不崛起呢？

  《论语》上说：行善多积德的人必有好报。

  《太上感应篇》说：祸福无门，惟人自召。

   华为集团的行善积德，也为华为积累了无限量功德。

      一、任正非简介：

  任正非，华为技术有限公司创始人、总裁。

  1944年。出生于贵州。家中七兄妹之长。

  1968年。毕业于重庆邮电学院。

  1982年，从四川某部队转业到深圳后。在南油工作两年。其后开过电子公司。

  1988年，以2万元注册资本创办深圳华为技术有限公司，主营电信设备。现任华为技术有限公司总裁。

   到2014年，销售额接近2000亿元。诸葛长青认为，任正非把企业从2万元，变成2000亿元，是一个企业奇迹。

  1994年，参加亚太地区国际通讯展，获极大成功。

  1996年，大规模与内地厂家合作，走共同发展的道路。

  2000年，美国《福布斯》杂志评选的中国50富豪第三位。个人财产估计为5亿美元。

  2003年，荣膺网民评选的“2003年中国IT十大上升人物”。

  2005年，被美国知名杂志《时代》周刊评选为“2005年度影响世界的100位名人”。并入选《时代》周刊全球。建设者与巨子100名”排行榜。

  2007年．被‘世界经理人>评选为。15年来对中国管理影响最大的15人”。

华为没有成功，只是在成长。

  2011年，任正非以11亿美元首次进入福布斯富豪榜，排名全球第1153名，中国第92名。

  2015福布斯华人富豪榜排名350，全球富豪榜排名1741。

  任正非说：创业难，守成难，知难不难。

  十年来我天天思考的都是失败，对成功视而不见，也没有什么荣誉感、自豪感，而是危机感。

  三代人之内，华为不说要进世界500强。这三代，不是说华为的三代领导人，而是华为垮了再起来，再垮、再起来的三代。

  任何一个国家、任何一个民族，都必须把建设自己祖国的信心建立在信任自己的基础上，只有在独立自主的基础上，才会获得平等与尊重。

  二、任正非创建的华为集团简介

  华为技术有限公司，是一家生产销售通信设备的民营通信科技公司，总部位于中国广东省深圳市龙岗区坂田华为基地。华为的产品主要涉及通信网络中的交换网络、传输网络、无线及有线固定接入网络和数据通信网络及无线终端产品，为世界各地通信运营商及专业网络拥有者提供硬件设备、软件、服务和解决方案。华为于1987年在中国深圳正式注册成立。

  2007年合同销售额160亿美元，其中海外销售额115亿美元，并且是当年中国国内电子行业营利和纳税第一。截至到2008年底，华为在国际市场上覆盖100多个国家和地区，全球排名前50名的电信运营商中，已有45家使用华为的产品和服务。

  华为的产品和解决方案已经应用于全球170多个国家，服务全球运营商50强中的45家及全球1/3的人口。

  2014年《财富》世界500强中华为排行全球第285位，与上年相比上升三十位.2014年上半年度经营业绩，数据显示，今年上半年，华为实现销售收入1358亿元人民币，同比增长19%；营业利润率18.3%。

  以“服务创造价值·合作共赢未来”为主题的2014华为中国企业业务服务合作伙伴大会于10月17日在苏州正式拉开帷幕。

  2014年10月9日，Interbrand在纽约发布的“最佳全球品牌”排行榜中，华为以排名94的成绩出现在榜单之中，这也是中国大陆首个进入Interbrand top100榜单的企业公司。

  三、任正非的演讲稿分享。

  多年前去华为集团考察，依旧忘不了华为集团的那种强大的文化力量。

  这里，诸葛长青把华为集团任正非先生的精彩演讲稿分享天下有缘者：

再论反骄破满，在思想上艰苦奋斗 

——任正非在华为市场庆功及科研成果表彰大会上的讲话 

  诸葛长青：任正非经常通过在庆功大会、表彰会等会议上，进行励志演讲，在他斗志昂扬的演讲中，无数华为热血男儿，雄赳赳、气昂昂迈向国内国际战场。

  各位企业家，不论你的企业多大，诸葛长青提醒你，在你企业发展历程中，不要忘了为你的员工演讲励志、为你的员工加油喝彩......

  任正非这样对员工说：

  今天我们庆祝市场部改组后，持续三月均创造了历史最好成绩。同时庆祝，深圳商业网合同签订、广东视聆通多媒体通信合同答订、天津HONET综合接入系统备忘录签订并开始实施、中国联通深圳公司与深圳市邮电局使用08机作专用接口局合同答订、广州市话2万门局（新业务的试验）合同签订；同时庆祝08机五月份一举进入二国和一个发达地区，出口实现零的突破。每一项目都意味着我们在新的领域、新市场的机会点上，取得战略性的突破。同时在此会行95年科研成果和先进个人的表彰。

  我对奋战在各条战线、为此成绩而努力的人们，表示真诚的祝贺。他们都是在思想上艰苦奋斗的榜样。我们要向他们学习，踏踏实实、矢志不渝、集中精力钻研一项成果的精神。成功使我们获得了前所未有的条件与能力；成功使我们有信心、有实力去系统地克服迅速成长中的弱点；成功使我们有勇气、有胆略去捕捉更大的战略机会，使我们从根本上摆脱过去，获得内在可持续成长的生命力。我们要全面实现国际接轨，在十年之内分三步走，用三年时间实现管理与生产工艺国际接轨；用五年的时间，实现市场营销国际接轨、用十年时间在多产品、多领域的研究、生产上与国际著名公司接轨。   

  国学传统文化研究者诸葛长青：一个团队，必须有昂扬向上的精神。我们赞叹任正非和华为团队的军队奋斗精神。

  繁荣的背后都充满着危机。这个危机不是繁荣本身的必然特性，而是处在繁荣包围中的人的意识。艰苦奋斗必然带来繁荣，繁荣以后不再艰苦奋斗，必然丢失繁荣。千古兴亡多少事，悠悠，不尽长江滚滚流。历史是一面镜子，它给了我们多么深刻的启示。忘却过去的艰苦奋斗，就意味着背弃了华为文化。 

  国学传统文化研究者诸葛长青：道德经曾经提醒人们：人法地、地法天、天法道、道法自然。上德若谷，虚怀若谷的人才会成功。任正非和华为团队成员一直行走在谦虚谨慎的道路上，这也是华为集团一路前进的秘密之一。

  世界上我最佩服的勇士是蜘蛛，不管狂风暴雨，不畏任何艰难困苦，不管网破碎多少次，它仍孜孜不倦的用它纤细的丝织补。数千年来没有人去赞美蜘蛛，它们仍然勤奋，不屈不挠，生生不息。

  我最欣赏的是蜜蜂，由于它给人们蜂蜜，尽管它多螫，人们都对它赞不绝口。不管您如何称赞，蜜蜂仍孜孜不倦的酿蜜，天天埋头苦干，并不因为赞美产蜜少一些。

  胜不骄，败不馁，从他们身上完全反射出来。在荣誉与失败面前，平静得象一湖水，这就是华为应具有的心胸与内涵。 

  国学传统文化研究者诸葛长青：任正非用“蜘蛛的艰苦奋斗”、“蜜蜂的孜孜不倦”提醒员工，时刻不要忘了努力奋斗。阿弥陀佛。没有努力奋斗，哪来的辉煌大业？万丈高楼平地起，时时刻刻要努力啊。

  当前，我们就要认真的总结经验、教训，及时地修正，不断地完善我们的管理。当我们发展处于上坡阶段时，要冷静正确地看自己，多找找自己与世界的差距。前不久郑宝用率团参观了上海贝尔，感叹贝尔在生产管理与工艺装备上的巨大进步，真是堪称世界一流。由于规模大，必然成本低。他们的管理很科学，质量很好，十年的引进，使他们较快地与国际接轨。我们的竞争伙伴04机、大唐、中兴新都有十分明显的进步。04机市场的覆盖面比我们大，中央对他们也比较支持；大唐有着十所十来年国家级科研打下的底子，在科研的深度上、广度上都得天独厚，有着部的帮助，他们对电信的系统认识比我们深刻；中兴新公司与我们同处深圳，朝夕相处，文化比较相近。中兴新在“做实”这个方面要值得我们基层员工好好学习。华为在“做势”方面比较擅长，但在做实方面没有象中兴新那样一环扣一环，工作成效没有他们高。与国际著名公司相比，我们还缺少可比性。在国际市场的竞争中已明显地暴露了我们的弱点。外国公司的人评述，您们的设备很好，但太年轻，缺少国际经验。我们的队伍年轻，敢想敢干，在局部上突破一些技术的前沿，取得了进入国际市场的资格，但面对国际复杂网、多网合一，我们年轻的队伍是否受得了？看看世界，比比自己，还需要百倍的努力。 

    国学传统文化研究者诸葛长青：始终把自己放在最低处，向国内优秀者学习、向国际优秀者学习，如此才会保持清醒头脑和学习的动力。阿弥陀佛。如果沾沾自喜、自以为是，那就离衰败不远了。

   我们首先得生存下去，生存下去的充分且必要条件是是否拥有市场。没有市场就没有规模，没有规模就没有低成本。没有低成本、没有高质量，难以参与竞争，必然衰落。

  为了争取市场，八年来近千“游击队员”们，在通信低层网上推广着华为技术并不高的产品，呕心沥血地维护这些产品的品牌效应，给我们的新产品进入通信网提供了资格证。

  我们产品产生了这么大的覆盖，是办事处人员他们用青春铺筑的。在转轨的今天，他们远离公司机关的文明，受培训的机会也少得多，因此各级干部对办事处人员的培养与帮助都负有责任，任何一个员工落伍，我们都问心有愧。市场部正在从游击队转向正规军，从人自为战、村自为战的麻雀战转向阵地战，大量的员工正在转训的时期，大量的外来优秀人员加盟这个队伍，许多受过外国公司正规训练的骨干，带来了他们科学且有效的新思维、新方法，充实我们的队伍。这些新的血液，正在与传统进行融汇，相信二年后市场部一定会起飞，市场部正职集体辞职带来的深远内函，也会越来越显示出来。为了这个目的，我们已艰苦奋战了八年，同您们一样，我也是兴奋的。但能否永远兴奋下去，这是我们需要共同研究的课题。     

   国学传统文化研究者诸葛长青：华为集团的发展，就像毛泽东当年的奋斗故事，一直默默耕耘在市场第一线，他们无私奉献，就像蜜蜂、就像游击队，风餐露宿，渐渐地打造了一个坚实的基础。

  为了拓展明天的市场，每年从销售额中提取10％作为研究经费，紧紧抓住战略发展不放。96年研究经费达1.8亿。97年会达3～4亿，本世纪末会达8～10亿。只有持续加大投资力度，我们才能缩短与世界的差距。为了实现这个目标，三个月前我公司的员工住房率才1.5%，最近才提升到4％，到年底还不到5.5%。这些博士、硕士、高级管理人员，多数至今还住在出租屋里，过着简易的生活。都是一句话，为了下世纪活得更好一些，为了自己的祖国拥有自己的技术，为了中央领导在发达国家面前腰杆硬一些。一代创业者已消蚀了自己的健康，一代年青的勇士又在步此后尘，前赴后继，牺牲自己，为了祖国，也为了自己与亲人。 

    国学传统文化研究者诸葛长青：任正非的成功，来自对员工的爱护，对员工的精神和物质激励，为何那么多人都奋斗在华为的战略路途？因为有一个好的带头人---任正非。

   我们的队伍平均年龄在25岁，下世纪刚刚进入成熟期。而发达国家的一些著名公司，刚好处在老人退役，新人交替的历史时期，刚好会出现三、五年的时间缝隙，给了我们突击的机会。我们有没有能力在这个时期确立自己的国际地位，这对我们年轻的队伍是一个考验。下世纪初我们具有着年龄优势地位，与国内巨大市场支持的优势地位，将促进我们在国际市场占有有利地位，这是十分有希望的。如果我们不继续艰苦奋斗，不努力使管理水平与国际接轨，大好形势就付诸东流。到下世纪初，我们一点优势都没有，只有进入破产整顿，千万不要盲目乐观，一定要戒骄戒躁。 

    国学传统文化研究者诸葛长青：成功面前保持低调、保持谦虚，是华为成功的法宝。阿弥陀佛。华为的谦虚，真正做到了扎扎实实。

   我们在进行第二次创业活动，从企业家管理向职业化管理过渡。我们正在进行《基本法》的起草工作，《基本法》是华为公司在宏观上引导企业中长期发展的纲领性文件，是华为公司全体员工的心理契约。要提升每一位华为人的胸怀和境界，提升对大事业和目标上的追求。每个员工都要投入到《基本法》的起草与研讨中来，群策群力，达成共识，为华为的成长作出共同的承诺，达成公约，以指导未来的行动，使每一个有智慧、有热情的员工，能朝着共同的宏伟目标努力奋斗。使基本法溶于每一个华为人的行为与习惯中，我们正在强化业务流程重整的力度，用ISO9001来规范每一件事的操作，为后继的开放式网络管理创造条件；用MRP II管理软件，将业务流程程式化，实现管理网络化、数据化、进而，强化我们公司在经营计划（预算）、经营统计分析与经营（经济）审计综合管理。我们正在深入进行的组织改革、企业文化教育。大量的优秀人才正在成长，优秀的老员工正在加紧学习，强化管理层和员工内部竞争机制。您追我赶的热潮正在进行。由莫贝克开始招考基层干部后，生产总部也在实施招考，市场部较大规模的推出新建职位的考选计划、一场由人们竞投基层职位的有益的活动正在兴起，它深化了我们组织改革的内容，是华为人才倍出，欣欣向荣的一个侧面。同时我们正在引入外国工程人员到我公司工作的计划，为二、三年后进入世界市场作好准备。这对我们人力资源是一个大的挑战。 

   国学传统文化研究者诸葛长青：国有国法、家有家规，华为基本法，是华为的发展基础，我当初看到华为基本法，内心为之一振，这才是大战略的企业，这才是有作为的基础。

  我们正在试验实施行政管理与业务管理相分离，推动有序的分层管理组织与业务信息网络矩阵管理相互兼容。建立多层、多级、多专业的责任中心，通过有限授权，将推动业务运行的权力与责任下放到对事情最明白的机构和人的手里面去。建立开放的多层、多级专业管理平台，确保公司经营活动的迅速展开。每一个平面的责任中心，分工明确，责任清晰。通过多级责任中心的协调配合，就建立起开放的管理平台。无论何时何地任何级别的员工，都会及时地最直接、快捷的得到支持。使工作流程缩短，支持准确度增加，工作效率大幅度提高。支持是以对事，而不是视人的级别而定的，以保证直线经营业务活动能够及时地作出有效的决策，实现各行政系统的工作目标与总体目标。换句话说，直线行政指挥系统，将充分利用多级业务管理平台，以及由秘书管理系统手拉手结成的网状业务信息桥，有效地对经营目标与利益分配进行管理。行政系统管理是纲、业务管理是目，纲举目张。 

  这种管理体系上的创新，将在根本上克服过去管理过程因信息不畅、失真而产生的瓶颈与失效。并且使责任到位、分工明确，有利于各机构与各员工作出客观公正的评价，形成强有力的制约机制；从而获得管理上的进一步开放，大大提高工作的正确性与成效。     

  未来信息产业将越来越大，越来越复杂，管理不开放是越来越不可能了。我们不能回避矛盾，必须积极开展管理上的创新，去迎接未来的机会与挑战。每个员工从现在起，就必须作出真正实意的承诺，脚踏实地，一步一个脚印，一点一滴，循序渐进，去努力改进我们的管理，提高我们管理的能力与有效性。只有这样，我们才能到达成功的彼岸。      

  行政管理是综合评价，责任管理是参数评价。逐步探索出对员工工作的评价体系，有利于大大提高效率。 

  管理中最难的是成本控制。没有科学合理的成本控制方法，企业就处在生死关头。全体员工都要动员起来，优化管理，要减人、增产、涨工资。明年生产要翻一翻，但人员不一定要翻一翻。从管理中要效益，只有在管理上进步了，我们才可能实现机关干部与研究、市场同工同酬。为了实现优化管理，我们一定要实行干部参加实践，没有管辖基层工作经验的员工，不能担任科以上干部。没有与部门相关专业与业务实践经验的员工，不能担任部门经理。即使经考选进入负责层的干部，不继续深入实践，也可能会被免职。员工参加管理，不断地优化您从事工作的流程与工作的质量，努力学习，改善和协调周边关系，休闲时学习论证相关的系统管理。要改革一切不合理的流程，使重复性的管理制度化、操作简单化、重复的劳动自动化。在有效受控的条件下简化流程。要以市场为中心，科研要与市场、服务相结合；中试、生产要与质量、成本相结合；企业管理要与人的潜能开发、经济效益相结合。我们开始公开招考基层干部。公开、公正、公平地对所有员工提供机会，使具有敬业精神，高度责任心、理论水平高的人，有了更多的机会。对所竞投的职位岗位责任明确，对所辖工作有策划的员工提供均等的机会。逐渐从基层向中层、高层引入职务竞投机制。我们在选拔干部要理论与实践相结合，真正造就一代新人。华为的用人政策就是要鼓励优秀员工在公司尽快找到发挥专长的平台，吸收一批一批优秀青年奔向华为。通过组织落实来推进新一轮的管理进步。这样我们就可继续生存下去。 

  下月我们即将表彰各行各业优秀能手，评选优秀的厨工、清洁工、焊工、插件工、库工、备件管理员、房管员、打字员、话务员、司机、秘书、装机工程师、编辑、翻译、会计、审计、采购„„，营销能手、策划能手、商务管理能手、销售能手„„。将在各行各业进行比赛，选拔优胜者。我们只有再不断地选优下去，我们才能保有生机。只有我们敢于向自己开刀，在思想上永远艰苦奋斗，我们就永不会失败。      

  雄关漫道真如铁，而今迈步从头越。

  本文参考资料：

  1、华为集团资料。

  2、华为任正非演讲《反骄破满,在思想上艰苦奋斗》网络资料

 (This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向