How does Huawei leverage the earth?

In October 1987, Ren Zhengfei founded Huawei in a simple house in Shenzhen Bay. At that time, the registered capital of Huawei was only 24000 yuan. But in such a period and company, Ren Zhengfei dared to declare to all Huawei people (only a dozen) that Huawei has one of the three parts of the future telecom market. We have noticed that at the beginning of its establishment, Huawei's business scope is only the development and production of small program-controlled switches, fire alarms, air floaters and related engineering contracting consulting, not the real telecommunications production. Moreover, for a small enterprise that only relies on the knock-on workshop production to make a living, Ren Zhengfei's statement sounds exciting, but this is the other time, At that time, it was a bit dreamy and unreachable. Fortunately, 20 years later, Huawei has become a world-class equipment supplier and a world-class enterprise (although there is still a long way to go from "three parts of the world, Huawei has one"). Facts have proved that Ren Zhengfei is worthy of the evaluation of a great enterprise leader, and his foresight and strategic vision have to be admired. However, if Huawei is not today's Huawei, or it is in decline, or bankrupt, or barely maintained, will Ren Zhengfei's heroic words become extremely funny?

History cannot be assumed. The truth of success and defeat has been repeatedly demonstrated in business history. Huawei has succeeded, so we can say that it has proved a truth: after the enterprise becomes bigger, the vision and realm of entrepreneurs will determine how far the enterprise can go and what level it can achieve. But what if it doesn't succeed? Is it true that entrepreneurs have caused the failure of enterprises? What personality, method, vision and concept should entrepreneurs have? Of course, this also involves the issue of leadership that everyone has something to say and everyone can't speak clearly. People familiar with Huawei know that Huawei has always been famous for its wolf culture, and Ren Zhengfei himself has been paid more attention to by the outside world because of his highly mysterious and low-key behavior. One wolf and one mystery have created Huawei's rapid rise and become the industry benchmark and pioneer. But what if it doesn't succeed? Is it true that some of the personality characteristics of military personnel (Ren Zhengfei changed his job in 1982) are not suitable for entrepreneurship, and enterprises have no time to make publicity. What should be low-key and implicit, and what should be quiet? In any case, Ren Zhengfei led Huawei to break into a vast space and stride into a new future. At this time, people began to study Huawei, learn from Huawei, and even imitate Huawei. This trend occurred in 2003. Since the publication of Huawei Truth, there has been a "Huawei fever" in China. People from all walks of life who have long followed Huawei have published a number of books about Huawei, such as "Going Out of Huawei" and "Huawei's Business and Management Wisdom".

However, as Ren Zhengfei said, there is no time to relax in the management of enterprises, and the crisis is accompanied by the growth of enterprises; Enterprises either mature in the crisis or die in the crisis. In fact, any great company does not make mistakes. The problem is whether the great company can completely change and quickly adjust its strategy after making mistakes. In other words, the great company has strong healing ability, and most of them have the ability to prevent mistakes in advance. Therefore, the real point of view of studying Huawei should be to break Huawei into parts, see how Huawei has come all the way, or see how the international Huawei has moved the world? This actually answers a question that is very important for Huawei to researchers. How far can Huawei go?

Cheng Dongsheng's Ren Zhengfei on International Business continues the questions discussed in his previous works, Huawei Truth and Huawei's Business Management Wisdom - how far can Huawei go? However, this time he told Huawei's internationalization story from a more macro perspective. Cheng Dongsheng, with the unique news sensitivity of his financial reporter and the accurate grasp of the pulse of the business era, combed Huawei's experience of going global. For example, He wrote in the book: "Studying the internationalization of Huawei, we can find that it has several obvious characteristics: the inevitable demand of development drives the internationalization, not the internationalization but the internationalization; there is enough capital strength to support it, which comes from the continuous and large-scale growth of the domestic market over the years, enabling Huawei to overcome the difficulty of the international market's delayed and large-scale start; internationalization is a three-dimensional and comprehensive system engineering, not only including seizing the international market Some international employees, including management system, research and development, cultural construction, capital operation and other development elements of all enterprises must be in line with world-class enterprises. " At the same time, Cheng Dongsheng also pointed out that the domestic market is the firm foundation of Huawei, because "internationalization must balance the domestic and foreign markets". After reading the whole book, we will find that the key to Huawei's success in going global is that it has adopted the strategy of combining "bringing in" and "going out". "To bring in is to introduce advanced management experience, international talents, and world advanced technology; to go out is to participate in various large-scale exhibitions, set up research and development bases and offices overseas, and develop overseas markets." Huawei's internationalization is not similar to that of Western enterprise giants, but with Huawei's own characteristics, and is the combination of Chinese and Western wisdom. This has a great connection with Ren Zhengfei's personality and military background. Of course, this kind of wording inevitably has the meaning of "post incident".

Although Cheng Dongsheng said in his postscript that "the particularity of Huawei's domestic and international environment determines that Huawei cannot be copied", Huawei's experience can still be learned and used for reference by enterprises, especially those who want to go out. Because Huawei has exemplary significance. Huawei has a complete and mature system from corporate culture, talent strategy, financial and capital management, and business strategy. From this point of view, Huawei is not damaged by the title of China's national enterprise benchmark.

Cheng Dongsheng, Liu Lili: Ren Zhengfei on International Business

Commentator: Yang Jie

Attachment: Introduction to Ren Zhengfei's International Business

Mr. Ren Zhengfei, CEO of Huawei, can be regarded as an outstanding leader of the Chinese business community in moving towards internationalization. Huawei under his leadership has grown rapidly from a Chinese company with overseas sales of only US $53 million to a Chinese multinational company with nearly US $10 billion in just 18 years, and has become a benchmark for Chinese enterprises to go global. Ren Zhengfei's unique corporate culture and management ideas under the international framework, such as "small wins in wisdom, big wins in virtue", "entering Huawei is going to the grave", "meeting customer needs is the only reason for Huawei's existence", "group succession", "corporate culture of still water" and so on, have a profound impact on the Chinese business community, and his outstanding leadership and inexhaustible innovation spirit, It has become a learning sample for Chinese entrepreneurs.

The book "Ren Zhengfei Talking about International Business" just published by Zhejiang People's Publishing House clearly combs Ren Zhengfei's thinking and practice on corporate culture, talent strategy, financial and capital management, business strategy, etc. in the implementation of international strategy, and truly discloses Ren Zhengfei's tortuous exploration of Huawei on the road of internationalization for more than ten years, It comprehensively reflects Ren Zhengfei's original strategic thinking of Chinese enterprises towards internationalization. This is also the only essence of Ren Zhengfei's international management thought.

The two authors of Ren Zhengfei on International Business have successively published Huawei Truth, Huawei Business Management Wisdom and other books. They are loyal recorders and three-dimensional researchers of the development history of Chinese enterprises. They explore and sort out the growth process of Chinese business thinkers by studying representative enterprises and entrepreneurs at different stages of social development.

华为怎样撬动地球？

  1987年10月，在深圳湾一间简易的房屋里，任正非创办华为。当时的华为，注册资本仅为24000元。但就是这样一个时期、这样一个公司，任正非就敢对所有华为人（只有十来个）宣称：未来电信市场，三分天下，华为有其一。我们注意到，成立之初的华为其经营范围只是小型程控交换机、火灾警报器、气浮仪开发生产及有关的工程承包咨询，并不是什么真正意义上的电信生产，而且对一个还是仅靠敲敲打打的作坊式生产维持生计的小企业来说，任正非的那番宣言听起来固然振奋人心，但此一时彼一时，在那会儿实在有点痴人说梦、遥不可及。幸好，二十年后的今天，华为成为了世界一流设备供应商，成为了一家世界级的企业（尽管离“三分天下，华为有其一”还尚有距离），事实证明，任正非无愧于一个伟大企业领袖的评价，他的前瞻性和战略眼光不得不令人佩服。但是，如果华为不是今天的华为，或衰败、或破产、或勉强维系，那么，任正非当年的豪言壮语是否会因此变得好笑至极呢？

历史不容假设。成王败寇的道理在商业史上被一再演绎。华为成功了，于是我们就可以说它验证了一个真理：企业做大以后，企业家的眼光和境界将决定企业能够走多远、可以做到什么层次。但如果不成功呢？是不是说，是企业家一手造成了企业的败局？那么企业家又该是什么个性，什么方法，什么眼界，什么理念？当然，这又涉及到了一个人人都有话说，人人都说不清的领导力的问题了。熟悉华为的人都知道，华为向来以狼性文化著称，而任正非本人也因为其行事高度神秘、低调反而被外界更加关注。一个狼性、一个神秘，造就了华为的迅速崛起，一跃成为行业标杆、先锋企业。但如果不成功呢？是不是说，军人（1982年，任正非转业）的某些性格特征不适合创业，企业做宣传都来不及，要什么低调含蓄、要什么不动声色呢？但不管怎样，任正非带领着华为闯出了一片广阔的天地，正大步迈向全新的未来。此时，人们开始研究华为、学习华为，甚至模仿华为。这一风潮集中发生在2003年，自《华为真相》出版后，国内掀起一股“华为热”，那些长期关注华为的各界人士相继出版了一批关于华为的著作，如《走出华为》、《华为的经营管理智慧》等。

但是，正如任正非所言，经营企业没有可以松懈的时候，危机时刻伴随着企业的成长；企业不是在危机中成熟，就是在危机中死亡。其实，任何伟大的公司并不是不犯错误，问题在于犯错误之后，伟大的公司能否彻底变革，迅速调整策略，换言之，伟大公司自身愈合能力很强，而且多半具有事先预防能力，防微杜渐。所以，真正研究华为的角度应当是把华为化整为零，看华为一路是怎么过来的，或者看看国际化的华为又是如何撬动世界的？这实际上也回答了一个对华为对研究者来说很重要的问题，华为还能走多远？

程东升的《任正非谈国际化经营》继续了其前面作品《华为真相》、《华为的经营管理智慧》所探讨的问题——华为还能走多远？不过，这一次他是从更宏观的角度讲述华为的国际化故事。程东升以其财经记者独有的新闻敏锐性和对商业时代脉搏的准确把握，梳理了华为走向世界的经验。例如，他在书中写道：“研究华为的国际化可以发现，其有几个明显特点：发展的必然需求拉动了国际化，而不是国际化而国际化；有足够的资本实力支撑，这来自于多年来国内市场的持续大规模增长，使华为渡过了国际市场迟迟没有大规模启动的难关；国际化是立体的、全面的一个系统工程，不仅仅包括抢占国际市场，雇佣一些国际员工，还包括管理体系、研发、文化建设、资本运作等所有企业的发展要素都必须向国际一流企业看齐。”与此同时，程东升还指出，国内市场是华为牢固的根基，因为“国际化必须均衡国内和国外两个市场”。阅读整本书，我们会发现，华为之所以能成功地走向世界，关键在于其采取了引进来与走出去相结合的策略。“引进来，即引进先进管理经验、国际人才、世界先进技术；走出去，即参加各种大型展览，在海外设立研发基地、办事处，开拓海外市场等。”华为的国际化不是类似于西方企业巨头的国际化，而是具有华为自身特色的国际化，是中西智慧结合之下的国际化。这点同任正非本人性格、军人出身有莫大的联系，当然，这种措辞难免也有事后诸葛的意味。

尽管程东升在后记中所说“华为所处国内外环境的特殊性，决定了华为不可以复制”，但是华为的经验仍然是可以为广大企业，特别是那些想要走出去的企业学习、借鉴的。因为华为具有示范意义。从企业文化、人才战略到财务与资本管理、经营策略，华为都有一套完整且成熟的体系。就这一点来看，华为无损于中国民族企业标杆的称号。

程东升、刘丽丽：《任正非谈国际化经营》

评论家：杨洁  

附：《任正非谈国际化经营》内容简介

 华为首席执行官任正非先生，堪称中国企业界迈向国际化的杰出领袖。他领导下的华为公司从一家海外销售额仅仅0.53亿美元的中国公司，在短短18年时间内，迅速成长为接近100亿美元的中国籍跨国公司，成为中国企业走向全球化的标杆。任正非创立和提出的国际化框架下的独特的企业文化和管理思想，如“小胜在智，大胜在德”、“进了华为就是进了坟墓”、“满足客户需求是华为存在的唯一理由”、“群体接班”、“静水潜流的企业文化”等等，深刻地影响着中国企业界，他所具有的卓越领导力和永不枯竭的创新精神，已成为中国企业家的学习样本。

  浙江人民出版社刚刚出版的《任正非谈国际化经营》一书，清晰地梳理了任正非在实施国际化战略中，对企业文化、人才战略、财务与资本管理、经营策略等的思索和实践，真实披露了任正非领导华为十多年来在国际化道路上曲折探索的心路历程，全面反映了任正非对中国企业迈向国际化的独创战略思维。这也是迄今唯一一本综合反映任正非国际化经营思想的精华之作。

《任正非谈国际化经营》一书的两位作者先后出版了《华为真相》、《华为经营管理智慧》等书，是中国企业发展史的忠实记录者和立体研究者，通过研究不同社会发展阶段的代表企业和企业家，探询、梳理中国商业思想家的成长历程。

(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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