Huawei's nine unique tactics
Have all the employees of the company considered what we should do if one day the company's sales decline, profits decline or even go bankrupt? It is not alarmist to be prepared for danger in peace.
For ten years, I have been thinking about failure every day. I have turned a blind eye to success. I have no sense of honor or pride, only a sense of crisis. Maybe this is how we survived for ten years. We all need to think together about how we can survive and perhaps live longer. The day of failure is bound to come, and we should be ready to meet it. This is my unshakable view, and this is the law of history.
At present, I think our company has not really recognized the crisis from top to bottom, so when the crisis comes, we may be unprepared. Are we numb, have we no crisis in our minds, have we no self-critical ability or have few. So, if there is a crisis on all sides, we may really have no way. If we can't study the response methods and measures in case of crisis now, we can't continue to live.
As you know, there is a world-class company, which is really great, but it came down last year and almost collapsed in the blink of an eye. Of course, they have good basic research and good technical reserves, and they can make a comeback. At most, it will decline in the past two years and lead the world in the next two years. What does Huawei have? We don't have a strong foundation. If Huawei doesn't have good management, it will have nothing in the future and can't be revived after the real collapse.
Huawei is always shouting wolf. We don't believe it. But the wolf will come. This year, we will extensively discuss the crisis, including Huawei's crisis, your department's crisis, your department's crisis, and your process's crisis. Can it be improved? Can we still improve per capita benefits? If the discussion is clear, then we may not die and continue our life. How to improve management efficiency? We have written some management points every year. Can these points improve your work? If we improve a little, we will move forward.
1、 Balanced development is a short piece of wood
In the process of management improvement, we must focus on improving the shortest piece of our board. Why should we solve the problem of short boards? The company pays attention to R&D and marketing from top to bottom, but does not pay attention to many systems, such as tally system, central receiving and dispatching system, cashier system, order system, etc. These systems that are not paid attention to are short boards. No matter how well you do in the front, if you do not ship in the back, it is still not done. Therefore, the whole company must establish a unified value evaluation system and a unified evaluation system to make the internal flow and balance of personnel possible. For example, some people said that I am very good at R&D innovation, but how to reflect the value of innovation? Innovation must be transformed into goods to generate value. We attach importance to technology and marketing, which I don't object to, but every chain is very important.
Compared with user service, a user service engineer of the same level may have better comprehensive processing ability than the R&D personnel. So if we don't agree with the after-sales service system, it will never be composed of excellent people. Either it is organized by excellent people or it is a high-cost organization. Because he flew over to repair the machine, which could not be repaired once, and then flew over to repair it, and then flew over to repair it again. We sponsored all our wages to civil aviation. If we can repair it at one time, even without using it at all, we can repair it with remote guidance, how much cost will we save!
We have studied a lot of products in recent years, but when IBM and other western companies came to visit our company, they laughed at us for wasting a lot of money, because we studied a lot of good things that can't be sold, which is actually waste. If we do not attach importance to the construction of the system, we will waste resources. In order to reduce the short board of the barrel, it is necessary to establish a balanced value system and emphasize the improvement of the company's overall core competitiveness.
2、 There are essential differences between the system of responsibility for affairs and the system of responsibility for people. One is the expansion system, the other is the convergence system
Why should we emphasize a process-oriented and time-efficient system? Now the cadres who operate in the process are also used to asking for instructions from their superiors. This is wrong. There is no need to ask for instructions for things that have been prescribed or become routine. We should let them pass quickly. The person who implements the process is responsible for the matter, which is the responsibility system. Request for instructions is the system of personal responsibility, which is convergent. We should simplify things that need not be confirmed and reduce unnecessary and unimportant links in management, otherwise how can the company run efficiently? The secretary has the right to deal with routine management work, and the manager mainly deals with exceptional events and important routine events that cannot be clearly identified. The more routine, the less managers and the lower costs.
3、 Self-criticism is thought and morality
Why should we emphasize self-criticism? We advocate self-criticism, but we do not advocate mutual criticism, because criticism is not appropriate. If criticism is strong, it is easy to cause contradictions between teams. When criticizing themselves, people will not exert themselves, but will be merciful to themselves. Even if you use a feather duster to gently hit it, it is better than not to hit it. If you hit it for a few more years, you will be refined into steel. Self-criticism is not only the individual's self-criticism, but also the organization's self-criticism. Through self-criticism, backbone at all levels should strive to shape themselves, and gradually move towards professionalization and internationalization. The company believes that self-criticism is a good way for personal progress. Employees who can not master this weapon, hope that departments at all levels will not promote them. Self-criticism begins with senior cadres. Senior cadres have a democratic life meeting every year. The questions raised at the democratic life meeting are very sharp. Some people think that the internal struggle of the company is really fierce after listening to it. You see that they are very sharp when talking about problems, but after that, they don't shake hands to fight again?
4、 The qualification and virtual profit method is an orderly and effective system to promote the company's reasonable evaluation of cadres
Rabin realized that Israel is a small country surrounded by hundreds of millions of Arabs. Although Israel has won several wars in the Middle East, it cannot be said that the Arabs will not develop in 50 or 100 years. If they do not trade land for peace, delimit borders and live in peace with their neighbors today, they will be displaced again once they become strong. If so, it is not certain that the Jews will not return in 2000 years. Most people, however, only value the immediate interests and will win the immediate interests, so people will support him. Our leaders should not cater to the masses, but we should pay attention to working methods to promote the purpose of the organization. What we sacrifice for the moment is immediate interests, and what we gain is long-term development.
I once said when cooperating with a world-famous company and our all-round competitor, I am a student of Rabin, and we must complement, help each other and survive together. I just respect Rabin to compare the long-term strategic relationship with competitors.
When implementing the incentive mechanism, our company should not have short-term behavior, and we should emphasize sustainable development. We should see both his short-term contributions and the long-term needs of the organization. Don't oppose each other. Don't be completely short-term or long-term.
5、 Don't blindly innovate
Let's not make innovation too hot. We hope not to innovate casually, but to maintain a stable process. We should handle the relationship between management innovation and stable process. Although we need to innovate in management and system, it is difficult for a normal company to guarantee and continue the internal and external order with frequent changes. No change can improve our overall core competitiveness and job efficiency; What will change? This is a serious problem. Departments at all levels must not be hasty. An effective process should run stably for a long time. It should not be changed frequently because of any problems. The cost of change will offset the benefit of improvement.
It has been proved to be a stable process, although its efficiency is not very high, unless we find a defect in the overall design or large process design, and this defect must be changed, we should not change it at other times. All reforms this year must be subject to strict approval and verification, and innovation and reform cannot be carried out at will, which is too costly.
6、 We should have a common heart in the face of change
When I was in the United States, I talked about what IT is when discussing with the leaders of IBM, Cisco, Lucent and other major companies? They said that IT means layoffs, layoffs and layoffs. Replace manual operation with electronic flow to reduce operation cost and enhance enterprise competitiveness. We will also face this problem. With the gradual spread and establishment of IPD, ISC, financial four unifications, and the network supporting IT, the middle layer disappeared. We expect that we will lay off a large number of cadres in about 2003 or 2004.
Today, we need to see this situation. We are expanding now, and there are many new jobs. We should quickly occupy these new jobs to avoid being laid off. Whether for cadres or ordinary employees, layoffs are inevitable. We have never promised to implement the lifelong employment system like Japan. Our company has emphasized the freedom of coming and going since its establishment. At the same time, the labor exchange between the company and the society is necessary. The surplus labor force that the company does not use may be needed elsewhere in the society, and there may be some we are short of in the society. The exchange of long boards and short boards in the company also requires the flow of posts and personnel. We need to channel employees to new positions in time to avoid excessive layoffs in the future. Internal flow is very important. Of course, this flow has increased and decreased. As long as the core competitiveness of the company has improved, what's the difference between the rise and fall of individuals? "Don't be happy with things, don't be sad with yourself".
7、 Templating is the magic weapon for rapid management and progress of all employees
We think that the key to standardized management is work templating. What is standardization? That is, we make all the standard work into standard templates and do it according to the template. A new employee, who understands the template and can do it according to the template, has become international and professional. His current education level can be mastered in three months. This template was developed after decades of exploration, so you don't need to explore it again. All process management departments and rationalization management departments should be good at guiding various optimized and effective work templates.
8、 Huawei's crisis, shrinkage and bankruptcy are bound to come
It's spring now, but winter is not far away. We should think about winter in spring and summer. Can we take some time to discuss how to meet the crisis. The winter of IT industry is not necessarily winter for other companies, but may be winter for Huawei. Huawei's winter may be colder and colder. We are too young. After ten years of smooth development, our company has not experienced setbacks. Without setbacks, we do not know how to go on the right path. Suffering is a fortune, and we have not experienced it, which is our greatest weakness. We have no psychological preparation and skill preparation to adapt to non-development.
In the process of discussing the crisis, the most important thing is to think about it in combination with ourselves. The professionalism of all our employees is not enough. When we promote cadres, we should not focus on skills, but on moral character, which is my professionalism, dedication, sense of responsibility and sense of mission. The crisis is not far away, but death is eternal. This day will come. You must believe it. Philosophically, from any natural law, we can't resist, but if we can clearly understand our problems, we can delay the arrival of this time.
The crisis is coming unconsciously. I don't think all employees can think from their own perspective. If you do not have a broad mind, it is impossible to treat change correctly.
9、 Quietly respond to external comments
I hope that all employees should keep a low profile, because we are not listed companies, so we do not need to make public. We are mainly responsible for the government and the effective operation of enterprises. Our responsibility to the government is to abide by the law and discipline. Last year, we paid 1.8 billion yuan of value-added tax and income tax to the country, and 9 billion yuan of tariff, totaling 2.7 billion yuan. It is estimated that our tax revenue may increase by another 7 or 80 percent this year, and we may have to pay more than 4 billion yuan to the state. We are already responsible for society.
A few years ago, foreign media said that we were insolvent, suffered serious losses and were about to collapse. Maybe it also paralyzed our competitors and helped us. Half a year ago, there were also people who said that the company was insolvent. Suddenly, at the end of last year, the American media said that we were rich and how much money I had. I don't think the company is rich, and I don't have much money. Do you think I look like a rich man? You know best that I am often mistaken for an old worker. Finance knows me best. At the end of last year, I really paid off all the debts I owed to the company, and became a debt-free person in this century. Of course I bought a house and a car. I originally bought a brand car processed by Guangzhou factory for 100000 yuan. Later, many leaders talked with me and decided to buy a better car in case of an accident. So the media say we are rich, so we are rich? I don't think so.
I am sure that, like all of you here, once Huawei goes bankrupt, we will have nothing. All value-added can only be generated in the process of sustainable survival. To maintain sustainable development, it is impossible without metabolism. Even if I am metabolized, it is an eternal and unchangeable natural law. I also treat it with ordinary heart.
Thousands of sails pass by the side of the sunken boat, and thousands of trees spring before the diseased tree. The collapse of internet stocks will certainly have an impact on the construction expectations in two or three years, when the manufacturing industry will enter a contraction. The current prosperity is the inertia result of the network boom in the past few years. Remember a word: "extreme things will reverse". This winter of network and equipment supply will be as cold as it is too hot for people to understand. Without prediction and prevention, people will freeze to death. At that time, whoever had cotton-padded clothes would survive
(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.
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