Understand a real Huawei Oriental Ghost from five angles? Shangganling?
In 20 12, Huawei's annual sales reached an astonishing 220.2 billion yuan, surpassing Ericsson to become the world's largest telecom equipment supplier.
In the same year, Huawei announced that its profit exceeded 654.38+05.4 billion yuan (this does not include 654.38+02.5 billion yuan of red envelopes for giving bonuses to employees). In the same year, Huawei spent 29.9 billion yuan on R&D, equivalent to the annual output value of many top enterprises in China.
This is the best private enterprise in China, not one of them.
From the data alone, since its establishment 25 years ago, Huawei has grown from 6 employees to150,000 employees (including more than 30,000 foreign employees), and its sales have increased from 20,000 yuan to 220.2 billion yuan. As a private enterprise with no background, no resources and no capital, Huawei has smashed many giants in the west for a hundred years. Is it taken a fancy to by many multinational rivals? Oriental ghost? .
In fact, in the middle and late 1980s when Huawei started its business, more than 400 communication manufacturing enterprises were born in China, but this industry is doomed to be a death race, and the winner must be the one who died the latest. Huawei lived to the end.
Ren 1968 graduated from Chongqing Institute of Civil Engineering and Architecture and joined the army. When he started his business at the age of 45, he was still a layman in the communications industry; Twenty-five years later, with the equity of 1.42%, he led an enterprise with1.5000 employees, breaking the most cruel law of the global information technology industry. Huawei has a doorway.
In a sense, Huawei is a testing ground for Ren's management thoughts. Ren, a soldier, likes to talk about the battle of Ganling: the US military can win the position in one day by computer simulation, and the result later surprised the US military.
The reason is that the computer can only simulate conventional things, and it is impossible to simulate that someone is blocking the eye of the machine gun, and someone will not move when it is on fire. This is the power of spirit. What does Ren think is the core value of an enterprise? Shangganling? ,? Shangganling? Maybe not directly? Food? But once the enterprise loses money? Shangganling? , will never produce? Food? Yes
It's time to observe Huawei. ? But you must know that you may not be able to reach the height of Huawei, but you must go in the right direction. ?
The first scene: the details of Sakata come from the fragment observation of Huawei base.
Obviously, this is an opportunity to observe Huawei at close range.
From Baicaoyuan to Huawei University
On the day we arrived at Huawei, the Baicaoyuan where our reporter stayed was actually a large employee dormitory area in Bantian Base. European-style small buildings are neatly arranged, and some of the wallpaper in the corridor is worn out, and some have just been covered with new paper. Most of the rooms here are independent single rooms, with small area but complete facilities. Because there are many mosquitoes in summer nights in the south, there are electric mosquito coils besides mosquito nets in the room.
Most of the people who live in Baicaoyuan are single employees. In Huawei, many grassroots employees can apply for free. But the garden, after all, has limited capacity and is dubbed by Huawei employees across the street? Village in the city? There are also many Huawei tenants in the building. However, this so-called village in the city should probably be regarded as the one with the highest cultural level in China. Village in the city? Yes
Today, Huawei has 6.5438+0.5 million employees, most of whom have bachelor degree or above. However, no matter how high your education and position are before you come to Huawei, you must join a common name? Travel training Courses. For many participants, the place where they start and stay every day is the White Grass Garden.
Huawei University is about 10 minutes' drive from the Herbal Garden, and the hardware alone costs hundreds of millions of yuan. New employees receive paid training for three months before joining the company, and berth tickets reported to the company can be reimbursed. It is said that with the training system becoming more and more mature, the training period is shortened now.
In fact, Huawei's uniqueness was reflected in the initial training course. After entering Huawei University, we must first organize classes. The teaching management team consists of instructors, class teachers, assistant class teachers and ideological instructors. Instructors are responsible for discipline and military training, and ideological instructors are old experts, mainly responsible for curriculum arrangement and communication with students.
In this fully enclosed and semi-militarized training, half of the courses are cultural, such as honesty, self-criticism, unity and cooperation, collective struggle, mutual assistance, responsibility and dedication, observing organizational rules, and taking customers as the center. The rest is the basic knowledge of work, such as confidentiality, information security, quality, fire protection, office software and so on. Of course, the most important thing is Huawei's current situation and communication professional knowledge.
After graduating from Huawei University, new employees began to be diverted. Some will go to Huawei's domestic base, and some will go to overseas countries. Similarly, there are people who go to work in Area A of Sakata Base.
Area A is Huawei's administrative headquarters base and command hub, with unique and elegant environment and first-class facilities. Huawei's boss works at A 1.
Exhibition hall electronic screen
There is a huge electronic screen in front of Huawei enterprise exhibition hall in Bantian base. Some work shots of Huawei employees are scrolled on the screen.
Huawei employees are all over the world, and a touching picture appeared in the video during the 20 12 Fukushima earthquake in Japan. At that time, local residents had left Fukushima because of the nuclear leakage of the nuclear power plant, and Huawei employees in Japan had to go to Fukushima to repair communication equipment after wearing radiation protection equipment.
In fact, sad moments such as wars and natural disasters are often the moments when Huawei people work hard, because communication equipment in various places often needs maintenance during this period. As a private enterprise, Huawei can surpass Europe's century-old rivals in 25 years, largely because of its respect for the spirit of strugglers.
Of course, pay and return are in direct proportion in this enterprise. ? Don't let Lei Feng wear out his socks, and don't let Jiao Youlu get liver disease. ? In the process of Huawei's high-speed operation, it has been going on? High salary? Route. According to Ren, who is Huawei? High efficiency, high salary and high pressure? what's up Three highs? Enterprise,? High salary is the first driving force? .
Today, you know? Huawei? There are many people with this name, but after careful questioning, I believe that more than 90% of people outside the telecommunications industry are completely ignorant of the specific business projects of this high-tech enterprise. The reason why Huawei is remembered and spread by many people who don't understand it is simple, right? High-paying enterprises? .
Is Ren Zheng Fei implemented within the enterprise? Workers have their shares? Incentive mechanism, so that employees and enterprises * * * struggle together, * * * benefit together, forming an organic fate of * * * and the body. For example, according to the performance of Huawei 20 10, the dividend per share is 2.98 yuan.
If an old employee holds 500,000 shares, he will get a dividend of more than 6,543,800 yuan by the end of the year.
This kind of equity distribution is called virtual restricted stock in Huawei. Ren holds 65,438+0.42% of the shares, and the remaining shares are held by ESOP. Representatives elected by employees enter the board of directors and control the direction of the enterprise.
At present, Huawei has issued about 1 1 billion virtual restricted shares, each worth about 5 yuan. This is equivalent to an internal stock exchange. Over the years, Huawei has raised several times more funds internally than some of its peers have raised in domestic A shares. If employees who hold shares want to quit, Huawei currently adopts the model of enterprise value-added estimation, and returns the original share capital and value-added part to employees. This way of advancing and retreating freely has been recognized by employees, and at the same time, it has raised valuable funds for the company's development. The shareholding employees have also gained a lot of equity benefits in the rapid development of Huawei.
For example, from 2000 to 20 10, the Shanghai Composite Index rose from 2073 to 2808, an increase of 0.35 times. In the same period, if you invest in buying a house in Shanghai, it will increase by 5.4 times. If you invest in Huawei's virtual restricted shares, the value added will reach 15 times.
Since Huawei is not a listed company, the key of this model must solve the problem of employees' trust in the enterprise. Ren's solution is to invite Deloitte, one of the top five companies, to conduct an annual financial audit of the company, including the expenses of dry cleaning clothes in hotels during Ren's business trip. These expenses should have been paid by individuals, unexpectedly reimbursed by public funds, and corrected by the audit, thus solving the trust problem of employees.
Does Huawei face difficulties in its initial stage? Xian? This is a lamp in the dark.
This time, entrepreneurs from Zhenghe Island walked into Huawei and systematically listened to the two-day lecture. Professor Peng Jianfeng was on the scene when the foundation stone was laid for Huawei Headquarters 1996. He told all the first-hand knowledge and gained a lot.
Enterprises, like people, no matter how long the road is, the key is a few steps. Therefore, is it what Liu Chuanzhi often said to study enterprises and restore them? Repeated quotation? . Huawei started from 20,000 yuan and has now reached more than 200 billion yuan. What are the key steps? For small and medium-sized enterprises, it is necessary to revert to a decision-making environment similar to yours to learn.
Throughout his 26 years in office, on the one hand, he decided to hit the market, but the more successful this decision is, the greater the management problems it brings, and the faster it will die if it is not handled well! Because he wants to bring more people with ideas to the market, which is heartbreaking! People who worked together had the same idea at first, but later everyone pursued different things and their ability to continue fighting was different. But Ren has a set of methods at each stage: how can the rural team become a city team and then an international team? What about people who can't keep up with the team? In the second venture stage, Huawei has 300 senior cadres as distributors, so that you can make money, but don't hinder the company's development. Later, all 7000 people were laid off and re-employed, vowing to re-employ. All this is unusual. Many of our enterprises closed down because the market developed too fast. Will you accept it if the market is good? Did you cook? Ren's kung fu is to take the list in one hand and practice the team in the other. These two abilities are very compatible.
Small-scale peasant economy is a big obstacle to China's modernization. In my opinion, Huawei's greatest contribution to the business community in China is to make 6.5438+0.5 million employees have almost unified will, and to make 6.5438+0.5 million people achieve team production. Entrepreneurs are not personal heroes. The more heroes there are, the more capable they are to deploy 1 10,000 or150,000 soldiers, releasing the production increment of the team.
The least touching thing is. See xian Si Qi? . When I was president, I came back from the army. How high was the pattern at that time? Not as broad-minded and ambitious as later. What hope does this give us? Is there a good pattern, a good mind, an entrepreneurial spirit, and can you learn? In fact, the most difficult things to learn can also be learned. With what? Is to meet smart people. Get close to powerful people and you will become powerful. Without ideas, you will become thoughtful, and small ideas will become big ideas. In my experience, people in the industry should find ways to excel, such as first-class professors, first-class leaders, first-class entrepreneurs, Yao Ming. Being close to them is different. Everyone has a kind of psychological energy, and when they meet, they will have ideas.
China's education emphasizes pragmatism, telling people not to aim too high, don't? Heart is higher than the sky, life is thinner than paper? , I advise you, even if? Life is thinner than paper? Want it, too? The heart is higher than the sky? , open the psychological energy. ? Xian? The concept is very good, not entirely art, but also psychological energy, entrepreneurial spirit and patience. This thing is the most difficult to learn, and it is useless to read only. See xian Si Qi? .
In the end, almost all enterprises are sitting on the ground crying, which is extremely difficult. A lot of things will be crowded on your head. Do you have psychological energy? What can help you stand? It's entrepreneurship. ? Xian? This is a lamp in the dark.
To study Huawei's four development stages, we should look at them from the perspective of development stages. The growth of enterprises often needs a deep-seated change, whether it is human resources change, organizational change or strategic change. As long as it turns around, the enterprise will take a new step, but if it doesn't turn around, it will wander on the steps and then slowly decline.
Huawei's history can be summarized into four stages:
The first stage, from 1987 to 1995, is to start a business to survive. The leadership team formed in the early days has remained stable until now, which is an inspiration for small and medium-sized enterprises to learn from Huawei.
The second stage, from 1996 to 2004, is the second venture and internationalization. I think this stage is the most worth studying. All the changes in Huawei's human resources system, management system and process system were completed in these eight years. This stage is also the period when Huawei faced the most difficulties and almost died, especially in 2002 and 2003, when its performance declined and it suffered from depression. It was also at this stage that Huawei's sales revenue became the first in China and began to go overseas through management changes.
The third stage, 2005-2065 438+00, is the transition period of Huawei's business model. It is no longer simply selling communication equipment, but proposing to be a telecom solution provider. In the past, competitors were knocked down. At this stage, opponents are called friendly forces, competition becomes concurrence, and the whole organization becomes customers.
From 20 1 1 to now, we call it the organizational transition period, which is the fourth stage of Huawei's pursuit of cloud management integration. The slogan put forward by Huawei at the cadre meeting in June 5438+ 10 was to catch up with the United States, and it was also proposed that subversive innovations in the industry would fall when Huawei came.
Ren never mentioned it? Transformation? 、? Change? In that case, just ask? Continuous improvement, improvement? However, from the perspective of enterprise development history, Huawei is always in the process of transformation and change.
& gt& gt& gt More exciting next page? What is the development process of Huawei's entrepreneurship?