There are cases to prove it.
Indonesia M8 project is Huawei's first comprehensive billing project overseas, and it is also one of the few truly comprehensive billing projects in the communication industry. Out of trust in Huawei, the customer handed over the relocation project of the original billing system to Huawei, but also put forward the requirement of commercial delivery within half a year, which is almost half of the regular cycle.
The task is so arduous that both the front-line staff and the headquarters support team have great work pressure and psychological pressure. Huawei sent four or five groups of R&D experts to the site to communicate with customers, two of which were large-scale, and more than 20 experts were present each time. Its fundamental purpose is to find out the real needs of customers, such as: which are the most important needs, which are the most urgent needs, which are unnecessary functions and so on. Only by painstakingly explaining these clearly can we achieve the final high-quality delivery and embody the basic principle of "realizing customers' dreams" that Huawei has always adhered to.
Five or six teams from both sides are locked in the hotel, meeting during the day and outputting meeting minutes at night to confirm each other. In this process, Huawei's local employees have played a great role. They are not only front-line staff, but also translators and communicators. The R&D department also works hard, and they try their best to answer customers' questions on the spot. They will also carefully sort out the requirements put forward by customers: what can be done, what must be done, what is unnecessary and what cannot be done, and then communicate frankly with customers until they finally reach an agreement.
Due to accurately grasping customer needs, highlighting key points and ensuring progress, the project was finally delivered to customers on schedule, which was highly praised by Indonesian partners.
As for leadership, Dr. Kissinger, former US Secretary of State, famously said: Leadership is to let people who follow him go from where they are now to where they have never been.
This statement is easy to understand, but it also puts forward very high requirements for leaders in specific operations. Because people are not machines, they will not work unconditionally according to the intention of leaders. Especially for China people who are famous for their cleverness and impetuousness, it is even more difficult to do this.
At present, Huawei has become a truly global company, its products and solutions have been extended to more than 65,438+000 countries and regions around the world, and 22 regional departments and more than 65,438+000 branches have been established overseas, with more than 80,000 employees worldwide. What kind of leadership should such a high-tech enterprise with an elite and rapid development have to make it operate as efficiently as described in the case?
In recent years, China's "leadership" training can almost be described as "fiery", but most of these trainings are not satisfactory-under the fable, the trainers screamed at the top of their lungs to sell the ancient legend of "idea+tactics" with various surfaces and the same essence.
Ren's leadership can be disassembled in the way of dissecting sparrows as follows-
A clear development plan. As early as 1996, when many domestic enterprises were still chasing erratic development opportunities, Ren began to draft the basic law of Huawei. This is a programmatic thing, which clearly defines the company's mission, vision, business philosophy, talent concept and core values, and determines the long-term development of enterprises. It can be said that this is the first time that a private enterprise in China has made a comprehensive thinking on the pursuit of lasting success, and it has also ensured Huawei's correct course for more than ten years-focusing on the supply of communication equipment, never entering the information service industry, and not being tempted by Shenzhen's booming real estate and stock speculation.
A good beginning is half the battle. The promulgation of the Basic Law of Huawei has enabled Huawei, a high-tech company that is constantly developing and rapidly growing, to always have a correct orientation when encountering various challenges and temptations. When faced with unprecedented problems, employees at all levels also know very well how to work creatively, instead of sitting there waiting for instructions from superiors.
If Huawei is compared to a high-speed train, then Huawei's basic law can be regarded as a carefully laid railway track for this train. Through this track, Ren skillfully turned his efforts and efforts into the direction and goal of the joint efforts of more than 80,000 employees in the whole company.
Standardized human resources mechanism. From 65438 to 0997, Ren began to plan the standardized reform of human resources development and management system. With the help of HayGroup, the world's top consulting company, Huawei has gradually established and improved the position system, salary system, qualification system, performance management system and competency model of each position series. On this basis, Huawei has gradually formed its own mature cadre selection, training, appointment, assessment and reward and punishment mechanism.