Huawei's success and its strong core competitiveness may be difficult to replicate, but Huawei's advanced corporate governance concepts, such as customer value orientation and technological innovation, are worth exploring, learning and learning from many enterprises. Let's have a look!
Huawei's enterprise core competitiveness
First, do what you can, choose the right market, find the right target, go all out, and gradually highlight the core competitiveness.
In the 1990s, Huawei formulated an enterprise development strategy to enter the telecommunications industry. At that time, the leading enterprises in the telecom market at home and abroad had basically monopolized the major industrial markets. After extensive and in-depth investigation of domestic and foreign telecom markets, Huawei clearly saw the gap between its own strength and these giants in the industry. At that time, the main domestic telecom market and telecom equipment were basically monopolized by multinational giants such as Alcatel and Lucent, and it was difficult for other brands to compete with them, which also formed the control advantage of these industry "predators" on the whole market share and price. After careful consideration and demonstration, Huawei decided to break through the barriers and create a path of intervention: starting with low-end consumer groups. Due to the unbalanced development of domestic economy at that time, major domestic telecom enterprises concentrated their business development in large and medium-sized cities with strong consumption power, while ignoring the development of rural areas and suburbs with weak consumption power. The information industry has made rapid progress, but the regional imbalance in its rapid development has left opportunities and space for small companies. When doing in-depth market research, Huawei keenly discovered this opportunity. Although the personal consumption capacity of the rural market is limited, its total amount cannot be underestimated. At the same time, with the continuous development of rural economy, this market has great expansion potential. Therefore, Huawei has locked the vast rural market as its intervention and foothold, and its products are characterized by cheap and practical to adapt to the actual situation of rural economy. At the same time, it also provides good after-sales service. Finally, Huawei has its own place in the struggling domestic telecom market. Huawei's initial accurate market positioning also laid a good empirical foundation for its future entry into the international market. From 1996, Huawei began to March into overseas markets. With the experience of domestic development, Huawei decided to take advantage of low cost and low price to start to intervene from economically underdeveloped developing countries. This not only avoids the restriction of the access threshold of developed countries, but also reduces a lot of upfront costs to be put into horizontal competition. In the continuous expansion and development of the enterprise, Huawei has never forgotten the R&D and innovation of its own brand, and tailored its own brand according to customers' requirements. In the long-term market and product development, Huawei has a strong sense of grasping the overall situation and sizing up the situation. As long as the market is selected, Huawei will go all out and step by step. Finally, Huawei's brand has gained a firm foothold in dozens of countries such as Africa, Asia, Eastern Europe and Southern Europe, and immediately began to promote to the high-end telecom consumer market in developed countries such as Western Europe and North America. Today, Huawei's sales and service network has spread all over the world, and its strong core competitiveness has been formed.
20 12, 10 At the beginning of this year, the Intelligence Committee of the U.S. House of Representatives released a security threat survey on Huawei and ZTE, two telecom equipment manufacturers in China, and concluded that the two largest telecom equipment manufacturers in China posed a threat to the national security of the United States. This survey caused quite a stir, but it also showed Huawei's position and influence in today's industry from another side.
Second, scientific management, open concept, attach importance to innovation and build an elite team.
Breaking the tradition, making good use of talents, and building an enterprise elite team with high-quality resource allocation, scientific management concept and relaxed personal development environment are the fundamental guarantee for Huawei to maintain its continuous vitality and strong innovation in its development. Huawei has experienced too many ups and downs in its enterprise development. On the bumpy road, Huawei is more clearly aware that only by scientific management, pioneering ideas, intensifying innovation and building an elite team can enterprises be in an advantageous position in this brutally competitive industry.
From its early days, Huawei decided to establish a management culture suitable for its own enterprise development with an open mind. For a long time, Huawei is unique among many multinational companies with its unique incentive mechanism, decision-making process, management regulations and corporate culture. In particular, it innovatively adopted the suggestions of international excellent management think tanks and implemented the rotation system of EMT chairman for the first time in domestic private enterprises; Since 20 1 1, the CEO rotation system has been started and introduced. Huawei's series of bold, thorough and top-down reforms have fully demonstrated its courage and professionalism as a senior management team, and all determination conducive to enterprise development has also become the management belief of Huawei's leadership team.
There is another important factor that can't be ignored in Huawei's healthy growth: Huawei has a group of stable and growing R&D technical teams, and Huawei has made great efforts to build such an excellent team. Huawei's policy is to let the best people have enough authority and necessary resources to realize the tasks assigned to them. Therefore, Huawei not only entrusts the technical talents who enter Huawei with the task of eclecticism and bold innovation, but also builds a good development vision, relaxed growth space and generous benefit distribution system for them to retain the excellent human resources of these enterprises, and even carefully improves their living environment and habits.
As a modern high-tech enterprise, Huawei attaches great importance to its R&D capability. It firmly believes that only by improving its R&D ability can it fundamentally enhance its competitive strength. For a long time, the company has always insisted on investing more than 10% of its revenue in the research and development of new projects to ensure the innovative strength of the enterprise. By 20 12, Huawei's R&D expenditure has reached 4.7 billion US dollars, only lower than Ericsson, the world's largest telecom equipment manufacturer. At the same time, nearly 50% of Huawei's existing 6.5438+0.5 million employees are engaged in R&D, most of whom are middle and senior intellectuals. Its huge product R&D team and the total number of innovative patents completed every year are amazing.
Third, the unique and efficient corporate culture is constantly reflected, revised and improved in the growth of enterprises.
It has greatly promoted the development of enterprises and become an important part of Huawei's technological core competitiveness.
Corporate culture is the core and soul of modern management, which refers to the sum of values, ideal goals, basic codes of conduct, system management norms and external forms formed in the process of enterprise entrepreneurship and development. Excellent corporate culture can be said to be a powerful guarantee for the benign development of enterprises. Today, with the rapid development of science and technology, corporate culture has been regarded as the strength of enterprises and has been paid more and more attention by all walks of life.
Since the establishment of Huawei Technologies Company in the late 1980s, in order to find a foothold in the market occupied and monopolized by telecom giants all over the world at that time, the founder Ren of Huawei boldly integrated the wolf character into his own management philosophy in this small enterprise, which was just in the development stage of enterprise life cycle and started at only 20,000 yuan, resolutely and forcefully promoted the famous Huawei corporate culture with "wolf culture" as the core, and finally made it become Huawei's symbolic culture. The so-called "wolf culture" mainly emphasizes the management and development of an enterprise with the wolf's character and ability, and requires every employee to complete every task with the wolf's spirit. Generally speaking, wolves have three characteristics: first, they have a keen sense of smell; Second, selfless and fearless offensive spirit; The third is group struggle. These characteristics are very conducive to the implementation of leadership intentions by all management levels of enterprises, and actively drive themselves to constantly attack and break through with a strong sense of crisis. The implementation of "wolf culture" in Huawei's internal management, with super labor intensity, strict management system and ruthless elimination system, has enabled Huawei technology companies to finally spell out their own world in the fierce international telecommunications market and rise strongly in the eyes of amazing, puzzled and admired telecom giants at home and abroad.
However, just as many small enterprises learn from Huawei's entrepreneurial experience and try to promote this "wolf culture" corporate culture in their own enterprises, Huawei technology companies have also begun to reflect on this corporate culture. It should be said that "wolf culture" has played an irreplaceable role in the development and growth of Huawei technology, but it has also been controversial because of its cruelty and aggression. The sequela caused by Huawei's "wolf culture" gradually broke out within the enterprise and attracted widespread public attention. A series of lawsuits between the company and employees have calmed Huawei down, and in constant reflection and learning, it has begun to modify and reshape a new corporate culture that is more suitable for Huawei's current actual situation. In fact, if Huawei wants to enter the international market with an open mind, the excessive cohesion of enterprises will inevitably hinder its internationalization process. If so, Huawei's long-term corporate culture construction will not only promote Huawei's rapid development, but will hinder the company's development. These inevitable realities prompted Huawei to think about the changes it must make. The action is going on in silence. In its development, Huawei now puts more emphasis on its commitment to social responsibility, advocates harmony among enterprises, pays more attention to listening to the voices from the grassroots of the company, and faces the impact of multiculturalism more inclusively. Huawei's corporate culture has been constantly improved through self-reflection, and the core has more humanized factors, so that more warm humanistic care can be integrated into the enterprise management system. The new corporate culture still plays an important role in enriching and enhancing the core competitiveness of enterprises.
Fourth, sober and wise business leaders have played a decisive role in the development and rise of Huawei.
When it comes to Huawei, we can't help but mention its founder Ren, who is regarded as the most mysterious and low-key president in China. It is this winner who is always absent from the important authoritative selection activities that others dream of participating in. In his silence and low profile, he gradually brought his company and team into the ranks of leading enterprises in the international telecommunications industry.
Ren has been playing an irreplaceable role in the development and growth of Huawei. Whenever Huawei faces major decisions or changes, Ren always makes Huawei keenly capture every breakthrough opportunity with his unique vision and forward-looking and pragmatic business strategy. His persistence, courage, sobriety and wisdom in the face of numerous crises and challenges have almost become the perfect benchmark for many entrepreneurs to learn.
No matter how the enterprise changes, adhering to the belief of "customer-centered, struggler-oriented, and long-term hard struggle" is the magic weapon for Huawei to always survive and fly higher and higher on the uneven road of growth and development. The core concepts of "openness, compromise, grey", openness, self-criticism, sincerity and trustworthiness, and "upholding the interests of customers and creating value for customers" are not only the solid foundation for Huawei's steady development, but also the strength for Huawei to condense its core competitiveness with excellent product quality, excellent technical team and good industry reputation.
Extended reading: Huawei's corporate culture concept
I. Introduction
Huawei Technologies Co., Ltd. is mainly engaged in the production and sales of communication equipment. Since 1987, several scientific and technical personnel were registered and established in Shenzhen, Huawei's development track has soared. At present. Huawei's products and solutions have been widely used in more than 100 countries around the world, serving 45 of the world's top 50 operators and the global population of13.
There are many explanations for Huawei's success, but it is absolutely inseparable from its excellent corporate culture. Huawei people firmly believe that resources will be exhausted, and only culture will be endless. Huawei began to write the basic law of Huawei from 1996, summed up the experience accumulated and explored by enterprises in the past 10, and further absorbed the essence ideas and methods of the industry to further improve. More importantly, it contains a lot of foresight and wisdom seen by business circles in China at that time, and has become the benchmark of corporate culture in China.
Second, the general situation of Huawei's corporate culture
Hard work, wolf culture and a low-key and pragmatic sense of crisis are the soul of Huawei culture, while loving the motherland and people is the foundation of Huawei culture. Starting from new employees, paying attention to their cultural training is the fundamental guarantee for their cultural continuity and inheritance.
First, efforts, wolf culture.
Huawei leaders once said: "Hard struggle is the soul and theme of Huawei culture. We can't shake our culture of struggle at any time because of misunderstanding or questioning from outside, and we can't lose our foundation-hard struggle at any time because of Huawei's development and growth. " The hardships of people working in Huawei are obvious to all, from the president to the employees. Huawei advocates improving thinking and understanding, continuous learning, continuous progress and continuous transcendence. Its unique "mattress culture" has been passed down from generation to generation by Huawei.
Huawei's achievements are impressive, and such a huge team needs a spirit to unite everyone. In this regard, Huawei put forward "wolf management", which symbolizes a spirit of struggle and is Huawei's core competitiveness to overcome difficulties and create brilliance. It is reflected in the following three aspects: it is very sensitive to the market and can clearly judge the development direction of the industry; Strong work spirit, firm will and never give up; Strong sense of responsibility and teamwork ability.
Second, low-key and pragmatic, with a sense of crisis.
Huawei's low-key style is so disproportionate to its position as an industry leader. Ren Zeng made a special statement in this regard: "Huawei will not change itself because of external comments, suspicions and doubts. Huawei just does its own thing in a down-to-earth manner. " Huawei has always kept a low-key style to the outside world. For internal management, Huawei emphasizes pragmatism and hard work. It is worth noting that Huawei's "crisis management" theory has had a wide impact in all walks of life. Huawei CEO Ren wrote an article "Winter in Huawei" in peacetime. When his sales reached 22 billion yuan in 2000, ranking first among the top 100 electronics companies in China, it was used as a model for crisis management by many enterprises. Huawei has been rising, and the more successful it is, the easier it is to get carried away. At this time, what is most needed is vigilance. Huawei dares to review its own shortcomings in the face of success, learn from its competitors with an open mind and constantly improve itself. It is this sense of crisis that has made Huawei successful today.
Third, patriotism lasts forever, and we are committed to returning to society.
The concept of "loving the motherland and people" is deeply rooted in Huawei. Ren believes that without the prosperity of the motherland, Huawei can't go global, and employees can only develop under the pressure of multinational giants if they are full of patriotic enthusiasm. Therefore, he often instills in employees the idea of patriotism and love for the people, so that employees have a sense of honor and responsibility. He believes that hard work is not only to contribute to the company, but also to add luster to the motherland.
Third, the inspiration of Huawei's excellent corporate culture
Corporate culture is the soul of an enterprise's survival and development. The successful experience of Huawei's corporate culture construction has important reference significance for China enterprises.
First, attach importance to the construction of corporate culture and constantly innovate corporate culture.
Corporate culture is very important for the survival and development of enterprises, which is related to the survival of enterprises. Huawei's management attaches great importance to the construction of corporate culture, absorbs and draws lessons from excellent corporate culture, applies what they have learned, and establishes a unique corporate culture suitable for them in combination with the specific conditions of the enterprise to help the enterprise keep moving forward.
As we all know, whether an enterprise can mold advanced corporate culture is very important for its long-term development. Technological innovation provides strong support for sustainable development, and talent system innovation adds vitality to development, while corporate culture innovation is the spiritual driving force of enterprise development, which needs to change and innovate with the development of enterprises in order to have a more positive incentive effect on employees.
Second, always adhere to people-oriented and actively shape team spirit.
The elements that embody corporate culture are mainly employees. People-oriented and respecting employees can fully stimulate the enthusiasm and creativity of employees. Respect their cultural differences and customs, take humanized management as the foundation of corporate culture construction, combine modern culture with traditional culture to realize corporate values, constantly correct employees' bad habits and behaviors, and make employees feel a sense of belonging through humanized management, so that enterprises will have cohesion.
Team spirit plays an important role in enterprises, which determines the strength of the team's combat effectiveness, and then determines the strength of this team. To make the team work efficiently, employees must have a good sense of cooperation and learn to respect and help each other in communication with others. Learn to be led by others and lead others in cooperation, so as to improve the cooperation ability and work efficiency of the team.
Four. conclusion
Corporate culture is the magic weapon for Huawei's success. Without excellent corporate culture, there would be no miracle of Huawei. Managers should strengthen the construction of corporate culture, especially senior managers need to strengthen the ability to create and manage corporate culture. Huawei's series of initiatives and successful cases have important reference significance for the cultural construction of enterprises in China. We firmly believe that more China enterprises will learn from them and achieve more "Huawei".
The Innovation Secret of Huawei's Enterprise Management
1. Encourage innovation and oppose blind innovation.
We are against blind innovation. Our company used to be a blind innovation company and a company that worships technology very much. We never pay attention to the needs of customers, and we introduce the developed things to customers again and again. The customer didn't listen at all, so we made a serious subjectivist mistake on NGN switch and were kicked out of China telecom market.
Later, we realized that we were wrong and adjusted in time to catch up. Now we have caught up, it has been widely used at home and abroad, and we have regained opportunities at home. For example, we have established all the tandem networks of China Mobile, which is also the largest NGN network in the world.
2, customer demand and technological innovation two-wheel drive
Make products with customer demand as the center and make future architecture platform with technological innovation as the center.
Now we are innovating on two wheels. One is the innovation of scientists. They pay attention to technology and do whatever they want, but they can't control the application. Whether and when technology should be put into use depends on another round of marketing. Marketing constantly listens to customers' voices, including today's needs, tomorrow's needs and future strategic needs, so as to determine how to use the technology we have mastered and the exact time to put it into the market.
The company should change from engineer innovation to joint innovation of scientists and engineers.
We should not only focus on customers and study suitable products and services, but also increase investment in the future technical direction and platform core, and we must occupy the strategic commanding heights. Do not hesitate to take big risks on chips and platform software. At the core, we should do whatever it takes and not be afraid of sacrifice. We should move from the introduction of talents in electronic technology to the introduction of some talents in basic theory, and we should have patience to cultivate their maturity. We should also understand and cherish some wizards that are difficult for us ordinary people to understand. In short, we should move from technological progress to theoretical breakthrough.
Half a step ahead is advanced, and three steps ahead is a martyr.
Too much advanced technology is the wealth of mankind, but it must be at the expense of itself. The bursting of the IT bubble cost the world $20 trillion in wealth. From the statistical analysis, it can be concluded that almost 65,438+0,000% companies died not because the technology was not advanced, but because the technology was too advanced for others to fully understand and recognize, so that no one bought it. The product can't be sold, but it consumes a lot of manpower, material resources and financial resources and loses its competitiveness. Many technologies that lead the world trend, although the leaders of the 10,000-meter race, are not necessarily winners. On the contrary, they paid a lot of money for "cleaning saline-alkali land" and popularizing new technologies.
But enterprises cannot do without advanced technology. Huawei's point of view is that in terms of product technology innovation, Huawei should keep ahead of technology, but only half a step ahead of its competitors. If you are three steps ahead, you will become a "martyr" and clearly change the technology-oriented strategy into a customer-oriented strategy. ..... through the analysis of customer demand, put forward solutions, and use these solutions to guide the development of low-cost and high value-added products. It is necessary to become a "martyr" who blindly guides the new trend of innovation in the world.
3. Open cooperation, a cup of coffee absorbs cosmic energy.
Be sure to open it, or you will die if you don't open it. For our company, if our software is not open, just like the situation of self-sufficient farmers in China, the rate of return is very low, no matter how much we toss, it will be an acre of land. If you don't master the core technology, opening up is also burying yourself. But we only have the core technology, which is not open to the outside world, so it will not bring added value, and of course it will not bring great benefits. Therefore, we should not only have core technology but also open to the outside world, so that the role of core technology can be reflected, and opening the periphery can make our core value appreciate again.
Senior cadres and experts should attend more international conferences, "drink coffee" and collide with people. I don't know when the spark will come back and write a lesson. You may think it's nothing, but it may ignite a raging fire and make others succeed. As long as someone in our group succeeds, it's your credit. The company has so many retreats just to find the correct strategic positioning. It's called a cup of coffee to absorb cosmic energy.
4, flowers inserted in cow dung, innovation on the basis of inheritance.
We should stand on the shoulders of giants, not too narrow-minded and unable to innovate independently.
Don't narrowly emphasize independent intellectual property rights, don't narrowly use self-developed packages, and let the world's science and technology be used by us; Everything should be evaluated by market success.
Unlimited technological innovation may mislead the company's strategy
There are limits to our research and innovation. Can only focus on the main channel, or a little wider. Product innovation must be centered on business needs. Product innovation is bound, and it is not allowed to innovate at will. Why did Bell Labs finally close down? The electron microscope was invented by Bell Laboratories, but its job is communication. It invented this electron microscope in order to satisfy the individual wishes of scientists. After the invention, it was not worth throwing the results outside, so the organization of electron microscope was established as the bearing of commercial surface. Therefore, borderless technological innovation may mislead the company's strategy. We say that product innovation cannot be borderless, nor can research innovation be borderless. What we want to realize is Huawei's dream, not human's dream. So our innovation should be borderless, not borderless.
We should dare to break the existing advantages and form new ones.
Will we be abandoned by the times? Should we be abandoned by the times? This is a very important question. Marconi invented radio communication, Motorola invented cellular communication, Lucent invented optical transmission, Kodak invented digital camera ... Many things in history, often the founders eventually became losers. The fall of these giants did not predict the future after all, or predicted the future, but they were unwilling to give up their vested interests and did not have the courage to change their lives. Large companies have their own advantages, but if they can't adapt to this era, they will disappear in an instant.
The extension line to the new era may not be a straight line, but it may bend, just as light will bend. Some classical theories of economics in the past may also change in this new era, and the successful models in the past will also be bent. How should we adapt to this turning point? You know, our company has made mistakes in several major strategies in the past: we once denied broadband, but later we caught up; Including softswitch, is catching up. With such a large scale of Huawei, it is very dangerous if we don't have the courage to embrace the future in the rapid changes of this era.
We should evolve, not talk about subversion
As a big enterprise, we should first keep innovating and continue to give play to our own advantages. Don't "subvert" easily with fashionable social language. Small companies are prone to disruptive innovation, but as big companies, don't talk about disruptive innovation lightly. The company is now actively paying attention to and responding to subversive innovation. Actually, I'm preparing myself. Once the opportunity really appears, we should jump on it and seize it.
The internet always talks about subversive innovation, and we must persist in creating value for the world and innovating for value. We still focus on the social needs in the next five to 10 years, and most people should not care too much. Most of our products still attach importance to continuous innovation, and this road is resolutely taken; At the same time, a few new forces are allowed to engage in subversive innovation, explore "nonsense" and subvert whatever they want, but there must be boundaries. This kind of subversive innovation is open, and continuous innovation can continuously absorb energy until it grows into a big seedling in the future, and it can also absorb the energy of continuous innovation in reverse.
5. Innovation should tolerate failure and give innovation space.
To make innovation dare to take risks, we must advocate the balance of merits and demerits and give innovation space.
Allow risk and innovation. Scientific research can't all be successful, and there should be some risks. The pursuit of scientific research should be the benefit of investment, but if one day the scientific research project 100% reported by R&D is successful and the investment of 100% is effective, it will be wrong. Why? Because not taking risks is the biggest waste of resources: wasting manpower, material resources and time. 100% success means no risk at all, and no risk means no innovation, so innovation must be adventurous, and allowing risk means allowing innovation.
6. Only with the intellectual property rights of core technologies can we enter the world competition.
The future market competition is a dispute over intellectual property rights.
The blueprint for the future is beautiful. As a high-tech company that directly competes with well-known foreign manufacturers, there is no living space without world-leading technology. While striving to develop all kinds of cutting-edge technologies, we should strengthen the protection of intellectual property rights. Every employee in the company should protect the intellectual property rights of the company as he protects his own eyes.
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