After reading Huawei's Executive Power, I feel that 1 I am used to browsing news quickly with electronic products, but I seldom settle down to read a good book carefully and walk into a bookstore, but I don't know how to choose. At this time, the reading activities organized by the unit "Taste the classic reading life-learn from Lei Feng and strive to be a good worker" inspired my subjective initiative to read a good book seriously. During the May Day holiday, I finished reading the book Huawei's Executive Power. At first, I thought it was more suitable for business managers to read. Later, I thought it was a rare good book. The author, Mr. Sun, has many years of practical management experience. He analyzed in detail the management details and spiritual core of Huawei's efficient implementation, which made me deeply understand.
Through eleven chapters, this book introduces in detail how Huawei Technologies Co., Ltd., an outstanding enterprise in China, one of the top 500 in the world, has achieved excellent results with amazing efficiency and set a benchmark for China enterprises in the difficult period of China's economic downturn and deepening reform and industrial adjustment. As Ren, the head of Huawei, said, "Huawei is useless and successful, but it is only growing." If you want to become an excellent enterprise like other countries, you need to really practice your internal strength and cultivate your quality.
From the outside world, Huawei's "wolf management" is inevitably harsh. However, it is this wild fighting spirit that makes Huawei what it is today. After reading this book, what impressed me most was Huawei's scientific management, standardized process, clear rewards and punishments, and the responsibility and responsibility of every Huawei person. As an ordinary employee, I think the following points of this book deserve our deep thought and efforts.
The first is to be loyal to their duties and work in a down-to-earth manner. It is mentioned in the book that when the regional manager of an overseas region of Huawei was in charge of the site rectification and acceptance in the region, a large-scale Ebola outbreak broke out in the region, and the sanitary conditions were extremely poor, but he still chose to stick to his post. In the case of serious water shortage, power shortage and even lack of fresh vegetables, the regional manager led everyone to unite and encourage each other. After three months of hard work, the task was successfully completed. You can imagine how excited and excited those who stick to their posts were when the rectification and acceptance passed smoothly. Every employee, no matter which department or post you are in, Huawei's "people in the post" work attitude, loyalty and serious dedication are worthy of our admiration and learning. Similarly, we should be loyal to our duties, but also do things in a down-to-earth manner in our own posts, do good things and accomplish things. Every young man, from the moment he steps out of school and enters the society, has a dream and wants to achieve something great. This is certainly a good thing. It is essential to have energy and motivation in his work, but these are not enough. We must do things step by step, start with small things, do small things well, and be serious and pragmatic, so as to constantly sum up experience and accumulate experience, do a good job and achieve good results.
Secondly, we should pay attention to details, not only do it but also do it well. The great architect Smith. Truck. When talking about the secret of his success, Drouet repeatedly stressed: "The accuracy and vividness of details can make a great work, and the negligence of details will ruin a grand plan." As the saying goes, details determine success or failure, and every job is combined with countless details. If you want to finish the work well, you can't miss every detail. This requires us not to do things carelessly, not only to do what we think is important, but also to ignore what we think is unimportant. Just like when we make a report and write a plan, if we are not careful, the data may be wrong, the conclusion may be completely opposite, and the plan may be empty and difficult to implement. If we carefully check every data, then the reported data is true and accurate; If we do a good job of investigation and evaluation before writing, then our plan will be flesh and blood and practical, so that we can do it and do it well.
Thirdly, it is necessary to arrange time reasonably and improve work efficiency. To finish the work efficiently in a limited time, it is necessary to make overall planning and planning in advance. Many people always complain that they have too little time and too much work at hand, but they seldom think carefully about why they have no time. In fact, when we are complaining that time is not enough, we have unconsciously let time slip away. It is inevitable that we will be distracted or disturbed at work. Japanese professional statistics show that the time lost due to interruption every day is about 5.5 hours, accounting for 68.7% of working hours according to the 8-hour working system. So how to avoid or reduce these time losses? Huawei put forward its own time management principle-prosody principle. Confirming your own rhythm and grasping your work rhythm can effectively reduce external interference and concentrate on completing your work. We should also learn to prioritize, put the most important things in the first place and improve work efficiency.
Success is not achieved overnight, and the development of the unit is not achieved overnight. Only when everyone is conscientious in their posts and accumulates little by little in their work can many a mickle make a mickle and effectively promote the continuous development of the unit.
Reflections on Reading Huawei Execution 2 What is a big company? It is a big company that can do small things according to the standards of big things.
When Sino-foreign joint ventures became popular, we often heard such anecdotes. For example, a foreign businessman decided to give up cooperation with a China enterprise after seeing the toilet. Welcome to visit Huawei's toilet (a little indecent, but sincere). Don't worry, there will always be good toilet paper, facial tissues and hand sanitizer, as well as some wet towels and disposable combs to wipe your hands. Are there some five-star hotels that can't guarantee this all the time?
This has nothing to do with money, but entirely with management spirit.
I have been to some listed companies in China, and there are also so-called world 100 top companies. The security guard at the door can scare you. Once, a security guard stopped me at the door. When I came up, I asked: Are you engaged in pyramid schemes?
Not to mention the driver, many drivers of so-called big companies are only half the general manager, and they are more anxious to attend the dinner than the leaders.
Huawei not only received a good car, but also a better driver. Huawei drivers are mostly transferred by security guards, and security guards are almost all recruited from the honor guards of the three armed forces, flag classes and veterans who have just retired from the troops stationed in Hong Kong. Not to mention handsome, they can still do it to the letter:
1) Drivers wear suits and ties. Even in midsummer, they wear shirts and ties, which is brand-new. The car is spotless and the air is fresh.
2) Regardless of the customer's level, they open the car door early, hold the car door in one hand and the top edge of the car roof in the other, and say, "Hello! Please be careful. "
3) Don't drive too fast, concentrate, don't slam on the brakes and accelerator, and the speed is stable. Roads in Shenzhen are no different from expressways. If a car passes by, Huawei drivers driving Mercedes-Benz will not drive more than 90 mph emotionally. If the customer is not in a hurry, it will never exceed 120 mph on highways such as airports.
4) The mood is always stable, and there is no hurry. If you think you are interested in chatting, he will introduce you to Shenzhen and Huawei, explain your occupation appropriately, and they can also chat with you appropriately. Everything seems to be trained, and everything seems to be made by their quality.
5) There is usually melodious light music in the car.
6) customers go to play and wait quietly in the car. Don't worry, when you first saw him, he must have pulled the door open, held the door in one hand and the top of the car roof in the other and said, "Hello, please be careful."
7) When it's time to eat, if you don't need to wait, no matter how sincerely you invite him, he won't eat with the customer. He will wait at the door on time when you finish eating. If you use the car all the time, unless it is a very casual occasion, the sales staff will solve it by themselves and will never have dinner with customers. If he is having dinner with a client, he also finishes his meal quickly, does not talk casually on the table, and then waits in the car.
All customers who have been to Huawei are deeply impressed by the demeanor of Huawei drivers.
This is the driver of the company headquarters. Drivers in all offices have the same code of conduct except that they are not as handsome, their cars are not as good and their clothes are a little casual.
Remember, always put the pen tip down. When placing the fountain pen, the nib should be facing down, so that the ink can be guaranteed when it is picked up. When implementing the professional management process, Huawei has infiltrated similar codes of conduct into almost all jobs.
This is Huawei's management spirit. What is a big company? It is a big company, and it can do small things according to the standards of big things. It has nothing to do with money, but it has nothing to do with management. It is Huawei's management spirit to put the pen down all the time.
Reflections on Reading Huawei Execution 3 Throughout the development process of most domestic enterprises, few enterprises really polish themselves and cultivate their own quality except for impetuous market expansion and extensive development over the past 30 years of reform and opening up. Therefore, many former top 500 enterprises have long since ceased to exist.
Today, "Made in China" is still synonymous with processing plants and low-end products, and there is no need to feel extreme or stimulate our fragile national pride. That is the reality. When we see that many foreign products are made in China, don't be complacent, it's only because domestic labor is cheap. Today, most enterprises in China are still hard to withstand the wind and rain. Under the background of economic transformation and upgrading, structural adjustment and market development optimization, enterprises must reform the extensive management mode, seek the maximum output of key resources and key business values, and operate enterprises with the vision of "comprehensive management" in order to lead enterprises to spend the other shore in the new economic tide.
In the past, we thought that cost-based quality control was the first, but now, the product management model of quality+cost+innovation is the most competitive. In this pluralistic and changeable period, it is not advisable to put the management center on any management element. Market positioning, competitive advantage, competitive dimension, thinking and ability to cope with change, scientific business process, deep excavation of talent value and innovation ability construction-these key elements need to be systematically integrated and optimized in order to give enterprises a healthy growth body of "comprehensive management".
That's a bit amateur. Don't say that. Num has worked in a large listed company and now works in a start-up. He was fortunate enough to participate in the formulation of the company's strategic development plan, constantly comparing and thinking, and can only say that he has some feelings about the management elements in enterprise development, which is really a layman. So I've been reading this "Huawei Execution" for almost half a year. I haven't finished reading the previous chapters several times, but it still brings me a lot of inspiration and insight. I just read an article the other day. Customers recall that Huawei was a big fool in the early days. Today, I want to talk to you about Huawei. Huawei has always kept a low profile, but its rapid development momentum still attracts people's attention. In just 20 years, Huawei has jumped from a small workshop-style team to the throne of the world's largest communication equipment supplier. What made Huawei? Huawei's execution gave me the answer.
Yes, execution. Like Wanda Wang Jianlin, Ren Zheng Fei, the head of Huawei, is also a soldier, and deeply understands the great energy that team execution can bring. Execution is an important quality of Huawei people and one of the secrets of Huawei's success. Executive power is also a basic element in Huawei's development, as can be seen from Guo Ping, CEO of Huawei, in his New Year speech on 20 16, "Grasp the direction and realize the transformation of big platform supporting elite soldiers". In May 5- 10/0, the reform of "Let those who can hear the sound of guns call the sound of guns" was continued, and the command and management rights were gradually separated. By building a large platform, supporting the front line to achieve elite combat, improving the combat effectiveness of individual soldiers, an efficient execution creates a military atmosphere and shows the execution culture of Huawei team.
Huawei Executive Power is divided into nine chapters, which analyzes and interprets the cultivation and construction of Huawei's executive power.
The wolf nature under the crisis tells us how Huawei spent the most difficult development years. We will see why people who can hear the gunfire are called, and will tell us why Huawei has been positioned as the world's largest supplier of communication equipment, but it is determined not to operate services.
Continuously promote the progress of management. Huawei has survived from the "three highs" management mode to today's "triple". Based on the "three encouragements" for the promotion of cadres and all the reasons for the collective resignation of Huawei's marketing executives who were shocked in the industry, Huawei's team-building culture of "job-hopping for another place" has been continuously eliminated.
Bringing a good team and making good use of talents will tell us the important skills of team management and let us know what a team is, which is a very important lesson for middle and senior managers.
Continuously optimized business processes ...
Enhance project organization ability ...
Efficient time management ...
Professional logistics service ...
Become a professional Huawei person ...
Keep improving and keep the priority. ...
The construction of executive power can't be achieved overnight, and it needs the interaction of various measures, which will gradually take shape under the polishing of time. There are too many professional dry goods in the book, and each chapter can be written as an article, so I won't give you a play here.
Impression that Huawei has always been a big enterprise, and there is no Huawei in life. Last year, I was lucky enough to attend the Huawei 20 15 Developer Conference, and I got a close look at the great changes brought by Huawei's technological innovation to our production and life. Don't ask me what I have, I can't remember the technical terms, but robots are cute. ) I can also feel the professionalism and dedication of the Huawei team from the engineers who exchange technology on the spot. Ok, I'm an amateur and I can't understand any code, so I won't post B here.
I always feel that I am digressing when I write. It's okay. I'm just talking about Huawei, and by the way, Huawei's execution. As for management and technology, I am an amateur and will not mislead people. However, whether you are a grass-roots employee, a middle-level manager or an executive, it is always right to learn management. As a grass-roots employee, you can manage yourself well and ensure the efficient output of your work, so that you can become a manager, right? Then you can continue to prove management theory, right? In this way, you can constantly prove and reflect, you will grow, and then you can become CEO, marry Bai, and reach the peak of your life. ...
Reflections on Reading Huawei's Executive Power 4 After studying the book "Executive Power through Regional Organizations" and studying it repeatedly in my spare time, I reflect on various problems I have encountered in my work. As far as execution is concerned, I feel that a lot of work has not been done well enough. Now I will report my personal experience of learning execution in the form of questions and answers as follows:
First, how to improve personal execution? I think an individual's execution depends on two factors, that is, personal ability and work attitude. Ability is the foundation, attitude is the key. Therefore, it is necessary to improve personal execution. On the one hand, we should strengthen our own quality by strengthening the study and practice of business knowledge, and more importantly, we should correct our work attitude. And how to correct the work attitude? I think we should be proactive, enhance our sense of responsibility, and don't be Mr. Almost. Responsibility and enterprise are the first conditions for doing all the work well. The intensity of responsibility determines the intensity of implementation; Enterprise strength determines the quality of implementation. We should be down-to-earth, establish a pragmatic style, resolutely overcome the shortcomings of boasting and being arrogant, really calm down and start from small things. We should implement them one by one and achieve results one by one.
Second, how to exert personal execution? I think execution depends on two factors, namely, innovation and development and attention to detail. Innovation is the basis of implementation in place, and details determine the key to success. Therefore, there should be more innovations in regional management and the development of WLAN. For example, in the development of wlan, it is necessary to introduce the mode of installing a direct seller, so that agents can know how to install the direct seller's phone, and if necessary, they can directly let the direct seller install services at home, so that agents can give the direct seller a certain sales commission. Successfully solved the problem that the agent doesn't know how to install and has no time to install. In fact, if you develop with your heart, you will think of many good ideas in your work, which is innovation. Details will make "running" faster. With the advent of the era of refinement, we should pay attention to details, do the little things around us seriously, and don't take it for granted.
Third, how to integrate individual execution and team execution? I think it is very important to handle the harmony between personal value realization and team goals, as well as the harmony between personal arrangement and team division of labor. This requires a detailed division of tasks within our team, and the responsibility for every detail is clear to the individual, and a set of fair, fair and reasonable performance appraisal is established. At the same time, formulate corresponding reward and punishment measures.
Fourth, how to integrate executive power into regional work? I think we should do the following: a, set the problem handling time; B, check the implementation of the problem; C, feedback on the handling of the problem; Classify and file the problems. Analyze the existing problems in this area:
1. It is necessary to rationally plan regional construction and establish the core channel. This goal has been put forward for a long time, but it has not been well implemented, mainly because it is not in place. Then strengthen the training of agents and select capable agents to develop into core channels. Establish core stores or convenience stores in large communities, form reasonable plans, and make full preparations for the efficient development of the region.
2. Require the channel to establish agent files and make ledgers, do a good job of self-inspection and mutual visits of agents in the region, let agents conduct appraisal and take certain rewards to encourage them. Wlan agents should do a good job in training and community marketing development, inquire about the mastery of wlan business by telephone, and publicize wlan photos.
3. How to implement it as soon as possible, such as the opinions of agents and the timely handling of complaints from agency channels, please wait and see.
5. Studying with colleagues in the region has made progress, and learning execution is only the beginning. I will study more with colleagues in the future to improve the overall quality of myself and the team. Don't complain when you encounter problems, think positively, innovate channel construction and wlan development with a positive attitude, and strive to achieve efficient regional development.