First, focus: the new logo focuses more on the underlying core, reflecting Huawei's core concept of persisting in customer demand-oriented and continuously creating long-term value for customers;

Second, innovation: the new logo is agile and has a sense of the times, indicating that Huawei will take a proactive attitude, constantly innovate around customer needs, provide customers with competitive products and solutions, and * * * face future opportunities and challenges;

Third, stability: the new logo is full and generous, expressing that Huawei will develop more steadily, internationally and professionally;

Harmony: The new logo is more harmonious by adding light and shadow elements while maintaining overall symmetry, indicating that Huawei will adhere to open cooperation, build a harmonious business environment and achieve healthy growth.

Management mode: since 200 1, no matter how the internal and external environment changes, the balanced development has always been put in the first place when formulating the top ten management points. This one hasn't changed. It can be said that the core of Ren's management thought is balance and equilibrium, which is his highest management philosophy. Ren claims to be a man with a gray scale. He thinks the gray scale between black and white is difficult to master. This is the level of leaders and mentors. People who don't really understand can't have a gray balance, which is the most effective form of productivity. It is the most effective form of productivity to continue to adhere to the idea of balanced development and promote the reform and improvement of the balance of all work. Through continuous improvement, we will continuously enhance organizational vitality, improve the overall competitiveness of enterprises, and continuously improve per capita efficiency. This is Huawei's management model.

Businessweek selected the top ten most influential companies in the world, and Zhonghua Wei is the only one in China. As an unlisted private high-tech enterprise in China, Huawei's management philosophy and ideas behind its success are worthy of consideration by enterprises and entrepreneurs in China.

In the course of 20 years' development, Huawei has always paid attention to practicality, and business negotiation is Mr. Ren's business philosophy and creed. Based on the most basic and simple business logic and rational and intelligent thinking, it is the gene and internal motivation for Ren and Huawei under his leadership to build the concept of enterprise development and growth, and to respect, stick to and implement it consistently.

Huawei's 20-year growth and development path is to dynamically realize the balance between merit and profit based on management. Through continuous improvement and perfection, Huawei has continuously strengthened and upgraded its operation and management capabilities, enabling enterprises to embark on a benign development path. Huawei's success is once again illustrated by the case of China. Balanced management is the real core competitiveness of enterprises. In 2005, with the acceleration of Huawei's internationalization, Huawei reorganized its mission vision and development strategy. Its strategic positioning is:

Serving customers is the only reason for Huawei's existence, and customer demand is the driving force for Huawei's development.

Good quality, good service, low operating cost, giving priority to meeting customer needs and improving customer competitiveness and profitability;

Continuously manage changes, realize efficient process operation and ensure end-to-end quality delivery;

Develop together with friends, competitors and partners, create a good living space and enjoy the benefits brought by the value chain.

It is not difficult to see from the above strategy that Huawei's strategy is to pay equal attention to management first and management second, external first and fourth, internal second and third. It can be said that Huawei's strategy based on its management philosophy is a balanced strategy.

In terms of business model, Huawei's macro business model is a customized product. The only value and reason for the company's existence is that the development signpost is oriented to the needs of customers and provides customers with perfect and timely services.

In terms of management mode, Huawei's Wechat business model is a process of organizational construction. Complete the end-to-end high-quality, fast and effective management of enterprise elements.

In terms of internal core values, a corporate culture characterized by high performance should be established accordingly. President Ren pointed out that in these 20 years of hardships, we finally established a corporate culture with customers as the center and strugglers as the foundation. Help the company get out of trouble slowly. Similarly, it is not difficult to see that the core values advocated by Huawei organically and evenly combine internal value-oriented efforts with external value-oriented customers.

After 1997, Huawei changed its strategic focus and strengthened its internal management according to the company's current situation and changes in the external environment, so that the management system of world-class enterprises was in line with that of first-class enterprises in management, and the management efficiency was promoted. For Huawei, the management reform with strengthening management execution as the core is to make up for the shortcomings of management. Because for Huawei, management is the real core competitiveness. The purpose of strengthening management, as President Ren said, is to change and destroy the past balance, but destruction is not the purpose. We should achieve a new balance and strive to achieve a constant balance, that is, to achieve a balance between operation and management at a higher level. With the implementation of personal performance commitment system, the project teams and their supervisors in various departments of the company are no longer just functional departments or functional managers. The company has strengthened its business functions, and cadres in various departments have actually been transformed into managers who integrate management functions and business functions. Therefore, managers are faced with an urgent problem of role orientation and role transformation in order to achieve the balance between individual management ability and management ability. In terms of business functions, it is necessary to truly establish internal and external customer-oriented awareness to purify internal processes and realize personal performance commitments, thus supporting the realization of the company's overall goals. In the management function, we should establish the consciousness of per capita efficiency, develop the potential of human resources through strengthening internal management, create a good organizational atmosphere, and improve the organizational performance of our department and the personal performance of our subordinates, thus forming a virtuous circle. At the individual level, the dynamic balance between personal ability and job responsibilities can be realized; At the organizational level, the dynamic balance between departmental business objectives and management efficiency can be achieved; At the company level, the dynamic balance between performance and profit management, the strategic objectives of management organizations and organizational capabilities can be achieved.