Ren, the "bloodbath" of Huawei

Four stages of company development

Huawei's headquarters in which we today, is a 1996 groundbreaking, I took part in the foundation soil, when we were both surprised, why ren selected so the middle of nowhere places, rather than in Shenzhen shennan Boulevard near the site? TCL, Skyworth and other enterprises in the deep South to a piece of land next to the road. Now it seems that Nintendo's decision is absolutely right, if only a floor, shennan, there cannot be such a large area. Now this place fit Huawei, Songshan Lake built new bases, larger than the area here.

Here are the owners of SMEs, cannot say Huawei factory look pretty, huge database, I also get set. Copy the now Huawei model of small and medium enterprises have no value. Key to Huawei to achieve 100 million to research what state, what state do to 1 billion and 10 billion, especially Huawei on a venture to second during the conversion process, management system, organizational system, evaluation system, human resources systems management revolution is breaking through.

Research on Huawei, from the development stage. The growth of a company, often in the face of indespensible when kan, must come to a deeper change. Whether it is human resources, organizational change and strategic changes, as long as the turn over, enterprise to a new level; won't turn past will linger on the steps, and then slowly decline.

Its history can be summed up in four stages:

The first phase, from 1987 to 1995, the venture survive. Early leadership team formed by stable till now, this is a revelation of the SME research company.

The second stage, from 1996 to 2004, the second international. I think this a stage is most worth research of, Huawei all of change--human resources system, and management system, and process system, are is in this eight years completed of, this a stage is Huawei faced difficult up, and almost died off of period, especially 2002, and 2003, performance fell, Ren and got depression, also is this a stage, through management change, Huawei sales income became domestic first, and began to overseas, real became international of company.

The third phase, from 2005 to 2010, Huawei business model changes. It's no longer simply selling communication equipment, but offered to make telecom solution providers. Was down rivals, friendly rivals at this stage, competition competition, customer-oriented organizational change as a whole.

2011 till now, we call organization in transition, is the pursuit of cloud integration pipe end, is the company's fourth stage.

October 2013 Huawei cadres Conference slogan is to catch up with the United States, and also in the industry when it comes to disruptive innovation, Huawei will fall.

Ren zhengfei, never mentioned "in transition" and "change" the words, referring only to "sustained improvement, improved", but from the history of the enterprise, Huawei is always in the process of transformation and change.

▌ No money two no market breakthrough?

As with most businesses, Huawei Technologies, business opportunity-oriented. In 1987, ren met a Director of Liaoning rural telephone, introduced Huawei has become a production of program-controlled switchboards (PBX) company's agents.

Nintendo is a soldier, but went to College in the army, when science and technology innovation in the army expert, won the second prize of technical innovation of the whole army, was selected as the top 12 Party Congress, took part in national science and Technology Congress chaired by Guo Moruo. Although he said he does not understand technology, do not understand the second management, but he's vision for technology control and sensitivity to new technologies is not available in other entrepreneurs.

Huawei's first venture period what is it?

First, no market do? Huawei has allied with local postal system, formation of Maubec company through post and telecommunication employees raise equity participation to form a community of interests, raising equity capital of 55 million Yuan. When every city post office, with Huawei as a community of interests, because it is a family, so the product can be sold in. Later, the joint venture sold $ 780 million.

If the thousands of postal employees to Huawei's headquarters, the governance structure the resulting confusion, this is where ren zhengfei, clever, what should I do? They form a community of interests, but on the governance structure, and not let them get to the company's ownership structure.

Second, no money to do, what to attract and retain qualified personnel?

Only two things: first, by pursuing, ideals, beliefs; second, by expected future earnings, which must give equity. A lot of people have a problem, said Huawei's unlisted capital chain how can it continue? Huawei employees finance stock ownership plan began with the 1990, now add up to tens of billions of, Maubec sold $ 780 million, 3COM sold $ 4 billion, adds up to baiyiji the amount of money, even listed estimates also don't melt so much capital, Huawei use these methods to solve the company's fast-growing capital needs.

Employee stock ownership plan and a good, business is growing every year, like give you 100,000 shares today, 50% of the dividend as soon as next year and 50,000 bonus if 50,000 bonus principal and take corporate cash flow is tight but Huawei tells you, based on your performance, I gave you 200,000 units this year, and you get the job done? You see, 50% dividend and borrow money from relatives and friends, and total investment of 200,000 shares. By the third year, and 50% of the dividend, you have to take away 100,000 shares, the company tells you, I give you the 400,000 shares, you get the job done? Retaining talent, but also an internal financing. Of course, this is what the Chinese specific practices under special circumstances, enterprises today to learn, to learn that illegal fund-raising.

Once the start-up period, Huawei faces a lot against the ridge. No independent innovation products, capital flows and dual talent shortages, Nintendo has said that development fails, I would jump off. Huawei's mainstream, the idea that digital program-controlled switchboards were too advanced, we should make it half a program-controlled switchboards, low cost, fast development speed, old term invested close to half of all digital program-controlled switches on. But this time, line a challenged engineers to Huawei's technology direction, half a program-controlled switchboards is an outdated technology, digital program-controlled switchboards should be studied. The old tell the engineer about, I'll give you money, you form a team, you are led to develop digital program-controlled switchboards. This is where Nintendo really good, an engineer some advice on the production line, he dares to let his team do. If the company did not make the digital program-controlled switchboards, Huawei has probably died.

After 1995 Huawei, why change? Just like many enterprises, enterprise development to a certain size, and Princes of individual awareness, management free extensive, personal heroism and enterprise development highlighted the contradictions, the enterprise must be changed.

▌ From "entrepreneur business" to "business entrepreneurs", you round the last few banks

In 1996-2004, second phase of what is the most critical thing?

Huawei total through four games in the development of human resources reform. Startup company for the rural market, who take the Hill, whose apologists emphasized the heroism, spirit wolves, mat culture laid the genes of Huawei's hard work. After entering the mainstream market of the city, dealing directly with China Telecom, China Mobile, Huawei, what measures are being taken?

First of all, the Marketing Department's resignation. In 1996, a Yam and Sun yafang, I called together, said now many cadres after entering the city market concept, capacity to keep up, to introduce competition mechanisms. Sun yafang, proposed at that time, I carry all marketing executives resigned, followed by Peng with expert groups for all evaluation. Nintendo says it's a good idea. When Huawei all cadres swear: "starting today, we have once again accepted the Organization's selection. ”

Selected cadres, including Vice President was sent to the grass-roots level, no one rioted. Since then, the cadres and working left to right, staff can be hired, salary rose to drop the "four" mechanism was launched.

Huawei started functioning after the mass resignation to optimize and improve the professional management capacity at Headquarters. Then catch the human resources building, holding financial build, good strategic management. Total proposed "awkward mechanism", the mess together, front line is the Wolf, and front legs are well developed, the rear support is a Jackal, hind legs are well developed, Western companies is "internal customer", always use a image of the word "hand in glove" is a front end integration. Huawei later introduced IBM, customers of organizations, it is based on.

Enterprise develops to a certain stage, must be collaborative, internal operations are integrated. Many companies in China do not get how to market, based on customers through the process, achieve its internal integration of production and marketing operations? Your organizational model must change.

When entering the international market, need to be process-oriented organization, professional team, a lot of the ideas of cadres and can't keep up with, so this time Huawei has carried out an internal venture. What is business? Enterprise inside a lot of people are born to be the boss of a small material, their ability is very strong, you give them a piece of the market, they will soon be able to open, and once you've said work needed to process, used to wear casual clothes, now wearing a suit and tie, leather shoes, they're not used to, with the Organization against. If your partner is born when the boss, get him out, business time with him.

Huawei's internal business, persuaded 300 of these cadres, you don't do it processes into my Distributor, such as Li is 15 million shares, was 1 dollar a share, and I'll give you a 15 million devices, you sell, sell out this is your venture capital. This time caught up with Huawei's marketing system starting from building their own marketing system into a proxy system, which became a distributor for Huawei 300 cadres.

Marketing big resignation solves what is the problem? Headquarters began to build the human resources department, the Ministry of finance. US businesses are "entrepreneurs of business", the enterprise was my I system makers, I said so, can damage the system. When it becomes "Enterprise entrepreneur" is not the same, the boss also subject to constraints, you must establish the rules of the Organization, there must be a process authority.

Why many enterprises to achieve a certain level, we have no responsibility? Is because you are the only authority, there is no established process authority or expert authority. An expert authority, authority of the process, the full responsibility of the enterprise system can be built up.

Resigned from the 1996 marketing began, Huawei's organizational change is an ongoing process. Period of pioneering a hill to avoid a another person, to go through "all captured public, against Hill culture" phase change, obey orders in all actions, and against ethnocentrism going up again, to the process of time, against seniority, all zero; later on, is to continue to fight against complacency.

Note that Huawei human resource changes, always focus on a few core values.

One is customer-centric. Company organizational structures are large, but the speed of response to market is always sensitive to, customer needs has always been able to grasp, this point is not to wait a year to the ideas put forward, this kind of character from the beginning on the first day.

Second, ren stressed the continued hard work. Human resources mechanisms are continuously activated personnel, cannot slack off. I study Chinese companies found, ren said we need a whip, you move on, Enterprise vitality.

In addition, Huawei also has a great feature is the criticism. From either the General began to keep a cool head, a sense of crisis and criticism. From the market collectively resigned, to the research and development system against young General Assembly, Huawei customer complaints recorded, kept so that researchers can hear. Involve employees in improvement, employee self-criticism, he said not to make mass movements, be sure to exercise the masses.

Looking back, why many businesses don't understand reengineering changes? Don't forget, is the concept behind the process, if your business is power-oriented, self-directed, rather than customer-oriented, more draw your processes, the longer this process is useless. I think Huawei human resource management, the most distinctive is that it builds a set method of how to effectively manage intellectual, intellectuals become bold, Wolf Warrior, rather than become slaves. Intellectuals fear most wars not wolves, cannot take responsibility.

▌ "Evaluation of the ever-present, ubiquitous" do

Ren was asked, do you do? Nintendo answered in one word: money. He offered to Somali pirates, scientific and reasonable "loot" problem. Human resources is the core problem of interest, in fact refers to evaluation. If there is no evaluation, more employees will complain. But people in the most difficult, how to evaluate a person's aptitude, attitude and ability, job?

Huawei best evaluation in the human resource management system, called "evaluation of the ever-present, evaluation everywhere." Today there are islands Huawei bathroom took a photo of myself, said Huawei, in every detail, every aspect of how doing so well, said his company room to have flavor, but always delicious, not sweet. Irregular management was the problem. Huawei will be measured, and how long will lift, there are standard. In addition, Huawei driver access why never late? Precise statistics are doing research.

Zhou's comments 1

Huawei appraisal system, there is one more thing to watch out for, Huawei is not all included in the evaluation? No, all market prices, all spent. A company on the market, especially the market is very sensitive to human. Company is a company in the market, do not use market system, incorporated into the internal management of enterprises will all collapse.

You see companies like Mercedes-Benz, to full outsourcing, Assembly can be contracted out, finally, branding, design, marketing yourself. What the market will not solve it? You see why EMT (business executives) team to take the oath? I sign the Bill to you, there is no rebate, free water, which is the focus of management, to the risk assessment on the market are not likely to bid.

Ren said that early start, who is good and who is doing bad, clearly in his mind. After many people, unable to all evaluation, no standard for judgment, bosses dare to decentralization. Huawei have a saying at that time, bosses are like birds, flying high, boss said makes more and more people not understand, here people thought every day. An organization without a common language, objective standards of right and wrong, a lot of new people coming in will dilute the company's culture. In 1996 we entered after Huawei, Huawei, the most famous is drafting the basic law, the aim is to reach a common understanding, consensus.

Huawei's system really establishes a value of human resources evaluation system, addressing value creation, value, value distribution mechanism. Huawei learn? I think Huawei is behind this human resource mechanism, system is the best system to learn.

Huawei from the start to the second, is different from other places is that the top design is not simply the stones first, his clear thinking, how do I, to whom distribution system tilted. What is the biggest problem facing private enterprises now? Stop-gap, all performance systems, distribution systems are emergency response, lack of top-tier design.

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Huawei then proposed an evaluation system, a carrier of enterprise value creation is the staff. Actually four ways, a value creation capabilities, this is called evaluation; then position in the value creation, called liability and risk commitments performance in value creation, it is attitude; results of value creation, which is to contribute. Based on these four aspects, establish a scientific and fair evaluation system.

Competence, responsibility and attitudes, contribute what assessment, this is the most unique of human resource management of Huawei and most operational things. According to the characteristics of the enterprises, incentives in the future who, what is the distribution center of gravity, what kind of evaluation system to evaluate how much value they create, and how to distribute, and that's all that matters.

Huawei then proposed an evaluation system, a carrier of enterprise value creation is the staff. Actually four ways, a value creation capabilities, this is called evaluation; then position in the value creation, called liability and risk commitments performance in value creation, it is attitude; results of value creation, which is to contribute. Based on these four aspects, establish a scientific and fair evaluation system. Competence, responsibility and attitudes, contribute what assessment, this is the most unique of human resource management of Huawei and most operational things.

▌ "Wolf force full Wolf": Huawei talents come to the fore

Inamori Nikko turnround for two years, no tricks, just two strokes: first, respect and love, respect for employees, allow employees to change from passive to active work; the second is Amoeba, implanted with an accounting system of human resources management, to quantify how much value each team in your organization, each operation. I often say that small enterprises, small enterprises, Huawei and Inamori of Entamoeba histolytica and operation is the same, in fact, is a quantitative value of the accounting system of each.

Huawei human resource is divided into three systems, one is business career path, Huawei first to break the official enterprise in China, I must not be a Department Manager, Vice President of improper, according to the experts this line go, be professional enough, Vice President, also can get treatment, and not just to get the treatment, also has the power to mobilize resources, called "level, authority and accountability." Second, establishing a strict set of service standards. Third, a strict set of acts and facts of qualification certification.

Huawei initially established has management and technology two big channel, now is management, and technology and project management three big channel, each a a channel and divided for several grade, like you wants to Dang personnel manager, on must reached this a professional channel level of levels served qualification, served qualification with performance and has relationship, only continuous three years performance reached 12 points, you is qualification application more high a level, this are is linked of.

Someone asked why Huawei talent to stand out? Huawei jobs promotion and ability lines are two lines. Basic conditions of competition are qualifications, which led to any post will have three or four people who meet the qualifications in this place, this is Nintendo's "hungry wolves made full Wolf", this job requires that you work hard, otherwise, there was an immediate successor.

Private enterprises ' biggest problem was a one hole per carrot, the boss will feel no follow talent, a talent reserve system problem. It was suggested that say every day I take part in qualification training, I won't have results, can't you? This is now a lot of the practices of private enterprise, the man is busy in training, the busier I can't afford the training time. Huawei or, if you want to participate in the qualification training, there was a prerequisites, performance assessment a total of 15 minutes, must be 12 or more, this avoids some people blindly participate in promotions, but results did not come out. This abilities, job performance, which got through. We are many appraisal qualifications, performance, and training are all doing, not supporting, Huawei is the responsibility, rights and benefit, four-in-one.

▌ Master ren zhengfei, human nature: how to keep the purity of cadres

The end of 2012, ren wrote an article in the a-hole, profit out of a hole. This rule, all focus to efforts towards a goal, this is called "a hole"; enterprise, many people began misappropriating public funds should be, on companies to cut meat, that enterprises will certainly perish, therefore have to "carry out a hole". Huawei EMT (management team) Declaration, was to highlight the top not abusing power for personal gain, not a part time job, can not engage in related party transactions, your interests must come from the company itself.

Everyone keeps asking leave Ren Zheng Huawei non-OK, I was contacted by the company, the company truly build a solid executive team. 2002, 2003 is the most difficult time Huawei, first run 2001 Li, poaching several hundreds of backbone from Huawei, Huawei's core technology team was almost empty; the same period, ren's mother died in a car accident, Nintendo was to accompany State leaders on visits abroad. This is a very big blow to the old enterprises do so, until the critical moment, even a mother can't take care of.

At that time was the most painful, is its most critical moment, that in two years he has been a little company, basically a team management.

At present, Huawei's 15-member executive team, later entered the company in 1996, Huawei executive team are training, is not airborne, are to participate in a group of young people of the time when the Basic Law of Huawei discussion. Team members are all graduated master degree or above, all are brand-name University of origin.

After enterprises, selected senior cadres must be to morality first, because too many senior cadres of the resources available must be self-examination and self-correction, reflect on oneself three times a day. Lee a porous, surely, we all were cutting meat, is no longer a value judgement, because the temptation is too great.

Huawei checked cadres, cadres themselves put forward corrective measures, we continue, this is where Nintendo really understand human nature and very good. Some members of the media to portray any of the old image of the Devils, but I think Nintendo is essentially a good person, so I wanted to write an article called the great ren.

We now the boss too hard on others, a look at making little mistakes, kill with a knife, so that no one give you dry. The ancient sayings people to detect without acts, sometimes to defend him. Water is not clear, the water is too clear to be a stir; if it is too muddy, went down some medicine to kill kill. Huawei EMT Declaration, not only for senior, now include middle-level cadres. After enterprises, is very important to maintain the purity of the cadre.

▌ Standardization of back-end, front-end personalized

Company history organization is changing as the market expansion. Huawei early and we are now a lot of companies, is the linear function, command yiganzichadaodi command system, and rapid response. This phase continues until 1999, the enterprise later appeared a variety of products, markets, think functional pipe but, so decentralized.

Earliest Kanemasa teacher held a Division transformation that year, one of the old, say you are GE, GE is a decentralized Department, enterprise's overall competitive advantage is not up, into the internal system of concentration camps, the headquarters has no authority, bad big enterprises, programmes for teacher to smithereens.

Huawei's global matrix organizations, district, region, vertical, Office management functions of the Office floor, after the matrix and processes are too long. So in 2006 and based on the response to customer organizations strengthen customer base management optimization system. Beyond 2007, let people hear gunfire to make decisions, called the heavy brigade, Marines, integrated front-end, back-end specialized, that is old and later proposed "iron triangle" organizational model.

The so-called "iron triangle", is truly market-oriented end-customer Manager, solutions experts, delivering expert front-end for a customer, based on these three types of people to make decisions.

United States war is like playing video games, like reconnaissance experts, topography experts, military experts of the Group of three deep into enemy territory, see army of Saddam Hussein, immediately draw up battle plans, directly command missile aircraft represents one by Saddam's army to break out.

The premise of the game is what? Must be professional in the background, otherwise the resulting confusion. Huawei has come today, power can be awarded the "iron triangle", as long as it spent billions of. Huawei reform Office Director said about advisory fees of more than 20 billion yuan to build a technology platform, test platform, product manufacturing platforms, global platform for sourcing, marketing, financing, human resource platform platform platform, knowledge management, administrative services platform, common data platform ten platforms, so that the "iron triangle" receive the professional support.

Standardization of businesses to the back-end, front-end personalized for different customer needs, with different combinations of products and services. Professional support line if you do not have access to the background, and the more you give him power and he is farther away from you, but you have the ability, but also rely on support from Headquarters. If no professional capacity at Headquarters, you authorize first, enterprises are self-employed, so we are now a lot of companies are sole proprietors of the concentration camps.

For example, when Huawei was how to break into the African market? First is the front line to do research, learn to sell equipment in Africa, must be to get the President, he is both the head of armed forces, big business people. How to become friends with the President? Found on cockfighting, President of Huawei research is very deep, in order to comply with local Manager to immediately draw up battle plan, feedback to the company headquarters, headquarters immediately come Cockfighting experts in China, study cockfights and the African origins of Cockfighting, Cockfighting elected to take pictures of China's best, writing books about Chinese culture of cockfighting. Ambassador to China, called on the President, give the cock book. African Presidents to visit China if proposed to see Cockfighting competition, we design game. This is the entire organization customer-run, once you find strategic opportunities, all the resources available to you, which is why a lot of people after leaving the company, including other companies poach from Huawei Vice President, mostly unsuccessful causes.

▌ Procrustean, determined to learn

From 1998 began, Huawei system introduced world level management advisory company of management experience, in integrated development, and integrated supply chain, and human resources management, and financial management, and quality control aspects and IBM, and HAY, and MERCER, and PWC, and de service, and Germany national application Institute, more than 30 more than enterprise cooperation, short-term within seems spent has money, but long-term view, old any think this is human capital, not seeking talent all, but seeking talent by with.

This pretty much like Samsung's view. Samsung and Huawei have similarities, management and training of cadres must be his own, rarely hiring from the outside, their cultivation of talents the same values, strategy execution ability and able to "force a hole, profit out of a hole." But professionals, Samsung believes that I am entering a new field, top technical talent cultivation on their own do not come out, so Lee took office after the implementation of Samsung entering a new field, not his talent, but dig, whose highest technology in the world, I use the international market three to five times the price of the best team to dig. Experts also made a calculation, when treatment 1 time times higher when corporate culture to keep people functioning, when the treatment three times times when corporate culture failed, Lee Kun-hee is to use three to five times the market price that year digging people around the world.

Huawei is not through high salaries and people, but by way of cooperation and the world's top companies, who specializes in I who.

When ren led its executives visited the United States company, IBM, Bell Labs, HP and other companies, come back soon wrote an article, saying only to learn from the big companies, will enable us to avoid detours, pay school fees, "IBM's experience was summed up billions of their cost, their suffering is the precious wealth of mankind".

In 1998, IBM consulting, spent 560 million Yuan, he proposed "rigid and optimization, and then cured" one size fits all. Cannot be the formalism, the introduction of this mechanism in two or three years of the same. He said any thing, since is a good thing, if you are feeling more kick, that it does not advance, you do not feel comfortable, just shows that people's good.

Zhou's comments 2

You can try, to put your company truly international standard, one size fits all, is going to cut the foot to be beheaded, it's not that easy? Ren is indomitable, first cut into his foot, learned to adjust, and then cured. Some Chinese companies with international consulting firms in order to market bag skin look good.

This is called "secondary school and sports, Western learning for uses", not true. Huawei or financial systems, human systems, personnel systems, a system a system change, international consulting firm to help design the best diagnosis then do not let you go, until the problem is resolved.

▌ Ren: "bloodbath" talents

Ren zhengfei, though not dealing with local businessmen, but the world's leading entrepreneurs, he one a visit. He believed that only deal with people higher than you, you can feel the pressure, you will progress faster, you can only modestly was a student, to learn something.

Zhou's comments 3

As an organization, not only to the boss hen, the team also wants to see yin, or whip or use every day, if not the promoter inner energy, who have no idea. Can't do "serious aspirations" are "higher than" cannot be a step goal-setting, and step by step established, to strengthen the team to form a positive feedback.

Entrepreneurs are not rich. I wrote an article, entrepreneurs are people who will never be enough money. Why do will never be enough money? Because of the Director-General, much larger than money is the entrepreneur. So why talk about integrity? Integrity to use other people's money.

Today, ren zhengfei, enough money, to his dream, is not enough. Entrepreneur is the most important thing is a life into a dream, this is a very important energy promoting human progress.

In addition, he is basically to read one or two books a week, watch a few magazines, and his thinking is very active. He is a must read by the reader's Digest, not only myself but also to others.

Huawei management of all campaigns, or flora and fauna or the United States, Mao Zedong, the army, are learning through live case. Wu Chunbo teachers have a summary.

Huawei to learn from foreign countries: the United Kingdom system, United States innovation, Japan's lean, Germany specification.

Huawei is also learning from the party: eight regulations, self-criticism, hard work. 2013 new "eight rules" treat to lead, for example, does not allow subordinate superiors.

Learning from the army: battle, calling fire, Colonel Commander, West point, iron triangle.

Enterprise Learning: Huawei art fish by the end of 2012, Shun Feng Express, old term for all executives to sea-free meal.

Learning from animals: wolves, Lions, spiders, ants.

Learning from plants: all of Mikania micrantha.

Learn from the building: dujiangyan, Roman gardens, the great wall.

Learning from television, to books and learning, learning, learning from the eclectics to employees ... ...

Nintendo is basically plagiarism, then based on their innovation, so I think ren's talents, entrepreneurs will be lifelong learning.

Ren zhengfei, the Professor as a consultant, their offices and the old offices next to each other. Nintendo did not deal with the media, but every time to debate with professors in the problem. He struck the table with you at times, the debate he went, in a moment, he shakes it back again to chat with you, find you criticize his views had become his, and said from his mouth than your level higher and better quality!

On one occasion, the China business daily interviewed me, I said many times "bloodbath" we, the people's views. To the Northeast, then Nintendo saw this story on the train, said: "Peng Jianfeng said is right, I'm going to ' wash ' their knowledge! ”

Zhou's comments 4

Teacher Peng said a Word, "wash", knowledge is only "wash" finish is for you.

What is the decision? Using the part of the public knowledge, a lot of your personal knowledge, and intuition.

Many successful bosses have not read a lot of books, but personal knowledge, perception, and summing up the refinement, to extrapolate. Good things are never simple to replicate, ren zhengfei also went to see IBM company, but he did not repeat the way IBM. One of the most valuable knowledge is personal awareness, managing that part.

▌ Next fall will be Huawei

Huawei ahead of what the problem is? In mid-October 2013, Huawei has just opened a cadre at the end of the General Assembly, three CEO one ask a question:

First CEO suggested that Huawei's next target be? Huawei dared to shout out beyond the United States goal?

Proposed second CEO, Huawei from scale growth to pursue long-term growth?

There is a CEO has made, Huawei, how to deal with disruptive innovation? Huawei presented to increase prospective study, to do basic research, not only the pursuit of market. The so-called customer-oriented, not only to adapt to customer needs, and exceed customer needs.

Huawei's 2013 reform, and technology development, in addition to the success rate of assessment and examination failure rate, do basic research, how many times you fail as an objective, encouraging risk taking and try every day to feed some of the people there, "the mark" to do the original creative. This is a key transformation for Huawei.

There is one trick is to focus resources, principles of pressure, quickly followed. Nintendo made, but we are not a public company, when in need of resources, you can bet money on strategic investments.

In addition, is to build a broad base of customers. Without a wide customer base, disruptive innovation, once missed, Huawei will soon fall. But if you have a wide customer base, my other products can be quickly converted into what customers need, companies can still get a very good development.