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.
http://7xo6kd.com1.z0.glb.clouddn.com/upload-ueditor-image-20161007-1475821428674063379.png
http://7xo6kd.com1.z0.glb.clouddn.com/upload-ueditor-image-20161007-1475821471025099546.png
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.
