Huawei’s corporate culture

About Huawei's corporate culture

As China's most successful private enterprise, Huawei's turnover has entered the ranks of the world's top 500 companies and has become a truly world-class enterprise. The development of Huawei enterprise lies not only in its management methods, marketing strategies, strategic planning, human resources management, etc. It is inseparable from the corporate culture forged by Huawei. Below I have compiled articles about Huawei's corporate culture for you. I hope it will be helpful to you.

Huawei’s wolf culture in its early days

Ren Zhengfei was a soldier, so the characteristics of a soldier affected Huawei’s corporate style. The original Huawei emphasized wolf culture. Wolves have three characteristics: First, a keen sense of smell. Second, the spirit of perseverance and indifference. Third, the consciousness of group struggle. Therefore, Huawei's initial expansion has an important relationship with Huawei's wolf culture.

Wolf culture was proposed by Ren Zhengfei in 1998, but he rarely emphasized this concept after 2000.

Huawei’s mattress culture

In the early days of Huawei’s business, without resources and conditions, more than 50 Huawei people started their entrepreneurial journey by adhering to the culture of hard work. The first floor serves as a production workshop, warehouse, bedrooms and kitchen. More than a dozen beds are lined up against the wall. Whether they are leaders or employees, everyone eats and sleeps together. Go to sleep when you are tired and work when you wake up. Therefore, mattress culture plays an important role in Huawei's development.

The outside world has different views on mattress culture. Many people believe that Huawei’s rapid development is based on the oppression of employees. In fact, Huawei basically abandoned the mattress culture after 2000 and paid more attention to the health of its employees. Therefore, Huawei’s warmth can be seen from this point.

Huawei is a company that can tell stories

In the Internet era, people who can tell stories will have the most development potential in the future, and companies that can tell stories will have continued vitality. . We carefully studied and found that Huawei is a company that can tell stories. It collects many real cases to share with everyone, which is a very effective way to implement corporate culture. So we must learn to collect stories and learn to tell stories. Stories are the most vivid and easy to penetrate people's hearts. Collecting corporate stories to share is also an effective way to implement corporate culture.

Huawei’s team learning ability

Ren Zhengfei reads at least two new books every week. Most of the prizes in Huawei's internal activities are books. In addition to his own continuous learning, Ren Zhengfei also drives all employees to learn. He once said that if Huawei wants to be strong, Huawei can only learn and learn again and practice and practice again. Therefore, learning is Huawei’s way of life and has become one of Huawei’s very important cultures.

Huawei’s learning is reflected in: 1. Promoting old employees to serve as lecturers. 2. Tutoring system. 3. Encourage leaders to cultivate subordinates carefully. 4. Promote discussion-based learning.

The promulgation of the Huawei Basic Law

With the development of the enterprise, Huawei has gradually emphasized a new type of process and professional culture from the initial "offensive" culture to adapt to the times. develop.

This also stems from the promulgation of the "Huawei Basic Law". Huawei's Basic Law basically starts with "We want", such as: shock customers, give me the contract, meet in a narrow road, the brave will win and other market slogans.

Devotees of "Don't let Lei Feng suffer" will definitely get corresponding rewards. As long as you work hard, you will not suffer and you can get corresponding stocks and salary. The slogan felt strange when I shouted it at first, but once I shouted it for a long time, I got used to it and showed its power.

The significance of the formulation of the Huawei Basic Law lies not in the promulgation of the articles, but more importantly in the process of formulation. Because in the process of formulation, the people involved in the formulation range from high-level to middle-level, then from middle-level to ordinary grassroots employees, from corporate employees to employees’ families, even cooperative units, etc.

The office where the Basic Law was formulated is right next to Ren Zhengfei’s office. Ren Zhengfei will actively participate in it whenever he has time. The process of participation and formulation has enabled all management and employees to have good communication and communication. It is It was formulated on the basis of everyone, so Huawei's Basic Law is very down-to-earth. It is not just a few random excerpts like some of our companies, but it is truly deeply rooted in the hearts of the people.

The significance of Huawei's Basic Law is to truly transform high-level thinking into something that everyone can see and touch, so that each other can achieve mutual understanding. This is a process of making power intelligent.

However, the formulation of the Huawei Basic Law also had certain limitations at the time, and little mention was made of the convenience of customer relations. In 2006, Huawei set its vision as: enriching people's communication lives. Huawei people are moving forward, and so is the Basic Law. Huawei has slowly transformed from a guerrilla to a regular army, and it has also pushed Huawei towards a state of rule by inaction.

The moment the Huawei Basic Law was born, it was also the time to complete its historical mission, because it has been integrated into the blood of Huawei people.

Expansion: How does Huawei inherit its corporate culture?

1. What is Huawei's corporate culture?

What is Huawei’s corporate culture? According to Ren Zhengfei's explanation: Huawei culture is an inclusive onion, constantly absorbing the excellent culture of others, and making its own culture bigger and stronger; Huawei culture is the movie in Hoh Xil and the performance of Thousand-Hand Guanyin by disabled people, which can be summed up in eight words "The pursuit of perfection and selfless dedication" is the culture that Huawei advocates.

Some people have concluded that Huawei’s culture has four major characteristics: wolf culture: first, a keen sense of smell, always paying attention to external opportunities, and smelling meat half a step faster than others; second, a strong sense of attack, Once you smell this smell, you instinctively rush forward without discussing, holding meetings, or reporting; thirdly, it is not a wolf that rushes toward you, but a group of wolves, focusing on team spirit; fourthly, when the team pounces on it, it is not a swarm of swarms. Instead, there is division of labor and cooperation, there are main attackers, secondary attackers, and even sacrifices. In 2005, Huawei did formulate an embarrassing plan. The front-line marketers were like wolves, attacking the city and seizing the territory. These people in the headquarters are just miserable, providing powerful information for the wolf's attack.

Huawei is a company based on strivers, and it has established a culture with the theme of struggle. All systems and policies of Huawei are based on struggle. Those who cannot strive are not Huawei people and will be eliminated. The basic assumption of the various systems established by Huawei is that employees work hard, and the company will never let Lei Feng suffer.

Huawei wants to maintain this fighting spirit. This is the first level of meaning. The second meaning is, why struggle? Huawei also has this concern. Because Huawei is an international company now, and local Huawei employees account for 70% of the market. Many senior executives of Huawei think that it is okay to talk about struggle with Chinese people, but is it okay to talk about struggle with foreigners? Can foreigners identify with Huawei's culture? Can localized employees, including Americans, Indians, and Africans, understand Huawei's culture? The results showed that foreigners can identify with Huawei culture more than Huawei people.

Ren Zhengfei said that there are three things that he often talks about: first, customer-centered; second, striver-oriented; third, persist in hard work for a long time. He said that this is the secret of Huawei's success.

In Huawei, we must resolutely eliminate those people who look at the boss and turn their butts towards customers. These people are the demolishers of the Huawei building. These people have their eyes on you to seek their own personal interests. of maximization.

Customer-centricity is not a slogan. How does Huawei implement this basic proposition? It means turning it into everyone’s independent action through systems and processes. Huawei itself is a striver, so it has long insisted on being a striver-oriented company. There is no limit to how long the hard work lasts. In fact, once a company's business model and basic model are formed, they will continue to copy them.

For more than 20 years, Huawei has been able to reach today by relying on the above three successful experiences. This is also the real reason why Huawei does better than its competitors. Huawei still needs to be successful in the future. It needs to continue to do this. It's that simple.

2. This is how Huawei culture is implemented

Huawei’s cultural transmission comes from the system, not from Ren Zhengfei alone. Ren Zhengfei’s power is also limited, and his influence also has a radius. curve, and the system has no boundaries. This system can manage seven or eight hundred people, seven or eight thousand people, or hundreds of thousands of people. Therefore, the core issue of cultural construction is the implementation of culture, but relying on What kind of culture is implemented depends on the system. In the early days, you relied on the boss and some key people, but in the later period, when your staff size increased and the personnel became more and more complex, you relied on the system.

First, establish corporate culture. Make the culture clear, instead of putting slogans on the wall. What does Huawei yearn for? What to pursue? What do you advocate? Against what? All are expressed through Huawei culture. Let employees identify with Huawei's culture instead of asking them to ponder Huawei's culture. The core is to use cultural norms to manage employees at different levels and uniformly guide everyone to develop in the direction Huawei aspires to.

Second, senior leaders set an example. As the saying goes, if the upper beam is not straight and the lower beam is crooked, employees must know what the manager thinks and how to do it. At this point, executives represented by Ren Zhengfei are indeed loyal and believe in their own culture, which is an important part of the culture. If the higher-ups are betraying their own culture, how can the lower-levels agree?

Ren Zhengfei still does not have a dedicated driver or car. He said, if I want a dedicated driver, the chairman must have one. If the chairman has a group of high-level EMT members of the company, there will be EMTs, and those big and small. Small officials will be unbalanced, and Huawei will become a fleet.

Ren Zhengfei’s mobile phone communication, one thing he has to do at the end of the month is to print out his mobile phone call records. His mobile phone call list is as long as toilet paper. Ren Zhengfei puts on his reading glasses and calls this person. Madam's call cannot be reimbursed. This phone call is for personal matters at home and cannot be reimbursed. Some people say he is showing off, but he has been rowing for 8 years. For a person who has been rowing for 8 years, if you say he is showing off, where is his conscience?

The third is to spread the inheritance among all members. Corporate culture is a systematic project, which does not mean that if you do well in any one item, you will have culture. That is an opportunistic idea.

The popularization and inheritance of Huawei culture does not rely on a basic law, nor does it rely on the boss to lead by example. Many Huawei employees have never met the boss. Huawei's cultural inheritance relies on institutional levers to force every Huawei employee to be literate. Huawei's culture is mainly transmitted by cultural systems, not by people. The most important role is to rely on Huawei's labor attitude assessment and form a mechanism.

The most basic starting point of human resources is interests. As long as you pay attention to interests, there are ways to change you. Culture does nothing and HR management does nothing for people who do not care about profit. Huawei people have to pay attention to Huawei culture unless they don't want profits. Paying attention to one's own interests is a natural weakness of human beings, and Huawei's management is based on people's pursuit of self-interest. Those who cannot integrate into Huawei's culture are those who are selfless and have no desires, but such people are very few.

The fourth is through institutional traction. Huawei's culture didn't come to fruition because there was a Basic Law, nor did it come to pass because Ren Zhengfei didn't have a private car. The core and most critical thing about Huawei's culture is to put the culture into practice through systems. Huawei's systems provide strong support for Huawei's culture and can become a living and dynamic culture that grows on the earth. Huawei's Basic Code is a very thick book that contains various basic codes of conduct. The code of conduct is not about performance, but the most basic norms for Huawei people. For example: dress code, let guests go first, let ladies go first when taking the elevator, use both sides of the draft paper, etc.

Huawei adheres to the cultivation of corporate culture, and those who agree get opportunities, encouragement, and good rewards; doubters get incentives, and opponents get isolated. People who don't follow the company culture will end up feeling very isolated and disconnected. In this way, a mechanism is formed. Everyone rushes forward, and you are too embarrassed to stand still or even run backward. In this way, the culture is protected. A good culture will attract more people to join, while those who are isolated will eventually choose to leave.

3. Huawei’s culture is the result of assessment

Huawei’s culture is the result of assessment, not promotion; not training, but force. Through this assessment system, everyone can truly identify with the culture. The labor attitude assessment treats everyone equally, from the boss to the lower-level employees, and Ren Zhengfei is no exception.

Huawei’s labor attitude assessment uses the critical incident method. Instead of relying on supervisors to score, key events are used to determine whether you have this very good assessment. An employee said, I am particularly responsible. The supervisor took out the key incident record and gave you a task on a certain day, month and day, but you forgot the consequences. Isn’t this a lack of responsibility? The critical incident method, This is his cultural assessment.

How often do you take the exam? The exam is taken once a quarter and five times a year.

The fifth time is the overall evaluation. The overall evaluation results in a total score. What is the labor attitude this year? What to do after the exam is over? As of this year, Huawei has been taking the exam for twelve years. Labor attitude assessment has existed at Huawei for 12 years.

What should I do after the exam? Assessment results are linked to pensions. Retirement pension does not mainly depend on your length of service at Huawei, but on the results of your labor attitude assessment at Huawei and your promotion. The assessment is directly linked to personal interests. At the same time, it is used to determine how much salary, bonus and stock bonus you get. How many shares you will be allocated this year are all related to the labor attitude assessment. This creates a mechanism.

Of course, not everyone agrees with Huawei culture. Huawei's assumption is that it doesn't matter if you don't agree, but we give you the power to make you agree; and, let you turn it into a conscious action.

Is there any mechanism here? You can oppose Huawei's culture, you can disagree with Huawei's culture, you can hate Huawei's culture, is that okay? But do you hate pensions? Do you hate promotion? Do you hate opportunity? Do you hate company bonuses and stock capital? I think most people will not hate him, otherwise he would not come to Huawei. Huawei's cultural support mainly relies on systems, bonuses and stock funds.

Why are the cultures of some companies bad? It’s because people who identify with culture always suffer. Whoever agrees will suffer, who will still agree with the company's culture, betrayal has become a trend, and who will still work hard for customers on the front line.

The ultimate goal of Huawei's assessment is to prevent Lei Feng from suffering, to ensure that devotees receive reasonable rewards, and at the same time, those who are not lazy are punished. Use systems to cultivate excellent corporate culture, rather than just using morals and preaching to cultivate culture. Believe in the power of systems and the power of excellent culture. ;