Analyze the reasons for Huawei's success.

Why is Huawei so successful? We can teach David from KPMG Chair in Management at Jiaji Business School, Cambridge University, UK. De Kramer and Tian Tao, co-director of Ruihua Innovation Management Institute of Zhejiang University, wrote "Leading Huawei: Seven Leadership Enlightenments of Ren Zhengfei" to understand the reasons for Huawei's success in the seven leaders, hoping to help you.

reasons for Huawei's success

1. Goal-oriented, aiming high

Undoubtedly, the core of Ren Zhengfei's leadership lies in his clear understanding of Huawei's goals? To achieve the customer's dream, Ren Zhengfei really practiced and pursued this dream with passion. Therefore, Huawei has become Ren Zhengfei's natural mission. He always tries his best to create value for customers, and through stories, he constantly conveys an idea to employees: Huawei employees should devote themselves to realizing the company's mission, that is, providing communication technology to achieve connectivity.

to achieve customers' dreams, we need to provide the best service, which is also the key to the company's success. At the beginning of Huawei's establishment, Huawei's products were not as good as competitors' products, which Ren Zhengfei knew well. Therefore, he found another way to attract customers. He believes that only by providing quality services can we attract customers. For example, in the early days, Huawei's equipment often broke down, and Huawei's technicians often used the time when the customer's equipment was not used at night to repair the equipment in the customer's computer room, and Huawei responded to the customer's questions 24 hours a day. This practice is very different from that of western companies. Western companies have good technology and good equipment, but they ignore service. Huawei's excellent service has won the company a reputation of truly caring about customer needs, and at the same time, Huawei has won a competitive advantage. Another example is that there were many rats in the desert and rural areas of China in the early days, and they often got into the cabinet and bit off the wires, so the network connection of customers was interrupted. At that time, multinational companies in China were dismissive of this, thinking that it was not their problem, but the customer's problem. They thought that they only needed to provide technology for customers. Huawei, on the other hand, doesn't think so. It added a rat-proof net outside the equipment to help customers solve this problem. Huawei also thinks it is its responsibility to do so. Thanks to this goal-driven strategy, Huawei gained rich experience in developing durable equipment and materials, and later won many large customers in the Middle East.

2. Flexible and vision-driven

Ren Zhengfei is full of passion, and strives to turn the company's goals into the company's vision and develop Huawei into a leading international enterprise. In the process of realizing the company's vision, he constantly proved his strategic planning ability and adjusted his vision appropriately according to the challenges faced by the company. His management is very important: although he advocates the concept of flexibility, he never deviates from the company's goals and values. This kind of leadership comes from his proactive attitude. He always pays attention to the future and seldom stays in the past. When talking about the advantages of Huawei's founders, people always say: Ren Zhengfei always looks forward to what Huawei will look like in ten years. For example, Huawei usually makes development plans in ten-year cycles, while competitors such as Ericsson and Motorola usually make development plans by fiscal quarter or fiscal year.

Ren Zhengfei can critically examine past successes and identify the challenges he will face in the next decade, which is why Ren Zhengfei is an influential business leader in the eyes of many Chinese people. China has a poem:? There are many talented people in the country, and their poems and popularity will be handed down for hundreds of years. ? Indeed, Ren Zhengfei formulated the most effective strategy to lead Huawei through three stages of development (each stage is about ten years), which proved his great influence and foresight. Interestingly, Huawei has specific concerns and strategies at each stage of development.

Ren Zhengfei said that in the first development stage (1987-1997), Huawei was in the initial stage of its business, and the company was in chaos, trying to survive. If you want to provide high-quality services, you can only rely on hard work. In the second development stage (1997-27), Huawei cooperated with IBM to establish its own management structure. In Ren Zhengfei's words:? Chaos was eliminated and order was established. ? By cooperating with IBM, Huawei has learned the best practices of western companies and introduced a more global perspective. Ren Zhengfei has a clear understanding of this, so he asked all Huawei employees to adopt American practices introduced by IBM in their work. He kept verbally conveying this requirement to employees, saying that sometimes it is necessary? Cut your feet and fit your shoes? . He believes that in the second stage, you should wear American shoes. If they don't fit, you should? Cut your feet and fit your shoes? . It can be seen that Ren Zhengfei's global ambition is still survival and development. In the third stage, after 27, Huawei's strategy is to simplify management, attract outstanding talents and realize customers' dreams through effective innovation. Ren Zhengfei is worried that the second-stage model will lead to inefficient decision-making. Compared with the first chaotic stage, the decision-making cycle in the second stage is longer; Some people worry that Huawei will lose the courage and courage to innovate. Therefore, the third stage focuses on simplifying management and allowing some confusion under the structured management framework, thus stimulating innovation.

3. Stimulate employees' fighting spirit

To build a team of employees willing to work hard, it is necessary to stimulate employees' fighting spirit. Ren Zhengfei can inspire others' fighting spirit, which is also his personality trait that has always been praised. Ren Zhengfei is particularly fond of telling stories. He often conveys his ideas to employees impassioned through stories. In the early days of Huawei (the first stage), Ren Zhengfei often told stories to employees. He believes that after 2 years, the world communication market will be three-thirds, and Huawei will have one. At that time, Huawei had only 2 employees, and many people thought he was an idiot. Despite this, Ren Zhengfei has been adhering to this belief for many years and passed it on to employees on various occasions. This story is often talked about by people. In the fifth year of Huawei's establishment, Ren Zhengfei was cooking for employees in the kitchen. In the middle, he suddenly rushed out of the kitchen and announced loudly: Twenty years later, Huawei has one third of the world's communication market!

The drunkard's intention is not to drink, but his story lies in: let employees devote themselves to the project with fighting spirit. Especially in the early days of the company's business, he used this strategy to become the ideological mentor and leader of employees. As a leader, he constantly conveys the company's vision; As an ideological mentor, he leads employees towards their goals. For example, in the early days of the venture, Huawei's product development was not satisfactory, and Ren Zhengfei personally visited many overseas R&D institutions. In 1997, he visited bell laboratory. It is said that Ren Zhengfei was amazed at the work of Bell Labs at that time, and even moved to tears. After returning to Shenzhen, Ren Zhengfei told all employees that he had fallen in love with Bell Labs! This impassioned speech aims to inspire employees and convince Huawei R&D personnel that they will surpass Bell Labs researchers one day!

4. Stay humble and work hard

When Ren Zhengfei led Huawei to pursue his dreams, he was very aware of his own shortcomings. He never thought he knew everything. When talking about his talents and qualities, he always emphasizes that his knowledge is not the richest. Obviously, he has great ambition and strong execution, but at the same time he keeps a humble attitude. Although his leadership style inspired many people and led the company through the transition period, he often said that his ability is limited and he may not be as good as many people think in uniting employees. He always avoids being detained? Legendary leader? Instead, it emphasizes that without hard work, there would be no success for Huawei.

Similarly, Ren Zhengfei is not a technical expert, which is a well-known fact as early as the establishment of Huawei. But he never thought it was a disadvantage. On the contrary, he believes that this is precisely his advantage, because he firmly believes that his organizational talents, combined with the IT backgrounds of other executives and employees, will surely create miracles. Ren Zhengfei once said:? I don't know technology, but I can make everyone work towards the same goal. ? He learned from each other's strengths, was eager for talents, and gradually improved the quality of Huawei's products and services, thus winning wide acclaim.

it is a basic concept of Huawei to take responsibility and enjoy benefits. As of December 31, 214, Ren Zhengfei personally held only 1.4% of Huawei's shares, and the rest were held by 82,471 employees (source: Huawei Annual Report 214), which is the best example of Huawei sharing benefits with employees. This incentive mechanism can inspire every employee to work hard and help the company succeed; More importantly, it ensures that Huawei is a truly employee-owned company.

5. Commanding management style

In China, the leadership system often has the characteristics of top-down and distinct grades, and Huawei has generally followed this style. But with this great emphasis? Control? Compared with the management style, Ren Zhengfei's leadership style presents different characteristics. On the one hand, Ren Zhengfei must make decisions personally, which may be related to his service in the army. He is serious and has strong willpower, and always grasps the decision-making power. At the beginning of Huawei's development, his willpower was reflected in insisting on struggle and survival as the company's primary strategy. At that time, Huawei's slogan was: If you win, you will raise a glass to celebrate, and if you lose, you will save your life. ?

However, Ren Zhengfei gave employees a lot of freedom in decision-making. In the early days of Huawei's development, Ren Zhengfei insisted on the company's development strategy, cultural construction and other major decisions. Monopoly of power, decentralization of power? However, in research and development, cadre appointment, salary distribution and other aspects, it has fully decentralized, which not only stimulated the initiative and creativity of managers at all levels to the greatest extent, but also brought great randomness and confusion; Huawei, which has studied comprehensively from the West for nearly 2 years, is becoming more and more standardized and institutionalized in its decision-making system today. Collective decision-making ensures that Huawei makes fewer mistakes and absorbs collective wisdom more widely, but its rigid side is also highlighted. Therefore, Ren Zhengfei is sometimes more like? Catfish? , always stir up the imbalance, to stimulate the vitality of the organization. Huawei's decision-making system today has formed a style of "limited democracy+moderate centralization", which not only avoids the personal dictatorship? One person prospers the country and one person loses it? The accumulated disadvantages have also prevented the inefficiency and collective inaction brought about by excessive democracy.

6. cooperation * * * wins

cooperation with competitors is a major feature of Huawei culture. Generally speaking, companies either choose to attack or compromise; In other words, either compete or cooperate. In the first 2 years of Huawei's development, in order to survive and become a better service provider, Huawei mainly adopted a proactive strategy. Obviously, Ren Zhengfei thought that competition could push the company forward. However, he believes that the core of competition is to respect competitors.

Huawei adopted? Competing? The strategy was inspired by the glorious revolution in England. In 1688, Prince William of Orange overthrew the rule of James II. This bloodless revolution left a deep impression on Ren Zhengfei and made him realize that cooperation can also win. Ren Zhengfei has a keen interest in historical events. In the early days of Huawei's development, Huawei regularly invited scholars from the East and the West to discuss the history of various countries.

Huawei has also adopted a competitive strategy in the UK. For example, Huawei set up a network security certification center in banbury, England, to ensure the quality of equipment, and cooperated with GCHQ, a British signal intelligence agency, to ensure the safety and reliability of network equipment and software. These measures of Huawei are aimed at convincing the British government and customers of Huawei and Huawei's processes. In fact, the reason why Huawei can grow and develop in Europe is that it adheres to the service-centered concept (see? Goal-oriented, aiming high? Part), to a certain extent, also thanks to its competition and cooperation strategy. At first, EU officials really wanted to launch an anti-dumping investigation against Huawei products. However, Ericsson and Nokia believe that Huawei has no dumping behavior and fully support Huawei.

7. Strong learning ability

As a leader, Ren Zhengfei insists on self-criticism, prudence and perseverance. He has a saying that thinking ability is the most important thing. The thinking ability he said is not only an important ability of people, but also the essence of Huawei culture. He believes that the wisdom of employees is Huawei's most precious asset. Through thinking, we can connect points into lines and formulate flexible visions and strategies. Ren Zhengfei firmly believes that only with a broad vision can we make wise strategic decisions.

interestingly, this strategy needs to combine thinking ability with all-round learning. Huawei invests heavily in creating a good learning atmosphere and encourages employees to collide with each other. As mentioned above, taking history as a mirror can guide us to take action, establish faith and create the future. At the same time, we must ensure that knowledge can be shared within the company. Huawei encourages executives to read books outside their professional fields in addition to professional books. In addition, Huawei also has an internal forum for Huawei employees around the world? Heart community. The ideas of Ren Zhengfei and other senior executives are often put in the heartfelt community, allowing 15, employees to comment. For example, in 214, the company made a decision on bonuses, which was criticized by more than 7, people. Ren Zhengfei and other senior executives are often severely criticized by employees in the voice community. Huawei Company Profile

Huawei Technologies Co., Ltd. is headquartered in Bantian Huawei Base, Longgang District, Shenzhen City, Guangdong Province, China. Huawei was formally registered in Shenzhen, China in 1987.

In 27, the contracted sales amounted to US$ 16 billion, of which overseas sales amounted to US$ 11.5 billion, and it ranked first in China's domestic electronics industry in terms of profit and tax payment. By the end of 28, Huawei has covered more than 1 countries and regions in the international market, and 45 of the top 5 telecom operators in the world have used Huawei's products and services.

Huawei's products and solutions have been applied in more than 15 countries around the world, serving 45 of the top 5 global operators and 1/3 of the global population.

In 213, China ranked 315th in the Fortune Global 5, up 36th place compared with the previous year.

in August 215, Huawei announced a brand-new mobile phone recycling plan, which spread the trade-in scope to 1,5 models of mobile phones including Apple, Samsung, Xiaomi, Lenovo and Meizu in the domestic mobile phone circle. Meizu also announced the mCycle environmental protection project, which was launched in Meizu official website on August 18th. Huawei's development strategy

strategic introduction

In order to adapt to the revolutionary changes that are taking place in the information industry, Huawei has made customer-oriented strategic adjustments, and Huawei's innovation has extended from the telecom operator network to the enterprise business and consumer fields, so as to achieve coordinated development? Cloud-tube-end? Business, actively provide large-capacity and intelligent information channels, colorful intelligent terminals and a new generation of business platforms and applications, and bring efficient, green and innovative information applications and experiences to the world. Huawei continues to innovate around the needs of customers, open cooperation with partners, and is committed to providing ICT solutions, products and services for telecom operators, enterprises and consumers, and continuously improving customers.