Huawei's 28 iron rules

Huawei has developed from a 20,000-yuan six-person workshop to the first in the global communication equipment industry.

Huawei has become an irreplaceable leader of entrepreneurs and is worth learning from.

How was the Huawei miracle born?

Huawei is a company that advocates and promotes wolf culture.

Companies usually have:

A keen sense of smell, a strong sense of competition, teamwork and sacrifice.

Huawei is also a company with tortoise spirit.

Patience, hard work, persistence and persistence, the more frustrated, the braver, and the repeated defeats.

Is a prerequisite for great achievements.

Tiangui 1: wolf culture

Only culture is endless.

Implant wolf gene

Mutual benefit * * * win-win, coordinated operations.

Conquer the world with the spirit of wolves.

Tiangui II: Focus on your efforts.

Start from scratch with a down-to-earth attitude

Do one line, love one line, and specialize in one line.

Small improvements and big incentives, big suggestions will only encourage.

Sit on the bench for ten years

Cadres should have practical experience at the grassroots level.

Tianguisan: induction education

Starting from military training, wash tendons and cut marrow.

Cultural Re-education and the Unity of Values

Job skills training, strengthen execution.

Combining training with war to build a professional iron army

Tiangui 4: mentoring and mentoring

Establish a learning organization

Implement a comprehensive tutorial system.

A gang, a pair of red.

Use mechanisms to ensure effectiveness.

Not rigid, not blindly following.

Heaven 5: Appoint people on their merits.

Academic status has disappeared.

Don't look at qualifications, look at ability.

Choose the best and appoint the best, impartial.

Cadres should be able to go up and down.

Rotating CEO system

Article 6: Declaration of Self-discipline

The biggest enemy is yourself.

Guard the fort from the inside.

Grit your teeth in difficult times.

If you succeed, don't give up trying.

Take responsibility boldly.

Sky Rule 7: Result Orientation

Establish a commercial working thinking

Guide production according to customer's demand.

Technological innovation should be based on the present.

Focus on the main business and do a good job.

I admit that jiaozi is in the teapot.

Tiangui No.8: Process Reengineering

Don't be a short-lived hero

Building a process culture independent of people

Realize standardized management of work.

Optimize existing processes to simplify work.

From beginning to end, improve the process organization construction.

Dogma 9: fetishism

Get out of the misunderstanding of independent innovation

Innovation on the shoulders of giants

All excellent elements should be used by me.

Cut your feet to fit your shoes and put on American shoes

First rigid, then optimized, and then solidified.

Tiangui 10: half a step ahead

Not innovating is the biggest risk of an enterprise.

Put all your eggs in one basket and concentrate on research and development

Innovation can only lead the opponent by half a step.

The technology sold is very valuable.

Always pay attention to customer needs and stay ahead.

Altimeter 1 1: pressure principle

Dare to cross the rubicon, one last try.

Concentrate superior forces to fight annihilation.

A place to attack each other.

The best defense is attack.

Tiangui 12: Dynamic Organization

Breaking departmental barriers under PDT mode

Simplify organizational management

Realize end-to-end process control

Film Federation promotes the circular flow of cadres

Tiangui 13: Project Management and Control

Understanding and decomposing goals

Draw up a binding project plan

Realize the optimal utilization of resources

Let process control and nodes.

Every detail should be monitored in place.

Tiangui 14: After-the-fact offer

Learn to look back afterwards.

Don't let go of any problems.

Ask a few more why.

Improve on the basis of summary

Tiangui 15: Liability constraint

Carry out the cadre performance commitment system

Cadres who do not make progress should be removed from office.

This is my responsibility.

People are loyal and have no regrets in their position.

Tiangui 16: Rule consciousness

System is the foundation of all management.

Obey the rules to achieve the goal.

Enterprises that don't do interpersonal relationships

Set an example and strengthen the influence of the system.

Cultivate employees' awareness of rules

Tiangui 17: share joys and sorrows.

For life, let's live together.

In any case, we will overcome the difficulties.

Raise a glass to celebrate if you win, and save your life if you lose.

Soul team, love is boundless.

Skymeter 18: Fast Response

Inspire a little energy and move when you hear the sound.

Flexible formation of special operations forces

Stand by and attack with all your might at any time

Strengthen communication and realize seamless docking

Tiangui 19: Sincere and trustworthy

Establish people with sincerity, and establish a career with sincerity.

Always adhere to customer demand orientation

Only when customers are satisfied can enterprises survive.

More anxious than the customer.

Touch god with actions.

Heaven Rule 20: Turtle Spirit

Insist on doing only one thing.

Advance firmly

Resolutely avoid opportunism.

Self-transcendence, Excellence

Tiangui 2 1: Repeated defeats and repeated wars

The market does not believe in tears.

Fight our way out

The more frustrated, the braver and the more defeated.

Summarize your experience before you start.

Sky Rule 22: Focus on Contribution

Don't look at positions, look at contributions.

Evaluate the project scale according to the contribution

Equal contribution, equal remuneration

The driver earns more than the rider.

We can't let Lei Feng suffer.

Tiangui 23: Equity Incentive

Three high policies promote action.

Full shareholding stimulates enterprising consciousness

Only when you get a hole can you make a hole.

Share success with the strugglers.

Heaven Rule 24: Only those who are afraid can survive.

Crisis will come at any time.

Awaken employees' sense of crisis

Inspire fighting spirit with the final elimination

Internet era calls for wolf.

Dogma 25: Self-optimization

Dust your thoughts with a duster.

You have to live to save face.

Make mistakes, but make progress.

Enrich yourself and become the capital of the company.

Tiangui 26: Internal Entrepreneurship

Let employees become market-oriented people

Promote enterprise metabolism

Broaden channel advantages

Grow up in innovation

Sky Rule 27: Gray Management

Stick to the right direction

Reject the metaphysical distinction between black and white

Learn to compromise and remain open and tolerant.

Pursuing perfectionism will die faster.

Carry out utilitarianism according to local conditions

Sky Rule 28: Logistics Support

Do a good job in supply chain management

Establish a professional management team

Timely care for front-line employees

Thoughtful welfare treatment

The saddest thing in life is to use one's intelligence and wisdom in tactics. When you look up, you find that the industry you are striving for perfection has declined and the strategic direction is wrong.

There is an old saying in China that it is easy to do business, but it is difficult to put it aside.

We are facing an increasingly complex and turbulent world;

No business model is permanent;

No competitiveness is eternal.

Get a partner, get the world!

Yu Liang, president of Vanke, said that the employment era is over.

The time for partners has come!

After turning the core employees into partners, a miracle appeared!

Huawei, why can it grow from 40,000 yuan to more than 654.38 billion US dollars and become the top 500 in the world? Because he began to implement the full shareholding partner model in the 1990s, and began to establish joint ventures with customers all over the country!

Handu Yishe, which introduced the partner management system in 2008, ranked first in the Internet clothing brand for consecutive years 10, and its performance exceeded 2 billion.

Xuhui Real Estate introduced the partner management system in 20 12, and its performance has maintained 70% growth for six consecutive years, becoming a super dark horse in the real estate industry.

Aier Ophthalmology 20 14 introduced the partner management system, which became the first ophthalmology chain medical service in five years, with a market value of 80 billion.

Country Garden introduced the partner management system in 20 14, and became the first real estate company in China with a performance exceeding 500 billion in three years.

Partner era: Huawei, Ali, Country Garden, Xuhui Real Estate, Haier, Handu Yishe, Aier Ophthalmology and other well-known enterprises have introduced the partner system with "interests * * *" as the core, and more and more small and medium-sized enterprises have introduced the partner management model to cultivate core talents, forming the same interests, careers and destiny with the company!

It's not a question of whether to use the partner management model, but the era has chosen the partner management model!

The boss doesn't understand the partner's equity, just like burying a mine!

Myth 1: Allocate equity according to the proportion of capital contribution.

In the past, if the start-up capital of a company was 65.438 billion +0 million, it was common sense that shareholders who contributed 700,000 yuan would hold 70% of the shares even if they did not participate in the venture. At present, it has become common sense that shareholders who only pay money but don't work "spend a lot of money to occupy a small share". In the past, the core or even the only basis of shareholders' share distribution was "how much to pay", and "money" was the biggest variable. At present, "people" is the biggest variable in equity distribution.

Myth 2: Share equity equally.

According to the survey, the ownership structure of enterprises is prone to disputes in three main situations:

The share ratios of the founders and shareholders of the enterprise are 1/3, 1/3 and 1/3 respectively, accounting for 12%.

The shareholding ratio of the founder and shareholders of the enterprise is: 50%, and 50% accounts for 17%.

The shares of the founders and shareholders of the enterprise are 40%, 30% and 30% respectively, accounting for 16%.

From the beginning of the company's establishment, "bad words" should be said first. If they are five good brothers, the shares will be distributed equally, each with 20%. It seems fair, but because everyone has different abilities, it is not fair. This method of sharing shares also planted the seeds of differences from the beginning. Capable people will think: I am more capable than all of them, but why are stocks the same as everyone else? People who are incapable may think: I can muddle along and eat this equity. If it is not handled well, this contradiction will break out and lead to the company's bankruptcy.

One of the biggest triggers of the partnership equity war is that there is no exit mechanism at all. For example, some partners invested 50,000 yuan in the early stage and held 30% shares in the company. After working for half a year, he resigned voluntarily because of disagreement with the team, or passively because of incompetence, health reasons or family changes.

The boss doesn't understand the partner's equity and loses the market opportunity!

15 years ago, how did Ma Yun lock in 18 arhat, which made the myth of Alibaba today? Because as soon as he started his business, experts made clear equity planning and equity incentive design for him!

Ma Yun's listing tells us:

Equity can attract talents (Cai Chongxin)

Equity can retain talents (18 arhat)

Equity can be financed (Sun Zhengyi)

Equity can play the market (cooperation with Yahoo)

Equity design holding (Ma Yun controls less than 10%)

The role of equity incentive:

1, standardize employee behavior and improve enterprise cohesion;

2. Liberate the boss and double the performance;

3. Balance the relationship between shareholders and the hero's withdrawal mechanism;

4, talent strategy echelon, attract peer talent.

Enterprises have five lifelines:

1, 67% of the boss has full control;

2, 5 1% boss has relative control;

3, 34% of the boss has a veto;

4. 20% defines the right of horizontal competition;

5. 10% can apply for dissolution of the company.

Entrepreneurs who don't understand equity planning will face eight painful problems:

1. Buddies become enemies;

2. Stranger bedmates, roommates;

3. The adopted son calls someone else's father, and the little sheep is called KFC's father;

4. competitors dig the wall;

5. The team work is inefficient;

6. Missed the cooperation opportunity and lost the financing function;

7. Affect the listing plan;

No matter how good the project is, it can't be done.

How to control the equity of the enterprise;

Ma Yun holds 7.4% of the shares, but can control Alibaba; Ren holds less than 65,438+0% of the shares, but he can hold the power. Equity is the lifeblood of an enterprise, the first and most important lesson for a boss! The enterprise decided to finish from the beginning!

The enterprise is not big and the wisdom is not enough.

As long as your company has more than two partners,

This will involve the distribution design of fair mechanism:

As long as your company has employees and executives,

Will involve the issue of equity incentives:

As long as your company has a project to operate and go public in the later stage,

This will involve equity investment and financing …

In order to solve the problems of talent management and brain drain in small and medium-sized enterprises.

Business owners are very busy and have the heart to learn.