Inspiration from Huawei’s corporate culture

Inspiration from Huawei’s corporate culture Chapter 1

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 the Thousand-Hand Guanyin by disabled people, which can be summarized in eight words: "Pursue perfection, "Selfless dedication", this 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.

Ren Zhengfei said that human nature is lazy, and no one wants to be comfortable. What is greatness? Deng Xiaoping called it greatness. Deng Xiaoping launched the reform and opening up at such a young age and fought against more than one billion people in China. Deng Xiaoping stood up and brought a good future to China's development. At least it has developed very well in the past 30 years.

We have made the company bigger by risking our lives. Once the company gets bigger, the culture will deteriorate. Everyone feels that the company has treated them badly. They all feel that the company has given them less salary, fewer shares, and slower promotions. We have found that many good companies are seeing their buildings collapse. This is because there is a cultural problem.

So Huawei wants to maintain this fighting spirit. This is the first level of meaning. The second meaning is, why should we struggle? Huawei also has this worry. Because Huawei is an international company now, with 70% of Huawei’s local employees in the market. Many senior executives at Huawei feel 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 and treat localized employees? Can people, Indians, and Africans understand Huawei 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. maximize.

Customer-centricity is not a slogan. How does Huawei implement this basic proposition? It is through systems and processes that turn it into everyone's independent action. 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.

Until now, Huawei’s six core values ??(customer-centric, hard work, teamwork, integrity, openness and enterprising, self-criticism)!

2. This is how Huawei’s 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, but the system has no boundaries. This system can manage seven to eight hundred people, or If you manage seven or eight thousand people, you can also manage hundreds of thousands of people. Therefore, the core issue of cultural construction is the implementation of culture, but what kind of culture implementation 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, 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. Inspiration from Huawei’s corporate culture Part 2

1. Foreword

Huawei is the only company among the 91 mainland Chinese companies listed on the Forbes Global 500 whose overseas revenue exceeds its domestic business revenue. In 2005, Huawei's overseas market revenue exceeded its domestic market revenue for the first time. In 2012, Huawei's sales revenue and net profit surpassed Ericsson's, becoming the global telecommunications and network leader. It has maintained this good momentum for several years. Huawei's sales revenue in fiscal year 2014 was US$46.5 billion, and its net profit reached US$4.49 billion, both reaching record highs.

There are many reasons for Huawei’s success. Huawei’s success stems from specific values ??that highlight its culture.

2. A brief discussion on corporate culture

What is corporate culture? Corporate culture is the general term for corporate personality awareness and connotation, which can be reflected in corporate organizational behavior. Corporate culture is the soul of an enterprise and the inexhaustible driving force for its development. It contains very rich content, the core of which is the spirit and values ??of the enterprise. At present, corporate culture has made great progress in theory and practice. As an emerging edge discipline, corporate culture is constantly developing from the material and institutional levels to the cultural level.

In fact, high-class companies rely on culture, medium-sized companies rely on systems, and low-class companies rely on the loyalty of relatives and friends.

According to an 11-year research study by Professors John Cote and James Heskett of Harvard University, companies that value corporate culture have an average increase in total revenue of 68.2%, while companies that do not value corporate culture only have an average growth rate of 16.6%; companies that value corporate culture have an average growth rate of 16.6%. The stock price growth is 90.1, and the company that does not pay attention to corporate culture is 74; the net income growth of the company that pays attention to corporate culture is 75.6, and the company that does not pay attention to corporate culture is only 1. ”

Many companies’ culture refers to posters, magazines and activities. In fact, culture really has little to do with these things. Culture is imaginary and must be implemented. Start-up companies must find out the key to cultural assessment The specific measures must be related to the interests of employees. Otherwise, culture is a waste of resources and time. Culture is closely related to the founder's beliefs and must be agreed upon by all employees.

If an enterprise wants to survive and develop, it must seek a more scientific, systematic and complete management system. Corporate culture provides the necessary corporate organizational structure and management mechanism. If contemporary enterprises want to maintain stable and sustainable development, they must develop a corporate culture with their own characteristics. . The construction of corporate culture plays an equally important role as corporate development strategy and corporate management.

As an important soft power of an enterprise, corporate culture is the internal driving force for the survival and development of the enterprise. It affects all aspects of the operation of the enterprise. . At present, Chinese enterprises have gradually realized the value and role of corporate culture in corporate management and development, and have carried out corporate culture construction. However, many companies have not grasped the essence, and corporate culture construction often remains at the stage of slogans and slogans. Not only is it not universally accepted by employees and used as a basic guideline for daily behavior, but it has a counterproductive effect due to its superficiality. Only a corporate culture formed by implementing a series of effective culture-building measures based on its own actual situation can truly improve operations. Management and cultivating the core competitiveness of the enterprise

3. Misunderstanding of corporate culture

1. One-sided understanding of corporate culture construction

(1) Equivalent to corporate culture. Regarding the external image design of the enterprise. Many leaders of small and medium-sized enterprises have misunderstandings about corporate culture in this regard. They believe that the so-called corporate culture is the external image of the enterprise, so they focus more on it. Consideration of corporate slogans and corporate logo design. For example, some companies post or hang slogans such as "Pioneering and Innovative" and "Strive for Progress" everywhere from office buildings to production parks, from factories to teams. ; There are also many companies that have designed exquisite factory emblems, uniform factory uniforms, loud factory songs, and bright factory flags. The external image of the company can be said to be designed incisively and vividly, but they simply equate corporate culture with image design. , and no effective measures have been taken to embody the corporate spirit, the core of the corporate culture, in the company's business activities, nor to penetrate the corporate spirit into the thinking, work, and behavioral habits of the company's employees.

(2) Equating corporate culture with corporate cultural and sports activities. Many companies believe that corporate culture construction is a variety of cultural and sports activities, and they hope to organize a few ball games, hold a few artistic performances, show a few movies, and organize a few cultural and sports activities. Staff clubs can achieve the purpose of shaping corporate spirit. In fact, the development of cultural and sports activities is only a superficial activity in the construction of corporate culture. To a certain extent, it can enhance mutual understanding between employees and their sense of belonging to the company. Without the penetration of corporate culture and the shaping of employees by corporate spirit, the construction of corporate culture will not achieve sustained and coordinated development, and it will be even less likely to provide cultural support for the sustainable development of the company.

(3) Equating corporate culture with political and ideological work. Some companies confuse the construction of corporate culture with my country's traditional political and ideological work. They believe that the construction of corporate culture is a kind of ideological indoctrination, persuasion and education, and is a matter for the propaganda department and labor unions. This view is especially common among state-owned small and medium-sized enterprises.

In addition, because small and medium-sized enterprises are small in scale and have few organizational structures, ideological and political work and cultural construction are often managed by the same department. However, because many managers do not have a deep understanding of the connotation of corporate culture, they often confuse the two, which is detrimental to The construction of corporate culture is very unfavorable.

(4) Equivalent corporate culture to rules and regulations. Some managers of small and medium-sized enterprises believe that corporate culture is the company's rules and regulations. As long as the company's rules and regulations are formulated and employees are organized to learn, understand and strictly implement them, the company's cultural construction can be completed, and the enterprise spirit can be cultivated. The cultural atmosphere will also gradually form. Although the formulation of corporate rules and regulations is an important aspect of corporate culture construction and the institutional guarantee for corporate culture construction, the formulation of corporate rules and regulations is not the entirety of cultural construction, and the two must not be equated.

2. Corporate culture is poorly embedded in the enterprise

The cultural construction of the enterprise is closely related to the development goals and economic interests of the enterprise through the guidance and penetration of corporate culture to reflect corporate values. Codes of conduct and norms guide employees' behavior in a direction that is conducive to the realization of corporate goals, provide a source of motivation for the development of the company in market competition, and ultimately improve the economic benefits of the company and enhance the strength of the company; the development and growth of the company also It can encourage employees to have a sense of pride and centripetal force, thereby restraining their words and deeds, consciously abiding by the company's rules and regulations, maintaining the company's image, and actively participating in the construction of corporate culture. However, at present, the leaders of our country's enterprises often mishandle the relationship between cultural construction and the economic benefits of the enterprise. Some enterprises build culture for the sake of building culture, but do not pay attention to economic benefits or the actual connection between economic benefits and cultural construction. In the end, the "two skins" of cultural construction and economic benefits are formed, and the fundamental significance of cultural construction is lost. Benefits are closely linked. The formation of excellent corporate culture interacts with the development and growth of enterprises and the improvement of economic benefits. Corporate culture construction

　3. Similarity in corporate culture construction

Many companies also attach importance to the construction of corporate culture, but many of them blindly imitate and copy them in full instead of eliminating and digesting through selection. In other ways, we can absorb advanced foreign cultures to achieve organic integration and cultivate the cultural characteristics of our own enterprises. Corporate culture construction generally lacks individuality or even similarity, which is a characteristic of the current cultural construction of small and medium-sized enterprises in my country.

4. Huawei's corporate culture

To survive and develop, companies must seek a more scientific, systematic, and complete management system. Corporate culture provides the necessary corporate organizational structure and management mechanism. If contemporary enterprises want to maintain stable and sustainable development, they must develop a corporate culture with their own characteristics. The construction of corporate culture plays an equally important role as corporate development strategy and corporate management. "Human beings are great because of their dreams, and enterprises are prosperous because of culture." An enterprise without culture is an enterprise without a mind and soul, and successful enterprises all highlight the cultural management of the enterprise.

Huawei has been building its corporate culture for eleven years. As it grows, it continues to keep pace with the times and integrate with the market environment in real time. Its continuous development has formed an enterprise based on the core values ??of "customer-centered, striver-oriented, long-term hard work" and "wolf culture", "mattress culture", "military culture" and "quality culture" culture.

Corporate culture generally consists of four parts: corporate philosophy culture, corporate system culture, corporate behavioral culture, and corporate material culture.

　(1)Huawei’s philosophy and culture

Corporate philosophy and culture refer to the cultural concepts and spiritual achievements formed by the enterprise in the long-term production and operation process. It is a deep-seated culture. Phenomenon, it is at the core position in the entire corporate culture system. Corporate philosophy and culture usually include corporate mission, corporate vision, corporate values, corporate ethics, corporate style, etc., and are the sum of corporate ideology.

Vision: Enriching people’s communication and lives. Mission: Focus on the challenges and pressures that customers are concerned about, provide competitive communications and information solutions and services, and continue to create maximum value for customers.

Core values: Customer success, hard work, self-criticism, openness and enterprising, sincerity and trustworthiness, teamwork.

Value proposition: In order to adapt to the revolutionary changes taking place in the information industry, Huawei continues to innovate around customer needs and technological leadership, and collaborates openly with industry partners to focus on building a future-oriented "intelligent information pipeline" and continue to Create value for customers and society as a whole. Based on these value propositions, Huawei is committed to enriching people's communication and lives and improving work efficiency. At the same time, we strive to become the first choice and best partner for telecom operators and enterprise customers, and become a brand loved by consumers.

　(2)Huawei's institutional culture

Corporate institutional culture is an external manifestation of the company's leadership system, organizational form, and business management form that is recognized and consciously followed by the majority of employees of the company. Culture is a normative culture that restricts the behavior of enterprises and employees. It is the backbone and bridge of corporate culture, organically combining the material culture and conceptual culture in corporate culture into a whole.

Corporate system culture generally includes corporate leadership system, corporate organizational structure, corporate operating system, corporate management system and some other special systems.

Corporate governance structure: The company adheres to the core values ??of customer-centered and striver-oriented, and continues to improve the corporate governance structure, organization, processes and assessments, so that the company can achieve long-term effective growth.

The "Huawei Company Basic Law" is expressed in written form and constrained in an institutional form to concretely reflect the core competitiveness. Its significance is to truly transform high-level thinking into something that everyone can see and touch, so that each other can reach mutual consciousness. This is a process of making power intelligent.

Due to the variability of technology and the volatility of the market, a CEO rotation system has been adopted since October 1, 2011. The rotating CEO is rotated by three vice chairman of the board, with a rotation period of 6 months. , cycle in turn. Because they are harmonious but different, they can control the company to continuously and quickly adapt to changes in the environment; their decisions are made collectively, which also avoids the rigidity of the company caused by excessive personal paranoia; at the same time, it can avoid the uncertainty of company operations caused by unexpected risks. sex.

(3)Huawei’s behavioral culture

Corporate behavioral culture refers to the activity culture generated by corporate employees in production, operation, learning and entertainment. It includes cultural phenomena generated in business operations, education and publicity, interpersonal activities, entertainment and sports and other activities. It is a dynamic reflection of the company's business style, mental outlook, and interpersonal relationships, and is also a reflection of the company's philosophy. From the perspective of personnel structure, corporate behavior also includes the behavior of entrepreneurs, the behavior of corporate model figures, the behavior of corporate employees, etc.

In the early days of Huawei, behavioral cultures such as "mattress culture", "wolf culture", "slogan culture" and "mass movements" were the cornerstones of Huawei's promotion of productivity; as a soldier, Ren Zhengfei The strong military overtones and personal emphasis on struggle have deeply influenced Huawei. Huawei's new slogan in 2012:

Huawei's long-lasting brand promise: enrich people's communication and life, and improve work efficiency.

Huawei’s brand characteristics: customer-centric, enterprising, innovative, global, open and cooperative, and trustworthy.

As a responsible global company, Huawei actively ensures that its business operations comply with the requirements of applicable international conventions. At the same time, Huawei has incorporated the agreement requirements it follows into its CSR strategy and related activities. In 2011, Huawei further improved its CSR strategy in accordance with the ISO26000 Social Responsibility Guidelines. Huawei integrates CSR strategy into the company's strategy during its operations and further determines its development direction to achieve systematic management.

(4) Huawei’s material culture

Corporate material culture refers to the surface culture of the corporate culture system. It is a culture composed of products created by corporate employees and various material facilities. Phenomenon.

It mainly includes the name and logo of the company; the appearance, architectural style, and office environment of the company; the characteristics, style, appearance, and packaging of the products; the characteristics of technical and process equipment, corporate flags, songs, clothing, and mascots; the cultural, sports, and living facilities of the company; Styling and monumental buildings; corporate cultural communication network, etc.

Huawei *** has five official newspapers and periodicals: "WinWin", "Huawei Technologies", "Huawei Services", "Huawei People", and "ICT New Horizons", which are corporate communication and culture A solid bridge to build.

Huawei is committed to helping customers build a more efficient and integrated information logistics system to achieve comprehensive interconnection between people and people, people and things, and things and things, and promote people to communicate and share freely and exchange ideas. By closely connecting people, ideas and things, we continue to inject power into dreams, inspire sparks of innovation, promote the continuous evolution of technology, industry and human interaction, and create a better world.

The four levels above corporate culture are closely related. Material culture is the external expression and carrier of corporate culture, and is the material basis of behavioral culture, institutional culture and conceptual culture; institutional culture is the carrier of conceptual culture, which in turn regulates behavioral culture; conceptual culture forms behavioral culture and institutional culture The ideological foundation is also the core and soul of corporate culture.

5. The Importance of Huawei's Corporate Culture Management

(1) Corporate culture is the theme of company management

As said before, "A superior company relies on culture", and excellent corporate culture will promote The development of enterprises will, in turn, reduce the organizational functions of enterprises. The formation of corporate culture is a gradual process. Once it is formed, it is mastered by all employees. It has a certain degree of stability and does not change immediately due to changes in corporate products, organizational systems and business strategies. In enterprises, new strategies often require the cooperation and coordination of the original culture. Due to the lag in the original cultural change in the organization, it is often difficult to respond immediately to the strategy. Therefore, corporate culture can be both a driving force and a resistance to implementing strategies.

(2) Excellent corporate culture can rationally use resources

Only in companies that value corporate culture management can employees give full play to their talents, continuously achieve and Excellent conditions for self-improvement. Psychological research shows that the more people can understand the meaning of behavior, the more obvious the social significance of behavior will be, and the motivation for behavior will be generated. The process of advocating corporate philosophy is exactly the process of helping employees understand the meaning of work, establish motivation for work, and thereby mobilize enthusiasm for work. Therefore, an excellent corporate culture can fully tap the potential of intellectual resources. To move towards the era of knowledge economy, it is imperative for enterprises to implement cultural strategies.

Huawei pointed out in its Basic Law that resources will be exhausted, and only culture will continue to thrive. All products are created by human wisdom. Huawei has no natural resources to rely on. It can only dig out big oil fields, big forests, and big coal mines in people's minds. Spirit can be transformed into matter. We adhere to the policy of promoting material civilization with spiritual civilization.

(3) The intensification of market globalization makes corporate culture management more important

With the establishment and expansion of cross-regional, cross-industry, and cross-ownership enterprise groups, there are actually There are varying degrees of cross-cultural management issues that need to be resolved; there is also the large-scale expansion of enterprises through mergers, alliances, reorganizations, etc. The integration of heterogeneous cultures of different enterprises will also be included in the construction of corporate culture as a cultural bond issue. schedule.

This is especially true for Huawei, whose foreign sales revenue accounts for two-thirds of its total sales revenue. Chinese companies that advocate Confucian culture must be somewhat different from the European and American cultures of freedom, independence, and individuality. Research at Huawei University , learning, constantly looking for the authenticity of international business management, overcoming difficulties, and establishing a complete cultural integration system.

(4) Corporate culture supports corporate strategic management

Corporate culture guides corporate strategic choices.

Corporate culture represents the values ??and behaviors shared by organizational members. Corporate mission is one of the core concepts of corporate culture. Corporate mission provides the basic basis for corporate strategic choices.

Corporate culture is an important means for the implementation of corporate strategy. After a company formulates a strategy, it needs all members to actively and effectively implement it. Corporate culture is an important means to stimulate the enthusiasm of group members and unify the will of group members. Corporate culture provides behavioral guidance for strategy implementation and has unique motivating and constraining functions.

Corporate culture must conform to the requirements of the corporate development strategy, and must be mutually adaptable and coordinated with the corporate strategy. Corporate culture management is inseparable from corporate development strategy. For companies that have not yet carried out development strategic planning, one of the first tasks of corporate culture management is to outline the outline of the corporate development strategy, or formulate the corporate development strategy, and Take this as the basic basis for cultural management.

Six. Summary

An enterprise without culture is an enterprise without a mind and soul, and successful enterprises all highlight the cultural management of the enterprise. Corporate culture is the key to the survival and development of an enterprise, and its role is much higher than technical or economic resources, organizational structure and other factors. As a successful company, Huawei's cultural construction is worth learning from other companies, but there are also areas for improvement. Enterprises should adapt to local conditions and build their own unique corporate culture system according to their own circumstances, so as to promote their own enterprise development.