Analysis on the factors of Huawei's success

Why is Huawei so successful? What are his success factors? The following are the factors that I shared for Huawei's success. Let's have a look with me.

factors of Huawei's success

1. Hard work

We don't have any scarce resources to rely on, and only hard work can win the respect and trust of customers. Struggle is embodied in any small activity that creates value for customers, and the efforts made to enrich and improve oneself in the preparation process of labor. We insist on putting strugglers first, so that strugglers can get reasonable returns.

I thought that Huawei's culture and spirit had gradually merged into my heart, but it was all superficial, or even an illusion. During the break, a colleague said to me: Jimmy, I feel that I always agree with Huawei's hard-working culture. I don't know what's wrong with it. Hard work is the driving force for continuous progress and development? .

if you think about it carefully, this is the essence of what the company calls hard struggle. Hard work is a bit of daily work, and I am still far from this core value. Hard work means constantly demanding self-improvement, pursuing Excellence and meeting challenges. Satisfied with the present comfort zone, that is, day by day, in fact, the significance of work is not only here. Want to get, but don't want to pay, this is the thinking of many people today.

The leaders around us are all people who are passionate about pursuing Excellence. To get promotion means arduous efforts, which means taking up spare time, which means constant thinking and summing up, which requires the spirit of arduous struggle. If you pay yourself, you will get it, and the company will benefit. This is a win-win situation.

This is more of an inner self-challenge, and the most difficult thing for people to overcome is themselves, which is a kind of spiritual hardship.

2. Self-criticism

The purpose of self-criticism is continuous progress and improvement, not self-denial. Only by insisting on self-criticism, can we listen, sublate and continue to surpass, can we respect and cooperate with others more easily, and realize the common development of customers, companies, teams and individuals.

a colleague shared: It is a major turn for me to be a supervisor from the office to the front line. Every night, I will constantly reflect on my behavior today, what I did not do well enough, and how to improve it later. This is a typical self-critical action. People don't like to be criticized. When others say that you are not good, they will feel more or less uncomfortable. As soon as possible, they are wrong. But self-criticism is different, which is an inherent requirement. With the premise of hard work and constant self-criticism behavior, I think the progress in the company will be rapid. When I first became a supervisor in 28, why couldn't I do it myself? I really have no consciousness at all. The gap between people is that they can constantly deny themselves, constantly improve and forge ahead. This is also a very important reason why Huawei can constantly surpass its competitors.

3. Achieving customers

Serving customers is the only reason for Huawei's existence, and customer demand is the driving force for Huawei's development. We insist on taking customers as the center, respond to customers' needs quickly, and continue to create long-term value for customers so as to achieve customers. Providing effective service to customers is the direction of our work and the yardstick of value evaluation. Achieving customers means achieving ourselves.

when you see the first sentence, many people will say that Huawei's proposal is very empty and big: Serving customers is the only reason Huawei exists? . In Huawei, achieving customers is a natural behavior of employees and is integrated into the work. In the work, more attention will be paid to the long-term value, and short-sighted and short-term interest-seeking behavior must be against the principle. Many companies put customers first and customers are God as slogans on the wall, and they just hang them on the wall. In the company, whether it is the front-line market department, the back-end R&D, the supply chain, or even the finance and HR of the supporting departments, they will take the achievement of customers as a yardstick to guide their own work and create corresponding value.

Introduction to Huawei:

Huawei Technologies Co., Ltd. is a private communication technology company that produces and sells communication equipment. Its products mainly involve switching networks, transmission networks, wireless and wired fixed access networks, data communication networks and wireless terminal products in communication networks, and provide hardware equipment, software, services and solutions for communication operators and professional network owners all over the world.

on October 9, 214, Interbrand released it in new york? Best global brand? In the ranking, Huawei appeared in the list with a score of 94th, which is the first enterprise company in Chinese mainland to enter the Interbrand top1 list.

In March p>215, Huawei announced its cooperation with Baidu Map; On July 25th, Huawei laid 4,km optical cable in Guinea to develop high-speed Internet service.

in January p>216, Huawei and swarovski cooperated to launch women's smart watches; On January 21st, Huawei and Youku Tudou were launched together? 4K joint lab? In the same month, Huawei announced that it would cooperate with TDC, a local Danish operator. On March 17, 216, Huawei Technologies Co., Ltd. announced that Messi became the global brand ambassador of Huawei.

on April 1, 216, Huawei released its annual report for 215, and its net profit reached 36.9 billion yuan.

Top Ten Secrets of Huawei's Success

1 Only customers are God

The boss once told employees very simply: The only person in the world who gives money to Huawei is the customer. If we don't serve customers, who else can we serve? Customers are the only reason for our survival! ?

2 strategic cooperation, united front

Huawei's strategic cooperation is to establish a united front with customers first, which has to start with Huawei's first joint venture company, that is, Huawei Electric

3, which was later sold to Emerson, an American network energy company, clearly identified the enemy and killed the opponent

Huawei and its domestic competitors, because there are too many identical or similar things and there is not enough complementarity, therefore, In the domestic and foreign markets, we can only adopt a tit-for-tat ban policy.

4 Pay equal attention to both kindness and prestige, with clear rewards and punishments. < P > Huawei is not only one of the companies with the highest employees' income in China, but also has well-paid bonuses and other incentives. For employees who make mistakes, the company's punishment is much more severe. : written pledge to fulfill a military order, assessment system, reward for merit,? Real money? The punishment system.

5 ? Iron camp, flowing soldiers? Management VS means

When you walk into today's Huawei, you will encounter all kinds of business processes, which are dazzling and even unfathomable. These processes took more than two years for Huawei to hire more than 2 senior consulting experts from IBM, and were tailored by Huawei according to the operating experience of IBM and Huawei's own industry characteristics. Almost all departments and backbones participated in this huge process reengineering project. These processes mainly include? Integrate product R&D management process? And? Integrate the supply chain management process?

6 with the government? Then far away, far and near?

7 The way to choose people is to attach importance to morality.

Huawei believes that the development and growth of a company need a large number of competent managers. There are three criteria to measure whether a cadre is excellent: first, whether he has professionalism and is serious about his work; second, whether he has dedication and does not care about everything; third, whether he has a strong sense of responsibility and mission and can shoulder the heavy burden of enterprise development.

from different companies? How to use people? Although they seem to have their own merits, they have similarities in essence, that is, they focus on the assessment of candidates' virtues. In this regard, Kōnosuke Matsushita, a Japanese business management master, once said: Only talents with virtue can be used without exception, cultivated without virtue, restricted without virtue and talents, and resolutely not used without virtue and talents? Most enterprises pursue it? People value their virtue? In principle, Huawei is no exception.

8 ostentation and extravagance is like royalty, and frugality is like housekeeping.

Huawei's boss thinks that the place to spend money should be lavish, such as a world-class headquarters base and luxurious reception. However, the frugal place should be very frugal, not only requiring employees to save costs, but also the boss and his family.

9 ? If you win, you will raise a glass to celebrate, and if you win, you will save your life. With? Wolf?

1 Corporate Culture of Military Camp Campus

Huawei's boss used to be an officer, and his long-term military career helped him to do business in the sea in the future. Some people say that he built Huawei's team by forging the army, and naturally he has super fighting capacity. He formulated his strategy with Mao Zedong's military thought, and naturally he is invincible in the business world. In Huawei, the boss is the commander-in-chief of the three armed forces, and the supervisors and employees are well-trained soldiers. Therefore, Huawei's boss is not so much an entrepreneur as a strategist and strategist. According to this statement, Huawei is more like a military camp. The strategy is to create a market system. Changing the official position? It is the prototype of the process theory.

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