Many companies want to learn from Huawei's corporate culture. Why do they all end in failure?

Because this kind of company has the wrong footing. They don't really want to learn Huawei's culture, they just use learning Huawei's management methods and culture as a banner to squeeze the value of employees to the greatest extent.

What this kind of company likes most is Huawei’s wolf spirit. Of course, their reasons are also very high-end, and they want to create a wolf culture implementation team like Huawei. From the perspective of management methods, there is nothing wrong with the execution ability of wolf culture. However, this kind of company ignores the culture and soil of the wolf culture's ability to execute, and distorts the wolf culture through one-sided generalizations.

Where does Huawei’s wolf culture come from? The first is the waiter. Ren Zhengfei of Huawei has said that Huawei is a typical three-high company: high service, high work pressure, and high efficiency. The prerequisite for high work pressure and service is service. Why are Huawei employees working so hard? There is no doubt that high wages are a key factor. As Huawei's Ren Zhengfei said: "As long as money is given in time, not only talents can become talents."

Looking back at many companies, they just want to learn from Huawei's strong implementation and High efficiency and blindly following the trend in pursuit of perfection are definitely implemented, but it does not provide employees with attractive salaries like Huawei. It is obviously unrealistic to let employees earn a salary that is enough to buy carrots and vegetables, but think about them all day long and work hard like wolves. Therefore, without effective salary guarantee, the implementation of wolf culture is empty talk, and the result is that outstanding talents will change jobs.

There is also a reason. This kind of company can learn from Huawei, but a few bosses can have the mind of Ren Zhengfei of Huawei. In a company as big as Huawei, Ren Zhengfei only owns 1% of the shares, and the vast majority of the shares are distributed to employees. Huawei has more than 180,000 employees, and more than 80,000 employees own internal equity. It is a well-deserved company with all employees holding shares. These key employees not only receive a monthly salary, but also receive dividends at the end of the year, and the dividends may even be higher than their salaries. In this way, employees are not working for Huawei or Ren Zhengfei to make money, but working for themselves!

Huawei's corporate culture is not just a slogan or two, several rules and regulations, and several training sessions. It is a combination of a series of material distribution and spiritual encouragement. The crystallization of Huawei's Ren Zhengfei's decades of management methods and concepts is the accumulation of Huawei's decades of struggle. This kind of culture and art is not only related to the quality of employees, but also related to the layout of company managers. Without the spiritual essence of Nirvana, it cannot be learned