What are the three sentences that influence values?

At present, Huawei’s core values ??are just three sentences: “Customer-centered, striver-oriented, and long-term hard work.” The reason why we say “current” is that the company’s core values ??are accompanied by With business practice, it is constantly evolving.

So simple, so simple, so common sense, so concise.

Since Huawei proposed the above-mentioned core values ??in January 2010, it has attracted widespread attention from domestic and foreign companies. I have seen many companies take off the "people-oriented" slogan on the wall and directly replace it with Huawei's core values, shock therapy, and rapid transplantation. I don't know if there is any rejection reaction.

For many companies that vow to learn from Huawei, have you really rigidly understood Huawei’s core values? If you cannot accurately grasp the essence of Huawei's core values, it will be difficult to learn from Huawei.

The following is an attempt to interpret Huawei’s core values ??and its internal logic.

1. Customer-centric

Why should we be "customer-centric"?

The reason is simple. Management, for any organization, is the maximization of the organization's purpose. In other words, the purpose of business is to make money, which is determined by the utilitarian nature of the enterprise. An enterprise that cannot make money is an alienated enterprise because it violates the essential characteristics of the enterprise. The benefits of an enterprise do not come from within the enterprise. Before the enterprise's products and services enter the market, they only have theoretical benefits. Only through the market can the company realize the thrilling jump from product to commodity and be recognized by customers. Only then can enterprises achieve benefits. Customers are the basis for the survival of an enterprise, and serving customers is the only value and reason for the existence of an enterprise, because it is the source of enterprise benefits. If it is not customer-oriented and cannot continuously create value for customers, the enterprise can only be a redundant existence, and it will eventually lose the value and reason for its existence.

How to achieve "customer-centricity"?

Of course, it requires the value recognition of corporate employees to constrain their respective values ??and form a unified core value system. It is not easy to turn values ??into core values. It is even more difficult to change core values ??from "views" to "words" and "actions".

In an enterprise, there are many centers that can be "centered on", for example, customer-centered, leader-centered, employee-centered, shareholder-centered, individual-centered, department-centered Center, etc. Different centers will inevitably cause the company's core values ??to lose their core.

In enterprises, there are many value orientations, which form different responsibilities, for which enterprises need to be responsible, for example, responsible for customers, responsible for employees, responsible for shareholders, responsible for society, and responsible for society. Responsible for stakeholders, responsible for the government, responsible for the motherland, responsible for the future, etc. The existence of multiple responsible entities and responsibility orientations will inevitably plunge corporate core values ??into confusion.

In enterprises, there are multiple satisfaction levels, which require enterprises to grasp the measurement standards of core values, such as customer satisfaction, leadership satisfaction, employee satisfaction, shareholder satisfaction, and stakeholder satisfaction. Satisfaction, etc., value measurement standards distort the behavior of organizations and employees.

It is these various contradictions and conflicts that have led to a dilemma in corporate culture: companies have multiple values, and various values ??conflict, contradict, converge and integrate, but no core values ??have been formed. Borrowing from the beginning of the "Communist Manifesto" to describe, corporate culture is like a ghost floating over the company.