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Factors for Huawei’s success

Why is Huawei so successful? What are its success factors? The following are the success factors of Huawei that I shared. Come and take a look with me.

1. Hard work

We do not have any scarce resources to rely on. Only hard work can win the respect and trust of customers. Struggle is reflected in any small activities that create value for customers, as well as the efforts made to enrich and improve oneself in the preparation process of labor. We insist on putting the strivers first and ensure that the strivers receive reasonable rewards.

I thought that Huawei’s culture and spirit had gradually integrated into my heart, but that was all superficial, and maybe even an illusion. During the break, a colleague said to me: "Jimmy, I feel that I have always agreed with Huawei's hard work culture. I don't know what's wrong with this." Hard work is the driving force for continuous progress and development.

If you think about it carefully, this is actually the essence of what the company calls hard work. Hard work is something that is integrated into daily work. I am still far from this core value. Hard work means constantly requiring oneself to make progress, pursuing excellence, and meeting challenges one after another. Being satisfied with the current comfort zone, that is, just living like this day by day, in fact, the meaning of work is not only this. Wanting to get but not wanting to pay is the way of thinking of many people today.

The leaders around me are all passionate people who pursue excellence. To be promoted means hard work, spare time, and constant thinking and summarizing. This all requires the spirit of hard work. If you pay for it, you will definitely get it, and the company will also benefit. This is a win-win situation.

This is more of an inner self-challenge. The most difficult thing for people to defeat is themselves. This is a spiritual hardship.

2. Self-criticism

The purpose of self-criticism is continuous progress and improvement, not self-denial. Only by persisting in self-criticism can we listen, abandon and continuously transcend, and can we more easily respect and cooperate with others and achieve the common development of customers, companies, teams and individuals.

A colleague shared: It was a major transition for me to go from being an agency to being a front-line supervisor. Every night I would constantly reflect on my actions today, which ones were not good enough, and how to improve them in the future? This is Typical self-critical action. People don't like to be criticized. When others say something bad about you, you will feel more or less uncomfortable, as if you are wrong yourself. But self-criticism is different. It is an inherent requirement. With the premise of hard work and constant self-criticism, I think my progress in the company will be rapid. I remember when I first became a supervisor in 2008, why couldn’t I do this? I really didn’t realize it at all. The difference between people lies in their ability to constantly deny themselves, continue to improve and move forward courageously. This is also a very important reason why Huawei can continue to surpass its competitors.

3. Customer success

Serving customers is the only reason for Huawei’s existence, and customer needs are the driving force for Huawei’s development. We insist on being customer-centric, respond quickly to customer needs, continue to create long-term value for customers and achieve customer success. Providing effective services to customers is the direction of our work and the yardstick for value evaluation. Success for our customers is our success.

When seeing the first sentence, many people will say that Huawei’s statement is very hypocritical: “Serving customers is the only reason for Huawei’s existence.” At Huawei, achieving customer success is a natural behavior of employees and is integrated into every aspect of their work. At work, more consideration will be given to mid- and long-term values. Short-sighted and pursuit of short-term interests must be against principles. Many companies put customers first and customers are God as slogans hanging on the wall, and they just hang them on the wall. In the company, whether it is the front-line marketing department, back-end R&D, supply chain, or even the finance and HR of the supporting department, they will use customer success as a criterion to guide their work and create corresponding value.

Introduction to Huawei:

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

On October 9, 2014, in the "Best Global Brands" ranking released by Interbrand in New York, Huawei appeared on the list with a ranking of 94. This is the first time from mainland China to enter Interbrand. Enterprise companies on the top 100 list.

In March 2015, Huawei announced its cooperation with Baidu Maps; on July 25, Huawei laid 4,000 kilometers of optical cables in Guinea to develop high-speed Internet services.

In January 2016, Huawei cooperated with Swarovski to launch a women's smart watch; on January 21, Huawei and Youku Tudou*** jointly launched the "4K Joint Laboratory". In the same month, Huawei announced that it would cooperate with Denmark Cooperate with local operator TDC. On March 17, 2016, Huawei Technologies Co., Ltd. announced that Messi would become Huawei’s global brand ambassador.

On April 1, 2016, Huawei released its 2015 annual report. The company’s net profit reached 36.9 billion yuan.

The top ten secrets of Huawei’s success

1 Only customers are God

The boss once warned his employees very simply: The only one in the world who gives money to Huawei is Only customers. 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 starts with Customers have to establish a united front, which has to start with Huawei's first joint venture, which was later sold to the American network energy company Emerson

3 Make clear the enemy and kill the opponent

Because there are too many identical or similar things between Huawei and its domestic competitors, there is not enough complementarity. Therefore, we can only adopt tit-for-tat blocking policies against them in domestic and foreign markets

< p>　4 Emphasis on both kindness and power, clear rewards and punishments

Huawei is not only one of the companies with the highest employee income in China, but also provides bonuses and other incentives. For employees who make mistakes, the company's punishments are Much harsher. : Military orders, assessment system, rewards based on merit, and punishment system of "real money and silver".

5 ?Iron-made camps, flowing soldiers, management VS means

When you walk into Huawei today, you will encounter a variety of business processes, which are dazzling. These processes are even unpredictable. Huawei spent more than 200 million Hong Kong dollars to hire more than 200 senior consulting experts from IBM in the United States. It took more than two years to conduct these processes based on IBM's operational experience and Huawei's own industry characteristics. Tailor-made, almost all departments and backbones participated in this huge process reengineering project. These processes mainly include "integrated product development management process" and "integrated supply chain management process"

6 and the government ? Then go far, and far away?

7 The way to employ people is to put morality first

Huawei believes that the development and growth of the company requires a large number of competent managers. To measure a There are three criteria for whether a cadre is excellent: first, whether they have professionalism and are serious and responsible for their work; second, whether they have a spirit of dedication and not care about everything; third, whether they have a strong sense of responsibility and mission, and can shoulder the heavy burden of enterprise development.

Although the "employment methods" of different companies seem to have their own merits, they are actually similar in nature, that is, they focus on the assessment of candidates' moral character. In this regard, Japanese business management master Konosuke Matsushita once said: ?Those with virtue and talent will be used out of the norm, those with virtue and talent will be cultivated and used, those without virtue and talent will be restricted in their use, and those without virtue and talent will be resolutely not used? Most companies adhere to the principle of "employing people for their ethics", and Huawei is no exception.

8. Pomp like royalty, frugality like housekeeping

Huawei’s boss believes that spending money should be spent generously, such as a world-class headquarters base and luxurious receptions: but it’s time to be frugal. The local government must be very frugal, not only requiring employees to save costs, but also the boss and his family members.

9 ? If you win, you will toast to celebrate, if you win, you will fight to the death to save each other? And? wolf nature?

10 The corporate culture of the military camp home campus

Huawei boss He was an army officer, and his long military career helped him a lot when he went into business in the future. Some people say that he used the method of forging the army to build Huawei's team, which naturally has super combat effectiveness. He used Mao Zedong's military thought to formulate strategies, and naturally In the business world, the boss is invincible and invincible. At Huawei, the boss is the commander-in-chief of the three armies, and the supervisors and employees are well-trained soldiers. Therefore, the boss of Huawei is not so much an entrepreneur as a strategist and strategist. According to this statement, Huawei is more like a military camp. The base strategy is a well-known idea of ????creating a market system, and the "replacement of officials and defense" is the prototype of the process theory.