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Huawei dynamics Just recently, Huawei relevant sources, Huawei plans 2009 launch of the first half with Google Android open platform and the Nokia Symbian OS smartphone. ? Some critics say this is a meaningful change. Input on the smart phone is no alternative, or see new opportunities? And how involved in the field of smart phone competition to end? At least there is one thing we can guess that Huawei has been in use in the &quot;cheap&quot; strategy. ? 20 years, Huawei has been in people&#39;s eyes, stirred the hearts of layers of ripples, there is excitement, there are sad, or have complex emotions he. 30 years of reform and opening up in China&#39;s vast oceans, large and small groups of up technology companies, has collapsed - except for Huawei, stable growth, hurricane advance, sales more than 100 billion yuan, and less real growth for China Some large-scale international enterprise. ? Huawei Why? ? It seems clear that with a few pages, &quot;Huawei what basis&quot; the evidence is not a smart approach, but we are willing to try to &quot;claim by the word Ji&quot; Find something useful bit in the future. ? ? ? Internal dilation ? Keywords: Huawei Basic Law, IPD, wolf culture ? Basic, IPD-&quot;to cure the cycle of ideological and down to form a dynamic mechanism&quot; ? ? February 2008, Huawei to do for their own management consulting for IBM for 10 years consultants are off. ? ? As the long-term close alongside, the farewell scene, Huawei, a vice president with tears. While IBM, this is a business consulting project, but Huawei is concerned, it means reborn. Huawei, this transformation began in 1998, when China&#39;s state-owned enterprise reform measures into the deep water areas, including trade unions congress, the contract system, factory manager responsibility system and a series of reforms have largely failed, Huawei must seek a global perspective for their own path of development management. For Huawei, the large-scale distribution of human resources in R &amp; D and marketing side, managers relatively small proportion, if not achieve the demand from customers to research and development, back-end customer management, business only with the size of expansion and collapse. ? ? In fact, from 1995 began, Huawei made from two directions on the management of the exploration. Internally, Huawei started to sum up historical experience, the wisdom of statements as &quot;Huawei Basic Law&quot;; external, Huawei started to IBM for the benchmarking to learn. Starting this year, Huawei and its history, the two companions embark on a completely different way. ? ? Since 1995, the Preparatory &quot;Basic Law&quot; to the finished manuscript went through 3 years, which three years, Huawei has experienced more than 800 people from 1995 to 1998, nearly two million high-speed development. Former &quot;Huawei Basic Law,&quot; the drafting team leader of the Chinese People&#39;s University professor Peng Jianfeng that the &quot;Basic Law&quot; at least for the Huawei brand value increased by 1 billion yuan. &quot;Basic Law&quot; is about the real thinking will be transformed into high-level we can see and feel things, to achieve a consensus among themselves, this is a power of intelligent process. ? ? In 1998, Huawei between strategic management and project management of contradictions. More importantly, Huawei developed a considerable portion of the products is extremely large and complex product system, to manage and coordinate such a large development team to ensure the 10 million lines of code does not go wrong, not only superhuman wisdom and a kind of effective management strategies. Similar problems also appear in the Big Blue IBM him. 90 early 20th century, Gerstner surgeon to technology but lack the organization of writing powerful, IBM entered IPD (IntegratedProductDevelopment, integrated product development) and management culture, IBM embarked on a successful push technology to the market transformation from a commercial path, so that enterprises all aspects of an organic whole. This is IBM&#39;s core idea in the management - &quot;the first thing to do for.&quot; ? Early 1999 by IBM as a Consultant IPD design change was officially launched in Huawei. IPD is on product development (from product concept generation to product launch of a whole process of concept and method, which stresses the market and customer demand as the driving force of product development, product design on construction product quality, cost, manufacturability and can service, and other areas. ? More importantly, IPD product development as an investment to manage. Every stage of product development, all from a business perspective rather than from the perspective of technology assessment to ensure the realization of product returns, or to minimize the losses caused by failed investments. Experience in learning the basis of a variety of advanced, Ren Zhengfei formed the idea of a balanced management. ? Wolf Culture - &quot;Enterprise Development is to develop a group of wolves&quot; ? &quot;Wolf&quot; culture, was once a sign of Huawei&#39;s culture and promote Huawei conquering a city in the market. It makes Huawei spent 20 years, from the assets from the just 20,000 yuan a small company to a revenue of 12.56 billion U.S. dollars of international enterprise. In the international market, it is the world&#39;s largest communications equipment makers are killing the same stage. ? Huawei fierce. ? Ren Zhengfei has summarized the three major characteristics over wolf: one keen sense of smell; Second, indomitable, selfless spirit attack; third group struggle. For businesses, is acutely aware of opponents to the movement and changes in the market, can seize the advantage of the initiative. Internal management, &quot;wolf culture&quot; for Huawei has a number of high-quality, hard-working, low-cost foreign counterparts to do more than develop talent. This is reflected in Huawei began in 1994 and high-paid talent monopoly employing the principle of high efficiency. Turning to the topic of people, I fear, Huawei Controversial &quot;pain point.&quot; Early years, the Huawei million jobs nationwide shock. At that time, Huawei has recruited hundreds of year, thousands of students, and even a move into 5000. Some have criticized Zhengfei waste of manpower, which, either do not think: &quot;In society, including some world famous companies, said that Huawei waste too much, but we believe that it is &#39;waste&#39; created Huawei. Of course, we no longer follow the same road, and then &#39;waste&#39; under Go. &quot; ? Huawei nearly 40,000 R &amp; D personnel, 80% are software engineers. Telecommunications network equipment tremendous amount of software development. The last century, the development 10 000 90 program-controlled exchange, there are more than 80 million lines of code, now a high-end routers have tens of millions of lines of code. Code is a software engineer needs a byte (for a total of millions of bytes) into the knock on the computer. Therefore, the industry can also be referred to as mental (software labor)-intensive industries. R &amp; D costs have also become key to competition. R &amp; D engineers in China, the wages of a one-third to one quarter of Europe, while the legal working time is 1.5 times the European engineers, while the Chinese were hard, but also often work overtime. While over 80% of R &amp; D expenses is the cost of human resources, so put a dollar Huawei R &amp; D, European companies invested the equivalent of 10 dollars. ? In the eyes Ren Zhengfei, Huawei is the third high-enterprises, that is, high efficiency, high pressure, high wages. He firmly believes that high wages are the primary driving force. Year monopoly of talent in college, is one with a paid killer. As for the working pressure, the media, the public did have various versions, overtime culture, mattress culture, depression, suicide and many other phenomena, so-called wolf culture Huawei become increasingly criticized. ? &quot;China emphasizes moderation harmony, the number of wolf culture makes it difficult to accept. But for many Chinese companies, if not a little wolf, there would be no future. Chinese companies has been challenging his followers, and if there is no little courage, and execution , will be more passive. from the past decade to the next ten years, Wolf and culture is perhaps the mainstream culture of Chinese enterprises. &quot;tin en Beijing, President Jiang Ruxiang management consulting firm, said,&quot; Of course, the soft underbelly of cultural wolf - stress implementation and the courage to hurt the organization and system, which requires us to make a balance in the system. &quot; ? ? Market tough fight Keywords: ? Pressure tactics, price war, winter ? Birth is necessary to develop enterprise. Huawei set foot in the communications industry is a very competitive industry, either dead or live. Face strong competitors such as Lin&#39;s domestic and international market, Huawei young how to do? The size of a breakthrough for the international market Ren Zhengfei, the world-class enterprise is the goal of his life. ? Huawei has been on the international ideal of almost crazy. So on what basis Huawei occupy the overseas market, and in today&#39;s economic environment, bad situation, but also how the winter? ? ? Attacks on domestic opponents pressure tactics &quot;to more than rival the intensity and the allocation of resources, or does not do, focus on the great human, material and financial resources to achieve major breakthroughs.&quot; This is the principle of Huawei&#39;s pressure. Huawei C &amp; C08 machine developed behind main rival ZTE, dragon and Changhong telecommunications, but the second half of 1994, the 10,000-capacity machines C &amp; C08 machines, foreseen to other competitors. ? It opened with the established strategic distance competitors. This strategy of using the premise that against a stronger enemy, as the only telecom equipment giant, private enterprise, Huawei funds, personnel, policy support and other critical resources are at a disadvantage, only resource allocation within the enterprise to make a fuss, by the overall weak become the strong local, at a certain stage, one aspect of a leading opponent, dominate the market, their competitiveness. In their existing market, Huawei will also update and advance of technology, as a kind of attack and the means for new entrants. Through self-denial and self-elimination, forced industrial progress and improving access to those threshold. ? ? Price war swept the overseas market with the Asian version of &quot;The Wall Street Journal,&quot; the report said, Huawei is &quot;Cisco&#39;s biggest competitor in the Asian region, well below the price of similar products of Cisco.&quot; Cisco boss John Chambers once clearly said that in the next few years, Cisco will be only one competitor is Huawei. In fact, knowledge-intensive enterprises is bound to force international, this is the nature of the product. Their products are of high value-added knowledge products, one of the characteristics of this product is easy to copy, and large-scale copying costs will be greatly diluted. Can resolve the domestic market also the risk of instability. ? ? Price will always be a knowledge-intensive enterprise strength advantage, an ad for Huawei in the United States is &quot;the only difference is their price.&quot; In the international market, Huawei is still to be taken in the domestic market, &quot;encircling the cities from the countryside&quot; policy, from Asia, Africa, third world countries to start. In these countries, Huawei&#39;s rivals are not the cheap labor, is still their sales staff and their agents, which makes Huawei the &quot;Wolf&quot; on its head. A market in the Congo, said: &quot;Although this place arbitrary, but a good block, the arch will be able to arch out of gold to Yi Gong.&quot; Arch in a gold piece to the place, Ericsson, Nokia and other international brands are difficult to send sales personnel to, because of high subsidies for their products employees with nothing. Since 2005, Huawei&#39;s overseas sales began to exceed the domestic market. In 2005, Huawei&#39;s overseas revenues accounted for 58%, 65% in 2006, 2007, more than 70%, has been overseas for three consecutive years of income over the domestic market. ? Overseas sales accounted for a company over a third of worldwide sales, then it can be called an international company. From this point of evaluation, Huawei is a truly international company. ? ? &quot;But, if not quickly grasp the customer value, then the price advantage will lose.&quot; Thynne, general manager Jiang Ruxiang analysis that &quot;the industry&#39;s competitiveness in general should be two core capabilities: focus on customers, front-end for our clients the value of its powerful back-end execution. ? Front-end does not seem clear. Huawei to create value around the customer, are in favor of price benefits, that is, low commodity prices. Price to the customer benefits, we usually do not call it the core competitiveness. General will service, brand and other comprehensive capacity as core competitiveness. Therefore, the future of Huawei&#39;s multi-core competitiveness with the definition of a great relationship. If this level is not very clear, it means that strategic swing. If this is the price as competitive advantage, then the situation now facing even more severe. The point is, this so-called advantage is not sustainable. In the next 5-10 years, Huawei need to think about how in this industry to create unique value for customers, this value is not just technology, but is a collaborative industry development strategy of our customers. In fact, in your service for large customers, you need to know what big customers are thinking, the future trend is what the property industry, what is the future direction of industry, what Deng, so that you know how to Dazao products How to build executive teams. &quot; ? ? Winter, ready to enter in 2008, Huawei entered a new phase of development. 2007 annual report, Huawei revenue reached 12.56 billion U.S. dollars has been ranked as one of the top five suppliers of communications equipment. ? ? It is in such a time, Ren Zhengfei the third time that &quot;winter.&quot; This is indeed with the current economic environment is very dissonant, and, though the next economic downturn, we may be a good day for Huawei. Huawei is vigilant in peace time. Ren Zhengfei the first time from the &quot;winter&quot; Since 2000, Huawei&#39;s annual revenue rose from 15.2 billion yuan to 12.56 billion U.S. dollars. This sense of crisis Ren Zhengfei inseparable. ? ? In 2000, when Huawei&#39;s sales of 15.2 billion yuan, ranking the first time e-hundred, Ren Zhengfei was talking about the crisis: &quot;Huawei&#39;s winter,&quot; the article was released article for the business community in China, Huawei has established a new position, its importance crisis, the corporate culture beginning to have an expansionary influence. Published a large number of Web sites and enterprises are reproduced in this article, many entrepreneurs and MBA students as an important data intensive reading. During that winter, Lucent cut nearly half of the employees, Nortel cut two-thirds of the staff, market share has dropped significantly. By 2004, it is critical of China&#39;s macro-control, the large number of enterprises dismissed from their posts, but the IT industry is a &quot;warm winter&quot; to ease the impact of the Internet bubble in 2000, after a large number of domestic Internet companies towards the recovery of the Nasdaq The whole IT industry began to be optimistic. Ren Zhengfei this &quot;said the second winter,&quot; the judge that caused the winter because of industry oversupply, the information industry will face the winter. This is the essence of life and death struggle of quality, service and cost competitiveness. Huawei&#39;s measures is to actively expand the overseas market, growth in the domestic market can be down, but not less than the others. ? ? &quot;Despite the present economic downturn, telecommunications, or to develop, but the economy requires people to be considered in the price. Perhaps this time of winter, the spring is Huawei.&quot; Jiangru Xiang said, &quot;the next 4-5 years , Huawei is the time to improve the core competitiveness. in strategy, organization and system level to improve the upgrade to cope with the next round of economic recovery. &quot;Sweden Jonkoping university president, Thomas Anderson, Professor of Economics said,&quot; I think the world the economy will fall into a long period of slow growth in the &quot;winter&quot;, but this is an opportunity for China. China in the economic crisis hit by relatively small, it was a good opportunity to adjust the economic and industrial structure, stimulate consumption, stimulate domestic demand, and even took the opportunity to improve the energy system and the environment. but the government and enterprise management, practices and responsibilities need to be careful. &quot; ? ? Vigilant in peace time, Huawei and Ren Zhengfei is a model of Chinese enterprises and entrepreneurs. ? Founder of the pain Keywords: ? Strong, Xingqingzhongren, strategic mistakes ? Ren Zhengfei deliberately low-key life, under his leadership, together with Huawei, is cast with a layer of &quot;mysterious&quot; veil. A leader and his interesting relationship between enterprises, Chinese enterprises will become an important topic of historical research. In fact, a business leader&#39;s personal growth experience and in the process of character formation gene, values, and affect their company&#39;s management philosophy and corporate culture. Zhengfei experienced three years of natural disasters, the Cultural Revolution, had been a soldier, turned the industry, received deception, it seems misery and poverty is his first pot of gold. &quot;Ren Zhengfei is the home of the eldest son of China&#39;s Confucian culture, which contains a &#39;eldest son of culture&#39;, the eldest son of the family continue the node, and therefore ethical positions in society. As the eldest son, they have to deal with family crisis, bite the bullet to degrees difficulties; their spirit of sacrifice than the general population, while siblings enjoy great authority; most of them silent, but hair on fire to force of a thunderbolt; they sent up to the expectations of the people to blame, would show the great bitter and disappointed; they do not anger from the prestige, but for most people cherish tolerance; their feelings tough and fragile. &quot;(quote from&quot; Huawei truth &quot;The book has been published in Contemporary China). Zhengfei is not an introverted person familiar said, he was willing to speak words of chest Italy, for the Xingqingzhongren, he can do everything for the smallest customers, but not for the good of the media costs a little tongue. ? ? &quot;Huawei is Ren Zhengfei, Ren Zhengfei that Huawei.&quot; Huawei internal, Ren Zhengfei has such a huge influence, employees called the &quot;boss&quot; and the spirit of the idol. However, this is precisely where Huawei&#39;s worries, because the character of this enterprise is so like the character of its founder, and including the personality weaknesses. Ren Zhengfei need to reform their lives. ? ? Since 2000, Huawei began to increase strategic mistakes. In particular, the acceleration of the internationalization of Huawei, Ren Zhengfei even though some big and difficult to fully grasp the skills and the market environment changes. Perhaps the &quot;boss&quot; really old, the market forecast accuracy as before. Business is international business, business can not rely solely on individual heroism, leadership, individual leaders can only be deciding the past, but not deciding the future. How much a company can do, depending on the state and the pursuit of entrepreneurship, entrepreneurs depend on the capacity of self-innovation and beyond. &quot;In my opinion the first generation of entrepreneurs has been largely out of date. Who is the environment created by a person beyond a very difficult time. Huawei times longer to create, when need is the political vision of the entrepreneur. But This is a world-class 公司 未来 are harmful to the future of world-class companies to yes the market of entrepreneurs can not be politicians. and Xianzai&#39;s Huawei or TCL, succession issues Sihumianlin Zhe Tiao Zhan. &quot;Jiangruxiangshuo. ? ? Huawei&#39;s winter ? &quot;All employees are considered, if one day decline in sales, profit decline even bankruptcy, how do we do? ? ? Titanic is in the midst of cheers from the sea. And I believe that this day must will come. the face of such a future, how we deal, we are not thought about? blindly proud of our many employees, blindly optimistic, if enough people thought, maybe not happy. be prepared, if not alarmist ? ? with layoffs and pay cuts can not save the company, then how to do this? ? ? years, I think every day is the failure of successful blind, there is no sense of honor, pride, but a sense of crisis. This year we extensive discussion of the crisis to start to discuss what Huawei crisis: what crisis your department, your department have any crisis, the process of what point you have any crisis. can improve it? can increase the per capita benefits? If discussion clear, we may not die, we continue our lives. &quot; ? Huawei to pay attention to the winter ? &quot;We need to tell you the real difficulty, if we do not foresee the future any difficulty, we will be more serious predicaments ? ? winter is lovely, is not hateful. If we do not go through a winter, our team has been smug is very dangerous, Huawei must not proud. So, winter is not terrible. We are able to get the last degree, this year we may fall a little profit, but not a loss. Compared with the same industry companies, our profitability ability is relatively strong. we have to rectify, to meet future development. &quot; ? ? Winter normalization ? &quot;In the face of the current situation, facing competition, being the defenders of the international market order, not a destroyer. To strong learning, respect for their market leadership, a positive but competitive and orderly manner. We only in this competition than other companies as early as the cruelty of a little understanding, we survived. surpluses lead to strangulation war, just as twisted towel, this towel as long as the squeeze water, it shows there is room for competition, wring the towel enterprises over, only towel dry screw, towel continually, this is the best. Huawei has long maintained that the state can do? ? ? ah of course I have been pessimistic, I am worried, I feel bored ah. Huawei Companies with a slight to die, how wages ah? ? ? We just hope to get some breathing space, but also did not expect more long trek began ? ? &quot; ? Grey&#39;s Huawei In the Chinese People&#39;s University business school professor, took part in &quot;Huawei Basic Law&quot; prepared by Yang Du view, Huawei is not black nor white, &quot;gray&quot; is appropriate it. ? ? Huawei famous, and very low key, people wanted to know its secrets, the market has published many books about Huawei. But I think Huawei is not that simple to understand a few words can say, or can simply be characterized as a good company or bad company company. However, we can stress that it is the most realistic of the company. This relationship between its management philosophy, it is gray. ? ? On the gray chief had discussed the classic passages: &quot;In the change, any black and white views are easy to agitate the heart, and we just do not need black or white, we need a gray view. between the gray between black and white is very difficult to grasp, that is, the level of leadership and mentor. ? ? Not really understand who there can be no gray &quot;;&quot; nothing will happen to the extreme state of the emergence of black and white only two philosophical assumptions. Reality real life success, most real understanding of the gray &quot;;&quot; the balanced development of the idea of solving conflicts reasonable grasp of gray &quot;;&quot; We have the concept of gray, do not go to extremes in the transformation. Some things need to change, but any extreme changes, will produce the original accumulation of damage, just the opposite. &quot; ? ? Huawei leadership level in the management of change, corporate policy, training and use of cadres such as runs through with gray Lingdao thinking, in many speeches and system files between the lines Duyouguanyu Huiselingdao the classic statements and measures, with Western Management and Chinese Traditional management compared to some of the arguments, Gray&#39;s thinking, have inherited more development and innovation, pregnant with meaning, and thought-provoking, realistic and effective. Gray&#39;s thinking, and models, created a large number of excellent managerial staff, the continued success of Huawei is leading an important factor. ? ? Zhengfei Quotations ? * Enterprise Development is to develop a group of wolves. Wolf has three characteristics: First, a keen sense of smell; Second, indomitable, selfless spirit attack; Third, awareness of group struggle. ? * All the world&#39;s resources may be exhausted, and only one kind of resources can be endless, that is culture. ? * Customer service is the only reason Huawei exists; Customer demand is the driving force behind the development of Huawei. ? * Live is the real way out, international competition law is the survival of the fittest, difficult, you do a contract, others will narrow. Prefer to sell low, we must get the cash, lose money selling is consumed fight to see who the final energy consumption, who consumed the most slowly, who will be able to live to the end. ? * Huawei each department must have embarrassed the organizational plan, which requires both aggressive wolves, but also with the calculation of the in a difficult position. ? A man and then have a skill, they have to the mainstream values of society through their identity in order to have a chance. ? * (Pressure principle) in the critical success factors and strategic growth point selected on the strength of more than rival the allocation of resources, or does not do, they concentrate manpower, material and financial resources to achieve breakthroughs in key areas. ? Only the company&#39;s employees really think of themselves as masters of their enterprises, decentralization have a foundation, no such foundation, power points down there will be chaos. Let those who desire a personal achievement as a hero, so that those social responsibility (organizational goals that employees have a strong sense of responsibility and mission) to be leaders. Grass-roots can not do without a hero, no hero no power. ? * What is success? Companies like those in Japan, as also by the near escape alive and well, this is the real success. Huawei did not succeed, but growing. ? ? The introduction of new management system, the first rigid, after optimization, and then curing. ? * Winter is lovely, is not hateful. If we do not go through a winter, our team has been carried away is very dangerous, Huawei must not proud. So, winter is not terrible. Degree we can get past. ? * Every day I think ten years is the failure of the successful turn a blind eye, there is no sense of honor, pride, but the sense of crisis. ? * Ten years later, the world&#39;s third of the world telecommunications industry, Huawei will account for one.
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