Turn: It company's top ten internal friction, don't say your company did not!

This article was previously seen, felt written very well, reproduced in their own blog as a record. Original: http://www.pmtoo.com/news/2015/0108/7260.html.

When enterprises develop to a certain period, will inevitably be contaminated with "big corporate disease." The telecoms giant, Huawei, is no exception, and it is the top ten internal friction of Huawei, a bottom-level employee, written by Huawei in 10. In the past four years, founder Ren put forward the Huawei Wolf culture behind, but also have the courage to catch up with the tortoise spirit and management organization of the Cobra characteristics, so as to activate the spirit of the Huawei people, to avoid "big company disease."

Four years on, Huawei's achievements today attest to the foresight of Ren's efforts. Today we re-review the ten internal friction, because it is like a mirror, can shine the company's management problems, the current transformation of traditional enterprises still has a very significant significance. Shame then Yong, know not enough and forge ahead, dare to face, the courage to change, only new!

Recently and many middle-level talent exchanges, in the face of complex and inefficient situation, there is a general sense of powerlessness. I and the various classes of Huawei, down to fruit seller, up to you've nobles have a wide range of contacts, but also experienced many areas and business, I believe the perspective is not just glimpse. Also hope that the following will not cause widespread antipathy, or bring "can not produce eggs, how to evaluate eggs" and other accusations.

An incredibly heavy departmental wall

General products out of the question, we are each other shirk responsibility, often finally found who's responsibility is not. Either the customer is not operating well, or the environment does not match. Communication products are very complex, with a lot of fuzzy zone, it is easy to shirk responsibility.

It is also difficult to coordinate internally, and it is difficult to mobilize resources if it is not the projects that lead or take the lead of their own departments. Many of our supervisors generally only promote their own Department of Mutual Cooperation, hope that the collaboration can give their own organization to bring good performance, when their departments to collaborate outside the department, it began to put off.

This selfish fake collaboration ultimately brings both internal and external collaboration. So the entire Huawei is doing the brown movement, this kind of movement is disastrous for the big enterprise.

Anus Thai Type (plaster type) control system

First look at some common phenomenon: the superior said to reduce the meeting, so useful useless meetings are not out of the way. The leader said that the test three times not through the development of representatives laid off, so there is no transfer test not passed. The quality and schedule conflict when the quality of the first, so someone in the project can be GA has also deliberately dragged a few days, so it appears to pay more attention to quality.

When the emergence of these false phenomenon, the superior generally think is because everyone's ability is too poor, monitoring measures are not in place, anyway, are employees of the fault, are other people's fault. Therefore, in order to avoid false, but also set up more complex control measures to increase the complexity of the monitoring organization.

As a result, the organization becomes more and more complex, working less and more inefficient. 10,000 step back say even if it is really staff ability, should also design suitable for staff capacity of the Organization and management, or to staff training, should be through sparse rather than blocked way to solve the problem.

We still stay in the 19th century management model, we always hope that through the appearance of the rules and regulations to solve the system problems, trying to simplify management, superficial. For complex knowledge-based labor, plaster-controlled management is not a problem, because the freedom behind is too big, too complex.

A truly reasonable approach: one is to build a platform to inspire employees, and the other is to build a health review of the Organization-level, a way to promote management and the atmosphere, rather than to look at some of the indicators that are easily deceived.

Do not respect the employee's self-centered

World-class enterprises to the staff-oriented, they put the development of enterprises and staff development unified. They understand that the sustainable development of the Enterprise embodies the continuity of the employees ' ability, so they emphasize the so-called expected management, that is, by investing in the future of the employees, the company obtains its own future.

The problem with our business is to focus only on short-term results, focusing on short-term results and not focusing on capacity development. The relationship between managers and employees is typically "performance oriented", that is, "you make more money for me, I will send you more money", "You do not give me money, you can leave".

In fact, Huawei as the leader of private enterprises, is to attract the innate advantage of all, a large number of hate the state monopoly research system, aversion to foreign companies of outstanding talent, to Huawei is full of love, there are many people abandoned high-welfare low labor intensity of the monopoly Enterprises and Research Institute came to the once enthusiastic Huawei.

So as long as we can do the step-by-step, open-minded and sincere treatment of everyone, is able to retain a lot of talent. But we are lagging behind in the management of talent, when we are all in the respect of people, inspire people, training people to struggle, we are still looking at the staff as the enemy, when the machine tube.

The bureaucratic bureaucracy that "sees as father"

We often see, in order to complete a report to the superior film, a large number of people continue to study for two or three months, the film changed 20 versions, a picture to be considered over and over. In order to meet the superiors of a visit, the original experiment used to do the place to do the booth, buy a lot of things not added value. Really for Bo concubine a smile, at a great expense.

Disgusting horse-fart culture

All the leaders say is right, all the leadership support everyone needs support. No one willing to go against the leadership of the will, no one willing and leadership in-depth discussion of the issue, up and down a sound of peace, dare to speak frankly is annals.

The success of the years has also strengthened this celebration and decadent music. These "right" and "success" finally lead to a non-final, very embarrassing. The culture of horse-fart originates from shots, on the one hand, it comes from too rigid execution force. Under the big tree is barren, the big tree although many times expresses to levy the Yin, also only symbolically expresses next.

Horse-fart culture causes the body to lack of self-immune function, from top to bottom are a pair of trousers, when the trousers are very perfect may still be able to move correctly. But once the trousers are broken, it is unavoidable to expose the buttocks, because no one dares to say to the superiors, your trousers are broken, and we all open one eye.

Business design that separates rights and responsibilities

When you isolate the business and development departments, it is easy to bring about conflicts between the front and back sides. The development Department is responsible for providing artillery shells, responsible for quality issues, assuming responsibility, business units are open to the ground, the right to call fire, but do not bear the responsibility after the face of resources responsible.

This leads to the business sector or marketing will only be a large number of demand, and eventually lead to the development department tired of dying.

For there is a lack of a truly accountable organization, a lack of a real responsibility to balance the front and the rear, or the separation of responsibilities from the business sector leading to this result.

If there is a responsible person who can balance demand and back-end resources, he will naturally consider how to maximize the resources, naturally in demand and value balance. Our current business design is more chaotic, business and development Rob right, project and resource grab right, lack of a real contractual customer-organization, will inevitably lead to a large unclear.

Centralized and inefficient organization design

Customer feedback, Huawei response time is less than before, the timeliness of slow. There are customers complaining that Huawei's internal processes are rigid, too dogmatic, and not previously flexible. And the customer asked, can you help to change this cable, we answer yes of course, but it takes seven months. In the past, the internal staff was shouting, and now the outside sound is gradually strong up.

The world's top 500 in order to avoid similar organizational burden, tend to use the form of business, that is, the organization into a number of small organizations, let small organizations themselves bear the profit and loss. Manage and deliver short chains through the operation of a complete team.

We are the implementation of long-chain management and delivery, the market and development belong to different systems, the market does not develop as a person, the development of the market does not feel that the technology, a problem on each other to push the committee. Sometimes in order to complete a product of a major feature of the optimization, the big system of entanglement is very serious, directly leading to inefficient, it is simply astonishing.

The core values hanging on the wall

IBM consultants say the core values are not slogans written on the wall, but rather an act of advocacy and recognition, such as collaborative innovation. Only those who have done this work are recognized, and this behavior will spread widely. That is to say, the core values should have feedback mechanism and benefit traction.

On the one hand, we call on people to practice core values, on the one hand, lack of effective action and value support, and finally lead to formality.

such as unity and enterprising, although every time the PBC communication will come out, but the lack of effective interpretation and benefit of the support, coupled with the evaluation of the local interests of guidance, but also make this a mere formality, not only failed to promote enterprise progress, but also wasted the company's human and material resources. The competition of large enterprises depends on values, and we obviously have no competitive value.

The dogmatism of Marxism and Leninism in words

When we report material or preach, the mantra is how IBM, Ericsson, or a leader. Leaders see everyone's material is also asked if it is written in the book, there is no source, never ask us how it is.

We think that as long as the import is excellent, as long as the book is can be applied. This aspect shows that we are too superstitious foreigners, on the one hand, the heart is not the bottom, or say to the organization what do not understand, can only mechanically.

Portentous's spirit of AH Q

Everything is changing, and the success of that time does not prove the success of the moment, nor the success of the future. If the success of the past has been successful, the great Qing Dynasty braids will also have a long history.

We do not look for the real reason for success, discrimination which is our real competitiveness, lying in various reasons to bring the history of the thin, diao the opium, fantasy of their own future good life, very absurd. When we are fast developing, many contradictions are concealed, once the growth rate decreases or even slows down, the contradiction is easy to intensify.

Perhaps, Huawei needs a big setback, otherwise it will never have the courage to progress and the improvement from the heart. Or Huawei's big setback is inevitable, because no one can stop this huge inertia.

Turn: It company's top ten internal friction, don't say your company did not!