Why did Huawei succeed?

      In the past few years, we have been studying the reasons for Huawei's success. These may be written into several books, but I have been studying for decades. I have often been dealing with Huawei, giving lectures to Huawei, and chatting with Huawei. I have heard from my friends about some of my ideas, they made a briefing, and he agreed with the newspaper as the boss. What is the essence of Huawei's success? I think there are only three points:

      1. Solved the evaluation mechanism. The latter is superior to the latter and the latter is mediocre. The biggest fear of an enterprise is the unbalanced evaluation mechanism. As we often said before, such a great pot of rice is inevitable, and competition is weak, making it difficult to form a competitive force. The most important thing about the evaluation mechanism is not in the computer, not on the wall, not in the file, but in the blood of the company's entire management. The ability provides opportunities for talented people, at the same time, it ensures the cleaning of the body and also forms a pressure mechanism.

      2. Solved the decision-making mechanism and made informed decisions by people. When an enterprise grows bigger, decision-making is a big problem. The larger the enterprise, the farther the Decision-Making layer is from the market and the front-line. However, these people are the final decision-makers who are often prone to appear and do not understand the market, if you do not understand the real situation, making decisions may lead to luck, or even making decisions in disorder. To keep enterprises dynamic and accurate, it is necessary to allow people to make informed decisions. Do nothing, listen to the frontline, rather than listen to the leadership.

      3. Solved the allocation mechanism and prevented Lei Feng from suffering losses. Which of the following is the biggest problem in enterprise development? Is it a shareholder or should it be an employee? Of course, shareholders have made contributions as investors and should be rewarded. However, for an enterprise to develop, employees have also made great contributions. In particular, to develop for a long term and keep moving forward, all people who have to make contributions are required, benefits, so that enterprises can continue to generate motivation. It is a question that entrepreneurs must answer if all returns are to shareholders or if shareholders and employees are wealthy together. The greatness of Huawei is the establishment of a mechanism of common prosperity, which allows employees to return in the development process of Huawei. We all know that the basic mechanism of most companies to return is shareholder-centric, with little attention to employees. Only when Huawei is a shareholder and employee will it receive the same reward. Therefore, Huawei will be invincible in just one direction. Most Chinese people leave Huawei and will always thank Huawei.

      These three points are not difficult to say, but are difficult to implement. Ren zhengfei is a philosopher, a thinker, and a person who has seen life. He will never be the richest man, but the wealth he creates is not the same as that of the richest man. These wealth are not only material wealth, but also spiritual wealth!

Why did Huawei succeed?