It time Weekly: The surprise of Huawei employees joining IBM

Wen/Erlend from Huawei to IBM, and from IBM to Huawei, but even though the industry is popular from the advisory side to the client side.　　However, from the statistics around me, two companies have been working together for more than 10 years, still more people from Huawei to IBM, and only two or three from IBM to Huawei. With my own experience and experience in two companies, I personally think it will take some time to adapt to Huawei from IBM, but it would be relatively easy to adapt to IBM from Huawei.　　As for the reason, it may be that Huawei's culture is more strong, strict discipline, has worked in Huawei, and then to any company should be able to adapt. However, there are always exceptions. Last year I happened to know a woman who resigned from Huawei to join IBM, but she was very uncomfortable after joining IBM, and in her words it was a pain to the bone after coming to IBM. I was surprised that she talked to me about not adapting to the topic of IBM.　　After chatting with her, think of herself have had this kind of not adapt, just don't feel so strong, or I only spent a little time to think. My friend most can't think of is: when the customer in Huawei, we see IBM everyone like experts, professional to let people look up. When we came to IBM with such a very respectful attitude, the original IBM is still a mediocre majority.　　My friend even feels that many IBM people are far from what they think they are capable of, and even worse than themselves in thought and practice. I also feel the same way, after I came to IBM and before the role in Huawei is very different, and she continued to do similar work, more sense of this gap. It can be said that our contact with the IBM people in Huawei are IBM's elite. Because Huawei is picky, consultants with no skills at IBM are less willing to do Huawei's projects. Even if you have the guts to go, if there is no material will be Huawei "returns", can be a long-term project in Huawei, the IBM people should say most is quite capable.　　But there are also a few IBM people who are very common, far from the best consultants we have seen in Huawei, and even if we can be narcissistic, we will find ourselves more capable than many IBM colleagues. We would also like to explore why Huawei, as an individual, has an advantage over IBM to learn from everywhere. I personally think this has to do with the human resources policies of two companies: Huawei is an elite culture that attracts talent through pay policies that are no less than the industry's highest income;　　For individual employees, working on the IBM platform, they receive vocational education, under a very strong system and training, because the division of labor is very small, employees only need to know and operate their own work. From the Division of cooperation, IBM internal management system is relatively rigid, as employees, to understand their position is familiar with the first task is to clear the boundaries of their work,To use a saying is to know where your "lattice" is.　　In their own "lattice", employees can have relatively large degrees of freedom to display and play. In Huawei, especially during the rapid development of the past few years, it is very important to emphasize the individual initiative of employees, want to do more or have the ability to do good, can almost no border to do. Huawei people are afraid of the most is to let themselves idle.　　Remember when I was in Huawei, the most often said the words is: do not think clearly, on the side of the dry thinking, eat bad again to cure. Recall today, many times when clearly know is doing to take a coal to wash the river to do no work, also can not stop in the river to think clearly what to do, must go seriously wash to be comfortable. Because in Huawei, the emphasis is on behavior and labor attitude positive. Young managers check their subordinates, and many people only see their subordinates ' overtime and busyness.　　IBM's assessment compared to the results, but also because of the implementation of remote management, managers and staff often do not work in a location, can not observe the employee's normal behavior and attitude is positive.　　However, the biggest difference of these two companies is that Huawei uses relatively high labor costs, while IBM makes itself a great company with lower labor costs, but at the cost of it, IBM is above in terms of system capability and long-term competitiveness. About Us: IBM consultants, who worked for Huawei