Ren is no longer talk about the Internet thinking

Li Na

· Nokia made the mistake is still stuck in the industrial age, the emphasis in the industrial age is the cost and quality of the world can only use two decades of mobile phones is Nokia's mobile phone

· I have faith, that is, faith in our country now

The Internet age is considered an Internet company, there may be a misunderstanding, because the real Internet age is the network support and tools to change the industry

Huawei headquarters can not leave Shenzhen, we have never considered this issue

· So you do not wear Huawei mature hat, we are still young, can not afford to burden. Adults can pick 100 pounds, juvenile still not

The stronger China is, the harder it is for the United States. Strike is not abstract, optimistic about a sign to play one. In fact, the United States is not Huawei, China

"All say that I am mysterious, veil, you actually see all the wrinkles." June 16 at 10 o'clock in the morning, Ren Zhengfei, one of the most mysterious Chinese famous entrepreneurs, this began and included " First Financial Daily, "the first question and answer between Chinese reporters.

From October 1987, with more than 20,000 yuan of money in a weed-ruined house in Shenzhen Bay, Huawei has developed into the largest telecom equipment supplier in the world with a sales revenue of 239 billion yuan in 2013, Net profit of 21.0 billion yuan (about 3.47 billion US dollars), an increase of 34.4%. Ren Zhengfei, a 43-year-old entrepreneur, also reached the age of seventy.

"I do not think I'm old, I'm '70, 'and AIG's original chairman, Greenberg, is able to do 50 push-ups a day at age 85, and sooner or later, and many CEOs in their 70s and 80s drive themselves Airplane to pick us up, to show that they are not old.Why do we always say that they are old, asked to retire? "Ren Zhengfei said.

"All family members will never take over"

At 9:00 a.m. on June 16, Ren Zhengfei, the president of Huawei, appeared at the commendation meeting of "Blue Blood Ten Tenth" at Huawei headquarters in Shenzhen, which is also the highest honor award of Huawei's management system construction. After the meeting, Ren Zhengfei, who has never interviewed a Chinese reporter, broke the routine, met with reporters and answered everyone's questions.

Commenting on Huawei's direction of management change, Ren Zhengfei said: "As the times change so fast that process management may become rigid, we must keep up with changes in the times. It is impossible to find a universal model." His hand gestures For example, Huawei needs to optimize the process, just like a snake, whose head constantly fluctuates with the needs of its clients, so each joint of the snake body must also be linked together. , The snake head turned over, and the back could not keep up, it would be broken, the cost of repairing the broken section would be very high. Process optimization is to make all aspects of the process 'mixed flow' and the connected parts flow smoothly.

When talking about Internet thinking, Ren Zhengfei said that Huawei needs to adjust its internal electronic platform structure, simplify the process and improve the efficiency source through internet thinking. Huawei did not criticize the Internet just to deal with internal impetuous emotions, against the Internet bubble thinking, nothing more.

Right Huawei successor issues, Ren Zhengfei once again made it clear that all the family will never take over, which is to avoid speculation in the outside world, speculation, internal speculation, so mess up the company.

"Everyone says that our company succeeds in secrets, unveils its veil and finds it very commonplace," said Ren Zhengfei.

During the two-hour interview, the 70-year-old man has repeatedly emphasized Huawei's core values: Customer-centric, so that the people hear the gunfire rushed in front, command behind. Ren is not the most worried about the 150,000-person team bureaucratic, loss of responsiveness to customer needs. He repeatedly said: "The purpose of management is to fight food and fight more food. If any department reports how well they are doing, I would like to ask whether there is any increase in food production. If the food production is not increased, how can we say that? ?

The biggest enemy is myself

"Our company was very proud some time ago and we thought we were in the leading position in the industry. But our management team took six months to make a 'strategic sandplay preview' and found out that we are in a significant market opportunity for the next decade in the world Less than 10% of possession, the brothers did not immediately superiority, know how hard it is.This is not a sense of crisis, which is hypothetical, assuming the future direction, to see where you are now. Huawei has reserved for the future how much "cutting-edge technology", but once again reminded the future and the gap.

In Ren Zhengfei's view, self-criticism is not a self-denial, but a culture that promotes self-improvement. There are countless criticisms of companies in Huawei's internal community. For example, Ren Zhengfei said: "We made a lot of profits last year, and some management did not know what to do, so they made two months bonus. Someone criticized online, saying that you are so free, is not going to send two What is the monthly bonus?

"Blue Blood Ten Jie" award given to Huawei management make outstanding contributions to the staff. Once consulted for Huawei, the retired IBM consultant has also been specially invited to accept the medal. In 1997, IBM consultants made the first diagnosis of the status quo of Huawei R & D management. The result was unsatisfactory. For example, the lack of accurate and forward-looking customer demand concerns, such as repeated useless work, waste of resources, high costs, and various departmental processes By artificial convergence, the operation of the process of separation.

Since the late 1990s, Huawei has invited many world-renowned companies such as IBM to spend billions of dollars so far. It has successively implemented such management reform projects as IT S & P, IPD, ISC, IFS and CRM, and implemented "first rigid, Re-curing, optimization "management process reengineering. With Huawei's explanation, rigidification is to let the process run first, curing is to understand and learn the process of running the process, optimization is based on understanding and continuous optimization.

"We want to prevent optimization without a deep understanding of the process." Ren Zhengfei said that after more than a decade of continuous efforts, Huawei has basically established a centralized and unified management platform and a more complete process system to support the continuous development of the company .

However, Ren Zhengfei also pointed out that when the United States "Blue Blood Ten Jie" advocated modern enterprise management may also be drawbacks. Excessive admiration of numbers, over-control of costs, over-pursuit of the size of enterprise groups, containment of creativity, and de facto over-administration have put a handful of large American corporations in trouble. He told reporters that not to understand one-sided "blue blood ten Jie", to avoid the manager's solitude, self-expansion, we must take the customer as the center, to achieve cross-cutting cross-sectoral process integration and through.

"Who calls out the artillery? People with visible guns should be allowed to make decisions." Ren Zhengfei said, "Huawei's biggest enemy is itself that deviates from the needs of customers and the trend of technological change."

Talk about internet thinking again

In the reporters' meeting yesterday, many reporters focused their questions on Internet thinking. Earlier, Ren Zhengfei put forward "do not want the Internet impulse" really poured a pot of cold water to the industry, but also caused some controversy.

Ren Zhengfei stressed to reporters that the Internet has not changed the essence of things. Now the car must first of all be a car. Tofu must be tofu, but this does not mean that it will not change in the future.

"Although the Internet and the Internet of Things are penetrating into all aspects of social production and life, it should be noted that although the Internet promotes the production, exchange, access and sharing of information, it does not change the essence of things. Similarly, the Internet can not make A company's management to achieve leaps and bounds, scientific management or foundation, processes and rules can be simplified, but not without. "Ren Zhengfei said.

"Compared with Ericsson, Ericsson manages 10,000 people, and we are 30,000 people, more than 20000 people will spend 3 billion US dollars more.If we manage to improve, using the spirit of the Internet to change the internal electronic management, and achieve Customers, suppliers, interoperability, the past two years can save 20,000 people on the "battlefield" to improve customer service. We reform is to adhere to end to end. The Internet age is considered the era of Internet companies, it is possible Is a misunderstanding, because the real Internet era is through the network to support and change the industry. "Ren Zhengfei said.

Huawei is still "young"

By the end of March this year, Huawei's audited 2013 annual report showed that in FY13, Huawei achieved sales revenue of 239 billion yuan (about 39.5 billion U.S. dollars), surpassing Ericsson's overall revenue with sales revenue of 227.4 billion Swedish kronor (About 35.3 billion U.S. dollars).

However, Ren Zhengfei seems, Huawei is still in the "boyhood" stage.

Ren Zhengfei does not want the world to wear a mature hat to Huawei, "We are still young, can not afford to burden. Adults can pick 100 pounds, juvenile not yet."

He said the current competitive situation is that everyone is moving forward and the younger the more it is. "At a company meeting, a lot of senior cadres stood up and said I was 39 and under 40. Do not give me a hat for" veteran cadres. "I think this is the youthful vitality."

Xu Zhijun, Huawei's rotating CEO once told reporters that as a whole, "Huawei is still a limited capacity company." In recent years, Huawei has been thinking about what can not do what, what to focus on what to give up. Huawei finally made it clear in 2013 that Huawei focused its capabilities on areas where information flows and set the goal of building an industry leadership position as a "modest leader."