Three kinds of animal philosophy of Huawei

Japanese operation of the god of rice Inamori is the animal philosophy to use the ultimate entrepreneur, he led the Kyocera Enterprise group out of four economic crisis. Amoeba, the deformed amoeba, has been used to name the business model created by Rice Inamori.

Elephants are always favored by entrepreneurs who use animal images as logos for their companies and brands, making animals the endorsement of their own business ideas and strategic decisions, so that vision and planning can be effectively executed and landed.

Animal philosophy that allows you to read business and entrepreneurship.

Mention of Huawei, many people think Wolf culture, and even mistakenly think that the wolf culture has promoted the rise of Huawei in the world's enterprises, but no one knows, Huawei Wolf culture behind, there are two other animal spirit looming-turtle spirit and cobra characteristics.

Among them, the spirit of the tortoise has been seen in the public and private speech of Huawei President Ren, and it has been implemented into the strategy and implementation of Huawei. The Cobra trait is Jingzhong not in recent years and gradually began to be introduced in Huawei, in the previous Chinese media meeting, the "most mysterious Chinese merchant enterprise" to include the "first financial daily", including a number of media that the times change too quickly, process management are rigid, to keep up with the changes in the Times. Finding a pattern, universal is impossible.

Therefore, in the wolf culture and the spirit of the tortoise, Ren also elaborated on the Huawei Management organization to be like Cobra-the head can be flexible rotation, once found foraging or attacking objects, the whole body of action is very agile.

Survival: The culture of the wolf

What is Huawei's wolf nature, and how is it built and maintained?

2001, Ren published "Huawei's Winter", he defined the wolf culture as a paranoid sense of crisis, desperately spirit, equality, outspoken, pressure principles, so that the public for the first time to understand the Huawei's wolf culture.

Professor Wu Chunbo, one of the drafters of the Basic Law of Huawei, has written that there are a lot of wolf-makers in China, but there are many misunderstandings.

"The wolf nature of Huawei is a keen sense of smell, is the customer, the market attention." Many companies fall, often because of the arrogance of customers, but Huawei has been adhering to the basic principle is: Always do party B, always to party B's mentality to face large and small customers. Huawei remains awed by its customers when it is small, but remains awed by its customers when it has surpassed its customers. "In Wu Chunbo's view, in Huawei, all the staff always pursue the buttocks to the boss, eyes staring at customers, perception of customer, market, spiritual pursuit of change." Once the smell of meat, see the opportunity instinct flutter, this is the instinct of the attack, do not meet, do not discuss, do not communicate.

An example is an internationally renowned Japanese electronics business leader who is shocked by Huawei's hospitality, which he calls "world-class". Huawei's customer relationship in Huawei is summed up as "151 project", namely: a team, five means, a database, of which five means is "visit the company, visit the Model shop, on-site, technical exchange, management and business research." Customer service in Huawei is a system, Huawei almost all departments will participate in the assumption that no team spirit unimaginable a complete customer service process can be successfully completed.

In addition, how to make the team not degenerate, not slack, to maintain the wolf and the spirit of struggle, Huawei has its own set of critical spirit.

2000, although Huawei continued to maintain the momentum of rapid growth, sales amounted to 22 billion yuan, and 2.9 billion yuan in the domestic industry, the profit of the crisis of the US IT industry, Ren in October wrote the top ten management points in 2001, and pointed out that Huawei or will face the most difficult year. At that time, Ren had recognized the tremendous impact of internal management on Huawei's progress and transformed the impact into a sense of crisis to the grassroots. The second years in Shenzhen Shekou Fenghua Theater held thousands of cadres meeting, Ren article on management points, then have a reputation of the "Huawei's winter". In a previous interview, Ren once told a handful of media, including the first financial daily, that the company is a crisis management, but it is just a hypothetical, not a crisis consciousness. "Trepidation cannot succeed. ”

Ren stressed that the role of thinkers is to assume that only the correct assumption, only the right ideas, only the right ideas, only the right direction, only the right direction, there is the right theory, only the right theory, only the right strategy.

"Our company was very proud in the last few days, we thought we were in the industry leading position." But it took them six months to do a strategic sandbox, only to find that we are in the world market, the major opportunity point we take up less than 10%, the brothers are not the superiority. Knowing how to work, that's the assumption--assuming the direction of the future. "In Ren's view, self-criticism is not critical for criticism, not for total negation, but for optimization and construction, the overall goal is to enhance the overall core competitiveness of the company."

Catching up: Turtle Spirit

Self-criticism is the most important act to save the company, but with the development of the international market and the global competition, Huawei's decision managers have begun to talk more about the "turtle spirit".

Ren believes that Huawei, the "Big turtle" has been crawling for 25 of years, and looked up to see the "Dragon Ship"-Tesla. Ren spoke highly of Tesla's innovative spirit, since it was BMW, the "BMW should learn Tesla".

"Can Huawei continue to survive the emergence of an information society that is constantly disruptive and innovative?" No matter what you think, this is a problem before you. We have spent 25 years to establish a high-quality platform, with a certain amount of resources, these high-quality resources are how many senior cadres and experts how much money, only accumulated, is a valuable asset. We cherish the success of these failures accumulated, if not complacent, dare to break their own carrin, dare to embrace new things, Huawei will not necessarily lag behind. "said Ren.

Ren's eyes, the ideal turtle spirit of practice, is to find a strategic opportunity point, Huawei can then press up, after the hairstyle chasing.

But for the bulk of Huawei, the difference with small companies is that they can pile up resources in a way that invests, not just in human terms.

He admits that people are the most valuable factor in the catch-up, "not conservative, the courage to break the current advantages, open to catch up with the trend of the people of Huawei, is the most valuable foundation," if Huawei is likely to overtake "Tesla".

In fact, the dramatic changes in the technology and business paradigm have been unexpected in the ICT sector. From the past Nortel Networks, to the recent Nokia, the giant decline and even fall of the case is not uncommon.

In the competition between Huawei and Ericsson, from the comparison of strategic direction and the evidence of financial data, it can be seen that the exit handset terminal business, the sale of optical access business, focus on mobile broadband, network services and operational support solutions in three major areas of the core, Ericsson has been concentrated in recent years to give up some of the low margin market share, Focus resources on High-value-added areas. In the backbone business, Ericsson remains the world's largest manufacturer of communications equipment.

Huawei, in turn, is expanding more. From the traditional communication equipment field, increased the enterprise network construction and services, as well as the smart phone manufacturing investment. Although in the same industry, but because of the starting point, stage, resources and internal and external environment different, Huawei and Ericsson's strategy is difficult to compete.

More importantly, to enter the top stage of competition, efficiency is the key, and Huawei still has a gap in this regard. "In contrast to Ericsson, Ericsson manages 10,000 people, and we are 30,000 and 20,000 more, with more than 3 billion dollars in consumption, which means that Huawei's per capita output is lower," said Ren, who told the first financial daily. ”

ICT is a "big industry", and Huawei clearly recognizes the value of resources and the strength of rivals in such industries. This is why Ren said "limited capacity".

Recently, Huawei Consumer BG announced the first half of 2014 terminal shipping data: mobile phones, mobile broadband services and home terminals total of 64.21 million shipments, including 34.27 million smartphone shipments, an increase of 62%. Huawei has also announced the first half of the 2014-year business performance. Data show that in the first half of this year, Huawei achieved sales revenue of 135.8 billion yuan, an increase of 19%, operating profit rate of 18.3%.

In the face of a good situation, Huawei CEO Ren still stressed the "focus", "we can only be in the tip of the field leading the U.S. companies, if the expansion to match the head or small stick so large, it is impossible to achieve this transcendence." Mr Ren is a metaphor for this in his annual report.

Variable array: Cobra characteristics

In addition to the wolf culture, the spirit of the tortoise, Huawei began this year to manage the organization's "serpentine" transformation.

June 16, is not appearing in Shenzhen Huawei Headquarters, "Blue Blood Ten Jie" meeting, this is Huawei management system construction of the highest honor award site. What is not known to outsiders is that at the meeting, Ren invited Huawei, who had made outstanding contributions to Huawei, to "pulse" the current management, with a view to making Huawei's organisational structure more flexible.

"Times are changing too fast, and process management is rigid, to keep up with the changing times." Finding a pattern, universal is impossible. "After Ren's meeting," said the first financial daily reporter, Huawei needs to realize the process, like a snake, the snake head constantly with the demand swing, the body of each of the joints are connected with the process. After the snake head turns, the organization management can keep up with the change; if there is no flow, the snake head turns and the back is broken, and in order to repair the broken section, the cost will be high. The process is simplifying management, simplifying services and costs.

According to Huawei executives, Huawei's goal is to pass 3-5 years of efforts, the management system gradually transition to a project-oriented, functional supplement of the strong matrix structure, rather than fully operational.

It is understood that Huawei Company's system-side equipment growth is slowing. 2013, fixed network and electric soft core showed negative trend, wireless due to the development of LTE, to achieve the growth of about 9%. But it can be seen that while equipment growth has slowed, Huawei's overall service growth has reached 24%. In Huawei's view, value is shifting from equipment to services and software, and services and software are project-driven. In addition, the number of deliverables is large and major projects are still growing.

"In the face of so many projects, without a good project management system to support, it is impossible to do a good job in the overall management of the company." Huawei executives said in an internal speech.

"The Cobra's head is like a project operating at the front of our business, and the skeleton system, which is flexible and provides support for capturing opportunities, is just as our management support system, which is the basic structure of the company's future management system." Huawei explained further. Specifically, project-centric means project management at the organizational level, through the mature organization-level project management methods, processes and best practices, give full play to the representative office flexibility, initiative, so that the representative office of the Business activities of standardization, flow, so that management to predictable, manageable and self-restraint direction of development, To improve operational efficiency and profitability.

"In fact, to stimulate the first line of vitality, improve operational efficiency, this is our proposal to focus on the project as the fundamental demand." One senior Huawei executive told the first Financial journal.