Xu Jiajun, Vice President of Huawei Resignation

(Xu Jiajun in Huawei 10 years)

Xu Jun is the head of Huawei data center, super cow technology, a department director, vice president of Huawei, the annual income of more than 10 million. From an ordinary staff, to the annual salary of tens of millions of vice president of Huawei, and then leave Huawei fought Baidu, Xu Jiajun's ten-year experience and experience for anyone who desires success is absolutely available for reference, we can also glimpse Huawei's operating process and Xu career planning. The world is not a good job, under the martial arts enough, a good job will find their own home.

Last week, I formally submitted my resignation report and prepared to make a big turning point in my career. This is the final decision I made after a long time of thinking. However, after really leaving the company, I recall that there was still a mixed bag of ten years in the company.

Ten years in the blink of an eye, in the ten years of Huawei, it is the ten years that Huawei has become a big company known by passers-by since its name was not a professional circle. The rapid development ten years have witnessed the company's years of struggle. Also join them, while learning to swim in the tide, come today. Now I want to leave the company, ready to start a new career, to accept a new challenge, what I will do, at great risk, is likely to die after death, can not have life after death, hard to say. Before starting a new career, I recall a detailed summary of the past decade. In such a fast-growing large enterprise such as Huawei is sometimes a purgatory exercise, if I can sum up 10 years of experience and lessons learned from the key to doing things, the truth, I think a lot of the future benefit.

In the past few years, some people left the company, wrote something or a book, pointing their fingers at the company, criticizing their opinions and pointing their heads to comment on the top leaders of the company one by one. I personally feel that there are some benefits as well as some entertainment value. Behind the development and development, 60,000 people dreams, hard work, contribution, sacrifice, struggle, complain, dissatisfaction, sedimentation, departure, hope, loss; behind the development, all kinds of opportunities, major decisions, crises, mistakes and so on Internal logic is not outsider make it clear? I do not want to say more about the company, just want to reflect on their own work experience a good reflection of what efforts have been made, what has been done to do what their happiest, what to do What is best learned and learned?

To sum up, I was ignorant of Huawei's decade, when I seem to have no lofty ideals, there is no detailed plan, just think of one thing to do. Through my own summary and reflection, in the future I hope I can be more planned and clearer.

I thought for a moment, I think the following points are the experiences and lessons learned in these years and are worth further development in the future.

First, "start from a small thing, learn to suffer, cooperate with others", this is the last class before graduating, electronic circuit teacher finally gave us a few words, although I forgot the teacher's name, but these few Words are still bearing in mind. In the practice of Huawei's work, I feel more and more deeply that these few simple principles. Starting from a small thing is not always satisfied with doing small things, nor is it rhetoric. Learning to suffer is not to endure losses, is not preoccupied with the gains and losses of the moment, is the courage to give up when the key.

Second, "how big is the heart, how big is the stage." Many of our successes come from daring and daring to do. Just as I received the questionnaire for the first time and did not understand it at all, I dared to try and dare to solve it. Really solved; like we do SPES, even if no one, no technology, no accumulation, there are large companies such as CISCO are also doing, we also dare to do, dare to promote, do not blindly worship or fear of authority, but also made success. Of course, this is not just blind boldness, but it also means actively paying attention to the vast external world and broaden our tolerance and acceptance of all kinds of new things.

Third, "study hard, every day," this sentence is used to describe the requirements of IT, the most appropriate. The real winner and expert are "the most afraid of learning," what things do not understand, took to learn chanting. We now have a big IT IT technology Tan Bo, in fact, he is not a natural cow, but also learned from the outside through a super expert to become experts, he told me once, when the beginning of the UNIX system administrator, see # Tip Fu surprised, because I spent years engaged in the development of UNIX are% prompt, has never had administrator privileges.

Let's look at the original level of experts! Back then with me to do the backup project, I asked him to study ORALCE database back-point backup and recovery method, he Wang Wenhengyi, that the database back is the same as walking backwards, This is a bit of a humorous taste, but he gets up early in the morning, reading an hour before going to work, and has accumulated over the years. Now he has become a super expert who has no challenge in systems, databases, and development. However, learning is definitely not just learning from books. In fact, what is more important is to learn from the practical work and learn from the surroundings.

For example, one of the most important concepts that Huawei believes I have learned is that "we must make good use of adversity." In the winter, Huawei did not emphasize difficulties every day. Instead, it put forward the idea of ​​"using winter's opportunities to reverse the global competitive landscape" and really succeeded. Without this winter, Huawei may have lagged behind the industry's biggest names in more years; Huawei was no panic when suing CISCO, but actively respond to the use of the prosecution reached hundreds of millions of dollars may not reach the effect of increasing visibility . And so on, turning the almost disaster-stricken situation into a favorable condition for success leaves a deep impression on me and impresses on the top of the company.

Fourth, the courage to practice, brave to make mistakes, good reflection. Many things easy to know, the key is to have some action, especially some of the management theory, methods, concepts. Empty talk, empty planning point of no use, not as good as the actual make it, to make continuous improvement after reflection, really the most convincing. Without practice in practice and reflection repeatedly, even if everything we do is not easy to do, give a small example, such as managers should listen, I think 99.9% of Huawei executives are very understanding of this How to do it? How many Huawei managers do not interrupt speech? Not in a hurry to define the conclusions? Not in a hurry to provide solutions? How many managers can naturally guide each other to express? Feel the other side? Confirm yourself understand each other?

Fifth, there must be a method, a routine, systematic thinking of the problem, and a strategic design of the solution. In previous years' work, with some success and some technical researches, Yeoh began to arrogantly. Later, a large number of consultants were invited for corporatization. At first, some consultants did not really catch a cold. In the next few years, with the increasing size of the company and the ever increasing complexity of IT, it gradually understood a lot. Professional Western companies, there are methods to do anything, there are routines, and even how to open a will have a lot of routines, and later I was interested in the research of these routines, I summed up a lot of routines and to the department Backbone training and discussion. In a complex environment, many problems can not be studied and solved on the basis of the facts, and the systematic approach and the strategic vision are very much needed. This is particularly needed for the design of systems and processes for the operation of an organization. Einstein said: We can not solve problems by using the same kind of thinking we used whenwecreated them.

Sixth, independent thinking, not everyone. Big company, many people, mixed days are also easy. People are easily caught in drifting, not deep business situation, and can not see the problem and danger. There is a study by experts. When avalanches occur, the average victim is a group of people with few individual victims for the simple reason that a single individual will be very cautious and alert in avalanches. But a group, the larger the group, each individual will have a false sense of security and the judgments of the people, but the reality is that regardless of the strength of the group how large, avalanches are irresistible. So I think in a large organization, the ability to maintain independent thinking is particularly important.

Seven, less complain, less talkative, proactive, more practical. I used to be an angry youngster who complains a lot and is often easily caught in complaints. But many years of work have made me change because knowing that complaining is the least helpful. There will always be imperfections in the world. There will always be troubles. The only solution is to face it and solve it. Do real things, change the status quo of our discontent, change our dissatisfaction with ourselves. In fact, there are many things that we should complain of. We find it very common in our society for senior cadres to step down, to complain that people are not old-fashioned and have a feeling of warmth in the world. If we do a good job of exploring this, the reason may lie in his right Bit in the hands of the best of the best, as others caused by such as dirt.

Eight, responsible for the job, responsible for the target, responsible for themselves, the successful people often consciously self-discipline, keep their promises, indifferent. There will surely be a big business performance appraisal, there will be rewards, there will be KPI, there will be leading instructions, there will even be a little corporate politics, but if we unilaterally pursue the examination results, one-sided pursuit of KPI indicators, One-sidedly responsible for others, responsible for others, not responsible for themselves, not responsible for their own goals, losing their job sense of mission, sense of responsibility, enthusiasm and curiosity will surely not reach their best state. And how an enterprise can successfully create an environment, so that each individual can try their best to the best state, the enterprise will be invincible.

Nine, more cultural accomplishments and aesthetic taste, does not seem to be related to the work, in fact, too relevant. The achievement of outstanding achievements can not be separated from the pursuit of the realm of the United States. The greatest scientific discoveries often contain order, simplicity and beauty. Lack of aesthetic pursuit of what UGLY things dare to do anything unscrupulous, improvise, not at all, "elegant", will not last forever.

Ten, "Hello everyone, is really good," concerned about people, helping others, others in good faith, kindness. The rapid development of modern society, due to the role of the media, exaggerates the increasingly indifferent and deceitful interpersonal relationship, but the actual community, the community may not really be the case, at least before I came to Huawei, a large enterprise The human relations work in China started with a bit of unknown fear. However, in fact, almost everyone in this group can feel open and treated with sincerity and harmony. So the point is that we ourselves have to be able to treat others sincerely and to be content with our interactions with others. Of course, conflicts at work are inevitable. In fact, conflicts do not need to be avoided. Even many conflicts are beneficial to the organization. As the husband and wife after a fight is often better feelings. As long as we have two major principles: 1) things not right, 2) good with others. It is certain that it will be able to direct modest conflicts toward themselves and their organizations.

XI. Open and Shared Attitude. Working in a high-tech company, growth will certainly be hindered if it is reported in a conservative and closed-minded manner.

Twelve, do a good job of time management. Ten years in Huawei, 3650 days, working days about 3000 days, these time is not spent on the most important things, and effective, there is output of working hours how many, it is questionable. Time management is one of my biggest lessons in Huawei's work. It may also be a problem for the company as a whole. It lacks a plan for its work, and it often faces continuous interruptions. It also constantly interrupts its colleagues, or keeps meeting. Discuss, take up most of the time; or be driven by their own interests, spend a lot of time to engage in some intangible things; or spend a lot of time on some minor things, it is difficult to very important things have been dragging To the point of non-solution and then forced to rush to act. Looking back now, if we can really manage this decade, I think achievements should be much larger.