Modern enterprise thinking —— Chapter 1: The concept of Huawei's internal training.

The book shared today is Internal Training of Huawei, written by Huang Jiwei. After reading this book, you will step into a dazzling and magnificent business world, thus gaining insight into Huawei's unique internal management and operation mechanism. I will share the important contents of the first chapter of philosophy. Philosophy-the theory and thought of Huawei's development.

Chapter one,? Philosophical Theory and Thought of Huawei's Development

Many people think that enterprises can't do without philosophy, because managing an enterprise requires management ideas, and there are basic management assumptions behind the formation of management ideas, which often depend on philosophy.

Philosophy belongs to the social category. To manage an enterprise, we must have a whole idea, not do it foolishly.

1.？ The replacement of old and new is the basic law of enterprise development.

Respecting and grasping the law of development is helpful to better conform to the development trend and grasp the development direction. Especially for entrepreneurs, they should have the development consciousness of historical materialism, the strategic vision of the development of the times, and do a good job in talent replacement and system renewal. With the development of Huawei and the increase of internal institutions and personnel, the operation system of the whole enterprise has become more complicated. At this point, the simple management mode of small workshops is no longer suitable for enterprises. Because Huawei needs a more refined and modern management system, it needs new thinking and new systems to replace the extensive management model in the past. 1996 1 month, Huawei's marketing department officially implemented the plan of "resigning first and then competing for employment".

2.？ The clear direction stands out from the gray.

Ren Zheng Fei said: "The important qualities of a leader are direction and rhythm. His level is the correct gray scale. "

Leadership is defined as "how to find the right gray scale"

The core meaning of leadership: "How do leaders influence others to follow and achieve the expected organizational goals by stimulating followers' behavior? ".Gray scale is a scale problem. Properly grasping this scale, we can combine various factors that affect the development of the organization and form a relatively harmonious and stable state.

Grey management has three meanings: one is to solve contradictions and conflicts between organizations. Second, when dealing with this conflict, managers should have clear goals, principles and bottom lines. The goal is to focus on the principle of * * * winning * *. Third, leaders need to have good management skills to deal with my strategies, means and measures.

Huawei's grey management. First, the strategic shift from advocating wolves to "cooperation-competition". Second, in personnel management, we should inspire the trust of employees, on the one hand, "seek common ground while reserving differences", unify core values, on the other hand, pay attention to people's individuality. Adhere to the principle of "Struggler-oriented" to motivate employees, and advocate that "the top level should have a sense of mission, the middle level should have a sense of crisis, and the grassroots should have a sense of hunger". Third, establish the core concept of "taking customers as the center, pursuing Excellence and persisting in hard work for a long time". Fourth, we should prevent "left" or "right" mistakes in the setting of leading bodies and organizations, and avoid dictatorship and one-sided decision-making through appropriate decentralization.

3.？ Always thinking about how to live.

Behind prosperity is crisis, which is not an inevitable feature of prosperity itself, but the consciousness of people surrounded by prosperity. What's more important is to work hard ideologically, keep a sense of crisis at all times, keep a clear head in front of achievements, and be neither arrogant nor impetuous.

Big data, the average life expectancy of Japanese enterprises is 58 years, that of China is only 7-8 years, that of China 150 years old, and that of "Liu Biju, Zhang Xiaoquan, Chen Liji, Tong Ren Tang and Wang Lao Ji" is 4850 in Japan.

Ren put forward the view that "the most important strategy of an enterprise is survival". What is success? Just like those Japanese companies, the real success is that they can still live well after a narrow escape. Japan's success lies not in the scale of enterprise development, profitability, or whether it ranks among the top in the world, but in whether it can survive the crisis and whether it has enough ability to resist setbacks and crises.

4.？ Balance is the most effective form of productivity.

Ren said that a good enterprise does not necessarily have a large scale, the most advanced technology, the most abundant funds and the largest talent pool. A good enterprise should be healthy, and this kind of health should first be reflected in the characteristics of balance, that is, a good enterprise is in a balanced state. The theory that "balance is the most effective form of productivity".

Huawei's measures: First, put forward that "customer service is the only reason for Huawei's existence, and customer demand is the driving force for Huawei's development", create a macro-operation mode oriented by customization, and balance the relationship between customers and Huawei with the concept of customer-centeredness. Second, put forward the concept of "good quality, good service, low operating cost, giving priority to meeting customer needs and enhancing customer competitiveness and profitability". Establish close relationship and trust with customers. The third is the process management of "continuous management change, efficient process operation and end-to-end quality delivery". 4. "Develop with friends, namely competitors and partners, create a good living space and enjoy the benefits brought by the value chain." Find the * * * relationship between competitors and partners, and establish an interactive relationship.

Huawei has established an EMT (Executive Management Team) organizational structure and implemented a rotating chairman system and a rotating CEO system.

5. Still water undercurrent is the best development model.

Huawei's own strength is inconsistent with who will be exposed. Huawei is mainly responsible for the effective operation of the government and enterprises. Abide by the law and pay taxes to the government. Employees are prohibited from making media debates online.

6. Enterprises need to keep an open and sharing attitude.

Ren: We should establish a rule that is beneficial to the development of all people, not egoism. If we establish narrow egoistic rules, we will perish sooner or later.

The company maintains an open and sharing attitude. The first is internal opening. All organizations in the company are not isolated and closed, but open and interrelated, and are always in a state of enjoying information and resources. Small interest groups are forbidden in the company, and there are mountain kings in their respective fields. There can be internal competition, but it is definitely not internal friction. All departments are required to keep in sync. Huawei has established a very perfect internal cooperation mechanism and a * * * sharing mechanism. Second, regarding the external environment, Huawei and its partner * * * will build an open, cooperative and win-win industrial ecology.

(A company not only needs to open a culture of sharing with * * * *, but also needs to be detailed to everyone. Cooperation can form synergy, and synergy can win. I'm worried that the pattern of people who are surpassed by others because they share everything is too low, and in the long run, there should be very few. )

7. A good enterprise is first and foremost a kingdom of freedom.

Huawei straightened out its internal relations and made it full of strength. It is not to limit and restrict its development, let alone to condone its expansion. It is to manage without death, live without chaos, and act according to law. Decide to reform the right management, get in touch with the shackles of employees' rights appropriately, and give them more rights to decide the amount independently, so as to improve work efficiency and work enthusiasm. Let employees take the initiative to assume responsibilities and obligations.

People think that management is a kind of control and display of rights, and that management is equal to rights, but in essence, rights are only tools for management to achieve goals, and there are many ways to achieve management goals besides coercion and control. )

8. If it is done too perfectly, the enterprise will be in trouble.

Two questions: First, there is no absolute perfection in the world, and the pursuit of perfection will make you fall into low-end materialism. Second, perfection and exquisiteness may lack actual combat effectiveness and competitiveness, and may not be of much use to the survival and development of enterprises.

Enterprises need to polish their edges and corners, and change is also an understanding of the core competitiveness of enterprises, but frequent changes will undermine the pace of enterprise development. It has been proved to be a stable process, although its efficiency is not very high, unless we find a defect in the design or large-scale process design, and this defect must be corrected, otherwise we should not change it at other times. Because the cost of change will offset the benefits of improvement.

The market is the biggest touchstone. As long as it can meet the needs of the market and be welcomed by the market, there is no need to spend huge sums of money to make some meaningless improvements.

Don't pursue perfection, as an enterprise, be market-oriented. If the company's decision-making is affected only because some people want to achieve their own perfection, it is not worthwhile for enterprises to spend huge sums of money on some "flashy" links, whether the market recognizes it or not. Unless it is possible, your pursuit of perfection coincides with the market demand, or your perfection can lead the market trend. )

? 9. In the era of bubble economy, it is more necessary to develop entities.

This is the era of vitality distribution, and high housing prices are a virtual value, which is the result of artificial speculation. Ren is worried that the shareholders' meeting will interfere with the company's development after listing. At that time, the company may be forced to expand horizontally under the pressure of shareholders, which will lead to the company's neglect and deviation from the original strategic objectives.

10. Persisting in doing one thing well is success.

What China enterprises lack most is industrial spirit, which is a kind of concentration. In Japan, many enterprises call it craftsman spirit.

1 1. Don't be a short-lived hero.

I. Management and service issues. Establishing management and service system is the key factor for the company to maintain its competitive and market position. Second, production expansion needs a solid internal foundation. When Huawei expands its own market, it must first lay a good foundation and promote the optimization of the management system of Big Brother. Third, adhere to management optimization. Management optimization is a sense of responsibility and working attitude, doing more practical things to enhance the sense of responsibility of employees and cadres. The fourth is to establish and improve the qualification system. Fifth, we should make ideological and organizational preparations for becoming a big enterprise. Sixth, improve the moral character and quality of cadres. Adhere to the cadre responsibility system and strengthen cadre discipline.