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Ren Zhengfei: Dare to fight and have a future, good fights can win!

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In the past two years, the United States has imposed sanctions on Huawei three times. In 2020, Huawei’s operator business remained stable, achieving sales revenue of 302.6 billion yuan, a year-on-year increase of 0.2%; corporate business maintained good growth with the help of industry digital transformation, achieving sales revenue of 1003 In the consumer business, due to the impact of sanctions, mobile phone revenue declined, but the strategic layout of smart life in all scenarios such as PCs, tablets, smart wearables, and smart screens was improved, and the overall consumer business achieved 4289 Billion yuan, an increase of 3.3% year-on-year.

Under the extremely harsh external environment, Huawei has further increased its R&D investment. In 2020, R&D expenditures will be RMB 141.89 billion, accounting for 15.9% of sales revenue.

“This year’s goal is still to survive. But this year we hope to have some time to think about the next steps and see if we can live a little better.” Huawei Rotating Chairman Xu Zhijun at the 18th Huawei Analyst Conference held on April 12 Said.

As Ren Zhengfei said in his internal speech “Extremely Difficult External Conditions Will Drive Us to Be No. 1 in the World”: “Difficulties have always been the prelude to greater victory, and challenges are the grindstone of a strong team. In extreme difficulties Under the circumstances, we must fight bravely. We cannot be like a sick cat, waiting and fantasizing about amnesty. Only those who dare to fight have a future, and can only win by fighting well.”

Extremely difficult external conditions will push us to be the number one in the world

——Ren Zhengfei’s speech at the CNBG Oath Conference

  1. Resolutely follow the path of “elite + elite + staff” team building and adopt a connotative development method. It is necessary to strengthen the combat capability building of the warhead close to the customer and improve their decision-making power and rank. We must inspire a large number of new leaders in the battle, and our success requires generations of leaders. We must have an open mind, dare to cultivate, be good at selecting people who are better than ourselves, and we must also trust young people and give them opportunities.
  2. The operator’s business has undergone 30 years of construction, with the most mature management and the most senior cadres and experts. It is the most qualified for reform. Organization construction and cadre assessment for “producing more food and increasing land fertility” must be carried out. Management and corresponding business reforms.
  3. The CNBG agency and the regional department should boldly submerge the decision-making power of mature business to the combat organization of the representative office, so that the decision-making power can really hear the guns. For mature products, mature businesses, and mature business models, gradually modeling from multiple reviews, forming a scientific, reasonable, flexible and flexible instruction manual, based on the product selection rights, customer selection rights, and contract decision-making in the sales list. The power is delegated to the combat team of the representative office so that they can assume responsibility independently. In another three to five years, we will steadily identify and train localized concentric people and fellow travelers, and gradually localize the skills and business positions that local employees can master; bring experienced and capable Chinese employees to the representative office , The regional field army, CNBG strategic staff center, expert corps and strategic reserve team circulate in circulation to gradually enhance the combat capability of the system.

Select and train to establish an elite team with insight into strategy; select and train to establish a team of elite soldiers who can fight hard and be good at victory; keep employees from flowing, and establish a mechanism that allows business to flow freely like a river dyke, and they can move without positions , Can be localized. This is a process that we must implement gradually to ensure the flexibility of the combat team.

  1. Establish an expert group organization. The expert group is an organization covering all specialties and comprehensive services. An employee may be a certain “specialist” or a “general practitioner” for other specialties. If the team is put together, there is A team of experts with comprehensive capabilities in combat, consulting, and staff. The members can be freely combined regardless of profession or business. Actively serve the front, free purchase from the front to stimulate the rear platform, and determine the evaluation of elimination, downgrade, and upgrade. Our reform should be from the bottom up, from the outside to the inside. We must take the customer as the center, create value for the customer, and then allocate the due value from the customer to activate the struggler.
  2. Change the arrangement of the battle queue to form a formation of “warhead + theater support + strategic resources”, so that “generals” will be in the forefront of facing customers, and enhance the ability of project decision-making and contract closure in the front; let have experience , Capable and good at “chewing bones” backbones enter the theater to support; let high-level elites and low-level young factions into strategic resources and reserve teams. Recruits should enter the rear new barracks, combine training and participation, follow the veterans to fight, and constantly prepare for battle. Recruits are allowed to go to the front line only after they can “shoot”. When all employees have combat missions, assessment is the main focus; when they are free, they must take frequent exams to promote training.

Based on modern IT technology and a relatively mature regulatory system, it is possible to achieve the command and decision center in the front and the consultant and consulting center in the back. This is actually the way the US military operates. The closer you are to your customers, the better your organization will be until the “general”. The combat team cannot “fight with anemia” in terms of ability and evaluation. Under the condition of sufficient food, why can’t the representative office raise 23-level experts and account managers? In the process of organizational streamlining, we must allow the customer interface to be thickened, especially to deploy high-quality talents in customer sticky positions, and reasonably retain excellent talents .

The transformation of CNBG must be coordinated with the transformation of the Solution Department. The minimalism we proposed must be implemented end-to-end.

Change will pay a price. Everyone will face the change of habitual working mode, the challenge of learning new technologies, new methods and new modes, and promote the streamlining and adjustment of their own departments. We require senior cadres and experts to be self-sacrificing, take the lead in participating in reforms, actively participating in training and changing themselves, and advancing courageously in new positions, new tracks, and new opportunities. In the process of change, organizations at all levels must take the initiative to care about the cadres and employees whose work is adjusted due to the streamlining of the organization. We have the responsibility to arrange and provide opportunities for continuous struggle.

Although we have clarified the direction of the reform and made a decision on the reform, I still think that the speed cannot be too fast, don’t break the line, you can’t connect up, down, left, and right. We don’t have to be too fast to streamline our troops. We must believe that some people will change and become model workers; we must believe that the basis of the process is reasonable, but we must actively reduce unnecessary excessive fine management.

The representative office is the combat center and strengthens the warhead combat department. With mature products and mature business models, we must firmly oppose the centralization and bureaucracy of Bantian agencies and regional agencies, and reduce non-combat organizations and personnel, increase combat personnel, and increase combat effectiveness. The center of power must have a large amount of management, increasing non-productive personnel and non-productive behavior. The focus of our reform is anti-bureaucratism.

  1. In the next ten years, CNBG will fight a melee under extremely difficult and difficult conditions. In addition to its unwavering strategic direction, flexible strategies and tactics are also very important. It is necessary to maintain strategic patience and determination, to face difficulties, to be thunderous in mind, and not to change face. We must be psychologically prepared for a protracted war.

The background picture of your swearing ceremony is an Il-2 bomber that was beaten like a sieve in World War II and covered in bullets. It was still in the sky, its propellers were still flying, and it finally returned safely. It is a vivid metaphor for your current situation. I am worried that some Western countries are now starting to choose sides on some trivial matters. Will they retreat to the opposition of camps during the Cold War? It is still full of uncertainty. Network security is only a partial issue in the trend of technological evolution. Don’t become a tool of the Cold War. After all, 5G is not an atomic bomb and has no destructive effect on mankind. It will only promote social progress and enrich material production and spiritual life. Now some politicians have chosen the wrong hand. 5G is only a technological tool. It is the product of the natural evolution and technological iteration of communication technology. It has no ideology and does not have much social efficiency. The outside world has exaggerated its role. . Network security issues can be solved by establishing uniform standards, similar to GDPR, which is based on standard international legislation to supervise that all companies must comply with it, so there is no need to worry about excessive. If the society does not change this kind of thinking, your progress will be difficult.

But difficulties are always the prelude to greater victory, and challenges are the sharpening stone for a strong team. We must also select heroes and backbones from the battle queue. We must fight bravely in extremely difficult situations. We cannot be like a disease. Cat, waiting, fantasy amnesty. Dare to fight for the future and be good at war to win; you cannot sacrifice quality, R&D quality, production quality, delivery service quality, business and financial quality to ensure sales. Countries that can’t do so are allowed to shrink reasonably. We are not a listed company, so there is no need to put together a financial statement. Our team must fight bravely and be flexible. War is the soil for the production of famous generals. We must select talents regardless of style. The future leaders will be born in this war.

Thousands of sails passed by the side of the sunken boat, and Wan Muchun in front of the sick tree.

Author: Ren

Source: Blue Blood Research

Source: Financial World Network