3. What about the restricted market? Huawei once again ranked first in the world As Huawei, which started by relying on communication equipment, even with limited chips, 5G is still Huawei’s top priority. After all, the Hongmeng system is facing the future of the Internet of Things era, and the ecological construction will take a long time. Huawei’s revenue contribution is really limited, so the 5G business is still the focus of Huawei’s survival. As the world’s leading 5G supplier, with 3147 core patents, in the first quarter of this year, Huawei directly obtained 6 Almost all billions of dollars in revenue are profits. In addition to patent authorization, Huawei has recently received good news. In the communications market, even if 5G is restricted, Huawei has once again ranked first in the world. Not long ago, the market research company Dell’Oro Group released a data about The report on the global telecommunications equipment market share in the first quarter of 2021 covers broadband access, microwave transmission, mobile core networks, RAN, SP routers and switches. According to the report data, even if North America is excluded, Huawei still ranks first in the world. It won a 26% market share, surpassing Nokia and Ericsson combined. Of course, a fact that cannot be ignored is that under the influence of new Western regulations, Huawei’s market share has continued to decline, down 12% compared to last year. 4. With a market of 1,936 billion yuan, Ren Zhengfei has found a new blue ocean We have all seen that there is no sign of loosening the new Western regulations, and the domestic semiconductor industry is currently providing very limited help to Huawei. Therefore, in order to allow Huawei to survive and gain more voice in the future, Ren Zhengfei chose to transform and vigorously develop Hongmeng. Software fields such as systems, smart car solutions, and cloud computing are all very successful today. They not only solve the current revenue problem, but also have a place in the smart car field in the future. In addition, Huawei is still Vigorously develop new 5G applications. Recently, Ren Zhengfei has found a new blue ocean with a market size of 1.936 billion yuan, which is the 5G+VR market. Recently, at the 5G+AR Global Summit, Huawei made a big hit. Through its world-leading 5G technology, it empowered the AR industry and developed an AR Engine platform. Through this platform, we can turn 2D photos into 3D stereoscopic models. Not only that, Huawei has opened a multi-faceted layout, applying 5G+AR fusion technology to transportation, shopping, games, education, tourism and other fields, such as Huawei AR maps, Huawei Cloud shopping malls, etc., which will bring more to users in the future. Rich digital experience. According to the forecasts of third-party organizations and Huawei, the market size of AR in 2025 will reach at least US$300 billion, equivalent to RMB 1,936 billion, which is not inferior to the mobile phone market. Huawei is the first to enter the market with 5G advantages, and it will inevitably bring Huawei to Huawei in the future. Revenue growth has come a long way. V. Conclusion Looking at it now, Huawei has a lot of back-ends, including future-oriented Hongmeng system, AR+5G, as well as smart car solutions, Huawei cloud computing, Huawei smart home solutions and other new businesses facing the present. This will bring revenue growth to offset the losses caused by the decline in mobile phones and 5G. With the continuous improvement of the domestic chip industry, Huawei will also regain its mobile phone business. At that time, the new Western regulations will completely fail. Well, with 1,936 billion, Huawei has won the world’s first place again. Ren Zhengfei has found a new blue ocean. What do you think?

There are many powerful entrepreneurs in China, such as the eloquent Ma Yun, the low-key Ma Huateng, and the self-made Liu Qiangdong. Among them, Ren Zhengfei is a very special one. When he was 44 years old, he suffered a double blow from his career and family. It owed a foreign debt of 2 million yuan.

We must know that the average monthly salary at that time was only 100 yuan. Under such circumstances, Ren Zhengfei borrowed 20,000 yuan to start a business, and since then made Huawei the largest private enterprise in China.

Work hard to study and enter university, join the army after graduation

When he was young, Ren Zhengfei had a bad family background. His parents believed that reading was a way out, so Ren Zhengfei was naturally placed high hopes by his family. Ren Zhengfei has been studying hard since he was a child, because he knew well that he had to study hard if he wanted to change his home environment.

Ren Zhengfei did not live up to his family’s expectations and was admitted to Chongqing University with excellent results during the college entrance examination. After graduating from university, Ren Zhengfei did not intend to work hard in society, perhaps because he felt that he hadn’t settled well yet, so Ren Zhengfei went to the army as a soldier.

Met his ex-wife Meng Jun, they are far apart

After being discharged from the army, Ren Zhengfei joined the work. During the work, due to a friend’s introduction, Ren Zhengfei met Meng Jun. At that time, Meng Jun was compared with Ren Zhengfei. In Ren Zhengfei’s words, one was a swan in the sky and the other was a frog on the ground.

Meng Jun is the jewel in the palm of his family. Not only does he look good, but he also has outstanding working ability. It can be said that he is a veritable Bai Fumei. Ren Zhengfei was from a poor family, with seven brothers and sisters, and Ren Zhengfei was the eldest son in the family. Although both parents are teachers, it is not easy to feed the family.

Meng Jun is not only a beautiful person, strong working ability, and a good family background, but also a senior management family with a high social status. Meng Jun also received a good education since childhood. Under the influence of his family, his personal ability is very strong. Compared with Ren Zhengfei, the two are far from each other regardless of their origin or other aspects.

At that time, in Ren Zhengfei’s opinion, it was impossible for him to be favored by such a wealthy daughter, but the facts were the opposite. After the two got along for a while, Meng Jun developed a good impression of Ren Zhengfei.

In Meng Jun’s view, the young man in front of him is outstanding in terms of technology and language control. Ren Zhengfei was knowledgeable, educated, polite, and honest, so the two came together.

The Meng Jun in Ren Zhengfei’s mouth is an extraordinary woman

Meng Jun is different from most women. After marriage, she did not choose to be a husband and son at home, but chose to work hard outside. Meng Jun’s vision is very unique, especially in the shopping malls, her decisive character is even more unmatched by many men.

Ren Zhengfei once bluntly said that Meng Jun’s character is very strong, and she is an outstanding woman. Meng Jun’s work ability is very strong. In just a few years, he has taken the position of an executive of the Nanhai Petroleum Group.

Ren Zhengfei lost 2 million, Meng Jun parted ways with him

Ren Zhengfei takes his work very seriously, but no matter how serious he is, there will be mistakes. After the decision made by him once again failed, Ren Zhengfei caused the company to lose 2 million yuan. We must know that in the 1980s, 2 million yuan was not a small sum.

Due to a work error, Ren Zhengfei was fired by his company, his career was frustrated, and his emotions were affected. Meng Jun believed that Ren Zhengfei was also responsible for losing his job. He felt very guilty. Because he couldn’t face Ren Zhengfei, he proposed to break up.

It can be said that God took Ren Zhengfei’s career and love back all at once, but Ren Zhengfei was not knocked down. Instead, he lived harder, borrowed 20,000 yuan from everywhere, and founded Huawei. Relying on the experience accumulated during his previous work, Ren Zhengfei has stepped onto the road to success step by step.

After the separation of Meng Jun and Ren Zhengfei, there was no unpleasant trouble. The two still kept in touch as friends and handled the child’s education well.

【Conclusion】

Meng Jun and Ren Zhengfei are both great, and neither regrets their original choice. This is love and life. After separating from Ren Zhengfei, Meng Jun did not remarry and remained single. He now lives abroad and leads a life like a wild crane.

She has been following the true thoughts in her heart, and will go back to see her son in her spare time and spend a pleasant weekend with the children.

01 Cleaner’s unrelenting words: read more articles to be the general manager Today’s Huawei is led by generals Xu Zhijun, Hu Hou, and Guo Ping, and Ren Zhengfei has already enjoyed his leisure time. Ren Zhengfei claims to be a “puppet” or “mud bodhisattva”, but for nearly 200,000 Huawei people, Ren Zhengfei has always been a “spiritual leader” and a powerful “cultural teacher” . Whenever Ren Zhengfei’s article or internal speech is published, it will always arouse a lot of reviews inside and outside Huawei. Xiaomi Lei Jun once said that he has always been a fan of Ren Zhengfei and will recite many of Ren Zhengfei’s classic speech quotations. Inside Huawei, Ren Zhengfei’s articles and speeches lead the spirit and culture of Huawei people, and there is also a classic legend. . Everyone knows that Huawei has a lot of talents, and some people say, When interviewing at Huawei, don’t ask about academic qualifications, because even a janitor or sweeper may have graduated with a bachelor’s or master’s degree. . There is really a cleaner who published an article in Huawei’s internal journal. In the article, there is a rhetoric, which is classic and vivid. That person Huawei The cleaner said: “At Huawei, after sweeping the floor, you can read the management articles on the wall and go out to apply for the general manager of a small company.” Of course, most of the articles here refer to Ren Zhengfei’s articles. . This unruly remark seems to be ranting, but in Wu Chunbo, Senior Management Consultant, Huawei In the eyes of the professor, he believed that the cleaner’s words were actually not without confidence. According to Professor Wu’s account, the experience of cleaners in Huawei’s internal journals is indeed true in reality. There is a boss in Beijing who graduated from junior high school and started from scratch. From helping others to cook to becoming the boss of a group company, he has always relied on learning from Huawei. Ren Zhengfei has learned all the articles. . Although he only graduated from junior high school, he didn’t even know some words and couldn’t understand some words, but he asked his secretary to record Ren Zhengfei’s articles on his mobile phone and listen to them whenever he had time. I have to say that the growth of this little boss and the motivation and guidance role of Ren Zhengfei’s articles are due to certain factors. 02 Wu Chunbo: Ren Zhengfei is like a “big sponge” Huawei has experienced more than 30 years of suffering, and the technical route chosen by Huawei and Ren Zhengfei has also become a model and benchmark for the domestic business community. Being suppressed because of being strong, being suppressed but not falling, this is Huawei. Many people say that in the domestic business community, there are only three people who can be called entrepreneurs, Ren Zhengfei, Cao Dewang and Dong Mingzhu. Scholars such as Zhang Wuchang, Jin Yinan and Wang Yukun even call Ren Zhengfei the “God of Management” in China. Therefore, learning from Ren Zhengfei has become an inevitable phenomenon inside and outside Huawei. But in fact, Like the little boss who helped people cook, Ren Zhengfei also grew up from a little boss of a second-door dealer, learning constantly, and growing into a business leader. . However, Ren Zhengfei’s learning ability is almost unmatched. Wu Chunwei’s learning ability, Rong Ren Zhengfei, said, “Like a big sponge”, and his absorption capacity is incredibly powerful. . Ren Zhengfei said that Huawei has no success, only growth; Huawei that has grown all the way is also a Huawei that has learned all the way. Whom does Ren Zhengfei learn from? Learn from America, England, Japan, Germany, Puritanism, West Point Military Academy, IBM, Microsoft, Apple, Amazon, Toyota, Sony, Haidilao, SF Express, Learn from the PLA, learn from the Communist Party, learn from Li Xiaowen, learn from Hengshui Middle School, learn from zoology, learn from botany… Ren Zhengfei led Huawei to learn from everything that can be learned, regardless of where it came from. As long as it is good for oneself, and as long as others do better than yourself, it should be rigid, optimized, and then solidified. 03 Haidilao has a Huawei LOGO fruit plate Huawei management consultant Tian Tao recalled, Once on a plane with Ren Zhengfei, a book of four to five hundred pages, Ren Zhengfei read it by the time he got off the plane, and “Old Ren tears off a page after reading it.” When Tian Tao talked about the book with him, he found that Ren Zhengfei had remembered all the important contents and opinions in the book. Ren Zhengfei has a famous theory of “a cup of coffee absorbs the power of the universe”, which is about learning ability. Tian Tao said that the learning power that Ren Zhengfei has brought to Huawei and its people is too powerful. . For example, to learn from the company, Ren Zhengfei also specially issued an EMT resolution, advising all employees to use SF Express once, eat Haidilao once, and feel their service. Huawei Shanghai R&D staff went to Haidilao for a departmental dinner, and returned to the private room after paying the bill. It was discovered that Haidilao had served them a special fruit plate. In addition to fruits, there was also a Huawei logo composed of 8 watermelon peels. Huawei employees were shocked: Do you need talents to make this fruit plate? Do you need technology? Need resources? Do I need IQ? Since then, Haidilao’s case of a Huawei LOGO fruit tray was once widely publicized within Huawei. “ If Huawei wants to keep pace with this rapidly changing era, it must persist in self-criticism, open its mind, and continuously learn from outstanding companies. . “Ren Zhengfei said in the EMT resolution to learn from Haidilao. In this way, Ren Zhengfei went from being a “local citizen” who didn’t understand technology, market, and management, from a small business owner to becoming an entrepreneur, and then becoming the leader of a global technology giant. It has to be said that Ren Zhengfei is Huawei. The person who learns best is also the person who makes the fastest progress. And Huawei, from the original 6-person self-employed, from small to large, from weak to strong, has grown into today’s global leader in 5G technology and a leader in the communications industry. He has become a Chinese high-tech representative who can compete with the world’s top technology giants such as Samsung, Apple, Cisco, and Qualcomm. Huawei Six Gentlemen 04 Ren Zhengfei: I suggest reading more of my articles The ever-growing Huawei provides a platform for everyone at Huawei to grow. On this platform, they can not only create and share value together, but more importantly, they can share knowledge together. Wang Yukun, who has followed up on Huawei and Ren Zhengfei for more than 20 years, believes that since Huawei has requested Peng Jianfeng, Wu Chunbo, Tian Tao and other “Six Gentlemen of the People’s Congress” helped draft the “Huawei Basic Law” After the introduction of IBM’s system and process construction, Huawei established a set of standards and processes in the system, gradually forming Huawei’s unique collective wisdom decision-making mechanism, and then when the rotating CEO system was established, Ren Zhengfei has officially become Huawei’s “idle person”, without signing or caring about specific affairs, he has become Huawei’s “cultural and thought teacher” “. However, the articles and speech mails of “Cultural and Ideological Teachers” are the essence of Huawei’s culture and thinking. For example, Ren Zhengfei’s famous “A River of Spring Water Flows East”, Former Huawei chairman Sun Yafang once wrote that Ren Zhengfei’s article “is a true epitome of Huawei’s growth and his expectations for the rotating CEO. . He plainly told the succession team of the “Tao” he had learned throughout his life, and hoped that the succession team would truly understand this “Tao”. ” Ren Zhengfei’s articles and e-mail speeches during the critical period of Huawei are not only a manifestation of Ren Zhengfei’s leadership of Huawei’s strategic thinking, but also passed through rounds of internal discussions or revisions within the company. Are all tempered “. Within Huawei, Ren Zhengfei also pointed out in many speeches: “ I suggest you read more company documents and read more of my articles.Read it once a week, you will definitely improve faster than others”, “If you understand, don’t you have a little strategic insight “… Ren Zhengfei and Huawei’s management articles can gain insight into strategies after reading them. Such articles, It’s no wonder that Huawei’s cleaners can speak up. Read more articles on the wall and you can go out to be the general manager of a small company. . “Huawei has no secrets. Anyone can learn or know how to learn.” This is Ren Zhengfei’s attitude towards learners and imitators. Of course, for many outside Huawei learners, it is not easy to really learn Huawei and the essence of Ren Zhengfei’s thoughts. but Huawei has no secrets, why can’t many domestic companies learn it? This is a question worth pondering. 05 Understand Ren Zhengfei and Huawei To understand and learn from Ren Zhengfei and Huawei, it is necessary to understand the sufferings of Ren Zhengfei and Huawei. “Without setbacks, you don’t know how to take the right path”, “The bird that can’t die is a phoenix” The sufferings of Ren Zhengfei and Huawei also made Huawei and Ren Zhengfei. From grassroots private enterprises with the “three noes” to technology giants, to being undefeated in the face of strong pressure, Huawei has become the benchmark and banner of the domestic business community. “I hope more Huawei or Ren Zhengfei” will become a country. People’s general expectation. Mr. Wang Yukun, a well-known financial writer who has followed up on Huawei for more than 20 years, passed Interviews with Huawei people, as well as in-depth communication with Ren Zhengfei over the years, refer to the millions of words in Huawei’s internal speeches and president’s emails In order to fully and comprehensively analyze how Ren Zhengfei led Huawei to invincibility, Wang Yukun wrote his profound understanding of Huawei and Ren Zhengfei’s management philosophy into a “Suffering Hero Ren Zhengfei”. “The Suffering Hero Ren Zhengfei” is different from most biographies about Ren Zhengfei. From the sufferings of heroes, the life with gray scale, the way of living in complex environments, the reference of world powers, the development of heroes, team building and innovation strategies In-depth analysis has been done in other dimensions, presenting Ren Zhengfei’s unique corporate management philosophy and philosophy. This is a book about men, fathers, and companies. It tells the sufferings of Ren Zhengfei’s growing up experience and the influence of his parents on him. It analyzes the ups and downs he has gone from leaving a state-owned enterprise to starting a business to today, and what he has experienced. Sadness, hardship, tribulation, despair, persistence, etc. “Ren Zhengfei, Hero of Suffering” uses two parallel clues: Ren Zhengfei and Huawei, A complete and panoramic analysis of Huawei and Ren Zhengfei, presents to readers a history of Huawei’s thoughts that has undergone 30 years of changes, and allows readers to understand the reasons why Huawei’s employees are unified, cohesive, and step by step to the world. As Ren Zhengfei said: “If you don’t go through setbacks, you don’t know how to move on the right path.” “The Suffering Hero Ren Zhengfei” hopes that entrepreneurs in trouble can feel the breakthrough of business leaders and the power of role models, and follow Ren Zhengfei to see more clearly, farther and higher .

TSMC sits on the world’s top chip manufacturing technology, and holds the largest number of EUV lithography machines, with a market share of more than half of the global market. It can be said that TSMC is well-deserved in the world, and chips as a necessity in various fields, TSMC’s strength and status have been fully embodied.

However, TSMC is still accelerating its deployment. This time TSMC is targeting talents. According to news from Taiwanese media on June 13, TSMC’s 2021 doctoral scholarship application has ushered in a critical moment.

In order to cultivate outstanding talents, TSMC provides subsidies for doctors who meet the conditions, up to 5 years. The annual subsidy is 1.155 billion yuan, which is 577,500 yuan in five years. Almost all of these doctors involved in semiconductor-related industries can apply for high subsidies from TSMC.

Through large subsidies, TSMC can promote more talents to participate in the research and development of the semiconductor industry. And considering TSMC’s local influence, it is estimated that most of these doctoral talents who have received subsidies from TSMC have been accepted by TSMC.

TSMC, which has a generous shot, does not take this money in its eyes. After all, TSMC can make hundreds of billions of dollars every year. As long as top semiconductor talents can be cultivated and used by TSMC, the money is worth it.

TSMC’s emphasis on talents is not only that. In September last year, TSMC cooperated with six local universities to set up semiconductor disciplines. Regarding the cultivation of advanced integrated circuit talents as a goal, and this year TSMC has made a lot of money, not only can attract talents, but also prevent the loss of talents. After all, apart from TSMC, I am afraid it will be difficult to find better trees to live in.

Ren Zhengfei’s call

TSMC does not hesitate to spend a lot of money to support and subsidize talents. Although TSMC has not clearly stated that it wants these talents to enter TSMC, from the perspective of the conditions of TSMC’s subsidy application, they are all aimed at doctors engaged in research in the semiconductor industry.

TSMC happens to be a leader in the semiconductor field. Obviously, TSMC’s subsidy is to reserve talent for itself. It also fully reflects TSMC’s emphasis on talents. As long as talents can be obtained, spending high scholarships is a trivial matter. It seems that Ren Zhengfei’s call should be taken seriously.

When Ren Zhengfei visited Shanghai Jiaotong University, he said that we must attach importance to and respect talents, which is the key to the development of national science and technology and social progress. Attach importance to personnel training, and basic scientific research is the prerequisite for development.

Ren Zhengfei’s call only expresses one point of view, that is, to have enough attention and respect for talents. TSMC pays great attention to its large-scale scholarships, and it does not explicitly require these talents to join TSMC to respect them. Therefore, Ren Zhengfei’s call should be taken seriously. Don’t let the talents run away and start to regret it. It will be too late then.

China has started action

TSMC’s ability to become the world’s number one is more than just mastering advanced EUV lithography machines.

It also has top semiconductor industry experts such as Zhang Zhongmou, Lin Benjian, Jiang Shangyi, Liang Mengsong, Hu Zhengming and so on. Either one is enough to change the pattern of the semiconductor industry, and TSMC has countless top talents. This is also an important reason for the rise of TSMC.

Although Jiang Shangyi, Liang Mengsong, and Hu Zhengming have all left, and Zhang Zhongmou has retired, but with Liu Deyin and Wei Zhe’s pillars, TSMC will not fall.

It is worth mentioning that China has already begun to act. Let the state come forward and let Tsinghua University, Xiamen University, Nanjing University and many other universities develop the national integrated circuit industry integration innovation platform. Assist the rise of talents in China’s integrated circuit industry and attach importance to the development and cultivation of corresponding talents.

As the world’s largest chip foundry, TSMC has mastered advanced technology. There are indeed many things that mainland semiconductor companies can learn from. The emphasis on talents requires the long-term efforts of domestic semiconductor companies and the industry. For the future of Chinese chips, we must pay attention to it.

to sum up

TSMC’s investment in talents is an investment in the future of the company, because TSMC knows that no matter how advanced technology is, talents are needed to participate in research and development. Advanced chip manufacturing processes such as 5nm, 4nm, and 3nm are all at the forefront of the world.

The chip is man-made, not made by God. If others can, why can’t we. I believe that with sufficient talent reserves, no matter how difficult it is to make chips, no matter how big the difficulty is, it can be overcome one by one.

Huawei is an excellent company. The rapid development in recent years has also attracted the jealousy of some countries. These countries are also unscrupulous in order to prevent the development of Huawei. This also shows that Huawei is powerful. Although these methods are infuriating, they also let us know that only by working hard and being self-reliant can we finally get out of this predicament.

As the world’s leading communications company, Huawei was established in 1987. This company has a very wide range of businesses. There are many businesses that we don’t usually have access to. Most of them are familiar with Huawei because of the company’s terminal products, such as Routers and mobile phones, in fact, its main business is still derived from communication technology solutions. In layman’s terms, it is to solve the place with a lot of human traffic and ensure that the network in this area is normal. Its customers are mainly operators such as China Mobile.

A company full of wolfish culture

This company is one of the few unlisted Fortune 500 companies in the world. It used to be a small company that was not well-known. After many hardships, it achieved its current achievements. The leader of this company is also an excellent Ren Zhengfei is also a legendary person like this legendary company. He has seen many worlds. His legendary life begins with the founding of Huawei. It is also after a series of battles. Huawei, a company full of wolfish culture.

And if such a large company wants to do well, it must have some unusual capabilities. Facts have proved that Ren Zhengfei has these abilities, which is why today’s Huawei has grown stronger and stronger. However, an interesting incident happened at Huawei. At that time, Huawei recruited a university student who graduated from Peking University. After many selections, he finally entered the company and became an intern. To a certain extent, this shows that he also has a little ability, and this college student once did a behavior that surprised many people. Two months after he took office, he wrote a letter to Ren Zhengfei.

This letter has tens of thousands of words, and its content is about the shortcomings of the company and some shortcomings in many aspects. And he also put forward his own improvement ideas at the end. He originally intended to be reused by his boss, and then he could go further in the company, but things did not develop in the direction he wanted. When the letter was sent to Ren Zhengfei, Ren Zhengfei did not show any expression at the time. , Just said lightly: “If this person is mentally ill, please send it to the hospital for treatment as soon as possible, if not, please dismiss it as soon as possible. ”

A self-righteous college student

So this Peking University student was dismissed. Naturally, this person was not mentally ill, just because of his arrogance and he paid a price for it. Many people are wondering that this college student has put forward some opinions. Although there is his own little nine in it, it is undeniable that the essence is also for the good of the company, so why was he dismissed? So many netizens at that time did not agree with Ren Zhengfei’s approach. “Han Feizi · The Foreign Reserve Says Upper Left” once said: “The husband’s good medicine suffers from the mouth, but the wise man persuades and drinks it, knowing that it enters but he is sick; the faithful word is blown to the ear, and the master listens to it,” People are uncomfortable, but it does help the company’s development.

But in fact this is not the case. As mentioned above, this Peking University student has only been in Huawei for two months, and his position is still an intern. He thinks that he has understood all the company’s situation and wrote like this. A 4D letter is hoped to attract Ren Zhengfei’s attention and be reused. However, two months was not enough for him to learn about this Fortune 500 company, let alone that he was just an intern at the time.

This company has grown from a small switch company to a large global company. Naturally, there are more or less problems. He thought that what he saw was all of the company, so he wrote a 4D letter to Ren Zhengfei. Perhaps this college student was a positive and capable student when he was in school. Over time, he instinctively developed a sense of superiority over others, and this so-called sense of superiority will be given to him after he enters the society. He brought very big troubles, such as his 4D letter.

There are no outstanding young people, only young people

Maybe he really did it for the good of the company and wanted to prove his own ability. However, after all, it was because of his youth, which resulted in the current result. There are no outstanding young people in this world, there are only young people, as long as they are young people. Make mistakes. Isn’t Ren Zhengfei aware of the problems he described? Does it need to be proposed by a new employee who has just come to the company for less than two months? For some company problems raised by this college student, perhaps some problems really exist, but this kind of problem must have been formed long ago.

How can such a huge company have no problems at all? If these problems are solved, some other problems will inevitably be involved. And this company is like a high-speed train, if only for a few minor problems, But if the teachers are mobilized, the company will definitely stop, and the consequences will be very serious. Therefore, the solution of these problems requires a long process, rather than being solved at once. The college student did not investigate clearly.He didn’t even have a deep understanding. After coming to this company in February, he rashly wrote a letter of ten thousand words and raised questions to the company without embarrassment. In the end, he still paid a huge amount of money.

end

So when we do anything, we should not be arrogant and self-righteous. We have known this truth since ancient times, but there are not many that can really do it. Some people feel a little good about themselves because of their ability. Some people feel superior because of wealth. But this kind of superiority does not always exist by your side. He will make you pay a huge price in a certain period of time. Because of ignorance, this kind of superiority will bring people endless troubles.

references:

“Han Feizi · Foreign Reserve Says Upper Left”

One, Become a professional management organization that values ​​entrepreneurship

1. What is professional management

Entrepreneurial management and professional management have different performances in many aspects. For example, the profit of a startup company can only be reflected at the end of a fiscal year, while a professional organization, because it is profit-oriented, will have a very clear profit target. Especially for listed companies, due to the increasingly strict supervision of listed companies, companies will have very formal strategic planning, operational planning, budgets, roadmaps, risk management, and so on. Relatively speaking, entrepreneurial management has a lot of arbitrariness, even without clear goals. The responsibilities of professional organizations are also clear, complete and exclusive, and there will be no unclear definitions and boundaries.

In terms of performance management, specialized organizations have standardized and clear control systems, while entrepreneurial organizations have the characteristics of non-integrity, fragmentation, and lack of operational control.

In terms of cadre management and budgeting, entrepreneurial organizations and professional organizations are also very different. Although entrepreneurial organizations are sometimes very clear, they often cannot follow up on changes immediately. Under such circumstances, in the face of sudden adversity such as the epidemic, the market is unsustainable, but expenditures still cannot be reduced. This situation in turn proves the importance of budget management and budget control. For example, when the market is shrinking, some companies have to spend more money on advertising in order to expand sales. More importantly, companies cannot follow changes in the market or the situation, and many companies fall into an existential crisis. A truly professional management not only has a professional budget, but also has performance goals, and can also manage changes in accordance with standards.

In terms of innovation, entrepreneurial companies value major innovations and are willing to take major risks, often “betting”, while professional management values ​​incremental innovations and are willing to take “calculated risks”, preferring continuous gradual growth and long-term growth. Support major innovations that do not require rapid returns. Therefore, for a professionally managed company, the investment tendency is long-term, focusing on the development of the product rather than the product itself. Just like our goal is the rice in the pot, the rice in the pot, or the rice in the field? There is a difference. For reasons such as insight or strategic vision, startups will not invest because of strategic opportunities. They will only, or can only invest funds in current visible profits.

Regarding corporate culture, entrepreneurial companies generally have a broad definition of culture, emphasizing “family-style” culture. However, professional management has clear definitions and management methods, and can understand the source of sustained competitive advantage. So, for entrepreneurs, where do we take the company? Only by becoming a professionally managed organization that values ​​entrepreneurship can a company have hope. Therefore, professional management is a goal of enterprise growth and management reform. At the same time, we must also attach importance to entrepreneurship, that is, entrepreneurial spirit, and maintain vitality, otherwise the enterprise will only have a dead end.

2. What is professional management

If we take entrepreneurship and professional management as the horizontal axis and vertical axis respectively, these two indicators, from low to high, can divide organizations into four categories, namely bureaucratic organizations, emerging organizations, hierarchical organizations, and excellent organizations. The bureaucratic organization is obviously the category we want to be the least, and its two indicators are the lowest.

The second category is emerging organizations, although their entrepreneurial spirit is high, but they lack specialization. If the company has been in this state, because of the lack of professional management, it will always need entrepreneurship to lead. When entrepreneurs still have the ability and energy to lead the enterprise forward, the enterprise can of course continue to grow, but from another perspective, it can be said that our management capabilities and human resources are always at a low level. Moreover, entrepreneurs will become fatigued and entrepreneurial spirit will decline. In order to prevent enterprises from regressing and becoming bureaucratic organizations due to the lack of motivation mechanism, or going to decline, enterprises must improve their professional management level.

The third category is hierarchical organizations. It is the opposite of the second category. Entrepreneurship is not high, but the degree of specialization is good.

Finally, there is excellent organization, which is the kind of heart of all enterprises. After the professional management ability of the emerging organization is improved, with the blessing of entrepreneurship, it will surely become an excellent organization. At this point, I think Huawei is a good model.

What is entrepreneurship? Spirit should be reflected in behavior and action. Entrepreneurship is a collection and abstract expression of entrepreneurial special skills (including spirit and skills, such as unique personal qualities, value orientation, thinking mode, business philosophy, courage and charm), including organization The comprehensive ability of establishing and operating an enterprise is an important and special intangible factor of production, and it is a transcendence and sublimation of the rational and irrational logical structure of entrepreneurs. It is neither purely rational nor irrational.

What is professionalization? Professionalism is an inherent manifestation of achieving the same quality and standards with the least cost when doing the same thing. It is a combination of entrepreneurship and professional management. It is not the suit, tie, and briefcase in our stereotypes, nor is it a sense of sophistication that is common in officialdom. With this kind of professionalism and entrepreneurial spirit, we will seek to achieve the best quality standards with the least cost, and we must pursue “no minimum, only less.”

two, Build a team that can support the continuous operation of the organization

In this combination process, The first is to solve the entrepreneur’s own growth problem, and the second is to solve the problem of corporate strategy and organization . To solve the problems of entrepreneurs themselves, it is necessary to divide the development of entrepreneurs into two parts.

The first part includes:

① During the start-up period, based on feelings, passion and pursuit of excitement. Entrepreneurship, all people are entrepreneurs as the center.

② There is passion, but also by feeling, because the pursuit of success continues, the game mentality emerges.

③ I have ideals and started to look for ways, but feel the difficulty and are willing to learn. Pursue the expansion of scale and hope to have more projects.

④ From ideals to dreams, although I am grateful and willing to seek professional assistance, I am not convinced, pursue power, like exposure, and have a tendency of self-expansion. On the contrary, I create a bottleneck for myself and enter a predicament and embarrassment.

⑤ Strategist: Have a vision, clarify the business model, dig deeper and expand the concept, balance, clarify roles, high visibility, and good clarity.

⑥ Sustainable development company: The vision is particularly clear, dig deeper and expand the master, balance, changeable roles, and infinite resources.

There is a huge gap between these two parts. Just like the Chuhe Han world in the middle of a chess board, most entrepreneurs cannot break through, and it is difficult to reach the fifth and sixth stages. Unless he is willing to make a very big adjustment.

The first four stages are all centered on entrepreneurs, and they are a state in which everyone revolves around entrepreneurs. At this stage, it is also difficult for entrepreneurs to break through the bottleneck and move on to the next stage.

If you want to cross the Chuhe-Han realm of entrepreneurs’ own development, it is necessary to establish a corresponding team. In the process of cooperation between entrepreneurs and professional teams, the core of the enterprise has shifted from the boss to multi-center cooperation. At this time, entrepreneurs should turn more attention to the future of the enterprise and the development of the industry, that is, the pursuit of organizational compound interest. The pursuit of organizational compound interest means that entrepreneurs must have long-term considerations, because one or two years is not about compound interest, and only ten or eight years before they can see organizational compound interest. To achieve long-term compound interest for ten or eight years, one must consider product issues. Which products have compound interest? How to do it strategically and culturally? Therefore, the organization must reposition and begin to build professionalism.

After such a stage, to consolidate the foundation of such an enterprise, entrepreneurs can actually leave at any time, because the company can indeed continue to operate in a healthy manner without relying on the individual abilities of the entrepreneurs, and truly achieve sustainable development. At this time, the entrepreneur, spirit and vision remain in the organization, and the physical body can be separated. It is also possible to be a wild crane or to pursue another life. He may no longer be important to the business, but important, The team that can support the continuous operation of the organization has been successfully formed, and he has truly made the leap from the first stage to the second stage.

Therefore, the question that entrepreneurs must be clear about is, are we entrepreneurs’ enterprises or enterprise entrepreneurs? Entrepreneur’s enterprise, the enterprise was founded because of me, everything must take orders from me, and it must be me as the center. And the entrepreneur of the enterprise, the enterprise is above me, and I am a part of the enterprise.

Therefore, whether the enterprise is big or the entrepreneur is big, this is a very important question. To truly build organizational capabilities and develop into a world-class enterprise, entrepreneurs must be prepared to eliminate themselves. The goal of entrepreneurs should be to eliminate themselves and the company remains strong. So we said to crown the company.

At this point, let’s look at Ren Zhengfei’s approach. Although his current exposure rate is high, it is helpless. In the past, he hardly accepted media interviews, and he didn’t need a halo. In other words, he only hopes to put the halo on the company, to crown the company. Therefore, when looking at the relationship between oneself and the company, the first thing to do is to be an entrepreneur in the company, and not to let yourself become an indispensable figure in the company, at least to be absent occasionally to slowly eliminate yourself. Second, entrepreneurs should think about problems with enterprises as their management objects.

therefore, Based on the six-stage model of entrepreneur development, we know what exactly we are going to do at different stages of enterprise development. Be clear about your priorities and do the right thing.

three, Top-level design according to different development stages of the enterprise

At different stages of enterprise development, what are the priorities of entrepreneurs? What should an enterprise build?

We divide the enterprise into three stages, namely the start-up period, the growth period and the mature period.

In the start-up period, entrepreneurs spend most of their time and energy on business, and less on management, strategy, and so on.

In the growth period, entrepreneurs spend more time and energy on business, but more energy on corporate philosophy and self-transcendence. Because it is difficult for entrepreneurs to achieve self-transcendence without thinking about the enterprise’s career theory and reconstructing the enterprise’s management philosophy. At the same time, entrepreneurs must build management and strategic thinking, and also consider the improvement of leadership that drives the company’s development.

After the enterprise reaches its maturity period, the role of corporate philosophy has weakened, and the attempt to self-transcend has faded because they have been solidified through corporate processes, systems, and culture. At this time, the role of operation, management, strategy and leadership is crucial. Therefore, no matter from the perspective of the enterprise or from the perspective of the entrepreneur, different changes will occur at different stages of development. To change a company, the first thing to change is not our value, but ourselves.

four, Become an outstanding entrepreneur and effective leader

How to become an outstanding entrepreneur and effective leader?

First of all, there must be positioning.

It means “traveling thousands of miles, reading thousands of books, seeing thousands of people, and doing one thing”; it is arranging formations, arranging soldiers, and eating with customers; it is also forming a team, setting a strategy, and leading the team.

Teacher Wu Chunbo of Huaxia Cornerstone described Ren Zhengfei as “walking thousands of miles, reading thousands of books, seeing thousands of people, and doing one thing.” That’s true. Ren Zhengfei reads a lot and remembers well. He accompanies customers to dinner, and has many meals with cadres and employees in the Huawei canteen. He has extensive contacts from high-level to grass-roots. His requirements for himself included three things, arranging an array, arranging soldiers, and accompany customers to dinner. Arrangement is organization building, and arranging troops is building a cadre team. To accompany customers to dinner is to take the customer as the center.

Lenovo’s Liu Chuanzhi also has nine-character requirements for himself, “build a team, set a strategy, and lead the team.” Probably the meaning is almost the same. The only difference is that Huawei is customer-centric, while Lenovo is strategy-focused. Regardless of the differences between the two companies in their later development, first of all, they must have a positioning, which is positioned in organizational construction and talent training.

The second is basic skills.

The basic skills of an enterprise include:

① Skill requirements: Conceptual skills, interpersonal skills, business skills. Enterprises not only need professional skills, business skills, but also interpersonal skills, because we need more people to follow. At the same time, because the environment and business we face are becoming more and more complex, we also need to establish concepts for complex things, including corporate concepts, process concepts, and so on. Conceptual thinking can help us understand the main elements and main contradictions in things, how to understand the relationship between elements and contradictions, how to transform between them, and so on.

② Time management: do the right thing, “do something wrong” . Clarify the vision and priorities, and allocate time accordingly.

Because everyone’s time is limited, how to achieve management changes? First, we must structure the time. The structure of time can keep us from chaos when facing complex problems, because the efficiency of solving problems one by one according to the established rhythm is the highest, and it is busy and orderly. Before 2004, Huawei had no structured time management, so it was busy and disorderly. Later, the situation was completely reversed due to changes in the governance structure, process-oriented construction and structured time management.

Secondly, on the basis of time structure, define the focus of each period of work. Some people criticize this approach as treating people as machines. But it turns out that this is the most efficient. Of course, structured time management is only for the work itself, and cannot be handled like this for the part of personal life outside of work.

The third is to clarify one’s own priorities and match the time with the important tasks. This is the basic requirement for performing duties. Many times, people will be led by “problems”. Solving the problem is of course the correct behavior. However, around the endless problems, if we can’t have a certain rhythm and order, and can’t distinguish the responsibility boundary of the problem, the problem may be continuously enlarged. We say that whoever holds his child is to perform his own duties. If I hold the baby for you, what will you do? So to follow the “important tasks”, everyone must know what their priorities are. Why Huawei puts forward the “Ten Major Work Priorities” every year? It is to clarify the priorities of each department through strategic decoding, so as to be consistent from top to bottom and to align left and right. This is actually a basic content of process organization.

③ Communication: The best communication starts with selling “why”.

People need to communicate with each other, and many people need to communicate even more. There are two very important aspects of communication, first, why, and second, what is. Regarding the importance and skills of communication, we can obtain it through many channels, so I will not expand it here.

④ Counseling: Give feedback, receive feedback, and actively seek coaches for yourself.

The so-called coaching is not teaching, but a kind of feedback. Many times, learning is achieved through a kind of interaction and feedback. Collision, sharing, and discussion may make it easier to deepen understanding and understanding, and then a systematic knowledge system can be formed. Everyone needs external feedback for their growth, and at the same time, in the process of giving feedback to others, they will also have their own recognition and improvement.

⑤ Collaboration: conflict management and active dialogue, effective integration.

Collaboration is not necessarily smooth and willing, collisions are inevitable, and conflicts often break out. Therefore, how to treat conflicts and resolve conflicts becomes crucial. Of course, the conflict here should be confined to the scope of “benign”, a collision of non-subjective and non-malicious, rather than mutual attack and framing. Collision generates sparks. For benign conflicts, how to resolve them through active dialogue, adequate management and effective integration are the basic skills that entrepreneurs and senior managers need to develop.

The third is to enhance awareness.

There are four stages of improving cognition: ①Don’t know you don’t know; ②Know you don’t know; ③Know you know; ④Don’t know you know.

I don’t know I don’t know. Successful companies think that they are outstanding and extraordinary. However, a sudden crisis may bring the company back to its original shape. Only when you know you don’t know, will you have awe and be cautious in your words and deeds. Knowing that oneself knows and understanding the boundaries of one’s abilities, based on the boundaries of the capabilities, can be trusted by the rein, beyond the boundaries of the capabilities, and able to stop in time, this is a realm. I don’t know that I don’t know that I don’t have a sword in my hand and I don’t have a sword in my heart. It is the highest state of martial arts.

The continuous improvement of cognition is actually a PDCA cycle, which is the process of continuously forming self-cognition and new self-cognition through learning-action-feedback. The improvement of ability and the change of behavior are not an event, which can not be formed through a training or activity, but a long-term continuous process, a process that is done every day and is highly personalized. Among them, the continuous improvement of self-cognition is the starting point of its development, and the key experience and accumulation are the most effective method for its development, and it is also an effective means to verify its ability.

Based on this, we must continue to give young people opportunities to experience, let them participate in more projects, accept challenges, and accumulate experience. Huawei’s training experts have a rotation system and a rotation system. A manager can rotate from a project manager to a product manager or department manager. He can also do sales experience, and he can also run in various countries around the world. He can also be in touch with planning, process, and procurement. Such experience can make people understand the whole process.

Senior leaders also have to personally participate in many projects, including some major event negotiations or undertaking major reform projects, all for the needs of exercise and promotion. Whether it is an entrepreneur, a senior manager, or everyone who is pursuing progress, he must determine his own goal and direction, and decide which level he wants to go up to, based on his own reality. The core is to do the right thing, grasp the main contradictions and the main aspects of the contradiction, and do things correctly.

So, what is the right thing? For entrepreneurs, it is nothing more than the following:

① Establish the faith of righteous faith, do not engage in opportunism, build ability on the organization, embrace professional management, and reward one’s diligence, no one can casually succeed;

② Regarding the enterprise organization as the management object;

③ Construct career theory;

④ Pay attention to the construction of corporate culture;

⑤ Do a good job in the construction of organizational capacity from strategy to execution, and worthy of it;

⑥ Pay attention to the formulation of policies;

⑦ Create a learning organization, etc.

Entrepreneurs and senior leaders should not indulge in enjoyment, but must focus on their work to achieve profitability (to promote a reasonable benefit-sharing mechanism in an all-round way), and strive to achieve a goal (strategic guidance, strategic traction), so as to achieve continuous personal abilities Promote. This is what we are talking about. Entrepreneurship must be reflected in behavior and results. If done, everyone can become an entrepreneur, and entrepreneurs can also become outstanding entrepreneurs and efficient leaders.

In reality, there are actually many entrepreneurs who are unable to distinguish the difference between operation and management. They believe that all their actions are carried out around management. But in fact, operation and management are two completely different concepts. What we think of as “management” is actually just “operating”. Although both are the themes of enterprises, they are the ability of enterprises to achieve their own interests. But in the operation and management of enterprises, our focus and focus are different. Specifically, operations are mainly focused on efficiency. And where do the so-called operating benefits come from? It comes from customers. In other words, we need to get money from customers, and our operations must be customer-centric, and what we pursue is efficiency. And management is work-centric, work performance-centric, and its focus and goal is to improve efficiency. If entrepreneurs are only concerned with benefits, they are only focusing on business operations. Conversely, if the focus is more on efficiency, it is on management.

The two focuses will naturally be reflected in the assessment indicators, and there is also a big difference between the two. For example, a company that focuses on revenue, profit, gross profit and other indicators must focus on operations. And companies that focus on indicators such as human efficiency, average efficiency, and turnover obviously pay more attention to management.

Fives, Eventually realize the balanced development of business operation and management

If an enterprise wants to obtain higher benefits and achieve operational success, what exactly must it rely on? Is it opportunism to win, or to do a good job in corporate management? Obviously, We must pursue high management efficiency to obtain high operational benefits, that is, an organization that transforms from factor-driven to efficiency-driven and innovation-driven.

In fact, Chinese companies have strong operating capabilities, and their business models are not lacking in unique designs. Some Internet companies even vividly put forward ideas such as “the wool comes out of the pigs and the dog pays the bill”, and they are also very popular in the market. However, there are common problems in our management, especially the imbalance between operation and management. In particular, the backward management efficiency stifles the operating efficiency and cannot allow the elements to form power, which brings many problems to the enterprise and prevents the enterprise from seizing more opportunities well.

Ren Zhengfei once pointed out clearly in an article , The important factor for truly defeating competitors is management and service, not talents, technology, capital and other essential resources. Despite the existence of these elements, enterprises cannot achieve their goals because they “do not form strength without management, and lose their direction without service”. Ren Zhengfei also once pointed out that “management and service are the only way for Chinese companies to go to the world”, so companies must spend time on management and efficiency.

(Text finishing/editing Li Zehui)

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Huaxia Cornerstone e Insight: Led by Professor Peng Jianfeng, a leader in human resource management in my country, a pioneer in the consulting industry, and one of the drafters of the “Huawei Basic Law”, and co-founded by Mr. Song Jinsong, a senior media person and corporate culture consulting expert, we strive to provide the most original Management articles with sexual, ideological and practical significance are China’s top management think tank platform and the source of original Chinese management thoughts.Authoritative, rational, and insightful, a must-read for senior managers

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