The hottest three animal philosophies of Huawei wo

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Huawei's three animal philosophies: wolf culture, tortoise spirit, cobra characteristics

when it comes to Huawei, many people think of wolf culture, and even mistakenly believe that it is wolf culture that has promoted Huawei's rise in the world's enterprise forest. However, behind Huawei's wolf culture, there are two other animal spirits, tortoise spirit and Cobra characteristics

among them, the tortoise spirit has been scattered in the public and private speeches of Ren Zhengfei, President of Huawei, and has really been implemented in Huawei's strategy and implementation. The cobra trait is what Ren Zhengfei has thought deeply in recent years and gradually began to implement in Huawei. In the previous Chinese media meeting, this Chinese businessman enterprise, known as the most mysterious, told a number of media, including China business news, that the times are changing too fast, and the process management is rigid, so we should keep up with the changes of the times. It is impossible to find a model that is universal

therefore, in addition to the wolf culture and tortoise spirit, Ren Zhengfei also explained that Huawei's management organization should be like a cobra whose head can rotate flexibly. Once it finds a foraging or attacking object, the whole body's action is very agile

survival: wolf culture

what is Huawei's wolf nature, and how is it created and maintained

in 2001, Ren Zhengfei published "Huawei's winter". He defined wolf culture as paranoid sense of crisis, desperate spirit, equality, outspoken, pressure principle, which made the public know Huawei's wolf culture for the first time

professor wuchunbo, one of the drafters of the Huawei basic law, once wrote that in China, many enterprises believe in wolf nature, but many have misunderstandings

Huawei's wolf nature is actually a keen sense of smell and attention to customers and markets. Many enterprises fall down, often because of arrogance towards customers, but Huawei has always adhered to the basic principle: always be Party B, always face large and small customers with Party B's mentality. Huawei maintained awe of its customers when it was small, but it still maintained awe of its own customers when its size has surpassed its customers. In Wu Chunbo's view, in Huawei, all employees always pursue to look at the boss and the customers, and perceive the changes in customers, the market and spiritual pursuit. Once you smell the meat and see the opportunity, you instinctively rush to it. This is the instinctive attack. You don't have meetings, discussions, and communications

an example is that the leader of an internationally renowned Japanese electronics enterprise was shocked by Huawei's reception ability, which he called world-class. Huawei's customer relationship is summarized as the "May 1" project in Huawei, that is, one team, five means and one database, among which five means are visiting the company, visiting model stores, on-site meetings, technical exchanges, management and business research. Customer service is a system in Huawei, and almost all departments of Huawei will participate. It is inconceivable that a complete customer service process can be successfully completed without team spirit

in addition, Huawei has its own set of critical spirit on how to make the team not degenerate and slack, resulting in the unequal practical force of the two thrust cylinders on the automatic car, and maintain the wolf nature and fighting spirit

In 2000, although Huawei continued to maintain the momentum of rapid growth, its sales reached 22billion yuan, and its profit of 2.9 billion yuan ranked first in the domestic industry. Deeply aware of the crisis of the foam in the U.S. IT industry, Ren Zhengfei wrote the top ten management points for 2001 in October of that year, and pointed out that Huawei might face the most difficult year. At that time, Ren Zhengfei had realized the great impact of internal management on Huawei's progress, and also applied for a PCT international patent to turn this impact into a sense of crisis and transmit it to the grass-roots level. The next year, Hua Wei held a 1000 person cadre conference at Shenzhen Shekou Fenghua cinema, where Ren Zhengfei explained the key points of management one by one, and then there was the famous article "Huawei's winter". In previous interviews, Ren Zhengfei once told a few media, including China business news, that outsiders say Huawei is crisis management. In fact, this is only an assumption, not crisis awareness. It is impossible to succeed with fear

Ren Zhengfei emphasized that the role of thinkers is to assume that only with correct assumptions can there be correct ideas; Only with correct thoughts, can we have the right direction; Only with the right direction, can there be a correct theory; Only with correct theories can we have correct strategies

our company was very proud some time ago. Everyone thought we were in the leading position in the industry. However, it took them half a year to make a strategic sand table and found that we have less than 10% of the major opportunities in the world market, so the brothers' sense of superiority is gone. Knowing how to work hard is the future direction of hypothesis. In Ren Zhengfei's view, self-criticism is not to criticize for criticism, nor to criticize for and begin to try to modify the mixture formula, but to criticize for optimization and construction. The overall goal is to improve the core competitiveness of the company as a whole

catch up: Tortoise spirit

self criticism is the most important behavior to save the company. However, with the development of international market and global competition, Huawei's decision-makers and managers began to talk more about tortoise spirit

Ren Zhengfei believes that Huawei, a big turtle, has been crawling hard for 25 years, and when he looked up, he saw the Dragon spacecraft Tesla. Ren Zhengfei highly praised Tesla's innovative spirit, compared Huawei to BMW, and believed that BMW should learn from Tesla

can Huawei continue to survive in the information society with disruptive innovations emerging? No matter what you think, this is a problem in front of you. It took us 25 years to build a high-quality platform and have certain resources. These high-quality resources are accumulated by how many senior cadres and experts spent. They are precious wealth. We cherish these failures and accumulate reliable successes. If we don't remain complacent, dare to break our existing pots and pans, and dare to embrace new things, Huawei will not necessarily lag behind. Ren Zhengfei said

in Ren Zhengfei's eyes, the practice of the ideal tortoise spirit is to find a strategic opportunity point, and Huawei can immediately press forward and catch up

however, for Huawei, which is large in size, the difference between innovation and small companies is that it can pile up resources in the way of investment, not just in the way of manpower

he admitted that people are the most valuable factor in the backwardness catch-up. Huawei people who are not conservative, dare to break the current established advantages, and open to catch up with the trend of the times are the most valuable foundation. If so, Huawei may catch up with Tesla

in fact, in the ICT field, the dramatic changes in technology and business paradigm are unexpected. From Nortel in the past to Nokia not long ago, it is not uncommon for giants to decline or even fall

in terms of the competition between Huawei and Ericsson, it can be seen from the comparison of strategic directions and the corroboration of financial data that Ericsson has been concentrating on the core of the three fields of mobile broadband, network services and operation support solutions by quitting the terminal business, selling optical access business, and focusing on the core of the three fields of mobile broadband, network services and operation support solutions. In recent years, Ericsson has been gathering introverted, giving up part of the market share of low profit margin, and concentrating resources on high value-added fields. In terms of backbone business, Ericsson is still the world's largest communication equipment manufacturer

in contrast, Huawei is expanding more. Starting from the field of traditional communication equipment, we have increased investment in enterprise network construction and services, as well as intelligent manufacturing. Although they are in the same industry, due to different starting points, stages, resources and internal and external environments, the strategies of Huawei and Ericsson are difficult to compare

more importantly, efficiency is the key to entering the top competition stage, and Huawei still has a gap in this regard. Ren Zhengfei said frankly to China business news that compared with Ericsson, Ericsson manages 10000 people, while we have 30000 people, 20000 more, which means an additional consumption of $3 billion. Almost the same income scale means that Huawei's per capita output is lower

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