"The metaphysical is the way, and the metaphysical is the instrument. ”In the management system of Western companies, great importance is attached to the management of corporate culture, and more and more attention is paid to it. For Chinese entrepreneurs, how to "graft" Chinese culture with Western scientific management system is a problem that modern Chinese people have not been able to solve perfectly. Only after knowing the "tools" of strategy, process and value, and finding the "way" of the enterprise, can entrepreneurs make the enterprise evergreen.
"There is nothing new under the sun" in the long history, values, rules and skills have not changed much, the successful people follow common sense, not outstanding ideas to create outstanding enterprises, but common sense to create outstanding enterprisesIn the long history, outstanding entrepreneurs, values, rules and skills have not changed much, and successful people follow common sense, not outstanding ideas to create outstanding enterprises, andIt is common sense to create outstanding enterprises, an outstanding entrepreneurApplying this common sense to the extreme, to the extent that others can't, is the reason for the success of the enterprise. The whole organization rallies around these common senses, and a solid values and culture are formed.
When everything is in order, the real crisis comes. In the world of entrepreneurs, uncertainty is a challenge they must face all the time, and successful entrepreneurs are trendsetters who are good at making friends with uncertainty.
Entrepreneurs need to pay a huge price in order to chase uncertainty.
An evergreen enterprise is always "eating in the bowl, looking at the pot, and thinking about the field". For entrepreneurs, it is necessary to strike a good balance between "short-term" and "long-term", which is why some people say that managing an enterprise is a science, and some people say that managing an enterprise is an art.
One of the core conflicts of the enterprise: the pursuit of results, whether to pursue efficiency or scale.
When enterprises focus on profits, efficiency will become the first pursuit, in order to complete accurate market competition control, the centralized management model is more suitable for this pursuit. When a company focuses on market share, it will expand rapidly, driven by investment, the scale will grow rapidly, and there will inevitably be a trend of decentralization, but often the efficiency will decline.
Deep shoal, low weir" design criteria have brought the "long-term stability" of Dujiangyan. In the process of development, Huawei quickly established a culture of prioritizing competitiveness, ensuring the continuous improvement of the company's competitiveness. Therefore, Huawei has always invested in its core competitiveness, which is to invest in the future and understand growth. At that time, Huawei brought in IBM as a consultant, which cost almost a year of profits, and when it signed a contract with IBM, it did not pay back a penny, which is Huawei's high recognition of the value that consulting will bring.
Some enterprises are not resolute enough in the pursuit of growth, "one foot on the brake, one foot on the accelerator", spending a lot of money to introduce management tools, but they cannot continue to do it, ensure the landing, and ultimately fall short.
The basic principle of expansion: if it cannot be controlled, it is better not to expand, that is, to pursue profitable growth, that is, effective growth.
The second core conflict of the enterprise: the attitude towards the market, whether to occupy the market or cultivate the market.
To do the market is to divide the cake, whether to make the cake bigger first, or to strive for a little more cake first, there is never a single correct answer.
When resources are relatively scarce, focus is a prerequisite for success and is necessary, but there must be an inherent urge to diversify in the enterprise.
Huawei stressed that strategic resources should not be consumed on non-strategic opportunities, and strategic goals must be achieved.
Customer needs are diverse, and Huawei's customer-centric end-to-end process can competitively meet the requirements of different customers and markets. Huawei's approach is to solve the problem of strategic focus and risk diversification, and the research is to focus on business.
Huawei's emphasis on customer-centricity is not only driven by the market, but also the way for enterprises to survive in the long run. At the same time, the concept of customer orientation is not simply to meet the immediate needs of customers, but to have a deep insight into the deep-seated and future needs of customers and provide value to customers.
But in the real world, companies that are leading the way in technology abound but have fallen. Its essence is "slow response to customer needs", ignoring customers, and only technology. This is the reason why a lot of high-tech companies fail. The technology itself is good, but if the technology deviates from the customer's needs, the more advanced the technology, the faster the enterprise will die.
Successful entrepreneurs must strive to navigate uncertainty, which means they don't wait until everything is certain and clear before they act, then it's too late and your opponent may already be ahead of the curve. Some entrepreneurs say that when something is 70% determined, it is no longer worth doing.
The third core conflict of the enterprise: the cognitive perspective of other players, whether to focus on competition or cooperation.
Any enterprise survives in an open system, and the thinking and cognition of the enterprise on competition and cooperation will affect the competitive pattern of the enterprise in the market.
Competitiveness is the basis of cooperation, cooperation is for better competition, who is the "enemy", who is the "friend", how to "turn the enemy into a friend", enterprises only think clearly, in order to be like a fish in water in the market. The premise of all cooperation is that both parties recognize each other's value, so they must be competitive and have their own core technology.
The fourth core conflict of the enterprise: the internal governance of the company, whether to pursue stability or development.
Stability and development are both desirable and conflicting for entrepreneurs.
Huawei's approach to innovation is to "stick flowers in cow dung", emphasizing that innovation is based on inheritance and does not deviate from the existing foundation.
Innovation is to create new value for customers. Innovation is not to create a new product or a new technology, these are narrow innovation concepts, for the enterprise as a business organization, to create new value for customers, to obtain corresponding returns, to form a closed loop, this is the real innovation.
The function of research is separated from the function of development: the innovation that development brings is certain and predictable, and customer value is realized;The innovation brought about by research is uncertain and unforeseeable, and more emphasis is placed on pioneering. This enables Huawei to innovate on the basis of inheritance and realize customer valueOn the other hand, it can continue to innovate patents and accumulate the competitiveness of science and technology enterprises.
When it comes to planning, the profit generated by any business is not a true measure of the value of that business. It is the relationship between the profits of the business and the investment funds in its possession. It is only with a full understanding of these principles that illogical and unsound results can be avoided.
Management philosophy is not an esoteric theory, it is a deep insight into the entrepreneur's reflection on the phenomenon of the enterprise. Dialectics is just a tool to understand the law of enterprise development, the deeper the understanding of enterprise phenomena, the stronger the ability to weigh and manage the basic contradictions of enterprises, which have nothing to do with academic qualifications, experience, etc., but from the observation, Xi and thinking of entrepreneurs. Entrepreneurs need to simplify the complex and see the essence through the enterprise phenomenon.
Entrepreneurs see the essence through the phenomenon.
Entrepreneurship is the first stage of enterprise development, growth is the second stage, enterprises from entrepreneurship to growth, from perceptual opportunism to rational kingdom of freedom. Growth is the philosophical negation of "entrepreneurship" by entrepreneurs, and it is the dialectical abandonment, which retains the essence and excludes the non-essence, so that the enterprise can be reborn. Understanding the abandonment, figuring out the essence of the enterprise, and finding the path for the enterprise to grow from entrepreneurship can eliminate the pain of many entrepreneurs.
Cognitive development of entrepreneurs
If the complexity of the enterprise exceeds the cognitive level of the entrepreneur, the risk of the enterprise and the entrepreneur himself will be very large, in this case, even if the professional manager can not solve the problem. Therefore, after the enterprise enters the bottleneck period, the most important thing for entrepreneurs to do is to learn and Xi, and then start the transformation of the enterprise - self-denial change. The problems of the enterprise can only be solved by the entrepreneur himself, unless he leaves the market after liquidating the profits.
When the enterprise is recognized from the system level, the cognition of the entrepreneur is upgraded, which is the cognitive upgrade from the enterprise phenomenon to the essence of the enterprise. Change is to break through the boundaries of growth, and the limits of this boundary come from the enterprise itself, so the enterprise must introduce new factors and obtain new growth.
Enterprise wisdom and cognition.
Huawei's understanding of enterprise management is to build a "customer-centric organization that realizes customer value". Huawei emphasizes that all organizational changes are centered on this. This is the essence of organization and management that Huawei entrepreneurs recognize.
Based on the understanding of organization and enterprise management, the responsibilities of managers are: first, to translate the company's strategy into a set of executable language, into processes and changes, and to drive employees to achieve the strategy;Second, identify with the values of corporate culture and lead the organization forward as the leader of valuesThird, continuously iterate the process to improve organizational efficiency. As long as managers fulfill these responsibilities, departmental walls are a trivial matter.
Entrepreneurs also need to recognize that uncertainty cannot be avoided. Businesses and houses need to be taken care of, and here we are talking about the material world. The spiritual world of the entrepreneur also needs to be taken care of, which is the realm of consciousness and thought.
Uncertainty is a "ghost" that you often think has eliminated it, but as soon as you turn around it reappears. Ren Zhengfei is a person who insists on dividing the money, and at Huawei, if you have money, you have to divide it, and then you can earn more money, and the cycle repeats itself, constantly motivating everyone.
At the heart of the philosophy of business management are purpose and values
Drucker's three classic propositions about business are: What is our business?What will our business be?What should our business be?
The survival and success of a company depends on its ability to deal with these three interdependent issues:Leadership issues, basic policy issues, and criteria issues for decision-making. It is especially important for large enterprises to consistently produce sufficiently talented leaders;Similarly, large corporations must have basic policies that meet their long-term interests. Only by meeting these three requirements at the same time can enterprises develop sustainably and steadily.
Huawei's vision.
The vision is something that every business has, the difference is only whether it is clear and whether there is a common understanding of it. The larger the enterprise, the more difficult it is to reach a common vision consensus. The word "vision" is understood differently by every entrepreneur. In Ren Zhengfei's eyes, vision brings the company's positioning. At the same time, the vision also represents the pattern of an entrepreneur and the pattern of an enterprise.
Constantly enriching people's communication, life, and economic development through our own existence is also the social value of Huawei's existence as an enterprise.
The development of transportation technology has promoted a manufacturing-centric industrial economy, and the development of information technology has promoted a communication-centric network economy.
Huawei's mission
Realizing the dream of customers in the field of electronic information is specifically described as: focusing on the challenges and pressures that customers are concerned about, providing competitive communication solutions and services, and continuing to create maximum value for customers. It is embodied in: customer-oriented, protect customers' investment, reduce customers' capital expenditure and operating costs, and improve customers' competitiveness and profitability.
There is no inevitable logical relationship between corporate culture and business results, but the business results are really the fruits of the enterprise on the cultural soil, and how to break the situation is a problem that every contemporary entrepreneur must face and solve.
From the business logic of "creating value for customers" to the corporate culture of "customer-centric".
Modern enterprise competition is no longer the competition between a single enterprise and a single enterprise, but the competition between the first chain and the first chain. The company's first chain is an ecological chain, which maintains the fate of customers and collaborators. Only by strengthening cooperation, paying attention to the interests of customers and collaborators, and pursuing a win-win situation, can enterprises live for a long time. Customer needs are the driving force behind Huawei's development
To truly understand customer needs, the word "really" is the most important thing here. Customers hate "good teachers" of the best businessmen. The understanding of "truly understanding customer needs": oppose blind innovation, and pursue half a step ahead instead of three steps ahead. Avoid doing things like "carving a boat for a sword" and "covering your ears and stealing bells".
To meet customer needs, in fact, more important than skills is willpower, more important than willpower is morality, more important than morality is mind, mind is big enough, can overcome enough customers, big enough. This is a corporate culture based on customer demand-oriented, high-performance, still water undercurrent.
The enterprise is a utilitarian organization, everything revolves around commercial interests, and serving customers is the only way to exchange for commercial interests. The organic combination of "customer-centric" rational business civilization and corporate culture, and the release of organizational vitality, can bring such results.
Customer-centricity should be reflected in helping customers gain value
Truly realize that "good service, low operating costs, priority to meet customer needs" is the key to improve customer effectiveness and profitability, customers require high-quality and low-cost services, employees want high income, entrepreneurs must balance these seemingly contradictory elements, the only way is to continuously improve the management level.
Deal with conflicts of interest that arise at any time with the certainty of management rules. Once high-quality customer value is achieved, employee income won't be an issue.
End-to-end process reengineering is the embodiment of "customer-centricity" in Huawei's "how we do things".
The end-to-end process refers to the continuous provision of end-to-end services from the identification of customer needs to the end of meeting customer needs.
The end-to-end process is the secret to achieving customer centricity in your business. When the process does not depend on the entrepreneur and automatically creates value for the customer, the entrepreneur can break away from transactional work, think about the more essential problems of the enterprise, and gain inner freedom.
In the process of continuous change, we should learn from the world's advanced experience. There is a process of "taking the essence and using it for my own use", in principle, it is necessary to "first ossify, then optimize, and then solidify", and adhere to the principle of "small improvement, big reward;Great suggestion, only encouragement" type optimization.
Since 1998, Huawei has systematically introduced the management experience of world-class management consulting firms, and has carried out in-depth cooperation with IBM, Hay Group, Mercer Consulting, PricewaterhouseCoopers, Deloitte, Fraunhofer Association for the Promotion of Applied Research (FHG), Gallup, NFO-TNS, Oracle and other companies in the fields of integrated product development, integrated product development, integrated product chain, human resource management, financial management, and quality control, and has carried out in-depth cooperation to build a comprehensive customer demand-driven organizational process and management system.
Being customer-centric can help competitors better serve their customers
While continuing to achieve market success, Ren Zhengfei has always emphasized actively cooperating with industry friends, including competitors, to jointly build a healthy industrial chain, so as to create the greatest value for end customers.
Understanding competition from the perspective of "customer-centricity" and understanding competition at the level of "Tao" can achieve a win-win situation for business results and corporate culture.
Customer-centric, create value for customers, and achieve business success. These are not achieved by shouting slogans, but through the concepts and methods of modern enterprise management, with a group of "strivers", and these ideas and methods are constantly iterated through the reflection and self-criticism of entrepreneurs.
The ability of entrepreneurs to think and self-criticize is the key to the survival of an enterprise. Thinking, especially philosophical thinking, and understanding the world as a whole is essential for successful entrepreneurs.
The dream of an entrepreneur is based on values and externalized into the culture and values of the enterprise to cope with the uncertainty of the times. The times have given entrepreneurs the opportunity, in fact, it is to give entrepreneurs a chance to participate in the gambling game, and what entrepreneurs have to do is to strive for a victory.
Entrepreneurs are the people who resolve conflicts, entrepreneurs can never rest spiritually, how to make business pursuit and corporate culture continue to integrate, and promote each other, nourish each other, is the entrepreneur's thinking at the level of "Tao". The process of enterprise operation is a process of constantly upgrading cognition, including the cognition of value, the cognition of competition, the cognition of talents, the cognition of enterprise management, and the cognition of uncertainty, which are the key to driving entrepreneurs to make decisions behind the scenes.