Huawei's business philosophy:
I. Focus: The new logo is more focused on the bottom of the core, reflecting Huawei's core philosophy of adhering to customer demand-oriented, and continuing to create long-term value for customers;
II. Innovation: The new logo is dynamic and lively, with a more contemporary sense of purpose, indicating that Huawei will continue to innovate in a proactive manner, and will continue to innovate around the needs of customers, and provide competitive products and solutions for customers. building a harmonious business environment and realizing its own healthy growth.
Management model: Since 2001, Ren Zhengfei has to formulate ten management key points regardless of how the internal and external environment has changed to adhere to the balanced development has been placed on the first, which has never changed, it can be said that Ren Zhengfei's management thinking is the core of the balanced balance is the highest philosophy of business management. Ren Zhengfei claims to be a person with shades of gray, and he thinks that the shades of gray between black and white are very difficult to master. This is the level of leadership and mentorship. It is impossible for those who do not truly comprehend it to have a balanced gray scale, which is the most effective form of productivity. Continuing to adhere to the idea of balanced development and promoting reforms and improvements in all areas of work is the most effective form of productivity. Through persistent improvement, we will continue to enhance organizational vitality and improve the overall competitiveness of the enterprise, as well as continuously improve per capita efficiency. This is Huawei's management model.
Business Week magazine named Huawei the world's 10 most influential companies, and it was the only Chinese company on the list. As an unlisted, privately owned, high-tech company in China, the philosophy and concepts behind Huawei's success are worth thinking about for Chinese companies and entrepreneurs.
Huawei has been focusing on utilitarianism during its two decades of development, and it is Mr. Ren Zhengfei's philosophy and credo of business management. Based on the basic and simple business logic of the enterprise, and on rational and intelligent thinking, the development and growth concept of the enterprise is constructed, and consistently adhered to and implemented with reverence, which is the gene and internal power of the success of Mr. Ren Zhengfei and Huawei under his leadership.
Huawei's twenty-year growth and development path is built on the basis of dynamically realizing the balance between merit and profit management and administration. Through continuous improvement and improvement, Huawei has continuously strengthened and enhanced its management capabilities, which in turn has enabled the company to embark on a path of benign development. Huawei's success has once again demonstrated that balanced management is the real core competitiveness of an enterprise. 2005 saw Huawei reorganize its mission, vision and development strategy as it accelerated its pace of internationalization. Its strategy is based on:
Customer service is the only reason for Huawei's existence, and customer demand is the driving force behind Huawei's development;
Good quality and service, low operating costs, and prioritization of customer needs to enhance customer competitiveness and profitability;
Continuing to manage change to achieve efficient process-based operations to ensure end-to-end delivery of high quality;
With our friends*** and partners***, we are both competitors and partners in development. Developing both competitors and partners***Creating a good living space with them***Enjoying the benefits of the value chain.
From the above strategy, it is not difficult to see that Huawei's strategy focuses on both the first operation and management of the second, both the first and fourth outside the enterprise, but also focus on the second and third inside the enterprise, it can be said that Huawei's strategy based on its philosophy of operation and management is a strategy full of balance.
In terms of business model, Huawei's macro business model is customer-oriented products. The development roadmap is customer demand-oriented, providing customers with perfect and timely service as the only value and reason for the company's existence in.
In terms of management model, Huawei's micro business model is process-oriented organization construction. It accomplishes high quality, fast and effective management of all elements of the enterprise from end to end.
In terms of internal core values, accordingly build a corporate culture characterized by high performance. President Ren Zhengfei pointed out that in these twenty years of painful trials and tribulations, we finally established a customer-centered, struggler-oriented corporate culture. It has slowly brought the company out of its predicament. It is also easy to see that Huawei advocates the core values of the enterprise, the same internal value-oriented hard work and external value-oriented customer organic and balanced combination together.
After 1997, Huawei changed its strategic focus based on the company's current situation and changes in the external environment, strengthened its internal management, aligned its management with that of the world's leading companies through the introduction of their management systems, and promoted the improvement of its operating efficiency through the efficiency of its management. For Huawei, strengthening management to implement the core management change is to make up for the short plank of management, because management is the real core competitiveness for Huawei. The purpose of strengthening management is, as Mr. Ren said, that the change has destroyed the balance of the past, but destruction is not the purpose, we must achieve a new balance and strive to achieve continuous balance, which is to achieve the balance of operation and management at a higher level. For the company's departments and project teams and their supervisors, with the implementation of personal performance commitment system, it is no longer purely functional departments or functional managers, the company has strengthened its business functions, the cadres of the departments have actually been transformed into a set of management functions and business functions as one of the managers. Therefore managers are faced with an urgent role positioning and role transformation problems, and then realize the individual in the operating ability and management ability of the balance. In the management function, it is necessary to establish a real sense of internal and external customer orientation, clean up the internal process, and realize personal performance commitment, so as to support the realization of the company's overall goals. In the management function, we must establish the awareness of per capita efficiency, develop the potential of human resources by strengthening internal management, build a good organizational atmosphere, improve the organizational performance of the department and the performance of subordinates, thus forming a virtuous circle. At the individual level to achieve a dynamic balance of personal capabilities and job responsibilities, at the organizational level, to achieve the dynamic balance of departmental business objectives and management efficiency, at the company level, to achieve the merits and benefits of the operation, and management of the organization's strategic objectives, and the dynamic balance of the organization's capabilities.