Chapter 20 Chapter 6 Management Wisdom: "Ren's Management Method"

Professor Cheng Zhongying, a Chinese-American scholar, once said that China is a "heart" culture, and the United States is a "brain" culture. Management is external ethics, and ethics is internal management.If Chinese entrepreneurs come to a "combination of Chinese and Western", that is, the perfect combination of Western management and Chinese wisdom, Chinese enterprises will be even better. People in the industry often say: Ren Zhengfei is more like a Western entrepreneur, but he has a deeper understanding of Chinese wisdom.Ren Zhengfei's management is very distinctive. In Huawei, we can see not only traces of traditional Chinese wisdom, but also advanced Western management methods.This combination of Chinese and Western management concepts not only takes care of the special requirements of the Chinese market, but also adapts to the needs of the international market, "killing two birds with one stone", laying the foundation for Huawei's success.

"Zuo Zhuan" says: "When you are in peace, you are prepared for danger. If you think about it, you will be prepared. If you are prepared, you will not be in danger." Ouyang Xiu wrote "The Preface to the Biography of the Performing Officials": "Worry and labor can rejuvenate the country, and Yiyu can perish. Sudden and subtle, but wisdom and courage are often trapped by drowning." In most successful companies, managers have a strong sense of urgency.Plan ahead and prevent problems before they happen.Bill Gates talked about Microsoft's success: "Microsoft is only 18 months away from bankruptcy." Zhang Ruimin said: "I feel like walking on thin ice every day, like facing an abyss." Liu Chuanzhi said about Lenovo: "We have been setting up a Mechanism, so that our operators do not take a nap, and once you doze off, the opponent's opportunity will come."

In the 1980s, the communications industry was in the ascendant around the world.For developing countries such as China, it is not easy to enter this field.Ren Zhengfei has been trembling since the day he chose to enter the communications industry. On October 26, 1998, China announced that it would join the Information Technology Agreement, which implied that the Chinese government would no longer provide "talismans" for local telecom companies, and that they had to rely on their own strength to survive.At this time, the total of the top 100 Chinese electronics companies is only 1/5 of that of IBM.The lethality of this "storm" can be imagined.

Under such circumstances, Ren Zhengfei said anxiously: "Whether the seedlings (of China's telecom industry) can grow straight, I have to worry, just like a child fighting a wolf without the help of his mother." , he actively prepared, aimed at international advanced technology, and began to tackle difficult problems. In 2001, Ren Zhengfei predicted the "winter" of China's telecommunications industry in advance. He warned Huawei people: "Under the current situation, we must be prepared for danger in times of peace and must see possible crises." Sure enough, "winter" was surprisingly cold Fortunately, he had already prepared "padded clothes" to make Huawei people "warm through the winter".

Ren Zhengfei said meaningfully in "Huawei's Winter": "For ten years, I have been thinking about failure every day, turning a blind eye to success, and I have no sense of honor or pride, but a sense of crisis. Maybe this is how I survived for ten years. We all need to think together how to survive, maybe to survive longer. The day of failure will definitely come, and everyone should be ready to meet it. This is my unshakable view, and this is the law of history. "Have all the employees of the company considered, if one day, the company's sales decline, profits decline or even go bankrupt, what should we do? Our company's peace time is too long, and there are too many officials promoted during peacetime. This may be our Disaster. The Titanic also went out of the sea with cheers. And I believe that this day will come. Facing such a future, how should we deal with it? Have we thought about it? Many of our employees are blindly proud and blindly optimistic , If too few people have thought about it, it may be coming soon. Be prepared for danger in times of peace, not alarmist talk.

"Many of our employees are blindly proud. They are like frogs in a well. They see that our company is world-class when they see that we accidentally lead Western companies in some products. They don't know the connotation of a world-famous company, nor do they know The way the world is going, and the potential achievements that others don't want to announce." Ren Zhengfei instills a sense of crisis in every employee: either become a leader in the high-tech industry or be eliminated. There is no third way.It is precisely because of this that Huawei has maintained a strong vitality.

There is a story widely circulated among Huawei people: A wild boar was grinding its fangs diligently beside a big tree. The fox saw it and asked in surprise: "Now there are no hunters chasing you, why do you want to grind your teeth? Why don't you lie down?" Have a good rest?" The wild boar replied, "If I really have to wait until the hunter chases me down, I'm afraid it will be too late if I grind my teeth again!" There is also a story about an American fisherman circulating among Huawei employees: Fishermen in a certain place in the United States used to live a very comfortable life, with well-equipped big boats, good income, and no market competition. They lived a lazy life.Later, Vietnamese fishermen were very envious and came here to fish.The early Vietnamese fishermen had poor equipment and low output, but they worked tirelessly day and night. Over the past few years, they bought new large boats and still worked hard. As a result, American fishermen were completely eliminated from the market.

These two stories educate Huawei people to have a deep sense of crisis at all times! After the reform and opening up, Comrade Deng Xiaoping pointed out that "development is the last word", and in dealing with international relations, he proposed to "observe calmly, hold our ground, deal with it calmly, hide our strengths and bide our time, be good at keeping a low profile, and never take the lead."There is only one purpose, that is to survive and develop. As with countries, so with companies.Blindly showing yourself and ignoring the foundation of survival will not be able to stand up in the fierce market competition.Wanguo Securities is a vivid example.

Wanguo Securities used to be the largest securities company in China. The founder, Guan Jinsheng, has three master's degrees in French literature, business, and law, and a Ph.D. in finance.Wanguo Securities, founded by him, became famous for its continuous innovation.During his heyday, Guan Jinsheng was the guest of honor of many CEOs of the world's largest banks and securities companies.However, the good times did not last long. In the "3.27" treasury bond futures transaction in February 1995, Wanguo Securities suffered a one-time loss of 2 billion yuan.In just eight minutes, the once glorious securities empire collapsed.Guan Jinsheng fell to the ground and withdrew from the Chinese securities stage.This event is the "masterpiece" of the securities wizards who love adventure and bold innovation.In the end, "the dead wood has no power to rejuvenate", and Wanguo Securities had to be merged and acquired. This is today's Shenyin Wanguo Securities Company.

The tragedy of Wanguo Securities can be said to have given Ren Zhengfei a shot of "sobriety". In March 1997, Ren Zhengfei sent the article "How the No. 1 Securities King Collapsed" to the members of the expert group who were drafting the "Huawei Basic Law", and wrote "History as a Mirror" himself. Facing the technological monopoly of multinational giants, the development of private enterprises is struggling.The pressure of the market, the brutal competition, and the successive failures... It's like sailing a small sailboat on a stormy sea, with turbulent waves and uncertainties about life and death.In this situation, Ren Zhengfei's heart has been raised to the throat.An eternal topic lingers in my mind: enterprises must always live and not die.For Ren Zhengfei, the long-term research is how to live, to find the reason and value of living.

"We have to survive first, and the necessary condition for survival is whether we have a market. Without a market, there will be no scale, and without scale, there will be no low cost. Without low cost and high quality, it will be difficult to participate in competition and will inevitably decline." Ren Zhengfei claimed that he "has no lofty ideals, but thinks about what to do and how to do it in the past two or three years in order to survive."He repeatedly emphasized that "survival is always the last word".For Ren Zhengfei's low-key life, there may be a preliminary answer. What Huawei pursues is not a momentary reputation, but long-term survival and development.He said to Huawei employees: "I am the same as all of you here. Once Huawei goes bankrupt, we will have nothing. All value-added must be generated in continuous survival." In the spring of 2001, Ren Zhengfei went to Japan to "learn scriptures".During the period, he chatted with Japanese National Conditions Adviser Takeuchi Ryoki about Japanese enterprises and government.Rinki Takeuchi mentioned the "death curve" theory, which means that any enterprise may decline after rising to a certain level. This is the life cycle of the enterprise itself. Whoever continues his past successful experience will face death. Huawei actively expands its way of survival, introduces advanced Western management models, and aims at the best in the industry.In the harsh market competition, only with the core technology can we have a strong competitiveness, and then take the initiative in the competition.This is also the reason and value of Huawei's survival. In fact, Ren Zhengfei's growth experience also made him realize the primary value of survival.In a family with many children, during the special years of the "Great Leap Forward" and "Cultural Revolution", the father was criticized and the whole family was always struggling on the verge of starvation. The strict food rationing system made him understand the truth of living.After he transferred from the army, the problem of survival has not been well resolved.He didn't adapt to the social reality, was deceived, and had nowhere to go to create Huawei. A few people crowded in a simple house of more than ten square meters, and picked up leftover vegetables from small vendors to save money... Every detail of this life is vividly remembered. , It also made him truly understand the value of survival. From the start of business in the 1980s to the turn of the century, the first generation of entrepreneurs in China has reached the retirement age, and it is time to withdraw from the stage of history.However, many private enterprises cannot escape the historical fate of "being rich within three generations", and the end of an entrepreneur's life is the end of the enterprise.To become a "hundred-year-old brand" enterprise, it is difficult for one or two generations to achieve it, and it requires persistent efforts; it is also difficult to achieve inheritance by relying solely on the entrepreneur's personal wisdom. It needs to form a set of standard and operable norms. Realize value recognition. Ren Zhengfei said: "Huawei's initial development was based on entrepreneurial behavior, seizing opportunities and striving to lead." However, with the rapid growth of Huawei, the company's disadvantages have become increasingly exposed, and difficulties have also begun to emerge.To integrate into the trend of internationalization, these problems must be solved. Initially, what troubled Ren Zhengfei was how to establish a reasonable and fair evaluation system.This is mainly reflected in Huawei's marketing system. It is difficult to manage the increasingly large marketing team.At the same time, it is also a problem to effectively evaluate the performance of marketing personnel and motivate them in time. In 1994, Ren Zhengfei ordered Zhang Jianguo, vice president of marketing, to solve the problem.Therefore, Zhang Jianguo took the lead in designing the "sales staff reward distribution plan", creating a precedent for Huawei's performance evaluation.However, with the expansion of the market, the rapid expansion of marketing staff, Zhang Jianguo's incentives for sales staff can no longer meet the new needs. At the beginning of 1995, Huawei implemented the ISO9001 standard on a large scale throughout the company. However, after the reorganization of the business process system, how to position the responsibilities and authorities of each department and position became a problem.In order to meet the needs of development, the company redesigned the salary distribution, but the question immediately emerged: what is the basis for the distribution?There are all kinds of mentions, and the reform team is at a loss. Regarding these problems, Ren Zhengfei was very inspired by listening to the lectures of professors such as Peng Jianfeng from Renmin University. He believed that this was exactly the problem Huawei faced in its development, so he entrusted several professors to help Huawei summarize experience and establish a management outline. On March 27, 1997, the "Huawei Basic Law" was born.This is the first initiative of Chinese enterprises and has had a profound impact on Chinese enterprises. The purpose of Ren Zhengfei's drafting of the "Huawei Basic Law" is to change people through the system, so that the power to promote Huawei can run stably and continuously optimize for a long time, so as to ensure the long-term stability of the company and eventually become a world-class company. The promulgation of the "Huawei Basic Law" has enabled Huawei to step out of the "opportunistic" value understanding and establish its own core value system and core capabilities that match it. However, in the process of contacting world-class multinational companies, the unique language mode of the Basic Law cannot form a good dialogue with large global companies.Therefore, prevailing business values ​​must be adhered to. This "Basic Law" is basically based on Ren Zhengfei's personal thinking, and is formatted according to his personal thinking and value orientation.Therefore, with the rapid development of Huawei, this Basic Law quickly revealed loopholes and deficiencies.It does not conform to the natural laws of business and has poor operability. The Basic Law needs to keep pace with the times.Ren Zhengfei also said: "The day when the "Huawei Basic Law" was actually born may be when it completed its historical mission, because the "Huawei Basic Law" has been integrated into the blood of Huawei people." The basic law needs to form a system, and the system must Management is becoming more and more detailed, and there should be fewer and fewer similar boss quotations. “Without rules, nothing can be achieved.” With “rules,” an institutional system has been established, and the color of rule of man has gradually faded, ensuring inheritance and preparing conditions for Huawei to join the world market for gaming. Lao Tzu said: "Tao always does nothing, but everything is done", "Tao follows nature", "governing a big country is like cooking small fish". Mencius said: "You can't support the middle class, and you can't support the talents. Therefore, people are happy to have good fathers and brothers. If you can't abandon the middle class, and you can't abandon the talents, then the virtuous and the unworthy will leave each other. There can't be an inch between them." Han Fei said: "Yao can't rule a country by explaining spells and governing by heart. Xi Zhong can't make a round if he abandons the rules and thinks about it. He can't make a round if he discards the size and makes the difference. Obey the rules and size, and you will never lose it. A gentleman can do what the virtuous and ingenious cannot do, and keep the middle and clumsy. This contains the traditional Chinese philosophical wisdom.For enterprise management, Lao Tzu's "inaction" is suitable for the upper level, strategizing and directing the entire enterprise; Do practical things in a down-to-earth manner. Ren Zhengfei implements the principle of hierarchical management and differentiated requirements at Huawei.For high-level managers, it is required to manage the company in a "way" to achieve "governance by doing nothing", that is, to have the ability to look at the overall situation; It is necessary to focus on the "law", strictly implement the rules and regulations, practice what you have done, and effectively supervise. In 2000, Ren Zhengfei organized cadres above the vice president to take an exam with the topic of "governance by doing nothing".Ren Zhengfei discussed the basic concept of "governance by doing nothing": the role of managers is no longer to rely on individual heroic behavior, but to promote and improve the operational capabilities of the organization. "Only professionalization and processization can improve the operational efficiency of a large company." Ren Zhengfei said: "Slowly dilute the direct control (not macroscopic control) of entrepreneurs over it (enterprises), then the replacement of entrepreneurs and the end of their lives will be separated from the fate of the enterprise. The Yangtze River is the best' Govern by doing nothing', no matter what you do or ignore it, the rivers and rivers will not be ruined forever." He hopes that Huawei can get rid of the constraints of talents, technology, and capital, and move from the "kingdom of necessity" to the "kingdom of freedom." He redefines his work.Instead of inspecting the work of more than 30 regional offices in all countries every year, this task is handed over to Chairman Sun Yafang and "CXO" (ministers in charge of everything) to complete.And he started a "global travel", spending more than half of his time overseas. After the entrepreneurial period, the vigorous "Great Leap Forward" era is gone forever, and what is needed now is a down-to-earth professionalism.He called on all employees to learn from the customer service center and implement lean production to every employee, every link, every process, and every thought.He warned Huawei people, "Don't always want to make earth-shattering changes, but start with small things and complete the task honestly." This kind of management in which the upper level is "virtual" and the lower level is "real" not only clarifies the division of labor, but also mobilizes the enthusiasm of all parties. Everyone works together to do a good job, lay a solid foundation, and prepare for Huawei's rapid development. When he was young, Ren Zhengfei had a very deep memory of Hua Luogeng's words that "the magical transformation of Yi is a smooth path, and the magic of Yihua is not enough to mention".This sentence means that complex processes should be simplified rather than simple things complicated.Therefore, he advocated "only reform, not revolution".People may say that Ren Zhengfei is a pragmatist, but this is also due to the brutal competition in the business world. If you are struggling in the business world, you will "capsize" if you are not careful.He claimed that "in terms of management, I am not a radical, but a reformist, advocating continuous progress." Ren Zhengfei advocates that employees must start small, improve little by little, and do small things well, instead of just focusing on big problems.He advocates the principle of "big rewards for small improvements, and only encouragement for big suggestions". Once there is a small improvement in the work, he will be praised and encouraged. He advocates management innovation and system innovation, but also believes that for a normal company, frequent changes will make it difficult to secure and continue the internal and external order.He warned Huawei people that without reform, the company's overall core competitiveness and work efficiency cannot be improved. Reform is a serious issue, and departments at all levels should not be hasty.An effective process should run stably for a long time, and it should not be changed frequently if there is a problem. The cost of the change will offset the benefit of the improvement. In 1996, Ren Zhengfei really took great pains to solve the problem of the replacement of new and old employees in the marketing department.He repeatedly considered what mode to adopt, which could not only make the handover smooth, but also minimize the psychological impact caused by it.Finally, the "mass movement" method of "collective resignation" ensured equal and fair competition opportunities and laid the foundation for the implementation of the system of "up and down" cadres.He concluded that the company's assessment system must maintain a reasonable range of fluctuations, and authorization and decentralization must be carried out gradually. In 1999, market competition intensified, and Huawei called on the entire company to reduce costs. Yang Yugang, an employee, found in the practice of 100A power supply products that the main transformer of the power supply was high in cost, large in size and heavy in weight, and its magnetic core was produced by only one company in the world. Huawei is using.Therefore, he and his department colleague Chen Guilin carried out technical transformation and optimized design of the electromagnetic component to reduce the cost.For this small technical improvement, Ren Zhengfei personally named and praised, and rewarded the main personnel. Ren Zhengfei said at an internal meeting: "What we want is change, not revolution. Our change is one step back and two steps forward." He asked managers to become more mature in the process of dealing with conflicts.An important sign of maturity is not to go to extremes, but to take precautions and make continuous changes step by step. For some employees, the leader entrusts him with one thing, and he can do ten things. Ren Zhengfei does not agree.He believes that this kind of innovation is not necessary, it is a manifestation of incompetence, and it is creating garbage.He asked everyone to do their own job well, to tamp down layer by layer, sprinkle another layer and then tamp down, only in this way can Huawei "sit firmly in the U-turn boat."There is no need to propose a catch-up strategy, as long as you do your job well, it will happen naturally. He said: "Huawei must adhere to reformism and realize the process from quantitative change to qualitative change through continuous improvement. In the process of Huawei's rapid development, vigorous changes may tear the company apart, so we must grasp it in the process of tearing and not tearing. Good degree. Our principle in dealing with the speed of development should be to develop regularly and predictably at a reasonable growth rate, but we must also be aware of the instability brought about by doing so. We must continue to improve our Governance capabilities, constantly adjusting the degree of repair that management capabilities can accommodate, so that we can adapt to the long-term future development." After all, it is for survival.As the helm, Ren Zhengfei pursues Huawei's steady progress.Survival is the last word, and a drastic revolution may lead to Huawei's death.This relatively "conservative" approach is necessary and necessary for companies that are undergoing transformation. Most Chinese people follow the doctrine of the mean and treat people impartially, but they often go to extremes and develop into eclecticism.Many Chinese people have never been perfectionists in doing things, they are always lazy? ? ?Confused, almost on the line, lacking a meticulous and rigorous attitude.Strict Germans, on the contrary, take looking for needles that fall on the ground as an example, they will draw a "well" on the ground, and look for it once in each place, which saves trouble and is fast; while we often look everywhere, Once you stick your hand, you will find it, which is time-consuming and laborious. Indian employees of Huawei India Research Institute often ask Huawei people if they have process support for small things.This makes Huawei people feel incredible.Once, a new Indian quality manager was gradually familiarizing himself with the company's various project numbers.He suddenly asked his colleague He Dan whether there was a corresponding process for the naming process of the company's project numbers.He Dan suddenly found it funny, what process is needed for the project number!Wouldn't it be enough to just make one?He Dan knew that his company did not have this process, so he asked him if his previous company had it.The Indian colleague told him solemnly: In local companies in India, project numbers are not created casually. A project number will involve the contacting of relevant departments with customers, signing of contracts, and arranging assistance from various functional departments, etc. Each link, and each link must be very compact.He Dan couldn't help being taken aback, recalling that he and his colleagues used to have similar principles and just barely completed the task, he couldn't help admiring him from the bottom of his heart. Many large multinational companies in the world have formed a complete process operation system, which is both economical and beneficial.Dell puts all transaction data on the Internet, and can conduct direct dialogues with more than 10,000 customers every day to listen to customers' demands; at the same time, Dell also conducts direct connections between computers with suppliers, and all of Dell's needs can be met. Immediately displayed on the supplier's side, this avoids duplication of human operations, and the information is transmitted quickly and accurately.The sharing of information resources enables Dell to understand the needs of customers in the first place, and quickly give feedback to the front end to make timely responses.This mechanism meets the individual needs of customers and minimizes the loss of information lag. Taking advantage of others, Ren Zhengfei established Huawei's electronic customer service process system based on Dell's service model. He put the emphasis on the staff training courses.Generally, in the third class of the training, Huawei employees will do two-day wiring. This is a work that binds a large number of connecting wires inside switches and other equipment according to certain rules, so as to make them neat and easy to detect. .This kind of training and assessment seems simple, but it is not easy.New employees must strictly follow the wiring process, plug in the power cord, alarm cord, and half-wave cord, etc., and then tie them neatly in a certain order, with the colored cords outside and no crossing.Some employees follow the procedure and get it done within an hour; some employees don’t follow the procedure and spend a whole morning in vain; there are also many old employees who take it for granted according to their own habits, but always make mistakes.Through this kind of strict training, the employees' awareness of working according to the process has been enhanced. In 2002, Huawei's ERP system, ISC system and other core business systems were fully supported by the network to complete internal production management, financial management, sales management and partner collaboration.Adopting the management model of "making foreign things serve China", Huawei has greatly improved efficiency, and management has stepped out of chaos and taken a big step forward. Management guru Peter Drucker once said: "Entrepreneurs do two things, one is marketing, the other is to cut costs, and the rest can be ignored." American oil magnate John Rockefeller also said: "Saving money is making money." "In the tide of market economy, enterprises must control costs and pay attention to economic benefits if they want to survive.Only by creating as much value as possible with as little cost as possible can an enterprise gain a foothold in the competition. When an enterprise develops to a certain scale, it will face the problem of diseconomies of scale, economic benefits will decline, and competitiveness will decline.The ever-growing Huawei is also facing this problem, with huge daily expenses and staggeringly high costs. In 1999, the IT environment took a turn for the worse, Huawei's operations were severely challenged, and the cost problem became increasingly prominent. Before 1999, Huawei was in a period of accelerated growth. Many employees liked to pursue the growth rate of sales one-sidedly, and paid little attention to cost.During this period, although the company's revenue showed a growth rate of 100%, management expenses and sales expenses rose at a rate of more than 100%, and the profit was only more than ten percent. High investment did not bring high profits.Moreover, Huawei's rapid expansion and rapid increase in personnel, in July 1999 alone, Huawei's monthly office expenses, water and electricity bills, telephone bills, travel expenses, entertainment and entertainment, etc. were as high as 15 million yuan.At this time, Huawei fell into the embarrassing situation of "increasing production but not increasing revenue". To solve this problem, the key is to control the "blind cost flow".For this reason, Ren Zhengfei emphasized that it is more effective for enterprises to gain profits through cost control than to develop markets.Therefore, in 2002, Ren Zhengfei began to implement low-cost operations within the company. Only by prescribing the right medicine can the disease be cured.Huang Yong from Huawei's financial management department suggested building an information platform, using financial analysis as a way to find the crux of the problem, and then propose a solution.After taking the pulse in detail, Huawei established a budget and cost control system. In order to make all employees establish cost awareness, Ren Zhengfei launched a saving campaign.On the walls of many departments of Huawei, there are cartoons of "pass five checkpoints before leaving get off work", reminding employees to turn off lights, computers, doors and windows when they leave work. Through effective cost control, Huawei's economic benefits have increased rapidly, and its ability to expand the market has been greatly improved, which has prepared conditions for the company's sustainable development. A new book is out in less than a month about Microsoft and Bill Gates.But there are not so many books on Intel, and there are very few masterpieces by outside authors.In the eyes of outsiders, Intel is very mysterious.There is a company in China that can rival Intel, and that is Huawei. Ren Zhengfei warned Huawei people: "The company is constantly changing, and we must have a normal heart to deal with reality. The attitude towards the media, I hope that all employees will keep a low profile, because we are not a listed company, so we don't need to publicize the society... The media has We don’t want to participate in their own operating rules. Some of our employees go online to debate, which is a disservice to the company... I hope everyone can be quiet.” Ren Zhengfei not only keeps a low profile himself, but also requires companies to keep a low profile.The company stipulates that employees cannot express their opinions to the outside world. "Cadres' personal views on issues can only be reflected by e-mail to a dedicated mailbox, and they are not allowed to post e-mails on bulletin boards without approval. When we think that opinions can be made public, we can publish them in the "Huawei People" newspaper. , "Management Optimization News". Whether it is a positive opinion or a negative opinion, it is wrong without approval." Ren Zhengfei once gave a speech "Enterprises Can't Wear Red Shoes". In his opinion, "red shoes" are very attractive, but once you put them on, you can't take them off, just like taking ecstasy. It can dance non-stop under its lead until death.In this way, he warned Huawei people to withstand the temptation, not to wear "red shoes", to be calm, unassuming, and to do things quietly. When Huawei sold Huawei appliances, a reporter from a newspaper in Shenzhen wrote a report and published it without Huawei's consent.Unexpectedly, the next day, Huawei's lawyer came to settle accounts, and he was severely criticized by the newspaper. "Huawei People" Newspaper and "Management Optimization Newspaper" are internal communication publications, which are only presented to customers and not distributed to the outside world.Many employees who have left Huawei will add a sentence at the end to those who come to inquire about Huawei's situation: "Please withhold my name." Entrepreneurial veteran Liu Ping fought a lawsuit with Huawei in May 2003.To create an atmosphere, he invited several reporters, hoping to send a message.However, it was not possible, and in the end the case was not even heard in public.