Chapter 42 Appendix II Selected Works of Ren Zhengfei's Classical Works

The ancients said: "Worry and labor can rejuvenate the country, and leisure can lead to death." As the helm of Huawei, Ren Zhengfei has a sense of crisis everywhere. In February 2001, when Huawei's business development momentum was good, "Huawei's Winter" was released. This article foresaw the cold winter of the IT industry. Because he prepared "cotton coats" in advance, Huawei was able to survive the winter safely.This article has become a model for China's IT business community to learn from. 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 has been in peace for too long, and too many officials have been promoted during peacetime. This may be our disaster. "Titanic" also went out of the sea amidst cheers.And I believe that day will come.Facing such a future, have we thought about how we should deal with it?Many of our employees are blindly proud and blindly optimistic. If too few people think about it, it may be coming soon.Being prepared for danger in times of peace is not alarmist talk.

When I visited Germany, I was very moved to see how quickly Germany recovered after World War II.The workers at that time united and proposed to reduce wages instead of increasing wages, so as to speed up economic construction, so the German economy grew rapidly after the war.If Huawei really comes into crisis, will it be enough to cut the wages of employees by half and let everyone live on a little cabbage and pumpkin?Or can we save the company by laying off half of the people?If this is the case, the danger is not dangerous.Because, once the danger is over, we can gradually make up the wages.Or sales growth, bring back those who were forced to lay off.This is hardly a crisis.If both are carried out at the same time, neither can save the company, have you thought about it?

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 that's how it survived for ten years.We all have to think together, how can we survive, maybe we can survive longer.The day of failure will definitely come, and everyone must be prepared to meet it. This is my unshakable view, and this is the law of history. Under the current situation, I think our company has not really recognized the crisis from top to bottom, so when the crisis comes, we may be caught off guard.Have we become numb, have we no longer had the string of crisis in our minds, have we no longer had the ability to criticize ourselves or have very little?Then, if there is a crisis on all sides, then we may really have nothing to do.Then we can only say: "Don't go on strike. We are not going to go to work. We will turn off the machine soon and save some electricity." may continue to live.

The main points of management in the past three years have been all about per capita benefits.If we don't focus on the growth of per capita benefits, management will not progress.Therefore, the most important and core thing for an enterprise is to pursue long-term and sustainable growth in per capita benefits.Of course, this is not only the per capita contribution rate of the current financial indicators, but also includes the growth of per capita potential.Enterprises do not need to be big, nor strong, short-term strong, but to have the ability and adaptability to continue to survive.One of our employees wrote an article "Can it be improved?Can it be improved? 》, Only by continuous improvement can we have hope.But how many Huawei employees can improve in their own positions, and how many people can improve after researching?All indicators in our cadre debriefing report are per capita benefit indicators.If the per capita benefit index is lowered, we will unswervingly lower wages.If you can't even accept a salary cut, I don't think you need to stay at Huawei to fight.A leader of a department has not made any mistakes, but the per capita benefit has not increased, so he should also step down.The leader of another department has made some mistakes. Of course, it is not a moral mistake, but a bold work, a bold responsibility, a lack of experience, and the increase in per capita benefits. He should be taken seriously.If the mistakes he made were discussed in a group, and he corrected them in time after making mistakes, he should be promoted.Cadre departments at all levels must prevent cadres who are wise and safe from being promoted.In a system where the indicators of per capita benefit do not continue to increase, then the leaders of major departments and people in the cadre department should all resign collectively.Because people are chosen by them, what kind of people did you choose!

Under the current circumstances, we must be prepared for danger in times of peace, and we must see possible crises.As you all know, there is a first-rate company in the world, which is indeed remarkable, but last year, it fell through, and the company almost collapsed in the blink of an eye.Of course, they have good basic research and good technical reserves, and they can make a comeback.It will decline in the past two years at most, and it will lead the world again in two years.And what does Huawei have?We do not have a strong foundation. If Huawei does not have good management, then after the real collapse, there will be nothing in the future, and it will never be resurrected.

Huawei has been yelling that wolves are coming, and everyone is a little unbelievable, but wolves will really come.This year, we will discuss the crisis extensively, discussing what crisis is Huawei, what crisis is your department, what crisis is your department, and what point in your process is there any crisis.Can it be improved?Can it be improved?Can the per capita benefit be improved?If the discussion is clear, then we may not die and continue our lives.How to improve management efficiency, we have written some management points every year, whether these points can improve your work, if you improve a little, we will move forward.

How can we survive? Comrades, you have to think about it, if your per capita output increases by 15% every year, you may only keep your wages unchanged or may drop slightly.The price drop of electronic products is more than 15% a year.We are selling more and more, but the profit is getting less and less. If we don't do more, we may not be able to keep today, let alone raise wages.We cannot rely on endless overtime, so we must improve our management.In management improvement, we must emphasize improving the shortest piece of our plank.The main leaders of all departments, departments, and processes must focus on weak links.Adhere to balanced development, continuously strengthen the construction of a process-oriented and time-oriented management system, and continuously optimize your work and increase your contribution rate under the conditions of improving the company's overall core competitiveness.

Why solve the short plank? The company attaches great importance to R&D and marketing from top to bottom, but does not pay attention to many systems such as tally system, central dispatch system, cashier system, order system, etc. These systems that are not valued are short boards. Shipment is still equivalent to not doing it.Therefore, the whole company must establish a unified value evaluation system and a unified evaluation system, so as to make the internal flow and balance of personnel possible. For example, some people say that I am very good at R&D and innovation, but how to reflect the value of innovation?

Innovation must be transformed into a commodity in order to generate value.We attach importance to technology and marketing. I have no objection to this, but every chain is very important.For R&D relative to user services, a service engineer at the same level may have stronger comprehensive processing capabilities than R&D personnel.So if we don't agree with the after-sales service system, then this system will never be composed of excellent people.Either it is organized by excellent people, or it is a high-cost organization.Because he flew over to repair the machine, he couldn't fix it once, flew over again and couldn't fix it, and flew over again and couldn't fix it.We sponsored all our wages to civil aviation.If we can fix it in one go, or even use remote guidance to fix it without going there at all, how much cost will we save!Therefore, we must emphasize balanced development, and we cannot always emphasize a certain aspect.

For example, our company always sends the wrong goods, and the goods sent abroad are sent back again. Shouldn’t the freight and interest on the payment of the wrong goods be calculated as the cost? Therefore, it is necessary to establish a balanced assessment system, so that the short boards of the company can become long boards, and there will be more bottled water.We have researched many products in the past few years, but when IBM and many western companies visited our company, they laughed at us for wasting a lot, because we researched a lot of good things but couldn’t sell them, which is actually waste.If we don't pay attention to the construction of the system, it will cause a waste of resources.To reduce the short planks of wooden barrels, it is necessary to establish a balanced value system and emphasize the improvement of the company's overall core competitiveness.

Why do we emphasize a system dominated by process and timeliness? The cadres who are currently operating in the process are still used to asking their superiors for everything.This is wrong. There are already regulations or things that have become a practice. There is no need to ask for instructions, and they should be passed quickly.The person who executes the process is responsible for things, which is the system of responsibility for things.Asking for instructions in everything is the system of being responsible to people, and it is restrained. We need to simplify unnecessary confirmation and reduce unnecessary and unimportant links in management. Otherwise, how can the company operate efficiently? Now our agency has quite a number of departments and a considerable establishment that are producing garbage, and then the garbage is sorted and cleaned up to create job opportunities for some people.These complicated documents were produced, and some complicated procedures, as well as unnecessary reports and documents, were made to support some cadres who did not need to be supported.Government cadres cannot produce value-added behaviors.We must try our best to streamline the organization under the condition of effective monitoring.The secretary has the right to handle routine management work, and the manager mainly handles exceptional events and important routine events that cannot be clearly identified.More routine, fewer managers, and lower costs.We must reduce the establishment, our organization is too large.Under the same conditions, the fewer government cadres the better, and of course there must be no less.Therefore, we must unswervingly send some government officials to positions that directly generate value-added.The evaluation of the agency should be scored by the direct service department, which should be linked to the organizational score of the agency's salary and bonus.This is also customer orientation, and internal customers are also customers. The marketing department is incompetent.Every day, pieces of paper fly like snowflakes. Every day, I ask the office for a report. I want this report today, and I want that report tomorrow. This is an incompetent official.The office fills in a form with all the data every month and puts it in the database.Starting tomorrow, the marketing department will form a database team with redundant cadres. All data can only be obtained from this group, not from the office. Suffer a little loss, otherwise they will not understand this truth, and will not serve you and make you powerful in battle.Huge organs must be swollen.In this process of reform, the interests of many people will be touched, and many contradictions will be encountered. Leading cadres must set an example.There must be someone who dares to take responsibility, and those who dare not take responsibility cannot be cadres.It's an honor to be an engineer. In our own work, we must dare to be responsible, speed up the process, and we must eliminate those who are wise and safe.Huawei has given employees very good benefits, so some people say that you must not lose this position, and you must not lose this benefit.Anyone who wants to protect his own interests should be removed from his post. He is already a stumbling block to change.In the past year, if he didn't improve his behavior, didn't even make a mistake, and his work didn't improve, can he be removed from his post on the spot.If the per capita benefit of his department has not improved, he cannot be the section chief.He said that he didn't make any mistakes. Can he be a cadre if he doesn't make any mistakes?Some people never made a mistake because they didn't do a single thing.And some people made some mistakes in their work, but the per capita efficiency of the department he manages has greatly improved. I think this kind of cadre should be used.Cadres who have neither made mistakes nor improved can be dismissed on the spot. We must carry out organizational transformation and optimization activities centered on self-criticism.Self-criticism is not criticizing for the sake of criticism, nor is it criticizing for total negation, but for optimization and construction.The overall goal is to enhance the company's overall core competitiveness. Why the emphasis on self-criticism? We advocate self-criticism, but do not advocate mutual criticism, because it is difficult to grasp the appropriateness of criticism. If the criticism is too strong, it will easily cause conflicts between teams.As for self-criticism, people will not use force on their own, and will be merciful to themselves.Even lightly beating it with a feather duster is better than not beating it at all. After a few more years of beating, you will be tempered into steel.Self-criticism is not only self-criticism by individuals, but also self-criticism by organizations. Through self-criticism, backbones at all levels must work hard to shape themselves, and gradually move towards professionalization and internationalization.Only by serious self-criticism can we continuously absorb advanced and optimize ourselves in practice.The company believes that self-criticism is a good way for personal progress. Employees who have not yet mastered this weapon hope that departments at all levels will not promote them.After two years, cadres who are still unable to master and use this weapon should reduce their use.Incumbent cadres must continue to struggle and forge ahead.Cadres must have professionalism, dedication, sense of responsibility, and sense of mission.We do not require dedication to ordinary employees, they should get reasonable remuneration for their labor.Only require dedicated employees and train them into cadres.In addition, we impose strict requirements on senior cadres, not ordinary cadres.Because we implement strict requirements, our management costs are too high.Because it costs money even if it doesn't matter, we should do less things that don't collect food.Therefore, we have different requirements for cadres at different levels, and all cadres who cannot use the weapon of self-criticism cannot be promoted.Self-criticism begins with senior cadres. Senior cadres have a democratic life meeting every year, and the questions raised at the democratic life meeting are very sharp. After hearing this, some people think that the internal struggle in the company is really fierce. You can see that they talk about the problem very sharply, but after they finish talking, don't they hold hands and go to war again? I hope that this spirit can always be passed down. There should also be a democratic life meeting below, and we must give each other opinions. In my opinion, criticizing others should be a treat for dinner, painting, embroidery, and be gentle and courteous.We must not turn the internal democratic life into a meeting that smells of gunpowder. Senior cadres are sharper because they are of high quality, and they should be gentler as they reach the grassroots.Things cannot be expected to be finished at one time, not in one year, but also in two years, and it is not too late to make progress in three years.I hope that cadres at all levels must grasp the scale when organizing self-critical democratic life meetings.I think people are afraid of pain, too much pain is not good, just like painting and embroidery, to help people analyze their shortcomings meticulously, and propose improvement measures, the best is gentle and light rain.I believe that as long as we keep going, it will be more effective than that stormy revolution. We must unswervingly continue to implement the qualification management system.Only in this way can we change the past evaluation state.Only then will people who contribute and have a sense of responsibility grow up as soon as possible.The incentive mechanism should be conducive to the comprehensive development of the company's core competitiveness strategy, and it should also be conducive to the continuous growth of the core competitiveness in the near future. What is leadership?What is a politician? This election in Israel has shown us the short-sightedness of the Jews.Rabin realized that Israel is a small country, surrounded by hundreds of millions of Arabs, although Israel has won several Middle East wars.But it cannot be said that 50 or 100 years later, the Arabs will not develop. Today, if they do not exchange land for peace, delineate borders, and live in peace with their neighbors, once the Arabs become stronger, they will be displaced again.If this is the case, it is not certain that the Jews will not be able to return in another 2,000 years.While most people only value immediate interests, Sharon is a hardliner who will win short-term interests for the Jews, and people support him.I finally saw for once that Jews were as short-sighted as we are.Our leaders should not cater to the masses, but to promote organizational goals, we must pay attention to working methods.What is sacrificed for a while is the immediate interests, but what is exchanged is long-term development.I once said when I cooperated with a world-famous company that is also my company's all-round competitor, I am a student of Rabin, and we must complement each other, help each other, and live together.I just adore Rabin as a metaphor for a long-term strategic relationship with a competitor.In particular, it is necessary to select and train backbones from employees who have practical experience, sense of responsibility, skills, and excellent work. Cadres must be dedicated, dedicated, responsible and have a sense of mission.There are four criteria for judging whether a cadre is a good cadre or a loyal minister: First, do you have professionalism, are you serious about your work, have you improved, and can you improve?Can it be improved?That's your work ethic. Second, don't worry about whether you have dedication or not. Our value evaluation system cannot be absolutely fair.If Cao Chong's method of weighing images is used to evaluate qualifications, it must be fair.But if you use a precision balance to evaluate it, it will definitely not be fair.It is impossible for us to be absolutely fair.I think dedication is a very important factor in evaluating cadres.If a cadre is too fussy, this cadre will definitely not be able to do well. You have many soldiers under your command. If you are selfish and fussy, can your subordinates cooperate well with you?Those who do not have the spirit of dedication should not be cadres, and those who are cadres must have the spirit of dedication. The third and fourth points are to have a sense of responsibility and mission.Do our employees have a sense of responsibility and mission?If you don't have a sense of responsibility and mission, why do you want to be a cadre?If you feel that you still have a sense of responsibility and mission, improve as soon as possible, otherwise you will eventually be dismissed. The temple is smaller, the number of abbots is reduced, and the number of monks is reduced. This is the reform of the government.The general principle is that we must turn off the compressor, why? Because we built IT. Why build IT? A doctorate is required for road design, a master's degree is required for steel rail making, and an undergraduate degree is required for road paving.But when the road is repaired and the fork is turned, there is no need for such a high degree of education, otherwise no one can afford to ride this train.Therefore, when our company's organizational system and process system are established, there will be no need for so many high-level cadres, and there will be fewer abbots.The purpose of establishing the process is to improve unit production efficiency and reduce a number of cadres.If we reduce a number of cadres at every level, our cost will drop very quickly.The standardized format and standardized language expand the management scope and content of each manager.As information becomes more and more developed, there will be fewer and fewer levels of management, fewer and fewer officials to maintain these levels of management, and the cost will drop. To ensure that IT can be implemented, there must be a stable organizational structure and a stable process.Blind innovation will only destroy this efficiency.Let's not get too hyped about innovation.We hope not to innovate casually, but to maintain a stable process.It is necessary to properly handle the relationship between management innovation and stable process.Although we need management innovation and system innovation, for a normal company, frequent changes make it difficult to secure and continue the internal and external order.Without change, we cannot improve our overall core competitiveness and job efficiency. Change, what has changed? This is a serious issue, and departments at all levels should avoid rashness.An effective process should run stably for a long time, and it should not be changed frequently because of a little problem. The cost of the change will offset the benefit of the improvement.It has been proven to be a stable process, although it is found that its efficiency is not very high, unless we find a defect in the overall design or large-scale process design, and this defect must be corrected, it should not be changed at other times.All reforms this year must go through strict approval and verification, and innovation and reform cannot be done at will, because the cost of innovation and reform is too high. We must insist on "small improvements, big rewards". "Small improvement, big reward" is our long-term persistent improvement policy.On the basis of small improvements, continuous induction and comprehensive analysis should be carried out.To study its conformity with the company's overall target process and its harmony with surrounding processes should be simplified, rigidified, and resolidified.Whether this process is advanced should be evaluated by the increase in contribution rate.When I was young, I knew Hua Luogeng's words, "It is a smooth path to transform magic into Yi, but it is not enough to turn Yi into magic."Some of our employees, if you give him one thing, he can do ten things, this kind of innovation is unnecessary, it is a manifestation of incompetence.This is creating garbage, and such employees should reduce their usage.So there are many change projects this year, but each change project must be assessed by its contribution rate.It is necessary to achieve high-speed growth and carry out various management reforms at the same time, which is intricate, difficult, and has a long way to go.Cadres at all levels must have a lofty sense of mission and responsibility, be enthusiastic but calm, tense and orderly. "Governing a big country is like cooking a small fish." We must be careful in doing any small thing, and don't disrupt the process at will, causing chain errors.Everyone should also remain calm in dealing with each other's interpersonal relationships, otherwise troubles will arise.Never have impetuous emotions, guard against arrogance and impetuosity, restrain yourself, be less impulsive and more rational.We must resolutely oppose metaphysics, childish impetuosity, mechanical dogma and idealism.In the progress of management, we must seek truth from facts, especially against the form left and the real right.On the surface, it seems to be done correctly, but in fact, the efficiency is very low. We must continue to adhere to the macro-management method and system construction with business as the leading and accounting as the supervision. What is business-oriented? It is to have the courage to create and guide demand, obtain profits from the "window of opportunity", and be good at seizing opportunities to narrow the gap so that the company can survive in sync with the world. What is Accounting as Supervision? It is to provide standardized financial services to ensure the realization of business. Standardization can be fast, accurate and orderly, and the cost of accounting maintenance is low.Standardization is a sieve, and supervision is also completed during the service process.Service and monitoring should be integrated into the whole process.We must also carry out reverse audits, trace responsibilities, find outstanding cadres from them, and eradicate the sedimentation layer.The business-oriented and accounting-supervised management model is to prepare for the separation of regional and business administrative management from unified financial service administrative management (financial IT will implement national and global unified management). We must face change with the right attitude. What is change? It is the redistribution of interests.The redistribution of benefits is a major event, not a small one.At this time, there must be a strong management organization in order to redistribute benefits and reform to operate.In the process of reform, the old balance of benefit distribution gradually moves towards a new balance of benefit distribution.This balanced cycle process is necessary to promote the improvement of the core competitiveness of enterprises and the growth of benefits.But the distribution of benefits is always unbalanced.The job changes we are undergoing are also beneficial to redistribution. For example, the big abbot has become a small abbot, and your temple has been demolished. No matter what it is called, you must have a correct attitude towards it.Without a correct mentality, our reforms cannot be successful or accepted.Especially with the gradual establishment of the IT system, the previous multi-layer administrative transmission and management system will become more flat.With the disappearance of the middle class, a large number of cadres will become redundant, and the major departments must transfer the surplus cadres to new jobs in time and guide them in a timely manner, so as to avoid excessive layoffs in the future. When I was in the United States, when I was discussing with the leaders of several big companies such as IBM, Cisco, and Lucent, I talked about what is IT? IT, they say, is layoffs, layoffs, layoffs.Electronic flow is used to replace manual operations to reduce operating costs and enhance corporate competitiveness.We will also face this problem.With the gradual rollout and establishment of IPD, ISC, financial unification, and IT-supporting networks, the middle layer disappeared.We expect that we will lay off a large number of cadres in about 2003 or 2004.We need to see this situation today. We are expanding now, and there are still many new positions. Everyone should hurry up to occupy these new positions to avoid being laid off.Whether it is for cadres or ordinary employees, layoffs are inevitable.We have never promised to implement a lifetime employment system like Japan. Our company has emphasized the freedom to come and go since its establishment.At the same time, the exchange of labor force between the company and the society is necessary. The surplus labor force not used by the company may be needed in other parts of the society, and there may be some shortages in the society.The exchange of long planks and short planks in the company also requires the flow of posts and personnel.We need to guide employees to new positions in a timely manner so as to avoid excessive layoffs in the future.Internal mobility is important.Of course, there are ups and downs in this flow. As long as the company's core competitiveness is improved, what's the matter with personal ups and downs? "Not pleased, not to have compassion".Therefore, today, our departments at all levels really care about cadres, not to keep them, but to guide them and get them out.Use and train old employees as much as possible in new positions, and old employees should also actively occupy them. Otherwise, newcomers will be added, and they will also have the right to choose.Only when the company's core competitiveness is improved, will there be opportunities for all employees to realize their value.We need to eliminate resistance to change, which mainly comes from middle and senior cadres.We are in a period of organizational change, and the positions of many high and middle-level cadres will change relatively.We are willing to listen to the cadres, but we also demand that the cadres obey, otherwise the change cannot be carried out.Three years later, the reform has entered a normal order, and we are willing to accept the adjustment wishes of the cadres in accordance with the wishes of the cadres and the possibility of their jobs.For cadres, we only have this method. We are willing to listen to your complaints. After the complaints are over, we still have to work in the assigned positions. For grassroots employees, they should "do one line, love one line, and specialize in one line", and strive to improve their own job skills.It is necessary to strictly control the transfer of grassroots employees, and the transfer must be strictly reviewed and approved.I think grassroots employees need to develop professional skills, and they can get high wages even if their professional skills are improved.For those who have been transferred and those who will be transferred in the future, as long as they cannot meet the use standards of the new position, and the original job has been replaced by qualified employees, it is recommended that all departments persuade them to quit first.Each department cannot have redundant redundancy and precipitation in its own processes.If the efficiency of the cadres in any department is not high, the head of this department should be responsible.We need to reduce work coordination and scheduling meetings, and even for those meetings that must be held and must be carried out immediately after they are completed, reduce the number of people participating in these meetings.At the same time, it is necessary to prohibit the holding of long-term technical training meetings during working hours, and other activities such as physical examinations, communication, and gatherings should not be held during working hours. It is necessary to ensure that working hours and quality are implemented. We believe that the key to standardized management is the template of work. What is standardized? That is, we make all the standard work into a standard template, and do it according to the template.A new employee, who understands the template and can follow the template, is already internationalized and professionalized. With the current level of education, he can master it in three months.And this template was groped out by predecessors for decades, so you don't have to grope again.All process management departments and rationalization management departments should be good at guiding various optimized and proven effective work templates.Clear process, repetitive process, work must be templated.When a job achieves the same performance and uses less labor and less time, this shows that management has improved.We believe that only by grasping the main template construction and connecting the related template processes can IT become a reality.On this issue, we need to strengthen construction. It is spring now, but winter is not far away. We have to think about winter in spring and summer.Can we take some time to discuss how to meet the crisis. Winter in the IT industry is not necessarily winter for other companies, but it may be winter for Huawei.Huawei's winter may come earlier and be colder.We are still too young. After ten years of smooth development, our company has not experienced setbacks. Without setbacks, we don't know how to go on the right path.Suffering is a fortune, but we have not experienced it, which is our greatest weakness. We have no psychological preparation and technical preparation to adapt to the development. In the process of discussing the crisis, the most important thing is to think about it with ourselves.All of our employees are not professional enough.When we promote cadres, we should not talk about skills first, but first talk about moral character. Moral character is the professionalism, dedication, sense of responsibility and sense of mission I talk about.Crisis is not far away, but death is eternal. This day will come, you must believe.From a philosophical point of view, we cannot resist any natural law, but if we can clearly recognize our existing problems, we can delay the arrival of this time.Behind the boom is the bust.A rose is beautiful, but it definitely has thorns.Everything is complementary and contradictory, and there can be no absolute.This year we are still in the process of rapid development, and the income of employees will increase to a certain extent. It is more chic to study the issue of winter during this period, so we study this issue in advance of the prosperous period.If we cannot be prepared for danger in times of peace, we will surely die. The arrival of the crisis is unconscious. I think that all employees cannot think about problems from their own perspective.If you do not have a broad mind, it is impossible to treat change correctly.If you don't get change right, if you resist change, the company dies.During this process, on the one hand, everyone must work hard to improve themselves, on the other hand, they must unite with comrades, improve organizational efficiency, and send their good cadres to other departments so that their subordinates have the opportunity to be promoted.You reduce the establishment, avoid layoffs and compression.In the process of reform, many changes will always touch some interests and conflicts of some employees. I hope everyone will not complain and speak strange words, especially our cadres must be self-disciplined and not spread gossip.I think that everyone should speak from the perspective of strictly demanding themselves, and at the same time manage their family members well.A person who spreads gossip and cannot self-discipline cannot be a cadre, because you know many things about your subordinates, you have the habit of spreading, and you will not protect your subordinates. Can they trust you?Therefore, all employees must self-discipline and stop the spread of gossip to help the company prevent these people from becoming cadres. Regarding 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 it to the public.We are mainly responsible to the government and responsible for the effective operation of enterprises.Our responsibility to the government is to abide by the law. Last year, the value-added tax and income tax we paid to the country was 1.8 billion, and the tariff was 900 million, adding up to a total of 2.7 billion.It is estimated that our tax revenue may increase by another 70 to 80% this year, and we may have to pay the country more than 4 billion yuan.We are already socially responsible.The media has its own rules of operation, so we don't want to participate. Some of our employees go to the Internet to debate, which is a disservice to the company.Don't be happy when the media says you are good, you may not be really good; if the media says you are not good, you can see if there is anything that can be improved. If there are discrepancies in the reports, don't worry about it. It will be fine after a long time.I hope everyone is staying quiet. A few years ago, the foreign media said that we were insolvent, suffered heavy losses, and were about to collapse.Maybe it also helped us by paralyzing competitors. Half a year ago, they were still saying that our company was insolvent. At the end of last year, the American media suddenly said that we were extremely rich and how much money I had. I don't think the company is rich, and I personally don't have much money.Do you think I look rich?You know best, I am often mistaken for an old worker.Finance knows me best. At the end of last year, I really paid off all the debts owed to the company, and I became a debt-free person in this century.Of course I bought a house and a car.I originally bought a logo car handled by the Guangzhou factory for 100,000 yuan. Later, many leaders discussed with me that it is better to buy a better car so that it can withstand a car accident. So if the media says we are rich, we are rich? I don't think so.Moreover, the American media fabricated it with ulterior motives, and I don't know what An's intentions are.Therefore, our employees must be self-disciplined, and we must tolerate others' ignorance and refrain from arguing.Sometimes the media hypes us up, and our employees should keep a low profile and not respond, otherwise it will be a disservice to the company. I can say with certainty that I am the same as all of you here. Once Huawei goes bankrupt, we will have nothing.所有的增值都必须在持续生存中才能产生。要持续发展，没有新陈代谢是不可能的。包括我被代谢掉，都是永恒不变的自然规律，不可抗拒的，我也以平常心对待。 我认为，我们要严格要求自己，把自己的事做好，把自己不对的地方改正。别人说得对的，我们就改了；别人说得不对的，时间长了也会证实他说的没道理。我们要以平常心对待。我希望大家真正能够成长起来，挑起华为的重担，分担整个公司的忧愁，使公司不要走上灭亡。为了大家，大家要努力。希望大家正确对待社会上对我们的一些议论，希望大家安安静静的。我想，每个员工都要把精力用到本职工作上去，只有本职工作做好了才能为你提高带来更大的效益。国家的事由国家管，政府的事由政府管，社会的事由社会管，我们只要做一个遵纪守法的公民，就完成了我们对社会的责任。只有这样我们公司才能安全、稳定。 不管遇到任何问题，我们的员工都要坚定不移地保持安静，听党的话，跟政府走。严格自律，不该说的话不要乱说。特别是干部要管好自己的家属。我们华为人都是非常有礼仪的人。当社会上根本认不出你是华为人的时候，你就是华为人；当这个社会认出你是华为人的时候，你就不是华为人，因为你的修炼还不到家。 Thousands of sails pass by the side of the sunken boat, Wan Muchun in front of the sick tree.网络股的暴跌，必将对两、三年后的建设预期产生影响，那时制造业就惯性进入了收缩，眼前的繁荣是前几年网络大涨的惯性结果。记住一句话“物极必反”，这一场网络、设备供应的冬天，也会像它热得人们不理解一样冷得出奇。 没有预见，没有预防，就会冻死。那时，谁有棉衣，谁就能活下来。 数字不是全部，精彩才是人生！