Chapter 4 Chapter Four Original Ren's Management Method
Every successful person must stick to a belief in his heart, which makes him feel at ease even in a very difficult situation.We prefer to believe that Ren Zhengfei, a legendary figure in today's Chinese business circles and even the world's business circles, once heard a mysterious voice: leave the "ordinary" businessman who is only looking for profit, dare to think and do, and have the courage to go to loneliness.Not vulgar, not mediocre, to be a world-class enterprise.This voice is exactly the belief that Ren Zhengfei insists on. He wants to build an evergreen enterprise for China with his own efforts.No matter how many setbacks and tribulations he has experienced, this belief is still firmly entrenched in Ren Zhengfei's heart, and thus has created Ren Zhengfei's image as a low-key and even mysterious entrepreneur.
It is not enough to have technology without knowing the market, and it is not enough to have market and technology without knowing how to operate.Colleges and universities are institutions that only have technology but do not understand the market, while many companies that specialize in sales and agents only have the market.Ren Zhengfei is an entrepreneur who knows best how to integrate technology with the market, how to manage talents, and manage this business well through talents. In the early 1990s, relying on the technical talents brought in by cooperation with universities, the excellent product manager Ren Zhengfei, and the precise market positioning of low-end user switches, Huawei achieved breakthroughs in independent research and development from scratch.Ren Zhengfei's boldness is not only reflected in his daring to step into the door of research and development, but also in his daring to introduce high-level talents.Without technology, people make it!
With the development of modern enterprises, the status of management is becoming more and more important.Management is like flying a kite. If the thread is thick, the kite cannot fly; if the thread is thin, the kite is easy to break.Therefore, management is both a science and an art.
Napoleon once said: "A group of lions led by a sheep cannot defeat a group of sheep led by a lion." Any management is branded as a manager.Ren Zhengfei is Huawei, and Huawei is Ren Zhengfei.Ren Zhengfei, the "helmsman" of Huawei, with his unique personal charm, drives Huawei's huge "ship" to sail in the boundless sea.
"If the carbon elements are arranged equally, they can form graphite, which is very soft; if the planes are arranged in a triangle, they can form diamond, which is extremely hard." Huawei's success not only benefits from technology, but also benefits from Ren Zhengfei's excellent management. It can be called "Ren's management method", and the effective management has made Huawei grow into the "vanguard" of China's high-tech industry.
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 that 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 a solid foundation for Huawei's success.
Whether the existence of enterprises is for profit or for other purposes, there have always been two completely different conclusions in the history of management development. In the 1960s, American business schools came to a conclusion that the meaning of business existence is to maximize the medium-term earnings per share.So far, this assertion is still regarded as canon.But Charles Handy, a well-known prophet and philosopher in the management field, does not agree with this view.He said that it is not unreasonable that we must eat to live, but if we live to eat, it is very wrong.From this, Charles Handy showed his point of view about business: creating profit is a very important task of a company, but it is by no means its ultimate goal.Profit is only a means for the company to carry out work or manufacture products (provide services) better and more fully, and the ultimate goal is to make the enterprise develop more smoothly and live longer.
Grove does not hesitate to bear the name of "paranoia". He worries about many things all day long: he is worried that the product will go wrong, and he will launch the product prematurely; Worried about whether the employment is correct or not, and also worried about the low morale of the employees.Of course, Grove is also worried about competitors doing better than Intel and stealing Intel's customers.
Ren Zhengfei undoubtedly agrees with Charles Handy's statement.Moreover, with more than 20 years of experience in business operations, Ren Zhengfei firmly believes in the cognition that "survival is the real way out" for companies, even to the point of paranoia: only survival is the most essential and important goal, and it is eternal immutable laws of nature.Because of excellence, so die.It is difficult to start a business, it is difficult to keep a business, and it is not difficult to know the difficulties.The past success of high-tech enterprises is often the mother of failure. In this rapidly changing information society, only the panic-stricken can survive.
Every once in a while, there will be one or two "big brother" companies in our country, representing the highest achievement and the latest standard of business management in my country during the same period, such as Lenovo, Haier, and Vanke.A company is like a star, whose fate fluctuates with the changing trends, but Huawei seems to be an exception. In every peak and valley, it always takes it calmly, walks its own path, and finally opens up a new channel. The road to world expansion.
In more than 20 years, Huawei has grown from a private enterprise to more than 80,000 employees, with annual sales of more than 149.1 billion yuan (about 21.8 billion U.S. dollars), and a net profit of 18.3 billion yuan (nearly 2.7 billion U.S. dollars). An international company with a cash flow of RMB 21.7 billion.Some people say that Huawei is an iconic banner for Chinese companies to achieve internationalization, and the road it has traveled is becoming a classic textbook for many Chinese companies to learn.
However, these passionate words of praise never made the founder of Huawei, Ren Zhengfei, smile. This man, who has been in the military for more than ten years and has experienced countless vicissitudes of honor and humiliation, always insists on his set of "survival is the real way out". "No matter how incongruous this argument is with the scale of Huawei and the corporate image it represents.
Enterprises must always survive and not die. This is the mentality that a real entrepreneur should have.
In the simplest terms, the basic means of management progress has two aspects: one is to learn from others, and the other is self-reflection.For Huawei, which is committed to becoming a world-class leader, it is especially important to learn from Western companies with excellent management models.
Objectively speaking, a large part of the legend of Huawei's growth comes from its Chinese-style "straw sandals", such as the revolutionary unity mobilization, singing military songs, etc. This traditional management method can almost be summarized as Huawei's development. Early management features.However, what attracts the most attention and controversy about Huawei is its management style with Chinese characteristics.
With the growing scale of the company, there are more and more management problems. This kind of management method of wearing "straw sandals" and walking the asphalt road can no longer adapt to the rapid development of the company.As a result, Ren Zhengfei began to integrate some advanced western management ideas into his management, and achieved great results.
In 1997 and 1998, when Huawei was developing rapidly, Ren Zhengfei still adhered to the management idea of "learning from the middle school and learning from the West".He also tried to build a corporate core value system based on traditional Chinese culture, that is, "establish a corporate culture based on national culture."On this basis, Ren Zhengfei tried to combine traditional Chinese culture with western management techniques such as IT technology and human resource management system.
After 2000, when Huawei reached a certain stage of development, Ren Zhengfei encountered trouble when he practiced this management model integrating Chinese and Western elements.Because behind Western management technology is Western philosophy, which is actually two completely different ideological systems from Chinese philosophy and traditional Chinese culture, which also determines that it is impossible to succeed in forcibly integrating the two.At this time, Huawei has stepped up its internationalization process. Correspondingly, it must embark on a path of a world-leading enterprise in the recruitment and management of international talents and the operation and management of overseas branches.To achieve this, Huawei cannot only rely on the relevant experience acquired innately, but must learn more from advanced international companies.
Ren Zhengfei expounded his views on this issue in "Survival is the last word of an enterprise":
Huawei has grown from a small company and developed in China. External resources are not as abundant as those in the United States. Development is based on feeling, lacking rationality, science, and laws. Therefore, it is necessary to borrow the experience and methods of the United States and foreign brain.
Since we want to learn from other people's advanced management models and technologies, the first problem is to weaken or even cancel the propaganda of the original distinctive "traditional culture", take off the "straw sandals" and replace them with "American shoes" and "German shoes", and make Huawei The core part of the culture comes down to the universal business culture that meets the needs of professionalization, such as responsibility, dedication, innovation, etc.This involves the question of how to achieve critical inheritance.
The salary and performance management method introduced by Huawei from the American HAY company is a typical "American shoe". We are still alive, but there is no guarantee that we will continue to live in the future. Now we need to take off the straw sandals and replace them with a pair of American shoes, but it is still not possible to walk the old road with new shoes. After changing shoes, we will follow the steps of the world’s leading companies The road. These companies have lived for a long time, and the road they have traveled has proved to be a business survival road. This is the only reason why we first rigidly and mechanically introduced the HAY system. In other words, because we want to survive .”
Ren Zhengfei believes that Huawei must fully, fully and truly understand the salary ideas of Western companies provided by HAY, rather than simply introducing one-sided and fragmented things mechanically.He said: We have great determination to learn from the West.In many aspects of Huawei, we are not innovating, but regulating. This is a very painful process for us to learn from the West.Just like a child, when he was young, he worked hard to survive, and his waist was bent. It is very difficult to change his bones after he grows up.Therefore, in the process of learning from the West, we must prevent the fantasy habit of the Orientals, otherwise it is impossible to truly learn the true meaning of management.
Ren Zhengfei also pointed out that the introduction is not blindly copying, what he always advocates is an improvement, and the successful management method from the American HAY company is of course no exception.
Ren Zhengfei said: "When our human resource management system is standardized and the company is mature and stable, we will break the HAY company's system and innovate. We will then introduce a group of outstanding talents with 'big ambitions and poverty'. We will be content with the status quo and will not be constrained by the old norms, which will promote the fission of our human resource management system and promote the growth of the enterprise again....In addition, management must be standardized, innovative, and innovative. , forming a mutual promotion and restriction mechanism.”
After successful introduction, break through and create your own system.This is Ren Zhengfei's ultimate goal of putting on "American shoes".Moreover, this process has actually been going on at Huawei, and the progress of its management is achieved by continuous reform.
The telecommunications industry is a rapidly changing industry, with constant technological innovation, new products, and increasingly competitive environments.And China's telecommunications industry is gradually in line with international standards, which also means that Chinese telecommunications companies must adapt to major technological innovations every three months.In order to adapt to this rapid rate of change, Huawei must establish an organizational structure that can maintain relative stability and quickly adjust to adapt to changes.
The evolution of organizational structure should not be a spontaneous process, its development has stages.The relative stability of the organizational structure within a certain period of time is the condition for stabilizing policies, stabilizing the cadre team and improving the management level, as well as the guarantee for improving efficiency and effectiveness.
Huawei's organizational structure has undergone an evolution from simple to complex.
In the early days of Huawei's establishment, due to the small number of employees, relatively simple departments and production lines, relatively concentrated product research and development types, and a relatively simple organizational structure, it adopted a linear management structure that is more common in small and medium-sized enterprises.The company's affairs are personally handled or authorized by Ren Zhengfei and other top leaders, and the development of the company depends on the leaders' wise decisions.In this linear structure, responsibilities and powers are clearly defined, making it easier and faster for business leaders to make decisions, which is very suitable for the development characteristics of Huawei's entrepreneurial period.
However, with the successful development of Huawei's high-end routers and its successful sales strategy in the rural market, Huawei has gradually entered the road of rapid development. Not only has it begun to expand from a single switch to other data communication products and mobile communication products in the product field, the market The scope covers all provinces and cities across the country, and the number of employees in the company has also increased exponentially.In this case, the shortcomings of pure line management are fully exposed: the power is too concentrated in the "all-round" manager, and when the "all-round" manager leaves, it is difficult to find a replacement; in addition, it is easy to lead to inter-departmental coordination Difficult to do.
Ren Zhengfei quickly realized the disadvantages of straight-line management, learned and understood a lot of advanced western management experience, combined with the actual situation of the company, and formed a unique organizational management system that belongs to and is only suitable for his own development: matrix structure (two Dimensional organizational structure), that is, business divisions divided by strategic business and regional companies divided by regional strategy, the divisions and regional companies are responsible for actual profitability.
The matrix structure is a dynamic evolution process that constantly adapts to strategic and environmental changes, from the original balance to imbalance, and then to a new balance. This structure is inherently characterized by mutual checks and balances of power.Huawei's corporate power structure is also a matrix structure, and the company will never have a stable matrix network.When the structural network shrinks, various departments will be superimposed, which means that Huawei needs to streamline departments, positions, and personnel; when it expands, the network will be stretched, which means that departments, positions, and personnel must be added.During this process, the process can always maintain a relatively stable state.
The first is to establish the business department system. In 1998, Huawei officially introduced the divisional system in order to improve management efficiency and create more new growth points for the enterprise.
The business division system, as the name suggests, is to set up several business divisions according to the businesses operated by the enterprise, including dividing departments by products, regions, and customers (markets).For example, in the GSM field, Huawei has launched a 3G-oriented solution. One of its highlights is that it can fully support 3G and support professional trunking functions. With professional trunking mobile phones, it can meet the needs of high-end users for dispatching, conference broadcasting, and emergency calls. .Undoubtedly, in today's extremely inflated informatization, this innovation has a broad market space.Huawei immediately took action, organizing some marketing and promotion personnel and technical innovation personnel to form a business department to engage in the operation of this innovation.This business unit is equivalent to being temporarily built according to the needs of 3G services. When 3G has been successfully put into operation and can be profitable, the problem faced by this technological innovation is the follow-up work of services and other markets. Then the temporary business unit It should be returned, because the work it was responsible for before can be unified by the marketing department and customer service department established by the company.
It can be seen that the basis for Huawei to transform innovation into value is to quickly adjust the organizational structure in favor of this innovative technology, but the specific direction of this structural adjustment depends on the needs of the business.
The second is to establish regional companies. In 1997, Ren Zhengfei proposed the establishment of a joint venture company for the first time, with the purpose of maximizing the capture of local markets and doing a good job in product sales and service.Subsequently, Huawei established a joint venture with Tietong to establish Northern Huawei, and acquired the original 102 factory to establish Sichuan Huawei, which opened the curtain of Huawei's market strategic layout. In 2002, Shanghai Huawei was restructured and became the real East China branch of Huawei's marketing department (that is, Huawei's regional company), and then other joint ventures were gradually restructured.Huawei's joint venture company finally completed its historical mission and evolved into the current regional company.
Huawei regional companies are wholly-owned or controlled subsidiaries with legal personality, which are divided by region.Regional companies make full use of the resources assigned by the company and mobilize the company's public resources to seek development within the specified regional market and business field, and take full responsibility for profits.In the regional market that the regional company is responsible for, the head office and each business division do not compete with them for the same business.If each division needs to expand its business, it can do so by cooperating with or supporting regional companies.
The establishment of Huawei's regional companies has opened up new sales channels for Huawei, and has also made Huawei's organizational structure a step closer to a matrix-style multinational group.
Since 1997, Huawei has cooperated with IBM and introduced their advanced management concepts. This cooperation is of great significance to Huawei.
Huawei first carried out IPD integration. IPD stands for Integrated Product Development, which is a set of product development models, concepts and methods. The idea of IPD comes from "Product and Life Cycle Optimization Law" published by PRTM Company of the United States. IPD emphasizes the market and customer needs as the driving force of product development, and builds advantages in product quality, cost, manufacturability and serviceability in product design.More importantly, IPD manages product development as an investment.At each stage of product development, it is evaluated from a commercial point of view rather than a technical point of view, so as to ensure the realization of product return on investment or minimize the loss caused by investment failure.
It was IBM who first put IPD into practice. In 1992, under the fierce market competition, IBM encountered serious financial difficulties. The company's sales revenue stopped growing and its profits fell sharply.It was at this time that Gerstner became the CEO of IBM. After analysis, he found that IBM was far behind the best in the industry in several aspects such as R&D expenses, R&D loss expenses, and product launch time.In order to regain the competitive advantage in the market, Gerstner proposed the goal of reducing the time to market of products by half, and reducing the research and development costs by half without affecting the results of product development.In order to achieve this goal, IBM took the lead in applying the method of integrated product development. Under the guidance of a framework that synthesizes many industry best practice elements, it shortens the time to market and improves product quality from two aspects: process reengineering and product reengineering. The goal of profit, efficient product development, and greater value for customers and shareholders.
As an advanced product development concept, IPD's core ideas are summarized as follows: (1) New product development is an investment decision. IPD emphasizes the need to conduct effective portfolio analysis on product development, set checkpoints in the development process, and decide whether to continue, suspend, plant or change the direction of the project through periodic reviews. (2) Market-based development. IPD emphasizes that product innovation must be based on market demand and competition analysis.For this reason, IPD takes the correct definition of product concept and market demand as the first step in the process, and does things right from the beginning. (3) Collaboration across departments and systems.Adopt a cross-department product development team (PDT: Product Development Team), through effective communication, coordination and decision-making, to achieve the goal of launching products to the market as soon as possible. (4) Asynchronous development mode, also known as concurrent engineering.That is, through strict planning and accurate interface design, many original follow-up activities can be carried out in advance, which can shorten the time to market. (5) Reusability.Use common building block (CBB: Common Building Block) to improve the efficiency of product development. (6) Structured process.The relative uncertainty of product development projects requires the development process to find a balance between unstructured and overly structured.
The implementation of this method also revitalizes IBM, which has strong technology but lacks rules, and successfully promotes the business path of IBM technology transformation to the market, making all aspects of the enterprise an organic whole. The giant IBM has achieved great commercial success because it fully implemented the management spirit of IPD.
Founded in 1987, Huawei has expanded rapidly since then.But in 1997, Huawei also encountered the same problems that IBM encountered at the beginning. Huawei had many contradictions between strategic management and project management.A very important reason for Huawei's success in the Chinese market is to rely on "wolf nature", that is, a keen sense of smell to grasp market demand and launch products quickly.However, Huawei's technicians focus on function development and neglect product reliability and service quality.Therefore, many problems were exposed at once after the developed products came to the market.After that, Huawei began to experience the phenomenon of diminishing returns of "increasing production without increasing revenue".
In the past ten years, the reason why Huawei has been able to develop in the competition with international competitors mainly relies on two comparative advantages: one is the cost advantage of human resources, and the other is the marketing ability based on the characteristics of the Chinese market.The relative cost advantage is also the basic advantage of most Chinese enterprises in participating in international competition.
After the reform and opening up, Chinese enterprises began to grow vigorously.At that time, even if the salary was not high, everyone was full of energy and put all their body and mind into their work. The company was not afraid of not being able to recruit people. Therefore, the human resources were unlimited and the natural cost was very low.
Most of the so-called cost advantages are based on labor costs or other natural resources.However, with the development of China's economy, the cost of labor will inevitably increase accordingly, which is independent of anyone's will.The other is to reduce procurement costs, and in the current global economic process, this cannot be maintained without sacrificing quality.Therefore, the direction of continuous cost reduction efforts will gradually shift from merely reducing input costs to reducing the costs of all links in the business operation process.
For Huawei, which is still operating extensively, a considerable part of the products it develops are extremely complex large-scale product systems, such as C&C08 switches, GSM, data communication, WCDMA, etc., and the software scale exceeds tens of millions of lines. The code is completed over two to three years by thousands of developers in different fields.To manage and coordinate such a huge development team and ensure that tens of millions of lines of code do not go wrong requires not only superhuman wisdom, but also an effective management strategy.
After observing IBM closely in 1997, Ren Zhengfei discovered that the research and development model of IBM and other high-tech companies is not simply to increase the speed of product development, but to shorten the time to market of products (ITM, TimeToMarket) under the premise of ensuring product quality. The success of IBM made Ren Zhengfei heartbroken.A year later, Huawei implemented IPD in a tough way of "drawing a scoop from a gourd".
In early 1998, Huawei began to design and implement IPD by itself, but failed miserably due to lack of consideration in the IPD solution designed by itself and many irrationalities in the actual operation of the process.Ren Zhengfei realized that it is difficult to paint a tiger and a bone, and the essence of IPD cannot be imitated. Huawei can no longer build a car behind closed doors. The best way is to introduce and integrate it.As a result, Huawei became the first company to introduce and implement IPD from a Western company in China.
IBM also attaches great importance to the cooperation with Huawei, and they sent the best talents to Huawei for IPD promotion. In early 1999, the IPD transformation designed by IBM as a consultant was officially launched in Huawei.At the beginning, due to the wide range of IPD involved, Huawei's large scale, wide product line, complex system, and high technical content, the implementation of IPD in Huawei was very difficult.However, Ren Zhengfei's iron-fisted implementation raised the implementation of IPD to the level of Huawei's survival: "IPD is related to the company's future survival and development. Organizations and departments at all levels must fully understand its importance. Dress well by 'cutting the feet to fit the shoes'" The pain of American shoes is exchanged for the joy of the smooth operation of the system." Ren Zhengfei hopes that Huawei will quickly embark on the track of international management by wearing IBM's shoes.
According to the IBM consulting method, Huawei's IPD project is divided into three stages: attention, invention, and implementation.
In the initial stage of concern, Huawei carried out a lot of "soil loosening" work, that is, on the basis of research and diagnosis, repeated training, seminars, and communication were conducted to enable relevant departments and personnel to truly understand the ideas and methods of IPD.The main task of the invention stage is the design of the scheme and the selection of 3 pilot projects.The promotion stage is promoted gradually, first promoted in 50% of the projects, then expanded to 80% of the projects, and finally promoted to all projects.
From the perspective of technology alone, IPD has transformed Huawei from a technology-driven model to a market-driven model, and it has finally changed the way Huawei people do things.In the IPD process, people participate in another non-entity management development process TDT (Technology Development Team) - technology development team, each TDT personnel come from different departments, from marketing to finance, from R & D to service support, the goal There is only one orientation: to meet market demand and make quick profits.
Once advanced ideas are accepted, they will have a huge effect.Today, the concept of IPD has been integrated into the blood of Huawei people.For example, maintainability must be paid attention to when a product comes out, and technical support personnel are always available.In the past, Huawei did not have technical support, and the R&D personnel wrote some materials casually. Now there are dedicated data developers to prepare the materials for new products for the R&D personnel. If they do not do it, the R&D personnel can complain.
The IPD process emphasizes the complete process of products from market research, demand analysis, pre-research and project approval, system design, product development, intermediate experiments, manufacturing, marketing, sales, engineering installation, training and service to user information feedback. Product line management.Each product line must be responsible for whether its products respond to market demand and sales efficiency. It overcomes the purely technical point of view that the R&D department pursues technology one-sidedly and ignores market feedback, and also overcomes the short-sighted tendency of the marketing department that only cares about current sales and does not care about product strategy. .
This change has given birth to a brand new department - the marketing engineering department, and at the same time, it has also brought Huawei's R&D level on par with international companies.
In 2000, Huawei took the wireless business department as the first IPD pilot.Under the guidance of IBM consultants, Li Chengjun, deputy director of the wireless business department, and his 10-person team from various departments sent Huawei's large-capacity mobile switch MSC6.0 to the IPD process.After a 10-month development cycle, Huawei went through the entire process and completed the first trial run.
Two years later, Huawei finally operated all newly launched product projects according to the IPD process.
After the implementation of IPD, Huawei's R&D process has undergone great changes.In the past, all the people in charge of Huawei's R&D projects were technicians, but now it is emphasized that the person in charge of the product development team must have market experience.In the past, Huawei's central research department was solely responsible for research and development, and the marketing department was responsible for sales. What the central department did, the marketing department had to sell.But now it is very lively, what kind of product is made is completely out of the hands of R&D personnel, many people have to participate, and these people were not related to R&D in the past.
In the new integrated product development process, market representatives carry information such as product specifications, technical parameters, etc.According to the customer feedback collected in the market, consider the market space, the order of importance of customer needs, and which needs will have a major impact on the future market and product competitiveness.With the strong participation of market personnel, the real product concept is formed.
After IPD is successfully integrated into the company's management, the effect is remarkable.Ren Zhengfei was delighted to see it in his eyes, and started to implement the ISC process while the iron was hot.
The concept of the ISC process is that the competition among enterprises is actually the competition among supply chains. ISC requires that every aspect of the company's operation be regarded as a part of the supply chain. Whether it is within the company or with partners outside the company, each link needs to be effectively managed to improve the efficiency of the supply chain operation and economic benefits.
The competition between companies is also the competition in the supply chain.The cost of a company's products is not only a reflection of production costs, but also a reflection of the cost and efficiency of the supply chain outside the company.
The core of reducing operating costs is to restructure the supply chain. In 1999, IBM consultants found in a survey of Huawei that there was a big gap between Huawei's supply chain management level and advanced companies in the industry: Huawei's order delivery rate was only 50%, while the world's leading telecommunications equipment manufacturing The average level of suppliers is 94%; Huawei’s inventory turnover rate is only 3.6 times per year, while the international average is 9.4 times per year; Huawei’s order fulfillment cycle is as long as 20-25 days, while the international average is about 10 days.
Through investigation, IBM consultants pointed out that Huawei's supply chain management has only achieved 20% efficiency, and there is still a lot of room for improvement.They believe that Huawei's core competitiveness lies in technology leadership and market advantages.In the process of supply chain management, as long as the core competitiveness is firmly grasped, the rest of the non-core parts can be completely outsourced and let those professional companies subcontract.
Realizing his own shortcomings, Ren Zheng immediately put the ISC process on the agenda, and adjusted the company's organizational structure accordingly. The original production department, planning department, procurement department, import and export department, certification department, and external cooperation Department, Shipping Department, and Warehousing Department are all merged.Huawei has established a department for unified management of the supply chain business, called the "Supply Chain Management Department", with the company's senior vice president as the department president.And the setting of this department is definitely not simply to merge the departments scattered in different systems, or to change the name, but to regard supply chain management as the company's cost reduction, inventory improvement, supply quality improvement, capital turnover rate, and supply chain management. An efficient means of speed as well as engineering quality.Companies mainly gain cost advantages from the supply chain, rather than profiting by "squeezing" workers like "sweatshops".This is the fundamental reason why Huawei's wages and bonuses are higher than others, but the production cost is much lower than others.
Around 2000, Huawei further "cut off" non-core businesses through business outsourcing.This time it mainly involves the company's production links, including manufacturing, assembly, packaging, shipping and logistics.In order to make a smooth transition, and to properly divert and relocate relevant personnel from the original department, Huawei has introduced preferential policies and financial support to encourage internal entrepreneurship by former department heads and key personnel.Registered as an EMS TT factory that specializes in serving Huawei, or other service providers, the business is managed by the Huawei Supply Chain Management Department, and the economy is independently accounted for.Without Huawei's employee status, the employees employed by these internal entrepreneurial factories will be equal to the average cost in society.The entrepreneurial team has become shareholders and managers, achieving a smooth transition, ensuring the quality of EMS production (OEM production) of Huawei products after the reform, and structurally reducing manufacturing costs.In Shenzhen, there are hundreds of subcontractors, large and small, dedicated to serving Huawei.This not only gives full play to the advantages of professional division of labor, but also reduces costs, reduces management difficulties, and improves the competitiveness of Huawei's supply chain.Now Huawei has basically achieved zero inventory and rapid response capabilities for delivery within one week.
After this integration, Huawei has become a model of ISC management with no production workshop and no inventory.Only two core businesses are retained, one is marketing and the other is research and development.Because Huawei has always believed that the market is the lifeline of the company, 38% of the company's human resources are invested in the marketing department.Even so, many businesses are subcontracted out during the fulfillment of Huawei's market orders, such as engineering installation, equipment operation and maintenance, customer reception, customer training, market research, etc., are often subcontracted to professional small and medium-sized enterprises.In doing so, Huawei can not only reduce salary expenditures, but also control high travel expenses.Through professional division of labor and public bidding, the cost of market operation has been greatly reduced, while service quality and efficiency have been improved.
In order to do it more thoroughly, Ren Zhengfei also integrated the R&D department.Although the R&D business is a core business and the company has invested 48% of its human resources, Huawei still outsources the pure software business that takes a lot of time and manpower, because only "software gray-collar workers" can do these jobs.Huawei's outsourcing salary for "skilled" engineers with more than three years of work experience is 8,000-10,000 yuan per month. Before the reform, the per capita cost of junior engineers hired by Huawei itself was 200,000 yuan a year. Outsourcing can save nearly half of the cost. In 2005, Huawei had more than 20,000 outsourced engineers, and this alone saved Huawei 2 billion yuan.也许，华为的研发部门以后会演变成没有软件程序员编制的部门，令人难以想象中国最大的“嵌入式软件”制造商几乎没有软件编程工程师。
而华为保留的是“核心业务中的核心业务”——系统分析师、架构设计师以及产品项目经理，因为他们决定了企业的先进性和竞争力。软件编程工作则变成了“核心业务中的非核心业务”，完全可以交付给批量生产和成本相对低廉的“软件工厂”的“软件灰领”去做。
与“集成产品开发”流程的变革相比，变革“集成供应链”流程对华为的挑战要大得多。这主要是因为它变革的覆盖范围更广，既包括公司内部的销售、采购、制造、物流和客户服务等多个业务系统，同时还包括企业外部的客户和供应商。因此，任何一个环节的问题都会影响整个ISC链条运作绩效的改进。“集成供应链”要运行良好就需要整个产业环境所有环节运作能力的提升。在中国，企业外部环节（客户和供应商）的现状在很大程度上限制了整个绩效的改进。
而且，虽然当时全球范围内“集成供应链”的实践开展得如火如荼，但是不同市场环境下的供应链管理模型差别很大。与“集成产品开发”在IBM已经成功实施多年的成熟度相比，IBM自己也还正在实施自己的“集成供应链”项目，所以华为没有现成可以学习的模板，只能在供应链理念的指导下，以华为以及客户的现实为起点摸索着开展。
实际上，华为请IBM带给自己的集成供应链，所指的不是传统意义上的采购环节，而是包括了从采购、库存管理、生产制造，一直到产品交付与售后服务的所有业务环节，其原则是通过对供应链中的信息流、物流和资金流进行设计、规划和控制，保证实现供应链的两个关键目标：提高客户的满意度、降低供应链的总成本。任正非就曾经说：“ISC（集成供应链）解决了，公司的管理问题基本上就全部解决了。”
人事考核是企业人事管理的的重要内容。自从有了企业，就已有了各种各样的企业人事考核。“人事考核”在美国被称为“劳绩评价”；在日本叫做“人事考评”。
随着企业管理理论从科学管理到现代管理的发展、从片面强调管理的科学性到强调管理的科学性和人性化相结合的发展，原先片面强调科学性的传统考核制度也发展到强调科学性与人性化相结合的现代考核制度。
台湾作为与美国和日本的文化关系都很密切的市场经济社会，它在企业管理中较早地引入了美国和日本的人事考核制度，并且使之中国化。
但许多国内企业很难给职能部门制订出一个可以量化、令人信服的考核方案，特别是考核指标的量化、评估，由于缺乏与经营部门类似的详细数据而过度依赖定性指标，考核的公平、公正性经常遭受质疑。而一旦考核兑现，矛盾就会集中到人力资源部门：员工指责考核指标的公正性、部门经理抱怨指标难于贯彻落实……人力资源部夹在两头，左右为难。久而久之，职能部门的考核逐渐趋于形式化……
怎样在尽可能公平的前提下制定职能部门的考核指标？怎样保障职能部门的考核顺利推行？华为公司一些做法也许能给出一些启示。
华为最初也度过了一段时间的绩效考核“混沌期”，人力资源部没有真正的绩效考核。当时的人力资源工作人员只关注其有没有及时填补公司的岗位空缺，招聘成功率及新聘员工的离职率等考核指标基本不会顾及，而定性的考核指标让人力资源工作人员对考核结果几乎漠不关心。这种“糊涂工作状态”遭到了抱怨：“我与同事的上升空间和年终奖励好像更多的是依照上司的心情而定”。人力资源工作人员渴望也能像业务部门一样在年终时拿到一张清晰的绩效考核单。就这样，华为在懵懂中摸索着自我改变，并将这种愿望变成了现实。
2001年前后，华为参考一些知名企业的先进考核制度后，对人力资源工作指标进行细化，任务书里开始有一些对工作任务的清晰描述。
在华为，每年的年初，每位员工都需要制订绩效目标，然后根据这个目标由直接主管对他进行不定期的辅导、调整。考察目标完成的情况和存在的问题，在年中六七月时作回顾和反馈，最后才是年底的评估考核，并把绩效结果和激励机制相挂钩。
在华为的考核处理中，集体考核与个人考核既统一又分离。比如在全国的办事处评比中，杭州办事处得了较低的评价“C”，那么具体到办事处的个人，考核的等级都要受到牵连，总体评价水平都要下降，可并不妨碍表现好的个人照样得到，二者很好地达到了平衡。
华为的原则就是，不管花多大代价，一定要把公司目标管理体系理顺，这个目标管理既是目标本身的，更是有关目标中的人的。
绩效管理，原则上是由上对下进行。所以在考核环节，基本上是华为的管理层对下属做考核，下属给予反馈，结合双向沟通。获得考核结果后，管理者还要将其及时与激励制度和能力发展计划挂钩才能发挥作用。
华为员工的绩效加薪、浮动薪酬也都以此为依据。
绩效考核分为ABC三个档次，每年每个档次的总绩效奖金差别在5000元以上。
绩效考核按照员工比例来固定分配，A档次一般占员工总数的5%左右，B档次占45%，C档次占45%，还有5%的员工将被视作最后一档，还有可能是将要被淘汰的那一部分。
如果连续几个月获得C或者待查的员工，不仅拿不到奖金，也意味着被内部调岗或者降薪，对于员工来说，被调动到工资低的岗位或者降低工资，收入损失都不小。
细化考核指标最大的好处就是增加了企业决策的透明度，让员工对自己过去一年的成绩有一个清晰的认识，优势和短处都在绩效考核的结果中一目了然，对今后的一年也能有个明确的目标；同时，培训部门从中也能够获得比较准确的信息，分析出员工绩效不理想或欠缺所在，总结并制定出优先的培训需求；在后备干部队伍选拔方面，也可以从绩效纪录中获得很强的支持，因为一个员工连续几年的绩效表现通常预示着其在未来的潜力发展方向。如果每年的绩效考评结果都存在很大的反差，那么说明该员工很不稳定，应该对其多加压力，培养起其良好的心理承受能力和处事的风格。
考核员工的绩效，往往是领导根据员工是否按质按量地完成工作。而能够按质按量地完成工作，就意味着员工必须加班，才能跟上华为的快节奏，不至于让自己成为整个工程环节中拖后腿的人。
对于不同部分华为都有相应的一套考评标准，这些标准经过长期依赖的规范化和系统化，变得可操作性特别强，而且考核过程也是全面的、系统的。
例如在对营销人员绩效进行考核时，考核人员要求营销人员首先要提交考核申请，考评员再分两次对申请人进行考核。第一次考核主要是考核对象与考评人的沟通，这次考评人主要是考核对象的直接上级。与上级的沟通主要表现在：共同确定工作计划，勤于请教上级和自我评价。二次考核主要是对第一次考核的审核，审查上次考核是否符合规范，可信度等。两次考核结束后考核人员最后还要接受市场干部部的监督与认证。
目前华为采用的是季度考核、年度总评的方式。工作业绩考核主要围绕季度工作目标与目标完成情况，根据考核标准进行等级评定。任职资格主要围绕行为标准，通过证据对申请人达标与否进行认证。
日报、周报、月报、季报和与之相适应的阶段性考核，保证了主业的不断增长和员工“阶段性成就欲望不断得到满足”。因为任正非相信：如果华为有一天停止了快速增长，就会面临死亡。只要主业还充满活力，我们的团队就有强凝聚力，员工就会拼命而乐此不疲。
完善的制度，严格的考核保证华为制度化用人战略的实施，为华为打造营销铁军提供了制度保障。
《华为公司基本法》中规定：“员工和干部的考评，是按明确的目标和要求，对每个员工和干部的工作绩效、工作态度与工作能力的一种例行性的考核与评价。工作绩效的考评侧重在绩效的改进上，宜细不宜粗；工作态度和工作能力的考评侧重在长期表现上，宜粗不宜细。考评结果要建立记录，考评要根据公司不同时期的成长要求有所侧重。在各层上下级主管之间要建立定期述职制度。各级主管与下属之间都必须实现良好的沟通，以加强相互的理解和信任。沟通将列入对各级主管的考评，并以此作为华为公司的基本考核方式。”
华为公司的绩效管理强调以责任结果为价值导向，力图建立一种自我激励、自我管理、自我约束的机制。通过管理者与员工之间持续不断地设立目标、辅导、评价、反馈，实现绩效改进和员工能力的提升。
通过对考核结果的评定和处理，员工和公司都可以从中发现很多问题和今后努力的方向，这样也能让员工更有驱动力来完成公司的目标。只要坚持下去，华为的整个人力资源管理体系一定能够运行圆满，获得成功。
在管理学中，有一个“木桶理论”，其核心内容是：一只木桶盛水的多少，并不取决于桶壁上最高的那块木块，而恰恰取决于桶壁上最短的那块。
一个企业好比一个大木桶，企业中的每一个员工都是组成这个大木桶的不可或缺的一块木板。同样的道理，企业的成功往往不只取决于某几个人的超群和突出，更取决于它的整体状况，取决于它是否存在某些突出的薄弱环节。“木桶理论”表明，对企业而言，“最短的木板”就意味着企业的劣势，因此，劣势决定优势，劣势决定生死。
任正非在2000年提出的“2001年管理十大要点”中，将“均衡发展”作为华为管理任务的第一个要点来加以强调。任正非指出，必须要实现公司的均衡发展，也就是抓企业最短的一块木板。
在管理改进中，一定要强调改进我们木板最短的那一块。为什么要解决短木板呢？公司从上到下都重视研发、营销，但不重视理货系统、中央收发系统、出纳系统、订单系统等很多系统，这些不被重视的系统就是短木板，前面干得再好，后面发不出货，还是等于没干。因此全公司一定要建立起统一的价值评价体系，统一的考评体系，才能使人员在内部流动和平衡成为可能。比如有人说我搞研发创新很厉害，但创新的价值如何体现，创新必须通过转化变成商品，才能产生价值。我们重视技术、重视营销，这一点我并不反对，但每一个链条都是很重要的。
2001年，任正非在《北国之春》中继续谈到华为组织结构不均衡的问题：
华为组织结构的不均衡，是低效率的运作结构。就像一个桶装水多少取决于最短的一块木板一样，不均衡的地方就是流程的瓶颈。例如：我公司初创时期处于饥寒交迫，等米下锅。初期十分重视研发、营销以快速适应市场的做法是正确的。活不下去，哪来的科学管理。但是，随着创业初期的过去，这种偏向并没有向科学合理转变，因为晋升到高层的干部多来自研发、营销的干部，他们在处理问题、价值评价时，有不自觉的习惯倾向，以使强的部门更强，弱的部门更弱，形成瓶颈。有时一些高层干部指责计划与预算不准确，成本核算与控制没有进入项目，会计账目的分产品、分层、分区域、分项目的核算做得不好，现金流还达不到先进水平……但如果我们的价值评价体系不能使公司的组织均衡的话，这些部门缺乏优秀干部，就更不能实现同步的进步。它不进步，你自己进步，整个报表会好？God knows.这种颇不改变，华为的进步就是空话。
任正非认为，即便是在华为备受重视的研发体系中，也同样存在着不均衡的现象，也有“短板”。
任正非说：“研发相对于用户服务来说，同等级别的一个用户服务工程师可能要比研发人员综合处理能力还强一些。所以如果我们对售后服务体系不给予认同，那么这体系就永远不是由优秀的人来组成的。不是由优秀的人来组成的组织，就是高成本的组织。因为他飞过去修机器，去一趟修不好，又飞过去修不好，又飞过去又修不好。我们把工资全都赞助给民航了。如果我们一次就能修好，甚至根本不用过去，用远程指导就能修好，我们将节省多少成本啊！
“我们这几年来研发了很多产品，但IBM等西方公司到我们公司来参观时就笑话我们浪费很大，因为我们研发了很多好东西就是卖不出去，这实际上就是浪费。我们不重视体系的建设，就会造成资源上的浪费。要减少木桶的短木板，就要建立均衡的价值体系，要强调公司整体核心竞争力的提升。”
关于如何解决华为不均衡发展的问题，任正非在多次讲话中谈道：
首先要进行岗位轮换制度。我们的干部轮换有两种，一种是业务轮换，如研发人员去搞中试、生产、服务，使他真正理解什么叫做商品，那么他才能成为高层资深技术人员，如果没有相关经验，他就不能叫资深。因此，资深两字就控制了他，使他要朝这个方向努力。另一种是岗位轮换，让高中级干部的职务发生变动，一是有利于公司管理技巧的传播，形成均衡发展，二是有利于优秀干部快速成长。去年我们动员了两百多个硕士到售后服务系统去锻炼。我们是怎样动员的呢？我们说，跨世纪的网络营销专家、技术专家要从现场工程师中选拔，另外，凡是到现场的人工资比中研部高500元。一年后，他们有的分流到各种岗位上去，有的留下做了维修专家。他们有实践经验，在各种岗位上进步很快，又推动新的员工投入这种循环。这种技术、业务、管理的循环都把优良的东西带到基层去了。
其次是研发的价值评价体系要均衡。研发的评价体系要均衡，在研发体系不存在谁养谁的问题。今年我们的智能网拿到国家进步一等奖，我们其他的项目如果拿去评奖也都能得奖。所以，可以以产品线实施管理，但是要防止公司出现分离。国内的一些友商为什么做不过我们，因为他们是按项目进行核算，部门之间互不往来，如果他们能够集中精力，在一两个产品上超过我们是可能的。
所以，产品线还是要考核和核算，但不要说哪个产品赚钱，哪个产品不赚钱，赚钱的就趾高气扬，不赚钱的就垂头丧气，这样，公司很快就崩溃了。
就像N公司的例子，几年前我去N公司时，请了手机部经理、基站部经理和系统部经理来交流，手机部经理就趾高气扬的，基站经理也神采奕奕的，系统部经理却垂头丧气的，就是因为他们实行产品线考核，结果这样他们的核心网和光网络就垮掉了。我们不能这样考核，今天是你贡献，明天是他贡献，大家都在贡献，我们要这样考核。
公司对于整个研发流程的考核一是考潜力的增长，二是考对公司的贡献。潜力的增长是对未来的贡献，现在的贡献就是收益，对整个大团队（TEAM）的考核必须兼顾到这两方面。对每条产品线的考核是你们来考虑，不要太偏重利润率，要明确公司给你的目标是什么，给你什么样的资源，要围绕目标来考核。如果说光网络今天不赚钱了，不要光网络了，结果也无法使交换机进步。公司连续十年画一个大饼给你，要保证十年这个大饼都是存在的。
我们要做均衡发展，今天不赚钱的项目也要加大投入，今天赚钱的项目要加大奉献。我们希望长远地生存下去，短期生存下去对我们来说是没有问题，因此，评价要从长远角度来考虑。
从2000年开始华为公司的财务部门已经参与成本核算，但是公司还是缺乏前瞻性的预算管理——中国绝大部分企业很难做到这点，但这却是跨国企业擅长的。如果留意过IBM、思科等国际大公司等对未来财务指标的预期，你会发现这些公司的财务预期都会非常准确，这是因为这些国际大企业的财务体系都参与整个业务流程。比如，每个产品的定价和成本核算等工作，都拥有一套完整的制度和运作流程，以确保每一单出去投标都能清楚地计算出成本和利润。
此前，华为公司和绝大多数中国企业一样，财务部门还没有参与每个产品定价和成本核算，主要还停留在传统的财会角色上。规模小的时候，公司还可以人为控制风险。但是，就华为来说，当公司规模越来越大，业务已经全球化，供应链越来越长，客户差异性越来越多的时候，如果没有一个全球化的财务管理，财务风险将难以控制。
和其他国内企业一样，华为公司也走过一段粗放式增长的时期，目前，尽管华为公司的管理越来越规范化，但是很多环节仍然存在着浪费。据一位在华为北研所工作的测试工程师介绍，华为在产品研发环节中由于测试不严格等原因产生大量废料，他认为这些浪费大多其实是可以避免的。事实上，近几年，随着业务的突飞猛进，华为公司的利润率却逐年下滑。根据华为2007年年报，华为营业利润率从2003年的19%下降到了2007年的7%，净利润率则从14%下降到了5%。
2007年，在一次内部会议上，任正非曾不无忧虑地说道：“我们的确在海外拿到了不少大单，但我都不清楚这些单子是否赚钱。”
的确，尽管华为的扩张步伐强劲，但是如何在保持高速增长的同时，进一步提高盈利水平，成为华为必须解决的问题。任正非正是认识到这个问题的严重性。
经过深思熟虑，任正非亲自给IBM CEO彭明盛写了封信，希望效仿IBM的财务管理模式进行转型。华为需要的不是一般的财务咨询顾问，IBM公司自己的财务人员必须亲自参与其中。之所以认定IBM，不但是因为前期IBM帮助华为实施IPD等项目，带给华为“脱胎换骨式的改变”；而且，任正非认为，作为百年老店，IBM公司财务管理非常严谨，全球化运作最为成熟。
2007年7月份，IBM邀请华为公司近10位财务相关人员到美国总部进行了为期三天的访问，了解其财务系统情况。不久，华为公司就正式启动了IFS（集成财务转型）项目。与此同时，IBM正式把华为公司升级为事业部客户——在其全球几十家事业部客户中，华为是唯一一家中国企业。对这样的事业部客户，IBM不但会组建一支由骨干组成的全球团队，还会提供全方位的定制服务。该团队在组织架构上直接向美国总部汇报。
很少有人知道华为公司为此投资几何，但IBM肯把华为公司升级为事业部客户，此项转型的重要性可见一斑。由此可以推断，在此项目上的花费肯定是量级够大。而且，这点也可以从参与财务转型的IBM人员的级别得到证明——多数都是各个地区的CFO级别的人。
华为财务转型项目进行了一年多时间，随着财务逐渐融入整个商业流程，华为公司的管理模式、“打单”模式和人员培训等都开始遵循新的流程。
现在，整个华为公司都在强调有效增长、提升人均效益，“利润”和“现金流”成为与“收入”同样重要的考核指标。华为公司鼓励员工往前冲，但不鼓励不计成本式地占领市场，而是更强调盈利能力，并将此体现在考核指标上。比如，华为对各个层级的一把手，实现以有效增长、利润、现金流、提高人均效益为起点的严格考核：凡不能达到人均效益提升改进平均线以上的，要进行问责。华为财务转型后的财务部门参与到整个商业流程体系中，对这些财务指标的考核更容易实现。
在新的财务管理流程体系的保障下，华为公司在今年年初对组织架构进行了大调整。此前的组织结构有些类似于IBM的横跨各业务部门的一体化销售模式，是高度集中的组织架构。它强调资源共享——一个客户经理代表所有产品面对一个客户，其好处是对客户有统一的接口。但由于华为产品跨度太大，内部沟通复杂，这给内部的协作和与合作伙伴的协作带来了挑战。据华为公司一线售前服务人员透露，一些业务部门对一线服务支持不到位，责任不明确，经常会出现内部相互扯皮的现象。2009年年初，任正非在题为《让一线直接呼唤炮火》的内部讲话中，用惯用的军事化语言对华为正在进行的组织结构调整的原因进行了明确的表述：“我们现在的情况是，前方的作战部队，只有不到三分之一的时间是用在找目标、找机会以及将机会转化为结果上，而大量的时间是用在频繁地与后方平台往返沟通协调上。而且后方应解决的问题让前方来协调，拖了作战部队的后腿……”
华为公司把原来跨业务部门的销售模式调整