Chapter 5 Chapter Five Taking Mao Zedong as an Example

The strong personal charm of the great leader Mao Zedong has influenced a whole generation of Chinese people. Until now, he is still a model for many entrepreneurs in China to learn from. Not only is it in full swing at home, but also "learning Mao fever" abroad.Ren Zhengfei is a typical example of learning from Mao Zedong Thought. He not only guides enterprises with Mao Zedong Thought, but also uses it to improve his own quality. People who came here in the 1950s and 1960s would be very excited when they mentioned Mao Zedong.Mao Zedong, the founding leader of a generation, exudes a strong personality charm. His words and deeds have become a model for the whole of China to learn from, captivating a generation of Chinese people, and making countless international politicians elusive.How many people still remember his kind waving and smiling on the Tiananmen Gate tower, and how many people are fascinated by it; how many people remember shaking hands with Chairman Mao and are excited; Attracted by the courage of the great man... This is the charm of Chairman Mao.At that time, there was an upsurge of "being a good student of Chairman Mao" all over the country.

Not only Chinese people have a special affection for Mao Zedong, but even abroad, Mao Zedong’s name is also well-known, and the wave of "learning from Mao and writing" is constantly heating up.American Philip Davidson spoke highly of Mao Zedong as "a great strategist" in his book "Mao Zedong's Strategy".R. Trier, an American expert on China, also said: "Mao was a charismatic politician of the 20th century." Mar Bowen, the reformer of McKinsey Consulting Company, once described it this way: the average business leader does not need the genius of a political leader. He only needs to encourage people to support their families instead of besieging London under the bombing of German planes. A person with "a certain degree of imagination, initiative and resilience, a strong sense of accomplishment and the ability to understand other people's perspectives and journeys" may become a successful business leader as long as he learns some management skills.

Using this "definition" to measure Mao Zedong will lead to an interesting answer. If he really wanted to be an entrepreneur, Mao Zedong must not be a quiet business leader.He has an elegant personality and great ambitions, and he is by no means a horse.As long as he has the slightest opportunity, he will definitely recruit a team and venture into the world alone.In Mao Zedong's life, the most charming thing was his spiritual temperament of "monk holding an umbrella and being lawless", his endless rebellious spirit of "fighting against the sky, having endless fun, fighting against people, having endless fun", It has almost nothing to do with formalized, business school-style business thinking, and it seems to be able to evoke the inexplicable entrepreneurial excitement and youthful turmoil in people's hearts very easily.

Mao Zedong never went to university, just like entrepreneurs never went to business school, but this didn't make him feel troubled at all. When he went to Chongqing, he made all the white-bearded people who were full of knowledge with a song "Qinyuanchun·Snow" They fall.In terms of macro planning, he is a genius strategist, which is one of the necessary abilities for an outstanding entrepreneur.If you want to run a business, you don't know how many detours you have to avoid and how many opportunities you can get. Mao Zedong was also a natural opponent, a revolutionary who never refused to stop.He never seems to be able to fully trust a person.Therefore, real authorized management cannot be realized in his enterprise.

These complex unique charms of Mao Zedong will still shine even if he is put into modern business. Therefore, Mao Zedong has always been an idol in the hearts of Chinese entrepreneurs. His ideas of governing the army, the country, and the party, That is to say, the essence of the so-called "ruling the army with strictness, governing the party with loyalty, and governing the country with strength" often flashes at certain moments in the history of Chinese business. Many private entrepreneurs in China have a "Mao Zedong complex". They are full of admiration for Mao Zedong, actively learn from Mao Zedong, and use Mao Zedong's wisdom to manage enterprises.

The founder of Wahaha, Zong Qinghou, who did not read much, is a loyal practitioner of "encircling the city from the countryside". "Very Coke" just snatched a market from Coca-Cola.He implemented a powerful one-man leadership system within the company. It is said that he "also learned from Chairman Mao." If it is understandable that those entrepreneurs who are over 50 years old and have experienced the Cultural Revolution have a deep "Mao complex", then it is quite curious that young entrepreneurs are also obsessed with it. Shi Yuzhu was obsessed with Mao Zedong's military thinking after several ups and downs. When he promoted Brain Gold in 1994, he imitated the military system adopted by Mao Zedong during the War of Liberation. ", trying to start the market with overwhelming advertisements, the slogan of which is "ask the people to testify".This "human sea strategy" and people's war model was once very effective.

Chen Tianqiao, who was young and had not experienced the Cultural Revolution, is said to have worshiped Mao Zedong very much. He once imitated Mao's language and wrote a special article "On the "New Culture Movement"" to carry out cultural rectification within Shanda Company.It is said that his appointment of Tang Jun as the CEO of Shanda is also related to this love. Both of them are admirers of Mao.When Tang Jun was in Microsoft China, he once chartered a special train to lead his employees up Jinggang Mountain. Ren Zhengfei is one of the best. He is a typical example of "learning from Mao Zedong." alike.

After Ren Zhengfei graduated from university in 1968, he did not go to work immediately, but went to the army's oven to exercise.In the army, he naturally came into contact with and studied Mao Zedong's works, and he was completely fascinated by Mao Zedong's charm.Because of his hard work, he was rated as "a model of learning Mao Zedong", and because he was too obsessed, his words and deeds were quite like Mao Zedong. "If you don't sing, it will be a blockbuster", shouting "how long can the red flag last", vigorous "mass movement", highly flexible dialectical leadership art... He not only learned Mao Zedong's wisdom, but also had Mao Zedong's words, deeds and courage.

Many words and deeds of Ren Zhengfei are influenced by Mao Zedong.Ren Zhengfei's speech, work, attitude and method of dealing with people all have a strong Mao Zedong style.Through many of Ren Zhengfei's works, you will find that he likes to quote Mao Zedong's exposition very much.In fact, Ren Zhengfei has studied Mao Zedong's military theory, mass line, contradiction theory and dialectics deeply.To a certain extent, Huawei's management is the "active learning and application" of Mao Zedong Thought in the enterprise. Ren Zhengfei's study of Mao Zedong is not just a formal imitation, but more of an inheritance of philosophical thoughts, and the core of which is dialectical thinking.

On December 26, 1995, Ren Zhengfei published "The Current Situation and Our Tasks" at the training conference of the marketing department. The title was exactly the same as that of Mao Zedong's article published on December 25, 1947, and the month and day were almost the same. , the background of the article is quite similar. At the end of 1947, the War of Liberation turned from strategic defense to strategic counter-offensive; at the end of 1995, Huawei had just completed the "surrounding the city from the countryside" and began the critical stage of "seizing the city".

In 1998, Ren Zhengfei took the interpretation of the "Huawei Basic Law" as the core content and wrote "How long can Huawei's red flag last". On You" gave a speech titled "Mao Zedong" when he visited the Soviet Union in the 1950s. He used this famous saying to Chinese students studying abroad to encourage young Huawei people to recognize their childishness and to be full of confidence in the future. We must believe that Huawei will surely become a world-class company through hard work. Afterwards, Ren Zhengfei gave a speech titled "Be Responsible for Products Wholeheartedly, Serve Customers Wholeheartedly", in order to encourage and send off Huawei Electric's R&D personnel to produce clothing for exercise.This title is derived from Mao Zedong's "serving the people". This sentence was originally Mao Zedong's speech at the Central Police Corps memorial meeting for Zhang Side, but it was used by Ren Zhengfei to explain it and became "serving customers wholeheartedly". Ren Zhengfei gave another speech in 2001, titled "Arrogant, High-spirited, Crossing the Pacific". This kind of precepts and deeds are like Lao Mao's "A single spark can start a prairie fire".It is this kind of arrogance that makes Huawei invincible all over the world with its wolf culture.However, before being invincible, it was "only four groups of people can get up a market", and this market may be a tiny place. "You can't see people in the empty mountain, but you can hear their voices." This is a famous sentence by the great poet Wang Wei, describing the silence of the mountains and forests, only hearing their voices, but not seeing their people.If we read it carefully, we will find that it has a new connotation: a person's words and deeds are well known to people, but people have never seen the person's true face, and can only think that he can endure loneliness and behave in a low-key manner.Mao Zedong brought into full play the art of "being a low-key man". He seldom scolded others with a straight face in front of the public, but only waved his hand lightly, making people daydream.He also often warns everyone to "don't raise your tail, be a man with your tail clamped"; he educates his children not to show off. Ren Zhengfei, an admirer of Mao Zedong, is even more serious about learning the art of "being low-key".In the face of "starchasers" from all over the world, he is neither arrogant nor impetuous, and still maintains his own unique style.There are too many people who want to know Ren Zhengfei, but there are very few people who can really meet Ren Zhengfei.He doesn't like to show his face, and always stands in the dark, making people's imaginations run wild.He controls the obscurity with wisdom, so that this beauty will never fade. This legendary big man often "sees the head but doesn't see the end", and is extraordinarily low-key. Coyotes, soldiers, tough guys, strategists... colorful and intertwined, has always been titled "China's most mysterious entrepreneur".If Hou Weigui is compared to the "Southern Emperor", then Ren Zhengfei is the "Dongxie" Huang Yaoshi: elegant, indifferent, and low-key, but without any hindrance to the aggressive "killing" spirit. In 2002, at the Beijing International Telecom Exhibition, Ren Zhengfei was receiving customers in front of the company's booth.An elderly man came up to him and asked if Ren Zhengfei, the president of Huawei, had come?Ren Zhengfei asked, do you have anything to do with him?The man replied that there was nothing to do, just to see the true face of this legendary figure who led Huawei to where it is today.Ren Zhengfei said, it's really unfortunate that he didn't come here today, but I will definitely convey your thoughts to him. Someone went to Huawei to do business, and changed his business card in a daze. After sitting down, he found that the one in his hand belonged to Ren Zhengfei. He hurriedly looked around, but the person had long since disappeared.Someone was on a business trip to the United States and chatted with a kind old man all over the world, only to be told afterwards that it was Ren Zhengfei, and he was very regretful. A new employee who came to Huawei after graduation had never met Ren Zhengfei before (after all, Huawei has a large number of employees, and it is not uncommon to see the boss very often), and he admired him very much, but when he actually saw Ren Zhengfei, he was very disappointed. His "tall image" disappeared.He did not expect that the leader of such an enterprise was so ordinary. Ren Zhengfei is famously low-key, and absolutely thorough. In 2004, CCTV's top ten economic figures of the year had already appointed Ren Zhengfei by default.But when CCTV communicated with Huawei, Ren Zhengfei was furious when he heard the news, and sent a high-level Huawei official to CCTV for public relations. The purpose of the public relations was to resolutely remove himself.In the end, CCTV saw that Ren Zhengfei's attitude was so firm, so he had to replace this year's economic figure with Hou Weigui, chairman of ZTE Corporation. On April 27, 2007, Huawei was named one of the "Most Respected Companies in 2006". This time, 25 companies were selected. Ren Zhengfei only sent Yan Bo as a representative to attend the award ceremony. In 2009, Ren Zhengfei won the "25 Most Influential Business Leaders of 2008" Lifetime Achievement Award, which is indeed what everyone expects.With the power of his own silence, Ren Zhengfei has influenced Huawei, Chinese enterprises and entrepreneurs, and is affecting the global communications industry.We have reason to pay homage and tribute to him, and he deserves this honor.However, as always, Ren Zhengfei wanted to embarrass the organizer a little bit by not attending the award ceremony. In recent years, due to the need to open up foreign markets, Huawei's barriers have been loosened. It has closer contacts with foreign media and more flexible contacts with domestic media. Some high-level executives have begun to show up. The only one who has not "thawed" is Ren Zhengfei. Ren Zhengfei kept in mind Chairman Mao's teachings, "Being low-key and doing things high-key" has become the principle that Ren Zhengfei has always followed. Although Mao Zedong has passed away, his thoughts still radiate light and heat in the land of China.Mao Zedong and his thoughts have influenced a whole generation of Chinese people.Many Chinese entrepreneurs use Mao Zedong Thought to do business, and Mao Zedong’s shadow can be found in them, such as Wang Shi of Vanke Group, Shi Yuzhu of Giant Group, and even Ren Zhengfei with a military background. Ren Zhengfei often keeps the "Selected Works of Mao Zedong" handy, devoted himself to the study of Mao Zedong Thought, and used Mao Zedong Thought to formulate Huawei's development strategy.If you study Huawei's development carefully, you will find that whether it is market strategy or customer policy, whether it is competition strategy or internal management and operation, all of them are branded with "Mao Zedong Thought".Therefore, many foreign media called him "the Chinese boss who manages the enterprise with Mao Zedong Thought". First of all, he judged the situation and established himself as a product by "surrounding the city from the countryside". Rural counties and other areas where competitors do not pay attention to vigorously carry out rural campaigns, and use this to establish their own rural political groups. Whoever wins channels wins the world. From the countryside to the city, Huawei’s product development road perfectly replicates the old man Mao Zedong’s classic work. Second, he bases his life on science and technology, believing that political power grows out of the barrel of a gun.In the era of globalization, technology is the primary productive force. If you want to grasp the guns of the times, you must grasp the people who can use the guns.Mao Zedong made full use of urban productivity at this level, and realized the knowledgeization of guns when thousands of educated youths went to Yan'an, while Huawei made full use of the golden opportunity of reform and opening up to recruit talents.A person who can only fight wars can only be regarded as a soldier, and a person who can only grasp product marketing can only be regarded as a marketing manager, and a person who is good at combining weather, location, and harmony can be an excellent general. Huawei cleverly uses Its own geographical advantages attract talents, and finally a thoughtful team has been created! Finally, he advocates the offensive spirit.From guerrilla warfare to mobile warfare, to three-dimensional information warfare, the team led by Mao Zedong started from millet plus rifles to the sea, land and air system to resist US aggression and aid Korea. Weapons are changing, but the offensive spirit advocated by Mao Zedong has remained unchanged.In Mao Zedong Thought, we see a big retreat at the same time as the beginning of a new big attack. We have seen a lot of this kind of indomitable attack in enterprises, but there are very few that can always be persisted. We see Lenovo , Fangzheng, Tsinghua Unigroup, Tsinghua University...the offensive at the beginning of the business, but their confusion after facing the international market led to their setbacks. Fortunately, Huawei Group, while opening up the international market, once again cleverly used its domestic market The cycle of reincarnation—continue to use the countryside to encircle the cities, first to Africa, Southeast Asia, West Asia and other "rural areas" compared with European and American "cities", and then aggressively attack Europe and the United States, as well as international companies such as Cisco represented by the European and American markets. At the critical moment of the Communist Party of China's life and death, Mao Zedong boldly proposed through practice: encircle the cities from the countryside, establish rural revolutionary bases, and finally seize the cities to realize the road of national liberation.Following this route, after more than 20 years of bloody struggle, New China was finally established.Ren Zhengfei devoted himself to study and research, applied Chairman Mao's wisdom strategy to Huawei, and developed it into Huawei's version of "encircling the city from the countryside". I think back when Huawei was first established, there were "all heroes" in the domestic market, and many of them were international established companies.Huawei has neither capital advantages nor technological advantages, so it has to look for opportunities in the cracks.For this reason, Huawei chose "weak" rural areas, and vigorously carried out "rural movements" in areas where competitors did not pay much attention, thereby establishing its own base. By 1992, foreign giants such as Alcatel, Lucent, and Nortel still dominated the domestic market.It was also this year that Huawei independently developed switches and equipment. Ren Zhengfei quickly conquered the city with the strategy of "surrounding the city from the countryside", and the price of communication equipment plummeted. At the end of 1996, after listening to reports on production plans and sales plans, Ren Zhengfei believed that Huawei’s intellectuals were working behind closed doors. He said: “Our revolutionary predecessors have walked the road of mass line and integration with workers, peasants and soldiers for decades. We even came here wearing 'little shoes'. Today, we must not forget this route. Our doctors, masters, and engineers working on the front line are the workers, peasants, and soldiers of our new era. We must go deep into it and experience it personally. Environment, investigation and research, discovering problems, summarizing laws.” Therefore, Ren Zhengfei encouraged employees to take the road of integrating workers, peasants and soldiers, and immediately said that he would give Ge Caifeng, who was in charge of production planning, and Wang Zhibin, who was in charge of marketing planning, each a pair of new leather shoes, hoping that they would take the road of "integrating with workers, peasants and soldiers". the way". The next day, Ge Caifeng did receive the leather shoes from Ren Zhengfei. He felt a little wronged. He had worked hard in that position for four years and thought he was doing a good job, but unexpectedly, he was criticized.Later, he reflected carefully, established a new work system, and made serious improvements. Ren Zheng used the strategic thinking of "encircling the cities from the countryside" most successfully when he opened up the international market, first in Africa, Southeast Asia, West Asia and other "rural areas" relative to the "cities" in Europe and the United States, and then aggressively attacked Europe and the United States, and Ericsson , Cisco as the representative of the international large enterprises. Huawei began research and development in 1994 and officially entered the network product market in 1998.Although earlier than other domestic brands, compared with foreign giants such as Cisco, 3COM, and Nortel, Huawei is only a latecomer.It was not until around 2000 that Huawei began to implement channel sales on a large scale and recruit agents extensively.At this time, almost all domestic distributors of network products are occupied by Cisco, 3COM, D-Link and other manufacturers, and the territory that Huawei can occupy is extremely limited. In this case, Ren Zhengfei adopts the approach of "encircling the cities from the countryside", focusing on breakthroughs from the region and establishing a team of regional distributors and integrators.With this approach, Huawei quickly gained a foothold in the network market and launched an attack on competitors such as Cisco. Ren Zhengfei relied on "encircling the city from the countryside", overcame many difficulties, trekked mountains and rivers, worked hard to open up the market, and finally established his own country. The most courageous person in the history of our country to speak out is Wei Zheng. He once said a wise saying: "Water can carry a boat, but it can also overturn it." Tang Taizong Li Shimin often warned future generations with this word, and it became Li Shimin's "famous saying" for a long time. .The meaning of this sentence is very straightforward, that is, to regard a regime as a "boat", and ordinary people as "water".The common people can support a government or overthrow a regime.It can be seen that the masses of the people are the driving force for the development of history.During the Agrarian Revolutionary War, in the face of Chiang Kai-shek’s frantic siege, Mao Zedong said: “What is the real iron wall? It is the masses, the millions of people who sincerely support the revolution. This is the real iron wall, which cannot be broken by any force.” , completely indestructible." During the War of Resistance Against Japan, Mao Zedong pointed out: "The deepest root of the great power of war exists among the people." Combining theory with practice, criticism and self-criticism, and close contact with the masses are the three styles of work emphasized in Mao Zedong Thought, and criticism and self-criticism in particular show originality.Mao Zedong Thought holds that the essential contradiction within the Communist Party is the contradiction between proletarian and non-proletarian ideology, which can only be resolved through democratic discussion, persuasion and education.Rectification is a good way for our party to resolve intra-party contradictions, correct the party's style of work, and educate the whole party. It is a pioneering work to strengthen the party's self-construction.During the rectification, we must pay attention to solving ideological problems, and carry out criticism and self-criticism in a realistic manner, so as to achieve the purpose of reforming thoughts, rectifying work styles, improving work, and strengthening unity. Mao Zedong mobilized the masses to engage in a movement, the Communist Party of China won the hearts of the people, and finally won the victory of the revolution. This idea of ​​Mao Zedong was also used by Ren Zhengfei in the survival and development of the enterprise.At a Huawei executive meeting, Ren Zhengfei asked everyone: "Can Mao Zedong shoot a gun? Who has seen Mao Zedong shoot a gun? But Mao Zedong can mobilize the masses and cadres." Ren Zhengfei stipulates that Huawei has a routine democratic life meeting, and the theme is criticism and self-criticism.Ren Zhengfei said: "We must carry out organizational transformation and optimization activities centered on self-criticism. Self-criticism is not criticism for the sake of criticism, nor criticism for comprehensive negation, but criticism for optimization and construction. The overall goal is to Enhance the company's overall core competitiveness." Therefore, Ren Zhengfei demanded that 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. Ren Zhengfei said: "I hope that this spirit can always be passed down. There must also be a democratic life meeting below, and mutual opinions must be raised. Mutual opinions must be gentle and gentle. I think that criticizing others should be a treat for dinner, it should be painting, Embroidery should be gentle, courteous and frugal. The internal democratic life must be turned into a gunpowder-smelling meeting. The senior cadres are sharper because they are of high quality, and they should be gentler as they get to the grassroots. Things cannot be expected to be finished at once, not in one year, and in two years It’s okay, and it’s not too late to make progress in three years. I hope that cadres at all levels must grasp the scale when organizing self-criticism and democratic life meetings. I think people are afraid of pain, and too much pain is not good, like painting, Like embroidery, we help people analyze their shortcomings in detail and propose improvement measures. Gentle and rainy methods are the best. I believe that as long as we continue, this will be more effective than that kind of stormy revolution.” At a new employee symposium, a new employee asked: "President, what do you want to say to our new employees?" Ren Zhengfei replied: "Self-criticism, reborn, re-behave, and be a down-to-earth person." In September 1995, the company launched a corporate culture discussion of "Huawei's rise and fall, my responsibility". In December 1996, the "Huawei Basic Law" launched a large-scale discussion. The participants ranged from high-level to middle-level, and then expanded to ordinary employees.Then it expanded from within the enterprise to employees' families, cooperative units, and all walks of life. Beginning in 1996, Ren Zhengfei required middle and high-level cadres to gather together at the end of each year for a democratic life meeting to carry out criticism and self-criticism.First of all, it is a comprehensive summary of my work in the past year.Then, the rest must give you at least one comment, point out at least one shortcoming.All other departments should follow this procedure to hold their own democratic life meeting. As soon as the new employees started to work, they heard that when the department head distributed red envelopes to the department employees at the end of the year, he would also give the department employees a "mysterious gift" at the same time.Many newcomers are eager to unravel the mystery right away.When it was time to distribute red envelopes at the end of the year, the head of the department walked over with a red envelope in his hand, smiling.The new employee Zhanger Monk was puzzled and just wanted to solve this "mystery" as soon as possible.The supervisor called the employee to a quiet place, sat down and calmly gave the "mysterious gift" to the employee.After receiving this "mysterious gift", employees must be stunned for a moment before suddenly realizing it.Before leaving, the supervisor patted the employee on the shoulder and said: "Treasure the 'mysterious gift' given to you!" In fact, this "mysterious gift" is the employee's shortcomings and suggestions for improvement.This tactful and ingenious way is deliberately arranged when red envelopes are distributed, so that employees are psychologically willing to accept it.In this way, employees have the courage to deny themselves and find out the gap. This kind of large-scale mass movement was relatively popular in the early days.But with the advent of peace, this movement should come to an end.For Huawei, which develops in peacetime, the key is to form a complete set of corporate management systems, including personnel systems and marketing systems.Removing the strong color of rule of man and forming an effective democratic decision-making and management mechanism will be a major problem for Huawei to solve. On the battlefield, excellent generals are well aware of the way to win by "concentrating superior forces and defeating them one by one".Although Mao Zedong has not received systematic military education, he is good at strategy.He put forward a series of strategies and tactics for the army to fight, and the famous principle of mobile warfare is "stride forward and retreat, lure the enemy to go deep, concentrate forces, and defeat each one".This is in line with the fact that the enemy is strong and we are weak at that time, and it helps to preserve the revolutionary strength.Ren Zhengfei's 14-year military career has enabled him to learn this way of using troops.He connected this principle with Huawei's reality and developed the "principle of pressure." Ren Zhengfei summed up this principle as: on the key factors of success and selected strategic growth points, allocate resources with an intensity several times higher than that of major competitors, greatly concentrate human, material and financial resources, and implement key breakthroughs. This principle applies to the weak against the strong.The weak are weak and must unite to win.Ren Zhengfei's life in the first 44 years and Huawei's 18 years of development are actually a thrilling historical drama in which the weak transform into the strong. In fact, this is also a lesson learned from practice.The environment for the first generation of private entrepreneurs in our country was generally not good when they started their businesses: a highly centralized planned economic system, and the state holds production factors and resources in its hands.Private enterprises started from scratch, with serious shortage of resources, technology, and funds. Some of them just rely on their guts. "There has never been any savior, and we don't rely on gods and emperors. We all depend on ourselves." Mao Zedong found a way for the common people.So they naturally adopted Mao Zedong's strategy and tactics, detoured, concentrated their advantages, and approached them one by one.Only in this way can we preserve our strength, survive and thrive. If you want to gain a foothold in the telecommunications industry where there are many heroes, young saplings are not the same as towering trees with luxuriant branches.Ren Zhengfei firmly believes that only technology can gain a foothold, so he creatively used the principle of "pressure" to make breakthroughs one by one.Huawei has concentrated all its efforts on the research and development of communication core network technologies, forming an independent core technology system. When Huawei under the leadership of Ren Zhengfei competes with its competitors, although there are only a few stormtroopers on the front line, there is a strong support team behind it. Some of them are responsible for designing technical solutions, some are responsible for expanding peripheral relations, and some even into the opponent's interior.Once there is a need ahead, someone will immediately come up for reinforcements. Mao Zedong emphasized that true knowledge comes from practice.Ren Zhengfei extended that: training cadres should also pay attention to practice, and only withstanding the baptism of the "battlefield" can they stand the severe test. Ren Zhengfei said: "In the process of international development, we advocate the cultivation of cadres at all levels in 'Shangganling'. We must cultivate those employees who have noble moral sentiments and get rid of vulgar interests; they are loyal to the company and have a strong sense of responsibility and mission. , Professionalism, employees who regard customers as their parents; employees with good job ability and high performance; Concerned about the training and growth of female cadres, we take into account the proportion of female cadres in the training of cadres at each level. Cadres with leadership style, high quality and team appeal, with clear goals and good management structures, have been proved by practice to lead Cadres who have formed a team capable of fighting tough battles will be trained to become our successors at all levels." Ren Zhengfei said in a conversation with employees: "If a person's life is too smooth, it may be a disaster. If you pay attention, you will find that the setbacks you suffer are blessings or disasters. That's why I keep talking to the human resources department that the most important thing to hire a cadre is It is to consider whether this person has suffered major setbacks and has improved, which is a precious asset." Huawei has a famous saying, "The bird that can't be burned is the phoenix."When the marketing department resigned collectively in 1995, Ren Zhengfei used "Phoenix Nirvana" to reveal that young people must go through hardships and baptisms before they can enter a "new life". Ren Zhengfei emphasized: "Anyone who has no grassroots management experience, has never been a worker, and has never been a grassroots secretary or ordinary salesman cannot be promoted to a cadre, even a doctor. No matter how high your education is, if you do not have these practical experiences , the company will pick on you, and you can't get away with it." Therefore, Huawei has continuously sent batches of high-level cadres to the market for training. Ren Zhengfei encouraged them with the stories of Gou Jian's hard work and Su Wu's shepherd.In Huawei, almost all senior managers are not directly promoted, let alone "airborne troops".This year you are the department president, next year you may become the director of the regional office, and the year after that you may go overseas to explore new markets.It is commonplace to experience several ups and downs and several failures. This kind of purgatory transformation has created the maturity of young people in the shortest time.In the collective resignation of the marketing department in 1995, Mao Shengjiang, the acting president of the marketing department at that time, was most affected. Four years later, Ren Zhengfei re-appointed Mao Shengjiang as the vice president of the company, and called on all employees of the company to learn from him. Ren Zhengfei believes that cadres must persist in practice and train cadres through continuous exercise. He has trained all Huawei people to be good at fighting, indomitable, and give full play to their "wolf nature" courage. Self-criticism is not unique today. Thousands of years ago, Zeng Zi said "I examine myself three times a day"; When Comrade Mao Zedong wrote an article, he asked to "remove the rough and select the essence, discard the false and keep the true, from the outside to the inside, from this to the other", all of which are self-criticism model.Without these self-criticisms, these saints would not have been made. The development of things is a process of spiraling up and advancing in waves, which is what is called negation of negation in philosophy.Ren Zhengfei used negation and self-criticism to continuously improve himself and Huawei, and appeared with a new image and a new face. Ren Zhengfei doesn't care about being denied, but regards it as a kind of improvement. In 1998, Huawei's new employee training base was set up at the Municipal Party School near East Lake in Shenzhen. When Ren Zhengfei inspected the training of new employees, he sat down and said to the training managers present: "Do you know? Why is your level higher than yours?" Everyone was stunned by this question, and there was almost a minute of silence before someone answered that they didn't know. Seeing everyone's bewilderment, Ren Zhengfei smiled and said: "The reason is that I can learn a little more than others from every experience I have, whether it is success or failure. Because of what I have experienced More than you, and every time I gain more than you, my level will naturally be higher than yours." Ren Zhengfei has one basic requirement for successors at all levels of the enterprise: they must have the spirit of self-criticism and develop creatively in the "negation of negation". Although Ren Zhengfei has a bad temper, he has the courage to face his mistakes and actively correct them. After 2000, Ren Zhengfei denied the original "exercise mode" and began to consciously reduce the amount of "exercise" on the surface. In 2000, the internal entrepreneurship supported by Ren Zhengfei shook Huawei's morale.In order to recover the loss, Ren Zhengfei took the measure of "remedial work".Through publicity and agitation, individual persuasion, and material incentives, many people who left at that time returned to Huawei, including Mao Shengjiang, Yuan Xi and other former marketing department executives, and even Huang Can, who had fought an equity lawsuit with Huawei, also returned to Huawei. In 2006, Huawei ushered in the return of Hong Kong soldiers such as Li Yinan. Ren Zhengfei's decision-making mistakes on PHS gave his competitors an important development opportunity. After several years of reflection, he finally realized this. In 2003, Huawei quietly "entered" the PHS field that was about to decline, and saved part of the losses. Summing up his failure experience, Ren Zhengfei warned Huawei people: "Now we are immersed in software, but we are not doing as well as India. There is no strict gap between high-level and low-level software, but the difference in working methods and working habits. 。到底软件是边做边想边优化呢，还是先把软件研究好了，系统规划好了，文档做出来了，再去写软件？这是两个根本问题。中国人的特点是先上路，边做边想，外国人的特点是先坐下来搞文档和做系统分析，再去做软件。我们不习惯该怎么办？只有自我批判，吸收业界最佳的工作方法。” 为了让大家记住“血”的教训，任正非别出心裁地搞了一次“废品奖励大会”。2000年9月1日，华为召开研发人员“颁奖大会”。上百名研发骨干一个个被点名走上主席台，台上涨红了脸，台下一片唏嘘。这份特殊的奖品中包括几年来在研发过程中，因工作失误、BOM单填写不清、测试不严格等人为因素导致的报废品，因不必要的错误导致维修产生的机票、火车票、各种费用单据等。任正非要求他们把这些“奖品”带回家，放在家里客厅显眼的地方，经常看看。 自我批判，自我否定，成为贯穿任正非思想的一条红线。任正非用“否定”创造了“华为特色”，又否定了“华为特色”向国际化接轨，在任正非不断的否定中，华为向世界级企业的目标持续地接近。 一切战争的本质，是保存自己消灭敌人。改革开放中期，出现了一个形象的比喻：商场如战场。我国的企业一出生就面对一个资源稀缺的市场，争夺进行到白热化阶段，则必须以“消灭”对手为代价而获得自己生存下来的机会，这时商场就演变成战场，企业之间甚至员工之间的敌对状态是必然的。我国大多数民营企业的文化都带有强烈的战争色彩，如“市场只有第一、没有第二”、“不是生存就是死亡”、“快鱼吃慢鱼”等说法。华为也不例外，把市场竞争当成战场，集中力量与强敌周旋直至逐步予以蚕食消灭。 任正非在熟读毛泽东军事著作之后，总结出了一套用于企业的管理方法。 华为做的是高科技，面对的是挑剔的客户和强大的对手，只有充分练兵、精心准备才有出奇制胜的可能。早年华为的市场攻略、竞争策略以及内部管理都深深打上了斗争哲学的烙印，华为在每次重要变革前，都要展开思想运动或进行领导训话，重大的“战斗”前还要召开誓师大会，以此鼓舞士气。与此类似，很多企业也都召开誓师大会，以此来提高员工的士气，员工的士气往往能直接决定企业的竞争力。 在华为努力开拓市场的过程中，任正非的兵法思想更是不胜枚举。他有很强的危机意识，经常拉响警报来唤醒懈怠的员工，培养每一个员工居安思危的思想，时刻都处在准备战斗的状态。任正非经常群情激奋地讲到，在战场上军人的使命是捍卫国家主权的尊严；在市场上，企业家的使命则是捍卫企业的市场地位。讲到人们心跳加快，热血沸腾，以至于有人说华为的人都被洗了脑。 任正非就像一个战争时期的士兵一样，以苦为乐，自强不息，不达目的决不罢休。任正非口才卓越，他的内部讲话和华为的宣传资料字里行间充满了战争术语，充斥着激情、煽动和诱惑，华为每一次市场会都是热血沸腾，每一次领导讲话都感人肺腑，口号、誓言、决心充斥整个世界，人们仿佛置身于一个别样的战争环境，员工的身心始终处于亢奋、狂热状态，不知疲倦、不计条件地投入随之而来的厮杀中去。 由于战争式的市场手段屡试不爽，战争意识渗入人心，沉淀下来，就成了华为企业文化的基因之一。 深圳是移民城市，很多前去淘金的人无家无业，容易适应军事化管理，企业也便于管理员工。华为所打造的是前沿的高科技，成员多数受过良好教育，但任正非却用看起来很传统的方式来管理公司，唱军歌的管理模式在华为是一种有趣的现象，很让外人惊诧。这看起来与华为所要打造的现代化的高科技企业目标是如此的格格不入，却又能和谐的融合在一起。 华为长期实行军事化管理，制订了各种约束制度，比如为了保密上班时不能上网，不能发送接收与工作无关的电子邮件，不许共享任何可能泄密的文档，不许存有任何与个人工作无关的软件，并时常组织信息安全检查。如果谁不小心给朋友发了一份电子邮件，就会被扣500块钱。 在严格管理之外，辅之以意识形态的熏陶。养兵千日，用兵一时，任正非不惜投入大量的时间精力和金钱来对华为员工进行教育训练，所谓思想靠教育，技能靠训练。 华为招聘的新员工要过的第一关就是“文化洗脑”，先进行企业文化培训。华为甚至教育新员工：为了销售额的增长所做的一切事情都是正常的。对此任正非的解释是，大部分员工受过高等教育，容易形成自己的思想和见解，如果认识不统一，就可能产生许多错误的导向，产生管理上的矛盾。所以既然文化可以灌输，个性就可以改造。任正非善于通过剖析典型事例，形成舆论氛围，提炼出理念原则，最后定出制度，落实到公司全体上下不折不扣地执行。