Chapter 6 Chapter 6 The Accumulation of "Wolf Culture"

"Wolf culture" is a unique innovation in corporate culture, and it is a wild fighting spirit.Without a prominent background, Huawei, which has just emerged in the arena, is tenacious and persistent in its "wolf-like" development, fighting for territory for itself, and bringing traditional guerrilla tactics to the extreme.Subvert the order, challenge the rules, defeat the strong with the weak, and make the big with the small.Ren Zhengfei led the team to gallop across the market, survived adversity, and successfully opened up a new world. On the prairie, wolves seem to be watching their main target—the sheep or the flock of sheep—all the time, peeping at the activity patterns of the sheep and even the condition of the shepherds, and attacking immediately when there is an opportunity.No wonder people often describe pretenders as "wolf-eyed."A well-developed sense of smell is a "fine weapon" for wolves to find prey, and wolf collars rely on their keen sense of smell to capture opportunities. "Where there is meat, you can smell it from a long distance, and once you smell the smell of meat, you will be desperate."

In the business world, from the development of the industry to the formulation of strategies, from changes in prices to the movements of competitors, there is no need for this wolfishness of "seeing all directions and listening to all directions" all the time.Huawei has also cultivated a group of "wolves". These "wolves" have a developed sense of smell and can smell "meat" "thousands of miles away". Therefore, they quickly seized the opportunity and continued to attack cities and territories, achieving fruitful results. After Huawei became the new ruler of the industry, people were surprised by Huawei's alternative and began to explore the reasons for it.The wolf-like culture advocated by Ren Zhengfei quickly caught the attention of many people, who regarded this experience as a magic weapon for corporate management and widely spread it. It just so happened that a novel called "Warriors" was published at the right time and quickly became popular. This book and Huawei The wolf culture of China has been regarded as a panacea for success by some entrepreneurs for a while.Some companies purchased a large number of this book and distributed it to their employees to study, and conducted research on Huawei's practices. The conclusion is to be a wolf and compete for living space like a wolf.For a time, the wolf has become the totem of many Chinese companies and entrepreneurs, and there are wolves howling and murderous everywhere.

In the history of China, wolves have never had a positive image. To be a wolf means to accept the dictatorship of the wolf leader, militarized internal iron-fisted management, and putting opponents to death by any means in order to achieve the goal. Any rules can be trampled. Mainstream thinking, which naturally has a bad reputation in the traditional culture that emphasizes moderation, implicitness, and harmonious coexistence. But why has such a connotation been given a new meaning by Chinese companies, and why should it be publicized?When it comes to fundamentally stemming from the struggle for survival, the so-called wolf culture is nothing more than imposing human ideals and advantages on wolves, and alienating the excellent human culture into the excellent characteristics of wolves.

Without competition, there will be no motivation, and without competition, there will be no development.The main problem facing modern society is competition.An enterprise must have its own way of competition, otherwise, those waiting for it will definitely be eliminated. Wolves have a keen sense of smell and can smell prey animals from a distance of two kilometers.The attitude of the wolf is also very simple, unswervingly yearning for success.The patience of wolves is always amazing. They can spend a long time on a goal without getting bored.With a keen sense of smell, a single-minded goal, and perseverance, wolves always succeed.

Ren Zhengfei can grasp the pulse of the industry and make correct strategic judgments. Like a "wolf", he can smell the "bloody" profits or the "bloody" cold in the market in advance. Ren Zhengfei, using the word "wolf" is really appropriate. He has a keen sense of smell and can smell things that ordinary people can't.As early as the beginning of Huawei's establishment, working as a product agent made him see the huge business opportunities hidden in the communication market. He entered without hesitation, developed the C&C08 machine, "surrounded the city by the countryside", and began to market It's up and coming.

Ren Zhengfei firmly believes that properly leading technology can bring opportunities and profits, so Huawei aims at revolutionary mainstream technologies to achieve a qualitative leap. In one basket, relying on collective struggle, day and night to tackle key problems, make key breakthroughs, and develop the first digital program-controlled switchboard. In 1995, Ren Zhengfei boldly anticipated the infinite opportunities brought by new technologies with his keen sense of smell, and turned his research and development target to the third-generation mobile communication technology.Ren Zhengfei firmly believes in the technical direction of GSM-based WCDMA and concentrates on tackling key problems.Although China has not issued 3G licenses for a long time, there will always be a day when they will be issued. At that time, Huawei will lead China's mobile communication technology frontier.

In 1999, Huawei was the first to cooperate with China Mobile in the Shenzhouxing prepaid business.At that time, they had been aware of the upcoming market in advance and made technical reserves in private.As soon as China Mobile made a demand, it immediately responded with all its strength.The first phase of the project has paved sites in 25 provinces and cities across the country, and only Huawei has undertaken the construction.As a result, after the business was launched, China Mobile tasted the sweetness and gave Huawei 820 million yuan at one time in the second phase of bidding. This is the largest contract in Huawei's history, and the profit margin is much higher than other products.Afterwards, other manufacturers saw that it was profitable and followed up one after another. However, they fell behind, and now the price of the project is only 1/5 of the original price.

In recent years, the next generation network has become the focus of the industry.With its well-developed sense of smell, Huawei smelled this smell.It has quietly completed the transformation from trial, commercial trial to commercial use. In October 2003, Huawei launched a complete set of next-generation network solutions at the International Communication Exhibition in Geneva. On December 25, 2004, the National Development and Reform Commission, the Ministry of Information Industry, the Ministry of Science and Technology, the Ministry of Education, the Chinese Academy of Sciences, and the Chinese Academy of Engineering jointly announced that the core network of China's next-generation Internet demonstration project, the CERNET2 backbone network, was officially launched in Beijing.In this process of equipment bidding, one of the three winning bidders was Huawei.Because Huawei has paid great attention to the next-generation network technology and has unique advantages, it has become the "leader" of large-scale commercial use of China's next-generation network.

A keen sense of smell brings extraordinary insight, and also brings unlimited business opportunities to Huawei.Ren Zhengfei led the "wolves" to always be ahead, pre-empting strikes, and leading cutting-edge technology, which has also allowed Huawei to continue to thrive and maintain a strong vitality. When a wolf is looking for prey, it must be looking for something it is very familiar with.For this, wolves will continue to accumulate experience and learn about prey through continuous observation.It is recognized that wolves have sharp eyes. Once they find the target, they must be fixed on it and never allow them to disappear in front of their eyes.A successful person must also have the keen eyesight of a wolf in order to examine the market with a unique vision and discover crises and opportunities; he must also have a quick response speed in order to firmly grasp the fleeting opportunities.In the operation of the market, new situations will appear at any time, and even the slightest dynamics will affect the progress of the entire strategy.The wolf brothers know that only by using keen eyesight can they quickly find the prey, move quickly towards the goal that is beneficial to them, and then occupy the "main battlefield" to create first-class performance.

In Shanda's young coach Chen Tianqiao, we saw the speed of wolves running. In 2003, Chen Tianqiao suddenly climbed to the top spot in the "Forbes" list of China's richest people. After his stunning debut, he rushed here and there; raided Sina, favored Internet TV, and formed an alliance with Baidu. The speed is amazing. Although Ren Zhengfei is older than Chen Tianqiao, his reaction speed is by no means slower than him.Huawei's biggest advantage is its quick response to customer needs.Gao Ruibin, president of Motorola Asia, said that users always feel that Huawei's response speed is fast. If there is a problem in the computer room, Huawei can send people to it overnight and fix it immediately.

The quick response of Huawei's "wolf team" made foreign counterparts give a thumbs up.Huawei once completed the installation, testing and operation of Thailand's AIS intelligent network within 45 days, but in the eyes of foreign telecom equipment vendors, it will take at least half a year. In 1996, Hong Kong Hutchison Telecom obtained a fixed-line telephone operating license, but it faced a difficult problem: it had to complete all the work of transferring the phone without changing the number within 3 months. Hutchison had found many European equipment suppliers, but they The fastest is 6 months, and the price is sky-high.At this "juncture", someone recommended Huawei, and Huawei successfully completed the task in less than three months.This made Li Jiacheng, the boss of Hutchison, very happy, and decided to start a more in-depth cooperation with Huawei and move overseas. In 1997, people from Tianjin Telecom raised the issue that "it is difficult for students to make phone calls on campus".Fang Weiyi, vice president of Huawei's Central Research Department, recalled that Ren Zhengfei gave an urgent instruction at the time: "This is a golden idea, and we must respond immediately." Huawei produced the T201 campus card two months later.By the time other companies reacted, Huawei had been doing it for nearly a year.In fact, this new service only needs a "little" technical innovation on the original 200 card number function of the switch, but it was this small innovation that turned Huawei's disadvantage in the market into an advantage. 40% market share. During the Spring Festival of 2000, a local network switch in Heilongjiang was interrupted, and various models were running on the network. It was not known which manufacturer's equipment the problem was.Huawei's technicians rushed from Shenzhen to Heilongjiang within 1 day and found that the problem was not with Huawei.However, the manufacturer that had the problem did not respond for a long time. Huawei had to change its access network to another router, and the call was restored. In mid-June 2003, Liu Yanling, a Huawei employee, received a mission to start the business in Azerbaijan.She was at home for less than an hour, so she quickly sorted out the materials. After 20 hours without closing her eyes, she hurriedly applied for a visa and arrived in Azerbaijan on the 26th.The economy of Azerbaijan at that time was not doing well, much like China in the 1980s, with shortages of goods.Liu Yanling stayed there for two or three nights, and the start was a complete success. After returning to China on July 31, she can finally have a good meal.But on August 19th, she was suddenly notified that the Russian V110 issue was to be taken down, and she began to work hard again. On October 1, Liu Yanling flew to Moscow. On October 9, the upgrade activity began. It took a lot of trouble to upgrade the second and third rounds. The business did not run, and it was impossible to locate the problem.She and a few colleagues began to study the agreement seriously, looking for problems, repeatedly, and finally found some clues, then began to modify the code, and quickly completed the modification of the plan.After the upgrade, every time I called, Huawei's hearts were beating non-stop, and the call was finally opened.Everyone cheered. In October 2008, according to the bidding results of China Telecom's CDMA network phase I project, Huawei will be responsible for the construction of CDMA networks in 36 large and medium-sized cities across the country.In just over two months, Huawei has successfully delivered CDMA networks to China Telecom in 30 important cities including Guangzhou, Shenzhen, Xi'an, Suzhou, Ningbo, Tianjin, and Urumqi.The project cutover and optimization of six local networks including Beijing, Wuxi, and Xiamen have also completed all the main projects before the Spring Festival. As of December 20, 2008, with a monthly production capacity of 10,000 base stations, Huawei has successfully completed the delivery of more than 20,000 base stations for the first phase of the project, becoming the fastest delivery manufacturer for this phase of the project.In just three months after accepting the task, Huawei completed the cut-over network of more than 14,000 base stations and 310 sets of core network equipment, successfully achieving China Telecom's annual delivery target.For example, in just 21 days, Huawei completed the cutover of more than 4,100 base stations in seven local networks including Guangzhou, Shenzhen, and Foshan in Guangdong Province, as well as the cutover access network of more than 10 million lines in core networks in nine cities, continuously breaking the delivery record.All KPI indicators of the optimized new network are better than those of the original network, meeting China Telecom's requirements for building a high-quality network and providing high-quality services for the majority of users. In the international market, Huawei's quick response is one of its advantages compared to established telecommunications equipment providers in Europe and the United States.Deng Tao, Huawei's vice president in charge of overseas markets, said from his own experience that European companies are generally slow to respond, and it often takes a year or even a year and a half for users to make improvements.However, Chinese companies, as long as users have needs, can always work overtime and respond quickly.One can only be improved in one year, and the other can be improved in only one month. The advantages are naturally reflected. France Neuf is currently the second largest fixed-line operator after France Telecom.Since the company adopted Huawei's optical network equipment for the first time in 2002, Huawei has become one of the company's top five equipment suppliers in just two years. Currently, Huawei's optical network, IPDSLAM, media gateway and other equipment are widely used in Neuf. French network.Talking about the reasons for cooperating with Huawei, Mr. Michel Paulin said: "Their technology is very good. I have visited Huawei's headquarters in China many times. Their production lines are definitely world-class. More importantly, they can respond quickly .No matter what kind of demand we put forward, they can always respond in the first time. Huawei's quick response ability is amazing." On March 12, 2009, Huawei signed an agreement with PT Telkom to build the Mataram-Kupang submarine cable system MKCS.The submarine cable connects five islands in eastern Indonesia with a total length of 1,200 kilometers.Indonesia Telecom is the largest state-owned telecom operator in Indonesia.The company said that Huawei Submarine Cable Company has greatly reduced the construction cost of this submarine cable, and they are also impressed by Huawei's quick response and professionalism, which is also the main reason for them to choose Huawei Company. Why are wolves scary?In addition to being brave and tenacious, hard-working, vigilant, and good at capturing targets, they are united, disciplined, and quick to move. The enemy can unite with the enemy and launch a swift and violent attack in unison. Moreover, they have extremely strong perseverance that ordinary people cannot understand. Never say never, fail repeatedly, and have a strong desire for success; they are extremely adaptable, have a special intuition for danger and opportunity in complex environments, and know how to navigate gray areas.These are the infinite expansion of the power of wolves, and they are also the fundamental reason why they can deal with lions and cheetahs and gain territory and food. People often like to compare Western multinational companies to lions and joint ventures to leopards. Those local Chinese companies that have survived the fierce market competition and made achievements are wolves, and Huawei is an outstanding representative of these wolves.After all, Ren Zhengfei started his business in his 40s. He already has a wealth of life experience and experience. He is passionate and resourceful. He has almost perfectly applied the strategies and strategies in the war to the business war. "The Chinese nation is a culture of patience, not a culture of expansion. We just want to enforce a culture of expansion based on the principle of equal interests." Ren Zhengfei has the courage to break the tradition. He emphasized, "Huawei will take 5-10 years Reasonably straighten out the internal relationship and fill it with the power of expansion.” Why is the wolf so small, but it can hunt its tall cattle as its own delicacies? This is because wolves need to eat to survive.So there is strength and motivation to find a way to find prey.When the hungry wolves encounter their prey, they will make decisions without hesitation. The decisive decision allows the wolves to seize the best opportunity to launch a surprise attack on the prey and have a good meal.This is the only way out. When Huawei was founded, it was the era of shortage of goods in China, and the contradiction between huge demand and limited supply was prominent.However, China's telecommunications market is monopolized by multinational giants, and the price is high, and huge profits are put into the pockets of foreigners.Since there is no independent technology property right, the government can only spend huge sums of money to introduce foreign advanced technology.The technology is monopolized by foreign telecom operators. To gain a foothold for Chinese enterprises, owning independent technology is the key. In 1992, the global digital switch technology was mature, and the analog switch technology of air separation was on the verge of being eliminated.At this time, Huawei is faced with a life-or-death choice: engaging in independent research and development is risky, which is tantamount to seeking death; not engaging in technology research and development, is waiting for death.Ren Zhengfei became a guide at the critical moment, and made a decisive decision: die with vigor and vigor, and engage in technology research and development. Ren Zhengfei bet desperately on the C&C08 digital switch. After the successful development of C&C08, Huawei ushered in infinite light. Since 1994, Huawei has entered the wireless business.China Telecom has decided to adopt a new standard - GSM standard, Huawei's ETS450 standard is outdated.At that time, Huawei people worried that the product would not be available until 1998 at the earliest, and foreign manufacturers had already finished dividing the market by then.After some research, in 1996, Ren Zhengfei made a decisive decision: command the GSM business.Xu Zhijun, executive vice president of Huawei, also said in an interview with Caijing magazine that "the decision at the time was correct" now.This decision of Huawei has cultivated a reserve army for entering the 3G market. Before entering the U.S. market, Ren Zhengfei had contact with Chambers and expressed his desire for friendly cooperation to him, but Cisco didn't look down on this "unknown junior" at all.Chambers proposed that Cisco could simply merge with Huawei, but in the end the two parties broke up unhappy.Later, "the tiger's teeth were pulled out", and Ren Zhengfei proposed that "only if you dare to fight can you make peace, and a small loss is a win."In the end, Huawei reconciled with a decent way first, and Huawei's reputation was greatly improved. In 2002, 57 Chinese academicians wrote to the State Council, calling for "the construction of an academic high-speed backbone network for my country's second-generation Internet."In August of the following year, the State Council officially approved the joint launch of the "China Next Generation Internet Demonstration Project" by eight departments including the National Development and Reform Commission, the Chinese Academy of Engineering, the Ministry of Information Industry, and the Ministry of Education.Experts said: "It connects the core nodes of 20 major cities across the country at a transmission rate of 10G per second (equivalent to the information stored in 15 VCD discs per second), and the speed is 1,000 times that of the Internet before 2009; Hundreds of colleges and universities and scientific research institutes provide high-speed IPv6 network access services to connect to the next-generation Internet at home and abroad. Through the next-generation Internet, people will further enjoy the benefits of the network. Grid computing, high-definition TV, strong interaction Point-to-point video and voice integrated communication, intelligent transportation, environmental earthquake monitoring, telemedicine, distance education, etc. will all be truly realized.” The development of the next-generation Internet is an inevitable choice for the country to solve the crisis of IP address shortage and upgrade the information industry.The emergence of the next-generation Internet technology has brought countries all over the world to the same starting line and provided a rare opportunity for Chinese equipment manufacturers to develop by leaps and bounds. Ren Zhengfei believed that this was another opportunity to demonstrate Huawei's strength, and he immediately shifted the focus of his work to the "next generation Internet". In 2005, Huawei participated in the "Industrialization Project of Broadband Access Equipment Supporting IPv6" to meet the operational and manageable needs of CNGI networks. In 2006, in order to develop dedicated chips for high-speed wireless data transmission, and promote and accelerate domestic chip design companies and communication equipment manufacturers in the research and development and industrialization of high-speed wireless data transmission, Huawei participated in the "Radio Frequency and Baseband Processing Components for Broadband Wireless Access Terminals" Design and Realization" project; in order to meet the demand for equipment capacity due to the explosive growth of network bandwidth, Huawei participated in the "development of high-performance core router project"; in order to meet the needs of IPv6 security applications, Huawei participated in the "IPv6 security gateway platform research and development and industry Chinaization" project, launched the IPv6 security gateway. Huawei's breakthrough in high-performance core routers surprised the industry the most.After Huawei participated in the CNGI core router project, it broke through the monopoly of foreign manufacturers on high-performance core routers. On April 29, 2008, Huawei released the world's first core router supporting 10T commercial trunking system in London, thus becoming one of the three core router suppliers in the global industry. The ancients said: "If there is no interruption, we will suffer from chaos." Ren Zhengfei is well aware of this shortcoming, and made prompt and decisive decisions, won the best business opportunities, and enabled Huawei to go on smoothly. Looking at the current Chinese and foreign markets, among many companies, why do companies with similar strategies have opposite results?Why do operators with ingenuity end up in failure?Why are so many companies with great ideas successful but so few?Let's look again, why is Starbucks the only one among the many coffee shops in the market?Why among the many supermarkets, only Wal-Mart and Carrefour can succeed?Do the same PC, why only Dell come out on top?All those failed businesses failed for different reasons, and all those successful companies succeeded for many reasons, but one thing is the same, and that is a strong executive team. The wolf is as big as a dog, and it seems insignificant compared with the burly carnivore, but the wolf is the mighty one in the animal world.Wolves are able to put to death cattle much larger in size and strength than themselves.He even dares to challenge the mighty lion, and even the tiger, who is known as the "king of beasts", is three points afraid of wolves.The key to the wolf's power lies in its amazing execution. Masayoshi Son, chairman of SoftBank Corporation of Japan, said: "Third-rate ideas plus first-rate execution are always better than first-rate ideas plus third-rate execution." Low, insufficient enforcement.To improve competitiveness, execution is the key. In just over ten years, Huawei has achieved such great achievements, and there has been no crisis of ambiguous execution and team ambiguity on the high-speed road, which is largely due to strong execution. A cub has been learning the old wolf's hunting skills since its birth, practicing running and learning the skills of catching animals, and through continuous learning, it will strengthen its skills.In Huawei's new employee training, in addition to training employees in various skills, there is also an iron discipline: "Wear leather shoes, trousers, shirts, and ties, all of which must be missing." From the first day of joining the company, It will be carefully inspected, and those who fail to correct it will be corrected immediately, otherwise they may be returned.Many people are accustomed to casual attire and feel "uncomfortable" with this requirement, but Huawei firmly enforces this rule because it is a sign of completing the transition from student to career. Ren Zhengfei believes that execution is competitiveness.Ren Zhengfei, who was born in the military, knows that to ensure combat effectiveness, he must have strong execution.Huawei has also acquired a strong military tinge. In militarized management, the company emphasizes that unreasonable systems can only be disobeyed after modification.Ren Zhengfei also understands that the company's rules and regulations are unreasonable, but he would rather make some mistakes in order to ensure the efficiency and speed of implementation. After this kind of furnace training, all Huawei employees are smart and capable, ready to rush to the battlefield at any time. In April 1999, employee Wang Hong was sent to Kenya to be responsible for the implementation of the ETS450 project.This is Huawei's first project in Africa, and Ren Zhengfei hopes to make it a model project.In order to get to know the site as soon as possible and make preliminary preparations, Wang Hong came to the project site Naivasha (Naivasha), which is more than 80 kilometers away from the Kenyan capital, and started work quickly.Late one night, a user called to say that there was a peculiar smell coming from the computer room where the Huawei equipment was located. Wang Hong rushed to the scene urgently. It turned out that the current modules of other manufacturers had been burned and were emitting an unpleasant smell.In order to ensure safety, he tested various equipment one after another until more than 3 o'clock in the morning.After 9 months of hard work and testing, the partners are very satisfied with the results. The start in Ethiopia can better show the super executive power of Huawei people.The base station there is built on a mountain nearly 4,000 meters above sea level.There are dirt roads along the way, starting at 8:30 in the morning, and arriving at the computer room at 11:00.In order to buy more time, employees can only stay on the mountain at noon, and eat bread when they are hungry.The temperature on the base station is low, the wind is strong, and it is difficult to set up the antenna.But he overcame many difficulties, successfully completed the task, and passed the acceptance test. Huawei's success today is due to the strong executive power of Huawei people.There is only one principle in Huawei's implementation: united as one.Methods and means are just forms. The important thing is to unify the thinking, make the upper and lower levels agree with each other, and truly get out of the bottleneck of difficult implementation and achieve a win-win situation. For wolves, they can sacrifice their own lives for their prey.In order for the wolf to survive, it can compete with the horse, but the horse is extremely tall, but as long as the wolf grabs it, it will catch it as a bag, and sometimes its life is in danger. Once a wolf grabs the horse's neck , the horse will try its best to throw off the wolf and drag it to run on the ground, but the wolf will hold on tightly until the horse has no strength.Wolves are tough and will never give up until they reach their goals.It will try all kinds of tricks to achieve its goals.In an enterprise, it is necessary to cultivate the tenacious spirit and perseverance of the employees. Only in this way, no matter how difficult the employees encounter, they will overcome them, overcome difficulties, and find ways to seek the development of the enterprise. Colleagues all call Huawei a "difficult wolf", making opponents restless, which makes sense. After Huawei developed its own switch, the first business it undertook was Zhejiang Yiwu Experimental Bureau.For Huawei, which has just started, it does not have the economic strength to advertise, let alone recognition, and most of its business is sold on credit.Therefore, Yiwu is the most important opportunity for Huawei to show itself and gain the right to survive. Once it fails, Huawei will fall down.A Huawei person who had experienced the thrilling and bitter battle said: "If something really went wrong that time, if it didn't work out, there would be no Huawei today." With the hope of the company, the Huawei people went to Yiwu, before and after. For four full months, everyone worked continuously day and night, lived and ate with the machine, and completed the first test bureau after repeated debugging. In 1992, Huawei decided to develop the C&C08 million door machine. Once the plan was confirmed, a group of technical backbones were immediately organized to start research and development.In order to develop it as soon as possible, the scientific research team went out early and returned late from Monday to Sunday, devoting themselves to work on the machine, even on normal rest days. Liu Pinggang, who was in charge of software development, hadn't had a full night's sleep for several days. He had lunch at the company that day and was about to take a good night's sleep when he was called away by Li Yinan for joint debugging.After a lot of work, Li Yinan dialed a number on one module, and the phone in the other module rang, and the two cheered.Li Yinan seemed to suddenly think of something: "Did you set the 'permanent connection' during the experiment just now?" Liu Ping checked and sure enough.After removing the permanent connection, it is still unavailable, and there is still a problem with the software.After repeated pondering and experimentation, the call was finally connected, and the day slipped away. In the process of developing the narrowband telephone network signaling network technology, Huawei people encountered some insurmountable technical difficulties. The equipment was unstable and could easily crash.The Ministry of Posts and Telecommunications will soon send people to test, but the problem is still not found, and everyone is about to die of anxiety.After repeated inspections, it was found that it was caused by the abnormal high temperature of a certain component, but I couldn't think of a way to cool down the component for a while.On the day of the test, everyone's "ghost idea" came, and put a desk fan behind the machine, and finally got away with it. As soon as the staff of the Ministry of Posts and Telecommunications left, they immediately started working again.Everyone checked the design drawings and all the components, but the crash problem was like a naughty child, playing hide-and-seek with everyone happily. "I don't believe I can't find you", everyone held back a fire in their hearts, and they fought fiercely.By chance, I finally found the answer. It turned out that a capacitor was welded backwards, and it was normal after adjustment.By the time of troubleshooting, the technician had been living in the computer room for a month. It is precisely because of this spirit of not giving up until the goal is achieved that Huawei people continue to break through one problem after another, making great contributions to Huawei's development. This book made "wolves" and "wolf nature" a topic of concern for people.The author reflects on Chinese history and national character with the wolf as the standard, and presents to the readers in a unique way the wolf nature that is very different from the common concept in the past. Cruel animals gain a whole new understanding and awareness. "The survival of wolves is to create a strong living space in a harsh environment; the wolf group is to organize a strong team among rivals full of battles; the wisdom of wolves is to constantly compete and surpass among the strong." People often say that they have seen packs of wolves but never seen packs of tigers.Wolves like to act in groups, and the actions of wolves are super consistent and work together.Regardless of victory or defeat, they all face it together: if they win, they will share the fruits of victory, and if they fail, they will desperately rescue each other.This super cohesion ensures that the wolves advance and retreat together in action, maintaining a high degree of internal coordination. A single wolf is not terrible, the most terrible thing is a pack of wolves.The wolves march forward bravely in order to achieve their goals. No matter whether there are lions, tigers or advanced armed humans in front, they are not their opponents and will be eaten by them all. Certain characteristics and certain survival skills of wolves are indeed what we humans should learn from and learn from.There is a strict hierarchy in the wolf pack, and they stick to their own responsibilities. They know what they do, and they know that they play an important role in the team.In the team, they emphasize cooperation and mutual loyalty to each other, only for a common goal-survival. Sun Zhongmou said in the Three Kingdoms period: "If you can use all your strength, you will be invincible in the world; if you can use all your wisdom, you will be fearless among sages." A single-handed horse has no power, and geniuses are born among talented people.Relying on the strength of the group, Huawei has overcome difficulties one after another and braved the wind and waves. Wolves usually do not act alone when hunting, but rely on the strength of the group to fight together. Every time a pack of wolves looks for food, they will fight together, especially if they want to capture powerful prey, they must rely on teamwork, otherwise they will return empty-handed.Wolves have a strong team spirit. As long as there is a prey target, they will attack in groups. As long as one wolf grabs one end of the prey, the other wolves will quickly cooperate and grab the prey from all parts until Capture the prey before sharing the food.All wolves are united, united as one, the formation of the wolves, even the ferocious cheetahs have to give up three points, the team spirit of the wolves frightens the Quartet. The reason why Ren Zhengfei's "wolf team" has a strong attack power is also due to strong teamwork.He believes that heroes are a group, and individuals must restrain their hero complex. During product development, Huawei follows the most standardized software engineering design methods in the world.This approach requires the brains and brains of everyone, and everyone must open up to form a good team, so that the collective wisdom can be used to the best. The Battle of Ningxia is exemplary. In 1996, shortly after graduating from Zhejiang University, Zhang Aidong came to Huawei and received a research task on the T120 protocol that H products urgently needed. In 1998, the H product was at a critical moment. The hardware single board was developed without an upgrade. The software faced the problem of interconnection and mutual control with foreign products, and the operation stability of the entire system was extremely poor.The Zhongyan headquarters readjusted the H product line, and he began to be responsible for the software work.So far, Huawei has gathered all the elites to go to Ningxia, concentrate on fighting, and successfully complete the task. After returning to Shenzhen, in a room in Building 4 of Huawei, Zhang Aidong and his companions began to work hard again.A dozen or so individuals were divided into development and testing groups. Everyone cut off all contact with the outside world and lived a life like a concentration camp.During the period, everyone studied the software version library and carried out version control. For the first time, they proposed the ideas of "virtual MCU", "virtual terminal" and other large-scale network construction, and put them into practice one by one, solving the networking problems in Fujian, Yunnan and other places.However, H products are still repeatedly defeated in the market, but Huawei people are repeatedly defeated. When advancing into Russia, Huawei ran into trouble. One day in 2002, three Huawei employees including Yu Jianhua came to Russia in a hurry. They had a daunting task: to open Huawei's first 3G overseas test bureau in Moscow in just two months.This is the second batch of technicians sent by Huawei.At this time, the debate on the 3G standard is still unclear, and the 3G bubble is intensifying.The operator in Moscow is also hesitant about this. Another company has stumbled here before, and they have no idea about cooperating with Huawei this time. Operators vacillated, which made Huawei suffer a lot.There is no core computer room, and a large number of test bureau materials are stranded at the customs. Operators do not agree with Huawei to use their internal transmission network. "The mountains and rivers are full of doubts and there is no way out, and the willows are dark and the flowers are bright and there is another village." At this moment, the opportunity came.The International Telecommunication Union and the GSM Association held a seminar in Moscow, and Huawei finally had a chance to exhibit.The time limit was 3 days, and Huawei people quickly installed the base station and software.But the weather is unpredictable, and the excitement is half disappointing.The controller and the base station just can't connect, the data service also has problems, and the video-on-demand rate is too slow.There is still the last day, and everyone is so anxious, it feels like the end is coming. They set up a conference TV in the computer room, connected to the Internet through broadband, and connected to the distant Shanghai Open Laboratory.经过一个不眠之夜，故障终于排除了。在运营商的带领下，专家们和有关部门官员在奔驰的测试车上，饱览了莫斯科街景和市貌。此外还在手机上，一眨眼工夫就下载了一段“懒猫伸腰”视频流，在场的俄罗斯人都惊讶了。 这是一支战无不胜的队伍，在一系列的技术攻关中，他们团结一心，共同排除故障，依靠集体的力量取得了一次次的成功。拥有这样的队伍，华为能不成功吗？ 在管理上，任正非也认识到靠一个人的决策难免会出问题，所以管理决策需要一个班子，要靠集体的智慧。 尤西姆说：“管理团队的能力比一把手的领导能力更重要，管理团队更能有效预示公司的绩效。” IBM前CEO郭士纳的许多战略决策都是来自于企业中的许多高级幕僚，如接受原IBM高级副总裁丹尼-韦尔什向IT服务转型思想的建议；与丹尼·韦尔什反复讨论酝酿发展电子商务的决策等。美国通用电气公司(GE)CEO杰克·韦尔奇在听取了顾问的建议后，推行六西格玛，最终超越了摩托罗拉。 2001年之后，任正非开始着手改变领导集体，他任命洪天峰为公司的COO，负责公司的日常业务。此后，华为成立投资决策委员会，由资深副总裁费敏担纲。 2002年，华为成立营销工程部，郑宝用担任总裁。郑宝用病后由徐文伟接任。 2004年，任正非痛下决心，正式将公司战略与营销职能统一划归营，销工程部，任命徐直军为部门总裁。 2004年11月，华为又做了一次重大调整，将公司层面的日常最高决策层重组为执行管理团队(Execute Management Team，EMT)，主要业务部门经过重新组合，组建了市场和服务、战略和市场营销、产品和解决方案、运作和交付四大部门，分别由胡厚坤、徐直军、费敏和洪天峰负责。 加上财务、策略和合作、人力资源三大部门，被重组成七大部门。 目前华为已形成在董事长孙亚芳领导下，常务副总裁徐直军、财务总监纪平、产品总裁费敏、销售与服务部门总裁胡厚坤、资本与人力部门郭平、首席运营官洪天峰等“六大金刚”各司其职，协同合作的新气象。 华为自诞生之日起，就遭遇了一连串的险情，如果不是他们同心协力，把所有的力量凝聚起来，那么，我们就不会看到现在这个叱咤全球的通信巨头。 当年08机开发成功后，如何取得市场突破成为摆在任正非面前的下一个棘手问题。国际电信巨头大部分已经进入中国市场，华为要与这些拥有雄厚财力和先进技术的巨无霸正面对抗简直是以卵击石。As the domestic market quickly enters the stage of price-cutting competition, international telecom giants rely on their strong financial resources and have also begun to cut prices sharply, in an attempt to kill domestic emerging companies such as Huawei in their cradles. 此外，华为还面对着诸多国内同行的竞争：邮电部与比利时贝尔在上海合资成立了上海贝尔公司，这家企业在管理与工艺装备上与国际接轨，达到了世界一流水平；04机的市场占有率迅速增长；大唐电信有着多年国家级科研打下雄厚技术储备；同处深圳的中兴公司直接与华为比肩，市场开拓扎实，工作成效高。 Ren Zhengfei said frankly: Huawei "encountered international competition at our own doorstep, and knew what is the world's advanced. We learned the rules of competition and how to win the competition through competition."The hardships of life and career setbacks have made Ren Zhengfei particularly alert to the crisis facing the company. He described Huawei's fundamental goal in three words - "survive".Huawei must first survive, and the necessary condition for survival is to have market share, otherwise there will be nothing. 为此，任正非要把大家的力量凝聚到一起。华为召开员工大会之前，经常号召大家唱《团结就是力量》、《解放军进行曲》等革命歌曲以鼓舞士气。为了增强员工的生存意识和生存能力，任正非不停给员工们灌输各种概念：“活下去是硬道理”、“为了市场销售增长所做的一切都不是可耻的”、“狭路相逢勇者胜”等信念。 任正非说，所谓“狼性”，就是“哪儿有肉，隔老远就能嗅到，一旦嗅到肉味就奋不顾身”。后来他把狼的优点总结为三条：一是敏锐的嗅觉，二是不屈不挠、奋不顾身的进攻精神，三是群体奋斗的意识。因此他提出“胜者举杯相庆，败者拼死相救”，不一而足。这些鼓动性很强的概念，经过任正非富有煽动力的讲话，使一线年轻员工很容易进入大无畏的精神状态，以舍我其谁的气势在市场上与竞争对手展开贴身肉搏。正是这些凶悍的企业文化，使华为成为连跨国巨头都寝食难安的一匹“土狼”。华为从上到下对竞争对手同仇敌忾，全体员工目标明确、士气高涨。 企业创始人的主张和行为往往决定了企业的文化，这些主张和行为一旦被企业员工普遍认同并加以执行，企业文化就初具雏形了。由于任正非的强调，这种狼性被深深地印在华为所有员工的心里，并成为华为的标志文化。而由于华为的成功，“狼性”迅速成为中国企业乃至社会热捧和仿效的观念，被人视为华为文化的核心和华为成功的原因之一。 华为的人力资源配置做到哑铃式的“两头重，中间轻”，非常适应市场发展快，变化快的特征。其中研发占40%，市场营销占35%，生产占10%，管理占15%。外人最能接触到的就是华为的营销人员，而华为的营销人员数量之多、素质之高、分布之广、收入之高都是绝大多数中国企业前所未有的。 华为一开始并没有充足合适的人才储备来做市场，任正非下令本着“矮子里面挑高的”，先将事情干起来，不能裹足不前，贻误商机。他强调只要方向对，干起来，成功只是时间问题。华为的销售队伍大部分是国内名牌大学的毕业生，他们不一定是通信或营销专业出身，有的甚至是文史哲专业毕业，任正非和华为就要冒着朽木难雕的风险，花上宝贵的时间耗费大量的培训资源，硬是逼着一个个通信盲经过魔鬼训练之后投入到市场第一线，让他们成为华为的产品代言人，去冲锋陷阵。 尽管设备出来了，但业界知道华为的人仍然很少，了解华为的人更少。华为的市场人员屡败屡战，一年内跑了500个县，他们背着机器在各地跋涉，努力敲开客户的大门，有时打着解决华为电源等老产品问题的旗号设法和客户接上头，有机会就介绍华为的情况和企业文化，邀请对方到深圳参观华为，有时把整个单位上下几十号人都请过去。 华为建立了一支善于打硬仗业绩突出的业务队伍，一线主管人人骁勇善战、身先士卒，对业务订单死缠烂打，对客户无微不至，与运营商建立利益同盟关系。这种模式带来的业绩和问题都很明显：市场突破能力强、短期见效快；员工长期高负荷工作，战略协同能力弱，员工升迁靠论功行赏。任正非对一线人员期望极高，希望一线的人永远充满激情和活力。他提出“只要有1%的机会，就必须花100%的工夫促其成功。”而在华为的销售人员当中，刚出校门的学生往往比有经验的人做得更成功，也许这就是激情的作用。 狼和秃鹫是一对很好的搭档。它们都很喜欢吃动物的腐肉，但狼在陆地上活动，用眼睛所能看到的范围有限。秃鹫在高空飞翔，观察的范围就比较大，容易发现动物的尸体，但是它不能撕开动物厚重的皮毛。所以，秃鹫就找狼帮忙，分工合作就可以共享可口的食物。狼对食物很珍惜，总希望独享，然而它明白，如果没有秃鹫的引领，自己是绝对不会轻松地找到食物的，因此狼对秃鹫满怀感激，愿意与它共享食物。 在我国通信领域还被“七国八制”所控制的时候，“巨大中华”迅速崛起，但只有华为一家是民营企业，与国有企业相比，它的竞争劣势是明显的。最初，华为在各地建立办事处进行销售。这种销售模式迅速打开了市场，但弊端也随之暴露出来。办事处主任紧盯订单，短期行为严重，市场关系不稳定，人员调换频繁，开支庞大。 为了建立稳定的市场关系，尽快了解客户的需求，任正非开始探索新形式：与客户“联姻”，建立合资公司，形成利益共同体，以此巩固市场，拓展市场。 由此，华为的第一个合资公司——华为电气诞生了。1995年，华为莫贝克电源公司(华为电气前身)将18个省邮电管理局的直属企业作为自己的股东。 1996年，招商银行开始与华为合作，推出买方信贷业务，允许邮电部门从招商银行贷款购买华为的设备，华为再从银行提取货款。 1997年，任正非首次提出与用户建立合资公司，让利赢得客户的信任。这既促进了销售，又疏通了长期客户关系。“合资企业要办30个，如果华为在海外上市，合资企业也要打包上市。”随后，华为与铁通合资建立北方华为。 从1998年开始，继北方华为之后，又在辽宁、河北、山东、四川、北京、天津等地，与当地政府电信局等共负盈亏、共担风险，成立了合资公司。 其中，与辽宁的合作遇到了一些波折。任正非亲自到辽宁，与辽宁邮电。局高层进行了一年的频繁接触。后来，他找到负责该项事务的李玉琢说：“在辽宁要办一个合资企业，采用职工集资的办法，我已经和辽宁省电信局孟局长说好了。”谁知来了沈阳，孟局长已调到人大，接任者对此事反应冷淡，集资也没人响应。后来经多方努力，1998年2月沈阳华为成立了。当年，华为在沈阳全省14个地市的销售额就有两三亿元。 此外，华为还积极与外国公司进行合作。 1997年4月，华为在“亚欧分界线”的乌拉尔山西麓的军事重镇乌法市与当地企业建立了贝托-华为合资公司，由俄罗斯贝托康采恩、俄罗斯电信公司和华为三家合资成立。华为把合资企业作为平台，以本地化模式来开拓当地市场。 2003年3月，经过长达9个月的艰苦谈判，华为和美国3COM公司达成协议，组建合资公司。又经历了8个月的漫长等待，合资公司才正式在香港成立，并在杭州和北京两地挂牌。在等待批准的期间，3COM中国区与华为数据通信部门的团队就开始进行整合了。合资公司中原3COM的员工只留下了不到50人，而华为则有1500多人加入。两家公司有着截然不同的文化和背景：华为的人初生牛犊，生气勃勃；3COM的人则温文尔雅、谦虚谨慎。一个是在新兴的中国市场通过拼杀成长起来的民营企业；另一个则是以太网的发明者和拥有全球5万多家渠道的老牌跨国公司。 通过此次合作，华为在北美市场站稳了脚跟。2003年年底，合资公司一系列面向企业用户的路由器产品闪亮登场，华为和3COM借助各自原有的技术积累，准备联起手来大干一场。 2004年2月12日，西门子和华为正式宣布成立TD-SCDMA合资公司。该公司总投资超过1亿美元，西门子占股51%，华为占股49%。华为公司无线产品线总裁徐直军表示，新合资公司的实质意义在于TD-SCDMA技术标准的具体应用和产品业务层面，而对TD-SCDMA基本专利的分配没有任何影响。 2003年9月16日，德国英飞凌科技公司总裁兼CEO舒马赫来到华为，与董事长孙亚芳亲切握手，在3G领域华为又多了一位朋友。英飞凌是全球第六大半导体厂商，在2G、3G芯片和全套解决方案上技术成熟。双方在北京共同宣布，合作开发低成本的WCDMA手机平台。此次合作对于快速研发WCDMA商用手机平台，迅速占领市场，实现共赢提供了条件。 截止到2005年为止，华为已经先后与德州仪器、IBM、摩托罗拉、朗讯、英特尔、SUN等大公司展开了合作。 借助一系列的对外合资项目，华为在企业技术积累和国际化战略上能实现更深层次的目标。 通过与客户建立合资公司，华为迅速稳定了市场，双方分工合作，各取所需，互惠互利。这些合资公司与一般的合资企业不同，这些企业的作用只是签单走账。当地运营商和政府的投资甚至可以先由华为垫付。这促进了华为的销售，也疏通了长期客户关系。 在当初，华为内部就建立合资公司这个问题分歧很大。特别是1999年，各地的合资公司业绩普遍不佳，有的甚至出现亏损。围绕这一问题，华为内部大辩论，“公说公有理，婆说婆有理”，最后以支持的一方获胜谢幕。 在今天看来，合资公司对华为拓展市场、树立企业形象起了积极的作用。2002年，华为实行改革，按地区划分、注册子公司，合资公司也被纳入其中。至此，大大小小的合资公司寿终正寝。 2004年4月，一书横空出世，该书以北京青年陈阵在内蒙古草原上插队的经历为主，由十几个连贯的“狼故事”组成，对“狼文化”做出了形象而又深刻的描述。从文化学的角度看，作者试图以“狼文化”的强悍和智慧给农耕或者儒家文化注入新的因素。很多企业梦寐以求地希望能够拥有具备“狼性”的员工和团队。在一个竞争激烈的市场上，具备“狼性”的组织生存能力会更强，更有生命力。 继一书问世以来，人们对狼的生存哲学和发展精神有了全新的认识，让我们认识到“狼性文化”，狼性的三大特征：一是敏锐的嗅觉；二是不屈不挠、奋不顾身的进攻精神；三是群体奋斗。“狼道”进入企业文化成为媒体的关注焦点这种现象确实值得关注。 海尔董事局主席张瑞敏说：“读了，觉得狼值得借鉴。其一，不打无准备之仗，其二，最佳时机出击，其三，战斗中的团队精神。”号称中国第一CEO的张瑞敏之言，立即在企业界掀起了阅读的高潮，大小企业纷纷仿效狼的精神，打造狼一样的团队。 我们知道，狼其性野、残、贪、暴，都应在团队文化中得以再现，那就是对工作、对事业要有“贪性”，？无止境地去拼搏、探索；狼性地“残”用在工作中，便是指对待工作中的困难要一个个地、毫不留情地把它们克服掉、消灭掉；狼性文化的“野”，便指这种在工作中、事业开拓中不要命的拼搏精神；狼性文化中的“暴”则是指在工作的逆境中，要粗暴地对待一个又一个难关，不能对难关仁慈。 但是，也不要否认，古往今来，狼给人类留下的印象是凶残狡诈，人们把狼性归结为野蛮、残忍、贪婪、暴虐。 因此，“狼性文化”其实也是一柄锋利的双刃剑。在所谓“文化”的背后，狼性中深藏着固有的本质——残酷无情，你死我活，为达到目的不择手段，蔑视规则，无视人性等等，极易造成企业及员工在文化上的迷失。在与市场竞争对手的拼杀中，置对方于死地将是惟一目的，即使一方获胜，也会因失血过多元气大伤，形成“双输”的结果；在企业的内部管理中，由于人性的缺失，很容易形成强硬的刚性文化，员工与老板之间以及员工与员工之间将以“性恶论”为原则，互相提防、互相猜忌，毫无信任感，必然产生巨大的内耗。很显然，对企业的长期发展而言，“狼性文化”是一剂致命的毒药，绝非商业大道。 一位工商管理学教授在MBA课堂上授课，讲到企业的管理与文化时，向学生们提出一个问题：在市场经济中，我们应该选择做“狼”还是做“羊”呢？ 大部分学生选择做“狼”，其余学生选择做“羊”。 教授最后说：我们既不该选择做“狼”，也不该选择做“羊”，我们应该选择做“人”。 任正非自称是一匹来自东方的“土狼”，“凶猛而难缠”；华为的企业文化也定位为“狼性文化”，“狼精神”在华为一次创业过程中发挥了举足轻重的作用。 然而，“狼性文化”是战争年代的产物，随着社会的发展和进步，大规模的疾风暴雨式的革命运动已经过去，合作共赢成为时代的要求。时代在变，企业文化也应该随着变化，这才是客观真理。 现在，在许多场合任正非已经不再讲“狼”了，而是大力提倡“友商”，学“以土地换和平”的拉宾，努力营造和平氛围，为华为的国际化开路。 在“企业文化仿生学”日益成为时尚的今天，国内企业界掀起学习狼性文化的热潮，在管理方面，一样需要借鉴狼的智慧，尤其是头狼的管理智慧。狼性文化已被众多企业认同并引入到经营管理体制上来。实践证明，狼的智慧、狼的韬略以及狼的团结协作精神对于指导企业的运营和发展起到了极大的推动作用。然而，任何事物都是一把“双刃剑”，狼性文化也不例外。我们在充分利用狼性文化优点的同时，绝对不可忽视其所存在的弊端以及带来的危害。 任正非提出“狼性文化”，可以说是对几千年来中华文明的传统的叛逆，为滞后的农耕文化注入了新鲜的血液，是对传统的振聋发聩的批判。 但是，任何事物都离不开它的时代，“狼性文化”也是时代的产物。任正非当初选择“狼性文化”是时代的必然，尤其是在改革开放的20世纪80年代，他推出“狼性文化”无可厚非。“狼性文化”是中国传统社会向现代文明转型的产物，是市场经济初级阶段、不规范的体制和刚刚起步的企业发展的产物。 20世纪80年代，改革开放启动，刚经历了“文革”的创伤，各项制度都有待于完善。为了迅速摆脱落后的状态，实现中华民族的复兴，中国政府给予外资企业许多优惠条件，这些外资企业在中国享受着“超国民待遇”。本来“家底”就“殷实”的外资企业一拥而入，迅速占领了巨大的中国市场，形成市场垄断，攫取着高额的利润。 中国改革开放必然要发展自己的经济，培养扶植自己的经济团体，因此民营企业开始成长。然而，就在“家门口”，它们就遭到了外资企业的强势“围剿”，若与之正面硬抗，无异于“鸡蛋碰石头”，只会落得个被歼灭的下场。而且由于两者的地位差别，竞争一开始就不是站在同一起跑线上的，本来起跑就晚了，还要突破重重障碍，生存更是举步维艰。于是，它们要想生存，就需要有“狼的精神，要有敏锐的嗅觉、强烈的竞争意识、团队合作和牺牲精神”。因此，它们自然会选择“狼性”，不大讲究规则。 20世纪80年代是冒险的时代，也可以说是中国资本的原始积累时期，没有“狼性”，畏首畏尾，企业根本就不会成长起来。 在西方资本积累时期也存在这一现象。在原始资本积累时期，疯狂的殖民掠夺和奴役，“一切人反对一切人的战争”，“践踏人间的一切法律”，铤而走险……所以，马克思在《资本论》中写道“资本来到世间，从头到脚都滴着血和肮脏的东西”，“资本原始积累的历史是用血和火的文字载入人类编年史的”。 华为其实就是一匹狼。它的冷静、清醒、韧性和团队的协调作用再加上任正非大大会小会时时灌输的危机意识，与国内其他企业取得一丁点成绩时的张狂、自大形成了鲜明对照，因而，它能一路绝尘也就不奇怪了。 与TCL李东生遭遇国外并购碰到的挫折再进行深刻反思不一样的是，任正非好象一直与生俱来就有忧患意识，不管企业取得多么辉煌的业绩，他的眉头一直紧锁而没有舒展开的时候。 难道他体内的基因就是危机吗？瞧，出现在媒体中的任正非始终是一张不苟言笑、冷峻深沉的脸，说老实话，如果是不熟悉的员工和客户，看见这张脸还真有些诚惶诚恐和敬畏。 “狼性文化”使华为人具有深重的忧患意识，时刻保持警惕，积极捕捉战机、果断决策、蓄势待发、有效执行、团结协作，不达目的誓不罢休。正是由于不起眼的“狼团队”奋力拼搏，华为才得以生存下来，并保持着旺盛的生命力。这种文化，为华为的成长立下了汗马功劳。在一定程度上可以说，如果没有“狼精神”，或许华为就活不下来，也就走不到今天了。“狼性文化”是时代的产物，它也必然会随着时代的改变而改变，这是客观的事实。 在一次创业阶段，“狼性文化”为华为的成长壮大立下了汗