Chapter 15 Transition from wolf nature to human nature

Huawei's wolf-like culture is a unique innovation in Chinese corporate culture, and it is a kind of "bloody" fighting and enterprising spirit.The ferocious "wolf culture" is undoubtedly a typical epitome of Huawei's culture. Wolf culture is also a product of the times. In the early stage of reform and opening up in the 1980s, Ren Zhengfei's choice of "wolf culture" was an inevitability of the historical era.In that era of vying for the throne, there was blood and the natural law of the jungle. Chinese private enterprises have just started, and their strength is very weak. In domestic and foreign markets, China's national brands are bullied and rejected by foreign companies. Therefore, small and medium-sized private enterprises must If you want to survive, you can only rely on the "wolf culture", rely on a keen sense of smell, a strong sense of competition, teamwork and sacrifice.If there is no "wolf culture", enterprises cannot survive and develop at all.Therefore, Ren Zhengfei has been advocating a "wolf culture" in his early years: keen, aggressive, selfless, and team spirit.Inside the enterprise, Ren Zhengfei uses a militarized "iron fist" to govern the enterprise, including super labor intensity, strict management system, and ruthless internal survival of the fittest mechanism.

Of course, with the development of the times, changes in the domestic telecommunications market, and Huawei's continuous growth, the environment for implementing the "wolf culture" has changed, and the "wolf culture" has gradually revealed its drawbacks. Ren Zhengfei is keenly aware that when an enterprise develops to a certain scale, especially when it needs to enter the international market with a more open mind, excessive cohesion will hinder the implementation of internationalization.Huawei's long-term corporate culture construction, while promoting Huawei's rapid development, has in turn hindered the company's development.To truly become a large international company, first of all, there must be an inclusive large corporate culture, which is different from the "coyote" "elephant" culture.Only by realizing that culture is the source of power can an enterprise grasp the pulse of the market economy, keep pace with the times, develop and innovate, maximize strengths and circumvent weaknesses, and take advantage of the momentum for development.

As a result, Huawei, known for its "wolf culture", began to evolve from "wolf culture" to "humanization". On June 18, 2009, Huawei publicly released the "2008 Huawei Social Responsibility Report". The "Report" announced that Huawei had set up the post of "Chief Employee Health and Safety Officer" for the first time, and appointed former Huawei CEO Ji Ping as the post. Its purpose is to further improve employee security and occupational health programs. Since then, Huawei employees have been surprised to find that they often receive emails from Ji Ping, vice president and chief employee health and safety officer, in their mailboxes. In good health.

Just when almost everyone regards "wolf nature" as the number one keyword of Huawei's corporate culture, Huawei has gradually added more "warmth" to its corporate culture. The emergence of the new position of "Chief Employee Health and Safety Officer" can't help but make people's eyes shine.For a private enterprise that has been established for more than ten years, when the financial crisis is raging and there is no sign of improvement, it is undoubtedly positive and worthy of praise that it can put the health and safety of its employees first. According to Huawei insiders, under the chief employee health and safety officer, Huawei has also set up a health guidance center to standardize employee catering, office and other health standards and disease prevention work, and provide health and psychological consultation.

In fact, the issue of the working status of Huawei employees once aroused great concern in the society. In 2006, the sudden death of Huawei employee Hu Xinyu brought into question Huawei's "mattress culture" (some employees put a mattress under their desks to facilitate overtime work). Such accidents (such as the Air France plane crash in 2009, in which a Huawei employee was among the victims), will arouse social attention and torture on the working environment and work pressure of Huawei employees. "Huawei has always been facing the pressure of being small and big and taking food from the tiger's mouth on the road of growth. It is still the same today. It has been acting as a 'catfish' among sharks along the way. The pressure on the company and employees can be imagined." A Huawei employee commented.

The most extreme example was in March 2008. In just 10 days, two Huawei employees jumped off the building due to unbearable pressure. Netizens expressed their sympathy for the deceased and strongly questioned Huawei's "wolf culture". , Gu Xiaoming, a professor at Fudan University, pointed out bluntly: "Huawei's corporate culture has a 'fatal flaw', because the company's model is still the old model of planned economy, small-scale peasant economy, and industrial production. Under this model, employees lack channels of expression. , leading to a road of no return is inevitable.”

Before the establishment of the Chief Employee Health and Safety Officer, Huawei President Ren Zhengfei gave speeches on many occasions within the company to help employees solve various mental stress and ideological confusion.For example, when he participated in the symposium for Huawei's outstanding party members, he used himself as an example, saying that he had a very painful and depressed experience from 1999 to 2007, but in the end he liberated himself by communicating more with the outside world and making more friends. out. Ren Zhengfei advised employees not to be a perfect person, it is very painful to be a perfect person.He was very sad that some employees who had been in the company for less than two months had committed suicide. He believed that Huawei had neglected psychological tests and did not give enough psychological care to these employees.

Therefore, Huawei has implemented a series of measures to allow those employees who bid for front-line competition, perform high-intensity operations, and are under too much pressure to go to the seaside for a short time for vacation, and the expenses are paid by the company.There are also some that are too intense and not in good health for a short time, so you can temporarily go to a five-star hotel for buffering.Huawei has purchased a first-level international rescue year and paid about 800 million yuan in various guarantees for employees. Huawei employees have accidents overseas, and they are sent to their certified hospitals by helicopter for rescue.

Ren Zhengfei said: "Huawei is generally a very tolerant company internally, unlike what the society imagines. Some people who misunderstand are mainly because they don't understand us, and I can understand it." According to Huawei's data, in 2008, Huawei spent 1.44 billion yuan on various welfare guarantees for employees alone. In 2008, Huawei also released a health report. Based on the results of employee physical examinations in 2008, it summarized the high-risk diseases of Huawei employees, and introduced the causes, hazards, and prevention and treatment of these diseases in detail.

According to the "Huawei People News", the establishment of a chief employee health and safety officer is the first case among domestic enterprises.A more advanced company in this regard is IBM, but it currently only has the post of senior health care consultant, and has a dedicated team responsible for employee health issues, but in terms of level and authority, Huawei is obviously slightly better. The working status of Huawei employees once aroused great concern in the society.At present, the total number of Huawei employees has reached 100,000, of which 43% are engaged in research and development. Therefore, young engineers account for a considerable proportion of Huawei employees.

The management of corporate culture is nothing more than constantly correcting the overall value of the company so that it does not deviate from the total value of society, and preventing unnecessary or even fatal losses to the company due to deviation.As a company with a sense of social responsibility, Huawei's culture has injected and strengthened warmth factors, which is undoubtedly a kind of progress and a manifestation of meeting the overall harmonious value needs of society. Generally speaking, employees' grievances mostly come from the arrogance and insincerity of the business boss.Therefore, it is a good incentive to interact with employees many times and talk about their true feelings like Huawei boss Ren Zhifei.Secondly, the treatment of employee grievances does not depend on the size or degree, but on its nature, that is, the alienation between employees and business owners. Therefore, Huawei’s establishment of a chief employee health and safety officer has effectively removed the barrier between bosses and employees. It is a benign How corporate culture works. Only by paying attention to humanistic care can enterprises continue to develop.For companies that put employee rights and interests first, in addition to the necessary expectations, we should give more applause and praise. The whole society is to create an atmosphere of "respecting employees' rights and interests is glorious, and ignoring employees' rights and interests is shameful". After all, this A company with morality, conscience, and warmth will create greater well-being for its employees. At present, 100,000 Huawei employees, guided by the brand-new "people-oriented" corporate culture, have formed an indestructible community of interests with Huawei.Huawei has also been able to forge ahead bravely in the stormy waves of the international market.Huawei will not die, because Huawei has a culture of continuous self-innovation and optimization, and culture is the source of power for an enterprise to thrive.