Chapter 33 Develop strong execution skills

Ren Zhengfei said: "It is obviously not enough for a company to have a clear strategy. The key is to develop strong execution capabilities." When it comes to Huawei's efficient execution, it always reminds people of the military background of its leader Ren Zhengfei.But in fact, there is no survey data showing that only military entrepreneurship can establish good execution.Moreover, how to transform the executive power of an individual into the executive power of the entire organization is also a common problem encountered by domestic enterprises.Huawei's successful approach in building execution is also worth learning from other companies.

Ren Zhengfei once said: "The essence of corporate culture is the behavioral culture of employees." In an organization, the behavior of employees is largely influenced by their superiors. It can be said that the behavior of corporate leaders determines the future of the company.Ren Zhengfei influenced the behavior of senior managers through his own behavior, and managers at all levels passed on this behavior layer by layer, forming a low-key and pragmatic style of Huawei people.There has been such a "car story" circulating inside Huawei. One year, Ren Zhengfei went to the Xinjiang office to inspect the work. At that time, the director of Huawei's Xinjiang office had just been promoted from the front line of business. Based on the emphasis that traditional Chinese companies place on the "inspection" of senior leaders, he specially rented an extended Lincoln car to meet him at the airport. Ren Zhengfei.As soon as Ren Zhengfei got off the plane, he was very angry when he saw a limousine picking him up. After getting in the car, he scolded the director of the office.He thought it was a waste to send such a car, and it was enough to send an ordinary car. Even if the office didn't have enough cars, he could still take a taxi.Then Ren Zhengfei became more and more angry as he talked, and he simply pointed to the director's nose and said, "Besides, you only need to send a driver to come, why do you have to come and greet yourself? Now you should be in the client's office, not sitting in the office. In my car!"

Ren Zhengfei's pragmatic style also makes Huawei's internal meetings extremely efficient. The speeches of the participants are all straight to the point, and "nonsense" that has nothing to do with the topic is absolutely not allowed to be discussed. There is a persistent disease in Chinese enterprises—even the best system is difficult to implement. In 1998, when IBM consultants first started training on the introduction of integrated product development concepts at Huawei, many employees actually slept on their desks, and some leading cadres often came late and left early with excuses.Some employees began to ask various questions before they understood what "integrated product development" was. They either questioned whether integrated product development was suitable for Huawei, or told consultants that Huawei's process was more advanced than IBM's.

At this time, Ren Zhengfei's leadership behavior once again played a powerful role. He said at the summary report meeting of the first phase of integrated product development: "It is because the Chinese are too smart that they have been poor for five thousand years. The Japanese and Germans are not They are smart, but they are many times richer than the Chinese. If the Chinese don’t standardize this smartness, they will be smart and be misunderstood.” “We have to buy a pair of American shoes first, and if they don’t fit our feet, we will cut our feet to fit them.” Here In this speech, Ren Zhengfei clarified for the first time the trilogy of management change, which is to first rigidify, then optimize, and then solidify.In the first two or three years, we should focus on understanding and digestion, and then make appropriate improvements, so as to continuously push forward the difficult management changes.

The poor execution of many enterprises actually comes from the inadequacy of assessment and incentive measures.Some companies have repeatedly emphasized responsibility and results-oriented high-performance culture, but employees are basically the same when they are good or bad, and even "doing" well is not as good as "shooting".Ren Zhengfei was aware of this problem at the start-up stage, and began to establish an assessment and incentive mechanism that "would not let Lei Feng suffer". The teamwork spirit of Huawei's marketing department is also formed through the strengthening of the assessment and distribution system that links individual performance with team performance and company performance.Huawei does not set personal sales commissions for sales staff, which is very rare among domestic companies.Through the traction of this system, Huawei allows each employee to consider the contribution to the entire collective while considering personal performance.

Many companies want to meet customer needs to the greatest extent, but they have shouted slogans many times, and leaders also talk about it every day in small meetings, so customer satisfaction still cannot be improved.Similar things happened to Huawei back then. In November 2003, British Telecom's procurement certification team came to Huawei and conducted a 4-day "strict physical examination" on Huawei.In front of world-class experts, many loopholes of Huawei have been exposed.When British Telecom experts inspected Huawei's integrated supply chain, they asked a question: "How does Huawei ensure timely delivery of products?" The answer was: "We have very strict product shipment rate indicators for assessment." Point out bluntly: For customers, we don't care about your timely shipment rate, but your timely arrival rate.

Although the scene at that time was a bit embarrassing, it made Huawei people see the gap between itself and world-class enterprises again.In fact, Huawei began to implement performance appraisal in 1995, during which it experienced three major model changes. It took more than ten years to gradually establish a value-oriented appraisal and evaluation system for internal and external customers. Ren Zhengfei, who came from a military background, has always made decisive and forceful decisions. Just like the orders of the army, once issued, his subordinates must implement them to the letter.Therefore, his decision-making has a strong executive power, and he guides Huawei to develop rapidly in the right direction and goal.