Chapter 49 Adhere to balanced development

"Balanced development" is Ren Zhengfei's management philosophy. In 2001, Ren Zhengfei summarized Huawei's "Ten Key Points of Management", the first of which is to insist on "balanced development" regardless of changes in the internal and external environment.It can be said that the core of Ren Zhengfei's management thinking is balance, which is his highest management philosophy.Ren Zhengfei claims to be a person with some "grey scales". He believes that the gray scale between black and white is very difficult to grasp. This is the level of leadership and mentors.

In October 2009, Wu Chunbo, a well-known management expert and professor at Renmin University of China, wrote in the article "Huawei: The Success of the Balanced Development Model": Balance is the most effective form of productivity. Continue to adhere to the idea of ​​balanced development and promote the progress of various tasks reform and improvement.Equilibrium is the most efficient form of productivity.Through continuous improvement, we will continuously enhance the vitality of the organization, improve the overall competitiveness of the enterprise, and continuously improve the per capita efficiency. These are the core values ​​that Huawei has adhered to for a long time.

Looking at Huawei's development path for more than 20 years, it is based on the dynamic realization of the balance between performance and profit, operation and management. The enterprise has embarked on a healthy development path.Huawei's success also demonstrates once again with a Chinese-style case that balanced management is the true core competitiveness of an enterprise. In 2005, with the acceleration of Huawei's internationalization, Huawei reorganized its mission vision and development strategy.Its strategic positioning is: (1) Serving customers is the only reason for Huawei's existence, and customer needs are the driving force behind Huawei's development; (2) Good quality, good service, and low operating costs, giving priority to meeting customer needs, enhancing customer competitiveness and Profitability; (3) Continue to manage changes, realize efficient process operation, and ensure end-to-end high-quality delivery; (4) Develop together with friends and businessmen, both as competitors and partners, and jointly create a good living space and share value chain of interest.

It is not difficult to see from the above strategies that Huawei's strategy focuses on both operations (Article 1) and management (Article 2); Article and Article 3).It can be said that Huawei's strategy based on its management philosophy is a strategy full of balance. In terms of business model, Huawei's business strategy is customer-oriented, and the roadmap for product development is customer-oriented. It regards providing customers with comprehensive and timely services as the only value and reason for the company's existence.In terms of management model, Huawei's micro-business model is a process-based organizational construction, which completes the end-to-end, high-quality, fast, and effective management of all elements of the enterprise; in terms of internal core values, correspondingly builds a high-performance company culture.As Ren Zhengfei said: "During these 20 years of suffering, we have finally established a corporate culture of 'customer-centric, striver-oriented', which has enabled the company to slowly get out of the predicament."

It is also not difficult to see that the corporate core values ​​advocated by Huawei also organically combine internal value orientation (hard work) and external value orientation (customers).On the whole, this model organically combines customer value, enterprise benefit, management efficiency and high performance of work, so as to achieve an effective harmony and a dynamic balance. It can be said that the macro business model and micro business model proposed by Huawei are based on rational thinking. The essence is that the dynamic balance of management has become the "Huawei model" with practical significance.

In the early stage of development, Huawei positioned the focus of the enterprise on operations. For a very weak company, it is undoubtedly a wise choice, because "survival is the last word of an enterprise." If a company wants to survive, for a company As far as high-tech enterprises are concerned, in order to grow and prosper, they must put the benefits of the enterprise in the first place. After 1997, based on the current situation and changes in the external environment, the company changed the focus of its strategy, strengthened internal management, introduced the management system of world-class enterprises, integrated with first-class enterprises in management, and promoted the improvement of operating efficiency through management efficiency. improve.

Professor Wu Chunbo believes that for Huawei, strengthening management and promoting management reform with IPD and ISC as the core is to make up for the shortcomings of management, because management is the real core competitiveness.For the various departments, project teams and their supervisors, with the implementation of the personal performance commitment system, they are no longer pure functional departments or functional managers. The company has strengthened their business functions, and the cadres of various departments have actually Transformed into a manager who integrates management and business functions.Therefore, managers are faced with an urgent problem of role positioning and role transformation, so as to achieve the balance between personal management ability and management ability.As a result, a virtuous circle is formed: at the individual level, to achieve a dynamic balance between personal ability and job responsibilities; at the organizational level, to achieve a dynamic balance between departmental business objectives and management efficiency; The dynamic balance between strategic goals and organizational capabilities.

Enterprises that can truly achieve the above-mentioned dynamic balance must be winners in the commercial field, and it is difficult not to grow, develop, or succeed. We have reason to be full of confidence in Huawei's future development. The reason to support this confidence is: under the leadership of Ren Zhengfei, Huawei has adopted a balanced management philosophy, and after 22 years of practical verification, it has successfully built itself into a world-class enterprise. balanced soft power.This is a terrible balanced force!