Chapter 14 Huawei's winter

Review background: Huawei in 2000 was like a high-speed train, showing no signs of slowing down.This year, Huawei's sales reached 22 billion yuan, an increase of 10 billion yuan compared with 1999, and its profit reached 26 JB, ranking first among Chinese IT companies. The morale of all Huawei employees is high. However, at the end of 2000, Ren Zhengfei suddenly brought up the term "Huawei's winter", and asked in a deafening way, "Have all the employees of the company considered that if one day, the company's sales decline, profits decline, or even go bankrupt, what should we do?"These remarks undoubtedly poured a lot of cold water on all Huawei employees walking on the smooth road.

Ren Zhengfei's cold water was not thrown casually.Although the domestic IT industry is still bright at this time, industry insiders predict that the growth rate of China's telecom industry will remain above 20% in 2001, but the "cold current" has already ravaged the international telecom market.The performance of international telecom giant Lucent (Lucent) declined rapidly, and MOTOROLA also encountered unprecedented difficulties.Ren Zhengfei sensitively feels that Huawei will also encounter unprecedented troubles, but Huawei's technological foundation and capital accumulation are far inferior to those of international telecom giants. Capabilities will be far weaker than international telecom giants.At that time, the international telecommunications giant will still have the opportunity to "turn over", and Huawei may have no hope of resurrection.

In Ren Zhengfei's view, Huawei's past success does not mean that it will continue to succeed in the future, and may even be the beginning of failure.He quoted a well-known viewpoint in "Peter's Principle": "There is nothing more failure than success", in order to warn Huawei people to guard against arrogance and impetuosity, and keep a clear head. In February 2001, Huawei signed a secret agreement with Emerson Electric to sell its non-core business Huawei Electric to Emerson, the global electrical king, at a sky-high price of 6.5 billion yuan, and changed its name to Ansheng Electric.This has prepared a large amount of funds for Huawei to "overwinter". Ren Zhengfei once told Huawei people with confidence that this fund can support Huawei for two years.At the same time, Huawei continues to improve internal processes and improve per capita efficiency.

Ren Zhengfei's predictions later proved correct. In 2001, the US IT bubble burst and spread to China, and a large number of IT companies went bankrupt.However, due to sufficient cash flow, Huawei has not been affected, and its business volume continues to grow.In that year, Huawei's sales increased to 25.5 billion, with a profit of 2.7 billion, and its profit still ranked first in the domestic industry. Have all the employees of the company considered, if one day, the company's sales decline, profits decline or even go bankrupt, what should we do?Our company has been in peace for too long, and too many officials have been promoted during peacetime. This may be our disaster.The Titanic also sailed out amidst cheers.And I believe that day will come.Facing such a future, how do we deal with it? Have we thought about it?Many of our employees are blindly proud and optimistic. If too few people think about this issue, maybe the cold snap will come earlier.Being prepared for danger in times of peace is not alarmist talk.

When I visited Germany, I was very moved to see how quickly Germany recovered after World War II.At that time, their workers united and proposed to reduce wages instead of increasing wages, thus speeding up economic construction, so the German economy grew rapidly after the war.If the crisis of Huawei really comes, will it be possible to cut the wages of employees by half and let everyone live on a little cabbage and pumpkin?Or can we save the company by laying off half of the people?If this works, the danger is not dangerous.Because, once the danger is over, we can gradually make up the wages.As sales grow, those who are forced to lay off can be hired back.

This is hardly a crisis.If both are carried out at the same time, what should I do if the company cannot be saved? Have you ever thought about it? For the past 10 years, I have been thinking about failure every day, turning a blind eye to success, and I have no sense of honor or pride, but a sense of crisis.Perhaps because of this, Huawei has survived for 10 years.We all have to think together, how to survive, how to survive longer.The day of failure will definitely come. Everyone must be prepared to face failure. This is my unshakable view. This is the law of history. Under the current situation, I think our company has not really recognized the crisis from top to bottom, so when the crisis comes, we may be caught off guard.Have we become numb, have we no longer had the string of crisis in our minds, have we no longer had the ability to criticize ourselves or have very little?Then, if there is a crisis on all sides, we may really have nothing to do.Then we can only say "Don't go on strike, we are not going to go to work, so turn off the machine soon, and save some electricity."If we can't study the coping methods and measures when the crisis comes now, the company will not be able to continue to survive.

The main points of management in the past three years have been all about per capita benefits.Without grasping the growth of per capita benefits, management will not progress.Therefore, the most important and core thing for an enterprise is to pursue long-term and sustainable growth in per capita benefits.Of course, this is not only the per capita contribution rate of the current financial indicators, but also includes the growth of per capita potential.Enterprises do not need to be big, nor strong, short-term strong, but to have the ability and adaptability to survive continuously.One of our employees wrote an article "Can it be improved?Can it be improved? 》, Only by continuous improvement can we have hope.But how many Huawei employees are improving in their own positions, and how many people can still improve in research?All indicators in our cadre debriefing report are per capita benefit indicators.If the per capita benefit index is lowered, we will unswervingly lower wages.If you can't even accept a salary cut, I don't think you need to stay at Huawei to fight.A leader of a department has not made any mistakes, but the per capita benefit has not increased, so he should step down.The leader of another department has made some mistakes. Of course, they are not moral mistakes. They are mistakes caused by bold work, bold responsibility, and lack of experience. However, the per capita benefit increases, so he should be taken seriously.If the mistakes he made were discussed in a group, and he corrected them in time after making mistakes, he should be promoted.Cadre departments at all levels must prevent cadres who are wise and safe from being promoted.In a system where the indicators of per capita benefits do not increase continuously, then the leaders of major departments and people in the cadre department should resign collectively.Because they choose people, who do you choose? !

Under the current circumstances, we must be prepared for danger in times of peace, and we must see possible crises.As you all know, there is a world-class company, which is indeed remarkable, but last year it fell short, and the company almost collapsed in the blink of an eye.Of course, they have a good research foundation and a good technical reserve, and they can make a comeback.It will decline in the past two years at most, and it will lead the world in two years. And what does Huawei have?We don't have a strong foundation. If Huawei doesn't have good management, then after the real collapse, there will be nothing and there will be no resurrection.

Huawei keeps shouting "Wolf is coming", and people don't believe it after shouting too much.But wolves do come.This year, we will discuss the crisis extensively, discussing what crisis is in Huawei, what crisis is in your department, what crisis is in your department, and what crisis is in your process.Can it be improved?Can it be improved?Can the per capita benefit be improved?If the discussion is clear, then we may not die and continue our lives.How to improve management efficiency, we write some management points every year, whether these points can improve your work, if you improve a little, we will move forward.

How can we survive?Comrades, think about it, if your per capita output increases by 15% every year, you may only maintain the same wages or may even drop slightly.The price drop of electronic products is more than 15% a year, right?We are selling more and more contracts, but the profits are getting less and less. If we don't do more, we may not be able to keep today, let alone raise wages.We cannot rely on endless overtime, so we must improve our management.In management improvement, we must emphasize improving our shortest piece of wood.The main leaders of all departments, departments, and processes must focus on weak links.It is necessary to adhere to balanced development, continuously strengthen the construction of a process-oriented and time-sensitive management system, and continuously optimize work and increase the contribution rate under the conditions of improving the company's overall core competitiveness.Why solve the short plank?The company attaches great importance to R&D and marketing from top to bottom, but does not pay attention to many systems such as tally system, central dispatch system, cashier system, order system, etc. These systems that are not valued are short boards. Shipment is still equivalent to not doing it.Therefore, the whole company must establish a unified value evaluation system and a unified evaluation system in order to make it possible for personnel to flow and balance internally.For example, some people say that I am very good at R&D and innovation, but how to reflect the value of innovation?Innovation must be transformed into a commodity in order to generate value.We attach importance to technology and marketing. I have no objection to this, but every chain is very important.Compared with user services in R&D, a user service engineer at the same level may have stronger comprehensive processing capabilities than R&D personnel.Therefore, if we do not agree with the after-sales service system, then this system will never be composed of excellent people.Either it is organized by excellent people, or it is a high-cost organization.Because he flew over to repair the machine, he couldn't fix it once, flew over again and couldn't fix it, and flew over again and couldn't fix it.We sponsored all our wages to civil aviation.If we can fix it in one go, or even use remote guidance to fix it without going there at all, how much cost can we save!Therefore, we must emphasize balanced development, and we cannot always emphasize a certain aspect.For example, our company always sends the wrong goods, and the goods sent abroad are sent back again. Shouldn’t the freight and interest on the wrong delivery also be counted as costs?Therefore, it is necessary to establish a balanced assessment system, so that the short boards of the company can become long boards, and there will be more bottled water.We have researched many products in the past few years, but when IBM and many western companies visited our company, they laughed at us for wasting a lot, because we researched a lot of good things but couldn’t sell them, which is actually waste.If we don't pay attention to the construction of the system, it will cause a waste of resources.To reduce the short planks of wooden barrels, it is necessary to establish a balanced value system and emphasize the improvement of the company's overall core competitiveness.

Why do we emphasize a system dominated by process and timeliness?The cadres who are currently operating in the process are still used to asking their superiors for everything.This is wrong, there are already regulations, or something that has become a practice, there is no need to ask for instructions, and it should be passed quickly.The person who executes the process is responsible for the matter, which is the accountability system.Asking for instructions in everything is the system of being responsible to people, and it is restrained.We need to simplify unnecessary confirmation and reduce unnecessary and unimportant links in management. Otherwise, how can the company operate efficiently?Now our agency has quite a number of departments and a considerable establishment that are producing garbage, and then the garbage goes into sorting and cleaning, creating job opportunities for some people.These complicated documents were produced, and some complicated procedures, as well as unnecessary reports and documents were made to support some unnecessary cadres.Government cadres cannot produce value-added behaviors.We must try our best to streamline the organization under the condition of effective monitoring.The secretary has the right to handle routine management work, and the manager mainly handles exceptional events and important routine events that cannot be clearly identified.More routine, fewer managers, and lower costs.We must reduce the establishment, our organization is too large.Under the same conditions, the fewer government cadres the better, and of course there must be no less.Therefore, we must unswervingly assign some cadres to positions that directly generate value-added benefits.The evaluation of the agency should be scored by the direct service department, which should be linked to the salary and bonus of the agency.This is also customer orientation, and internal customers are also customers. The marketing department is incompetent.Every day, pieces of paper fly like snowflakes. Every day, I ask the office for a report. I want this report today, and I want that report tomorrow. This is an incompetent official.The office fills in a form with all the data every month and puts it in the database.Starting tomorrow, the marketing department will form a database team with redundant cadres. All data can only be obtained from this group, not from the office.The office must give the agency a score, don't give them such a good score, let them suffer a little bit, otherwise they won't understand this truth, they won't serve you well, and let you fight effectively.In the reform process of reducing the swelling of a huge organization, the interests of many people will be touched, and many contradictions will also be encountered. Leading cadres must set an example.There must be someone who dares to take responsibility, and those who dare not take responsibility cannot be cadres.It's an honor to be an engineer. In our jobs, we must be responsible and make the process faster.Those who are wise and safe must be eliminated.Huawei has given employees very good benefits, so some people say that you must not lose this position, and you must not lose this benefit.Anyone who wants to protect his own interests should be removed from his post. He is already a stumbling block to change.In the past year, if he didn't improve his behavior, didn't even make a single mistake, and didn't improve his work, can he be removed from his post on the spot?If the per capita benefit of his department has not improved, he cannot be a section chief.He said that he didn't make any mistakes. Can he be a cadre if he doesn't make any mistakes?Some people never made a mistake because they didn't do a single thing.And some people made some mistakes in their work, but the per capita efficiency of the department he manages has greatly improved. I think this kind of cadre should be used.Cadres who have neither made mistakes nor improved can be dismissed on the spot. We must carry out organizational transformation and optimization activities centered on self-criticism.Self-criticism is not criticizing for the sake of criticism, nor is it criticizing for total negation, but for optimization and construction.The overall goal is to enhance the company's overall core competitiveness.Why the emphasis on self-criticism?We advocate self-criticism, but we do not advocate mutual criticism, because criticism is not easy to grasp, and if the criticism is too strong, it will easily cause conflicts between teams.As for self-criticism, people will not force themselves hard, and will be merciful to themselves.Even lightly beating it with a feather duster is better than not beating it at all. After a few more years of beating, you will be tempered into steel.Self-criticism is not only self-criticism by individuals, but also self-criticism by organizations.Through self-criticism, backbones at all levels must work hard to shape themselves to gradually become professional and international.Only by serious self-criticism can we continuously absorb advanced and optimize ourselves in practice.The company believes that self-criticism is a good way for personal progress. Employees who have not yet mastered this weapon hope that departments at all levels will stop promoting them.After two years, cadres who are still unable to master and use this weapon will be demoted to use it.Incumbent cadres must continue to struggle and forge ahead.Cadres must have professionalism, dedication, sense of responsibility, and sense of mission.We do not require dedication to ordinary employees, they should get reasonable remuneration for their labor.Only require dedicated employees to train them into cadres.In addition, we impose strict requirements on senior cadres, not ordinary cadres.Because they all implement strict requirements, our management costs are too high.Because management also costs money, we need to do less work that does not produce food. Therefore, we have different requirements for cadres at different levels, and 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.After hearing this, some people think that the internal struggle in the company is fierce. You can see that they talk about the problem very sharply, but after they finish talking, don’t they hold hands and go to war again?I hope that this spirit can be passed down all the time. There will also be a democratic life meeting below, and we must raise opinions with each other, and we must be gentle when raising opinions.In my opinion, criticizing others should be like treating guests to dinner, like painting or embroidery, and should be gentle, courteous and frugal.We must not turn the internal democratic life into a gunpowder-smelling meeting. Senior cadres are sharper because they are of high quality, and they should be gentler as they reach the grassroots.Things cannot be expected to be finished at one time, not in one year, but also in two years, and it is not too late to make progress in three years.I hope that cadres at all levels must grasp the scale when organizing self-critical democratic life meetings.I think people are afraid of pain, too much pain is not good, just like painting and embroidery, it is best to help others analyze their shortcomings and propose improvement measures, like painting and embroidery.I believe that as long as we keep going, it will be more effective than that kind of stormy revolution. We must unswervingly continue to implement the qualification management system.Only in this way can we change the past state of evaluation and evaluation, and make people who contribute and have a sense of responsibility grow up as soon as possible.The incentive mechanism should be conducive to the comprehensive development of the company's core competitiveness strategy, and it should also be conducive to the continuous growth of the core competitiveness in the near future. What is leadership?What is a politician?This election in Israel has shown us the short-sightedness of the Jews.Rabin realized that Israel was a small country, surrounded by hundreds of millions of Arabs, despite the fact that Israel had won several wars in the Middle East.But it cannot be said that 50 or 100 years later, the Arabs will not develop. Today, if they do not exchange land for peace, delineate borders, and live in peace with their neighbors, once the Arabs become stronger, they will be displaced again.If this is the case, the Jews will not be able to return in another 2,000 years, it is not necessarily true.While most people only value immediate interests, Sharon is a hardliner who will win short-term interests for the Jews, and people support him.I finally see that Jews are as short-sighted as we are.Our leaders should not cater to the masses, but to promote organizational goals, we must pay attention to working methods.The short-term interests are sacrificed for a while, but the long-term development is obtained in exchange.I once said when I was cooperating with a world-renowned company and our company’s all-round competitor, I am a student of Rabin, and we must complement each other, help each other, and live together.I just use reverence for Rabin as a metaphor for a long-term strategic relationship with a competitor.How to master the application of qualifications is a test for cadres at all levels.When our company implements the incentive mechanism, there should be no short-term behavior, and we must emphasize sustainable development.It is necessary to see both his short-term contribution and the long-term needs of the organization.Don't be antagonistic, don't be completely short-term, and don't be completely long-term.At the same time, we must promote positive assessment.But to seize the key events and examine things backwards, things are things.For every error, reverse check. Identify the root cause for improvement.And discover excellent cadres from it.I think positive assessment is very important, and reverse assessment is also very important. We must discover and train leading cadres at all levels from the success of target decision-making management, especially the process of success.In the failed projects, we must be good at summarizing, and many good cadres among them should also be valued.Absolute and metaphysical performance appraisal should be avoided.In particular, it is necessary to select and train backbones from employees who have practical experience, sense of responsibility, skills, and excellent work. Cadres must have professionalism, dedication, sense of responsibility and sense of mission.There are four criteria to distinguish whether a cadre is a good cadre or a loyal minister: First, do you have professionalism, are you serious about your work, and if you have improved, can you still improve?Can it be improved?That's how dedicated you are to your work.Second, don't worry about whether you have dedication or not. Our value evaluation system cannot be absolutely fair.If Cao Chong's method of weighing images is used to evaluate qualifications, it must be fair.But if you use a precision balance to evaluate it, it will definitely not be fair.It is impossible for us to be absolutely fair.I think dedication is an important factor in evaluating cadres.If a cadre is too fussy, this cadre will definitely not do well. You have many soldiers under your command, who are selfish and fussy. Can your subordinates cooperate well with you?Those who do not have the spirit of dedication should not be cadres, and those who are cadres must have the spirit of dedication.The third and fourth points are to have a sense of responsibility and mission.Do our employees have a sense of responsibility and mission?If you don't have a sense of responsibility and mission, why do you still want to be a cadre?If you feel that you still have a sense of responsibility and mission, then you need to further strengthen it, otherwise you will eventually be demoted. The temple is smaller, the number of abbots is reduced, and the number of monks is reduced. This is the reform of the government.The general principle is that we must turn off the compressor.Why?Because we built IT.Why build IT? A doctorate is required for road design, a master's degree is required for steel rail making, and an undergraduate degree is required for road paving.But when the road is repaired and the fork is turned, there is no need for such a high degree of education, otherwise no one can afford to ride this train.Therefore, when our company's organizational system and process system are established, there will be no need for so many high-level cadres, and the abbot can be reduced.The purpose of establishing the process is to improve unit production efficiency and reduce a number of cadres.If we reduce a number of cadres at every level, our cost will drop very quickly.The standardized format and standardized language expand the management scope and content of each manager.As information becomes more and more developed, there will be fewer and fewer levels of management, fewer and fewer officials to maintain these levels of management, and the cost will drop.To ensure that IT can be implemented, there must be a stable organizational structure and a stable process.Blind innovation will only destroy this efficiency.Let's not get too hyped about innovation.We hope not to innovate casually, but to maintain a stable process.It is necessary to properly handle the relationship between management innovation and stable process.Although we need management innovation and system innovation, for a normal company, it is difficult to guarantee and continue the internal and external order with frequent turnover.Without change, we cannot improve our overall core competitiveness and job efficiency.Change, what has changed?This is a serious issue, and departments at all levels should avoid rashness.An effective process should run stably for a long time, and it should not be changed frequently if there is a problem. The cost of the change will offset the benefit of the improvement.It has been proven to be a stable process, although it is found that its efficiency is not very high, unless we find a defect in the overall design or large-scale process design, and this defect must be corrected, it should not be changed at other times.All reforms this year must go through strict approval and verification, and innovations and reforms cannot be made at will. The cost of these innovations and reforms is too high.We must adhere to "small improvements, big rewards", which is our long-term persistent improvement policy.On the basis of small improvements, continuous induction and comprehensive analysis should be carried out.To study its conformity with the company's overall target process and its harmony with the surrounding processes, it is necessary to simplify, optimize, and resolidify.Whether this process is advanced should be evaluated by the increase in contribution rate.When I was young, I knew Hua Luogeng's words, "It is a smooth path to transform magic into Yi, but it is not enough to turn Yi into magic."For some of our employees, if you give him one thing, he can do 10 things. This kind of innovation is unnecessary, and it is a manifestation of incompetence.This is creating garbage, and such employees should use less.So there are many change projects this year, but each change project must be assessed by its contribution rate.It is necessary to achieve high-speed growth and carry out various management reforms at the same time, which is intricate, difficult and has a long way to go. Cadres at all levels must have a lofty sense of mission and responsibility, be enthusiastic and calm, tense and orderly. "Governing a big country is like cooking a small fish", we must be careful in everything we do, and don't disrupt the process at will, causing chain errors.Everyone should also remain calm in dealing with each other's interpersonal relationships, otherwise troubles will arise.Never have impetuous emotions, guard against arrogance and impetuosity, restrain yourself, be less impulsive and more rational.We must resolutely oppose metaphysics, childish impetuosity, mechanical dogma and idealism. In the progress of management, we must seek truth from facts, especially against the form left and the real right.On the surface, it is done correctly, but in fact, the efficiency is very low. We must continue to adhere to the construction of macro-management methods and systems that are dominated by business and supervised by accounting.What is business-oriented?It is to dare to create and guide demand and obtain profits from the "window of opportunity".We must also be good at seizing opportunities and narrowing the gap so that the company can survive in sync with the world.What is Accounting as Supervision?It is to provide standardized financial services to ensure the realization of business. Standardization can be fast, accurate and orderly, and the cost of accounting maintenance is low.Standardization is a sieve, and supervision is also completed during the service process.Service and monitoring should be integrated into the whole process.We must also carry out reverse audits, trace responsibilities, find outstanding cadres from them, and eradicate the sedimentation layer.The business-oriented management model with accounting channel supervision is to prepare for the separation of regional and business administrative management from unified financial service administrative management (financial IT will implement national and global unified management). We must face change with the right attitude.What is change?It is the redistribution of interests.The redistribution of benefits is a major event, not a small one.At this time, there must be a strong management organization in order to redistribute benefits and reform to operate.In the process of reform, the old balance of benefit distribution will gradually move towards a new balance of benefit distribution.This balanced cycle process is necessary to promote the improvement of the core competitiveness of enterprises and the growth of benefits.But the distribution of benefits is always unbalanced.We also have the benefit of redistribution when we carry out job changes. For example, the big abbot becomes a small abbot, and your temple is demolished. No matter what you do, you must have a correct attitude towards it.If you don't have the right mindset. There is no way our reforms will succeed or be accepted.Especially with the gradual establishment of the IT system, the previous multi-layer administrative transmission and management system will become more flat.With the disappearance of the middle class, a large number of cadres will become redundant. The major departments must transfer the surplus cadres to new jobs in time and guide them in a timely manner, so as to avoid excessive layoffs in the future. When I was in the United States, I discussed with the leaders of several large companies such as IBM, Cisco, and Lucent, what is IT?IT, they say, is layoffs, layoffs, layoffs.Electronic flow is used to replace manual operations to reduce operating costs and enhance corporate competitiveness.We will also face this problem.With the gradual rollout and establishment of IPD, ISC, financial unification, and IT-supporting networks, the middle layer disappeared.We expect a large number of cadres to be laid off in about 2003 or 2004.We need to see this situation today. We are expanding now, and there are still many new positions. Everyone should hurry up to occupy these new positions to avoid being laid off.Whether it is for cadres or ordinary employees, layoffs are inevitable.We have never promised to implement a lifetime employment system like Japan.Our company has emphasized the freedom to come and go from the very beginning.At the same time, labor mobility between companies and society is necessary. Surplus labor that is not used by companies may be needed elsewhere in society, and there may be some talents that we are short of in society.The exchange of long planks and short planks in the company also requires the flow of posts and personnel.We need to guide employees to new positions in a timely manner so as to avoid excessive layoffs in the future.Internal mobility is important.Of course, this flow has ups and downs. As long as the company's core competitiveness is improved, what's the matter with personal lifting forks? "Not pleased, not to have compassion".Therefore, today, our departments at all levels really care about cadres, not to keep them, but to guide them and get them out.Use and train old employees as much as possible in new positions, and old employees should also actively occupy them, otherwise newcomers will be added, and newcomers will also have the right to choose.Only when the company's core competitiveness is improved, will there be opportunities for all employees to realize their value.We need to eliminate resistance to change, which mainly comes from middle and senior cadres.We are in a period of organizational change, and the positions of many middle and senior cadres will change relatively.We are willing to listen to the cadres, but we also demand that the cadres obey, otherwise the change cannot be carried out.Three years later, the reform has entered a normal order, and we are willing to accept the adjustment wishes of the cadres according to their wishes and the possibility of their jobs.For cadres, we only have this method. We are willing to listen to your lectures, and after the lectures, we still have to work in the assigned positions.For grassroots employees, they should "do one line, love one line, and specialize in one line", and strive to improve their own job skills.It is necessary to strictly control the transfer of grassroots employees, and the transfer must be strictly reviewed and approved.I think grassroots employees need to develop professional skills, and they can get high wages even if their professional skills are improved.For those who have been transferred and those who will be transferred in the future, as long as they cannot meet the use standards of the new positions, and the original positions have been replaced by qualified employees, it is recommended that all departments persuade them to quit first.Each department cannot have redundant redundancy and precipitation in its own processes.If the cadres in any department are not efficient, they should be held accountable by the hand of the department.We need to reduce work coordination and scheduling meetings, and even for those meetings that must be held and must be carried out immediately after they are completed, reduce the number of people participating in these meetings.At the same time, it is forbidden to hold meetings on long-term goals of skills training during working hours, let alone hold activities such as medical examinations, communication, and parties during working hours. It is necessary to ensure that working hours and quality are implemented. We believe that the key to standardized management is the template of work. What is standardized?That is, we make all the work into a standard template and do it according to the template.A new employee who understands the template and can follow the template has already achieved internationalization and professionalization. According to the current level of education, he can master it in 3 months.And this template was groped out by predecessors for decades, so you don't have to grope again.All process management departments and rationalization management departments should be good at guiding various optimized and proven effective work templates.Clear process, repetitive process, work must be templated.When a job achieves the same performance and uses less labor and less time, this shows that management has improved.We believe that only by grasping the main template construction and connecting the processes of related templates can IT become a reality.On this issue, we need to strengthen construction. It is spring now, but winter is not far away. We have to think about winter in spring and summer.Can we take some time to discuss how to face the crisis? Winter in the IT industry is not always winter for other companies, but it may be winter for Huawei.Huawei's winter may be colder.We are still too young. After 10 years of smooth development, the company has not experienced setbacks. If we don't experience setbacks, we don't know how to go on the right path.Suffering is an asset, and our failure to experience it is our greatest weakness.We have absolutely no psychological and technical preparations to adapt to non-development. In the process of discussing the crisis, the most important thing is to think about it with ourselves.All of our employees are not professional enough.When we promote cadres, first of all we should not talk about skills, but first of all, we should talk about moral character. Moral character is the professionalism, dedication, sense of responsibility and sense of mission that I talk about.The crisis is not far away, but death is eternal. This day will definitely come, and we must believe it.From a philosophical point of view, we cannot resist any natural law, but if we can clearly recognize our existing problems, we can delay the arrival of this moment.Behind the boom is the bust.Roses are beautiful, but roses definitely have thorns.Everything is complementary and cannot be absolute.This year we are still in the process of rapid development, and the income of employees will increase to a certain extent. It is more chic to study the issue of winter during this period, so we study this issue in advance during the prosperous period.If you can't be prepared for danger in times of peace, you will undoubtedly die. The crisis comes unknowingly. I think that all employees cannot think about problems from their own angles and standpoints.If you do not have a broad mind, it is impossible to treat change correctly.If you don't treat change correctly and resist change, the company will die.In this process, on the one hand, everyone must work hard to improve themselves, on the other hand, they must unite with comrades, improve organizational efficiency, and send good cadres to other departments so that subordinates have opportunities for promotion.Reduce staffing, avoid layoffs and compression.During the reform process, many changes will always touch the interests and conflicts of certain employees. I hope that everyone will not complain and speak strange words, especially our cadres must be self-disciplined and not spread gossip.I think that everyone should speak from the perspective of strictly demanding themselves, and at the same time manage their family members well.一个传播小道消息、不能自律的人，是不能当干部的，因为你部下的许多事你都知道，你有传播的习惯，你会不触及部下？他们能相信你？因此，所有的员工都要自律以及制止小道消息的传播，帮助公司防止这些人成为干部。 对待媒体的态度，希望全体员工都要低调，因为我们不是上市公司，所以我们不需要公示于社会。找们主要是对政府负责任，对企业的有效运行负责任。对政府的责任就是遵纪守法，我们去年（2001年，编者注）缴给国家的增值税、所得税是18个亿，关税是9个亿，加起来一共是27个亿。估计我们今年在税收方面可能再增加百分之七八十，可能要缴给国家40多个亿。我们已经对社会负责了。媒体有他们自己的运作规律，我们不要去参与，有的员工到网上去辩论，是帮公司的倒忙。媒体说你好，你也别高兴，你未必真好。说你不好，你就看看是否有什么地方可改进，报道实在有出入的，也不要去计较，时间长了就好了。希望大家要安安静静的。前几年国外媒体说我们资不抵债，亏损严重，快要垮了，不是它说垮就垮的。也许它还麻痹了竞争对手，帮了我们的忙。半年前，也还有人说我公司资不抵债，突然去年年底美国媒体又说我们富得流油，还说我有多少钱。我看公司并不富，我个人也没多少钱。你们看我像有钱人吗？你们最了解，我常常被人误认为是老工人。财务对我最了解，去年年底，我才完完全全还清了我欠公司的所有债，这个世纪才成为无债的人。当然我买了房子、买了车。我原来是10万元买了一台广州厂处理的标志车，后来许多领导跟我谈，还是买一辆好一些的车，万一车祸能抗一下。所以媒体说我们富，就富了？I don't think so.而且美国媒体别有用心的编造，不知安的什么心。所以我们的员工都要自律，也要容忍人家的不了解，不要去争论。有时候媒体是在炒作我们，我们的员工要低调，不要回应，否则就是帮公司的倒忙。 我可以肯定地说，我同你们在座的人一样，一旦华为破产，我们都将一无所有。所有的增值都必须在持续生存中才能产生。要持续发展，没有新陈代谢是不可能的。包括我被代谢掉，都是永恒不变的自然规律，是不可抗拒的，我也会以平常心对待。 我认为，我们要严格要求自己，把自己的事做好，把自己不对的地方改正。别人说得对的，我们就改；别人说得不对的，时间长了就会证实他说的没道理。我们要以平常心对待。我希望大家能够真正成长起来，挑起华为的重担，分担整个公司的忧愁，使公司不要走上灭亡之路。为了大家，大家要努力。希望大家正确对待社会上对我们的一些评论，希望大家安安静静的。我想，每个员工都要把精力用到本职工作上去，只有本职工作做好了才能为你带来更大齣效益。国家的事由国家管，政府的事由政府管，社会的事由社会管，我们只要做一个遵纪守法的公民，就完成了我们对社会的责任。只有这样，我们的公司才能安全、稳定。不管遇到什么问题，我们的员工都要坚定不移地保持安静，听党的话，跟政府走。严格自律，不该说的话不要乱说。特别是干部要管好自己的家属。我们华为人都是非常有礼貌的人。当社会根本认不出你是华为人的时候，你就是华为人；当这个社会认出你是华为人的时候，你就不是华为人，因为你的修炼还不到家。 “沉舟侧畔干帆过，病树前头万木春”。网络股的暴跌，必将对两三年后的建设预期产生影响，那时制造业就按惯性进入了收缩期。眼前的繁荣是前几年网络大涨的惯性结果。记住一句话，“物极必反”，这一场网络、设备供应的冬天，也会像它曾经热得让人们不理解一样，冷得出奇。If there is no foresight and no prevention, it will freeze to death.那时，谁有棉衣，谁就能活下来。 数字不是全部，精彩才是人生！