1 thought on “Ren Zhengfei: What is a leader? Send a trace of light to guide everyone to get out of the darkness”
Kelly
Share the leader's development notes "ID: GotoLEAD"
01 n
Yoshida Xianichiro: I heard that you are starting a business at the age of 44. Do you set your goal at first: Huawei must become the world's number one manufacturer?
Ren Zhengfei: No. The 40 -year -old entrepreneurship was because of her life. From the army to the army, I am not familiar with the market economy and can't live. How to survive at the time. From the high level of life to the bottom of the valley, I have to survive myself, and I have to support my parents, wives, and children. I ca n’t find a place to use me. I am not reconciled, so I only go to entrepreneurship.
The I had no money when I started a business. Our husband and wife received a total of 3,000 yuan to transfer fees, but registering a company requires 20,000 yuan to raise funds. Therefore, when I set up a company, I had no money. When I started, my own salary was 500 yuan per month, and I needed to support the whole family. My early goal was to survive.
The we did not understand the world at the time, nor did we know the communication industry. Therefore, I want to be a great leader from an early age, and I want to be the first in the world when I start a business. Once a person is successful, it is easy to be packaged by the media, and they have not seen our rats. When entrepreneurship, the pressure was huge, the survival conditions were poor, and I didn't understand what the market economy was. I just came out of the army at the time, thinking that making money from others was deception. After several years of development, the company began to enter the fast track. The faster the contradiction, the more contradictions, the intersection of various issues, completely unsatisfactory, and the spirit almost collapsed. Before 2000, I was a patient with depression. I wanted to commit suicide many times. Every time I wanted to commit suicide, I would give Chairman Sun (Note: Refers to Sun Yafang, who has served as the chairman of Huawei for nearly 20 years: in 1999, Ren Huawei Chairman, 2018 March of the year) made a phone call. At that time, I knew that this was a morbid state. I knew to be rescued at critical moments and could not bear such a large social pressure.
The young company CEO in foreign countries. They have developed faster than us, and now they can't bear the pressure. Ask me how I came here. In fact, everyone and the mental state of different times are different. In the past, we did not expect to be the world's number one problem. Sometimes I say "to survive" does not completely refer to the economy and include thoughts. We do not conform to the truth outside mythology, and true is helpless.
until 2006 to eat in Xibei Noodle Village. We sat in the hall. There were many peasant girls in Inner Mongolia villages singing. I invited them to sing, a song of $ 3. I saw them so excited, optimistic, so loved life, and poverty farmers wanted to survive. Why don't I want to survive?
That day, I shed a lot of tears, and I never thought about committing suicide again. At that time, we adjusted the strategic goals. There were thousands of people, tens of thousands, and more than 100,000 people in Huawei. Willing to invest in such a lot of money to research and development. At this time, it was born to the idea of serving all human beings.
In the last ten years, we have made up their minds to go to the forefront of the world, but it is not the world's first, and "first" is made for us in the society. For the clicks of the Internet, we have myths when describing the description.
The actually play before the second day of the second grade, the grades are not good, and my parents can't control us. Later, when I was a soldier, I was not an excellent soldier. My family background was not a poor and middle peasant, and I couldn't get reuse. I have never thought about being a general. Therefore, when I re -have a dream, it is impossible to dream of great dreams at the beginning. After we walked through a very rugged road, we began to clarify our development direction.
Actually I am not smart. My mother is a primary school principal. Every time I go home from school, I tell me which classmates are good and how good. At that time, I didn't feel it. To this day, I realized that my mother was "steelmaking" at that time. I hated iron and steel. I didn't understand it at all, and spent my life stupidly. Don't myth on the Internet, I may be so open because of incompetence.
02 The choice of communication
Yoshida Natsuya Ichiro: Thank you very much for your frank thoughts, you are very humble. You just said that in order to survive, why did you choose the field of communication?
Ren Zhengfei: We choose communication, which is completely accidental, not necessarily. We thought at the time that the communication industry was very large, and as long as you do a little, we can survive. However, we do not know that the communication industry is so standardized and technical standards are so high. Maybe we may be easier to our lives. However, we have already embarked on this road. At that time, if we returned, there was no penny, and we had to face debt repayment, so we only walked down.
The is the transformation of the world's electronics industry in the 1990s. From analog circuit to digital circuits, digital circuits are much simpler than simulation circuits, and our small companies can do a little. Japan was very successful in the analog circuit. Pulse circuit, small companies have a little possibility. At that time, the entire communication around the world, including the electronics industry, was backward, and there was still a market for backward products. Therefore, in the process of following the development of the world, we gradually made a little money and grew up.
The choice of communication is not wise, but we do not know how difficult this road is. If we have known that communication is so difficult, we may have to pay our own cost of life. At that time, we would not take this way. There are many opportunities, and you can also choose to take other roads. Therefore, choosing a communication is accidental. On this road, there is no way back.
last time I communicated with TSMC Zhang Zhongmou. He asked, "Why are the roads that are different?" I said, first, Taiwan is open early, he has studied in the United States for more than 20 years, The experience of work has seen how the large US electronics industry has grown; Taiwan has developed more than 20 years earlier than the Mainland, and has accumulated capital. Therefore, the Taiwan government can provide him with 200 million US dollars to start a business. Before China's opening reform, there was basically no large industry, no talent and experience, and no capital. When we started a business, the government not only had no money to fund us, but also needed to pay 20,000 yuan when registering a company.
. In the mid -1980s, the world developed very quickly after entering the computer era. We do n’t understand the computer and the children do n’t understand, but they are young. If they do n’t hug them, they do n’t hug them When you come in, you cannot complete the iteration of metabolism. After they come in, if they treat a brick like a "migrant worker" to 1 yuan, they will definitely leave, and our technology will not accumulate. We have invented a method to divide the stock to everyone. Everyone thinks that every brick of the Great Wall has his share. If you leave, you will stay, so everyone stays. At the same time, the company also accumulates some capital through stock subscription. It was a suitable measure at the time, and I did not expect to become a mechanism later.
We have some employees in the early days of the company, but why do we have more stocks? Because I had no money to pay him, I paid him. Of course, we now have a standardized shares, but there are no mechanisms in the early days, and workers have many stocks. The internal joint -stock system was also a mechanism that had no environment and no conditions at the time. After more than 20 years of improvement, it has now become a very combatable mechanism.
We are typical poor people and have no knowledge and technology entrepreneurial model. At that time, we were poor. In the face of a new information society, I was regarded as a person without knowledge. I had to embrace knowledge and capital, and we could only adopt this method.
Yoshida Xianichiro: Choosing the communication industry is not necessarily but accidental. For us, it is more surprised.
Ren Zhengfei: I am not learning communication. The university is a major in architecture. All electronic technologies are my own learning. After graduating from college, my first career was pig raising. At that time, college students needed to receive re -education of workers, peasants and soldiers. I just happened to be assigned to the cooking class to raise pigs. Therefore, choosing the communication industry is accidental, and I do n’t understand the industry too much. I thought it was easy to do. China's real estate is booming, and I should choose to be a contractor, and it is faster to make money.
03 The development model of Huawei
Yoshida Xianichiro: I heard that Huawei is such a kind of development: Starting from the countryside in China, it gradually starts to county, municipal, provincial, and provincial ... Overseas global markets, from backward countries to developing countries, and finally enter the development Is the country's development model?
Ren Zhengfei: No, from the countryside to the city is not our strategy, this is the media's own packaging promotion. Initially, our products did not meet high standards and could not be sold in developed areas. In fact, we wanted to attack the "Tokyo" at the beginning, but we couldn't enter, not the same as that we used the countryside as a strategic goal. If the countryside is a strategic goal, even if we do the rural areas, we will not be able to enter Tokyo.
So in the process of "Tokyo", we can't do it in some places, but we can "get eggs along the way". If we stare at the backward market and come to the developed market after success, when you finish the countryside, you have been abandoned by the times because the times have developed too fast. If the product is done, whoever buys it will be sold to whom.
04 Talking about the bubble crisis
n n Yoshida Nations Ichiro: Around 2000, the IT bubble collapsed, and some large companies in the communications industry also changed a lot. For example, Motorola was gone, Alang had a lot of integration, and Nokia was weakened compared to before. What do you think and evaluate overseas communication companies?
Ren Zhengfei: When the IT bubble is broken, Huawei is also in a very serious crisis, not only an external crisis, but also internal crisis. At that time, our ideological system, management system, and administrative system were still scattered. Many people took the company's resources to start a business and do not bear the company's risks and responsibilities. This situation also exists. External risks, like all Western companies, encountered the market Waterloo.
It the case of unbearable unbeibpuble conferences of 400 senior cadres to learn the "War theory" of Clausetz in Germany. What is leader? In the vast darkness, a trace of light is emitted to illuminate the road of moving forward and guide everyone to get out of the darkness. At that time, we were on the collapse. These more than 400 people were united. When the company was the most difficult, we got out of this predicament. This tragic situation has only passed fifteen or six years.
. We sent a large number of personnel to go overseas to fight for the market. It is very tragic to send them to overseas. It may be gone. At that time, the entire African environment was in the turmoil and the war environment. In Russia, we changed the four presidents, and the fourth president made the world's first foreign trade contract -36 US dollars. We started from that situation. Today we can reach the sales revenue of 110 billion US dollars, don't forget "the glory of $ 36".
Yoshida Xianichiro: IT bubble must be a crisis for Huawei, but it is after the IT bubble that Huawei has opened the gap with other Western companies. Do you recognize my view?
Ren Zhengfei: I think the IT bubble is a crisis to us, of course, it is also a crisis in the West. At that time, we were determined to retreat to the minimum position. There was a strategy called "chicken rib strategy", and the chicken ribs were the least meaty.
The biggest mistakes on the problem of light at that time. Because the excess light transmission is very cheap, many companies give up. Relative to anything else, low -end light transmission technology is relatively simple, and we concentrate their strengths here to find opportunities. We have also reached the lowest point and retreat. In areas that others do not do, we choose to seize the "chicken ribs" to develop. At that time, we should rank dozens of people in the world. With the low -end light transmission a little successful, we can lead a little bit. Today we can lead in light communication.
05 Talking about management philosophy
Yoshida Nations Ichiro: Sony has a 72 -year history since its entrepreneurship. I am the 11th president and started working in April this year. I mainly learned three points from Mr. Sheng Tian, the founder of Sony Company: first, you need to have a sense of crisis; second, you need to maintain a humble attitude; third, you must have a long -term vision. Is your philosophy similar to this?
Ren Zhengfei: Basically similar. But I think the first point should be a sense of direction, including the sense of direction of customer needs and the sense of future technological innovation. Of course, technological innovation is actually a customer needs, and future customer needs. Continuously adjust the direction, the direction should be roughly correct. The direction does not necessarily require absolute correctness. The absolutely correct direction does not exist.
The second, the organization must be full of vitality, which is basically the same as the three points that Yoshida said. Therefore, we must dare to update internally and personally. For example, our combat organizations should ensure that a certain percentage of grassroots personnel participate in the decision -making level, and the "strategic decision -making" of the highest -level command allows a small number of new employees to participate; then the next level is called "battle decision -making", such as regional decisions, product decision -making, etc. Essence Not only new employees, low -level employees also have a certain percentage. We all implement the "three -three system" principle at the level, so that some excellent "second -class soldiers" will participate in the highest decision -making as soon as possible.
It people who rejected them before. Someone asked "What is the recruit to the highest decision -making layer?", helps the leader "拎". He attended the meeting. Even if he didn't understand a lot of content, his head opened his head, and he understood future operations early, and they were young. The new power is like "catfish", which activates the entire fish. Therefore, iteratively updates are easy. We are not worried about no cadres, but we are worried that there are too many cadres in the reserve to arrange his work. There are too many cadres in the reserve cadres who dare not be lazy, otherwise they will be easily replaced by others.
06 Talking about the rotation system
Yoshida Natsa Ichiro: Huawei's internal share system and rotation mechanism are relatively unique. Sony and Huawei have commercial exchanges, and I found that Huawei's decision -making is very fast. Is Huawei's decision -making fast related to the personnel system?
Ren Zhengfei: First explain our rotation system. If a company has an absolute authority and appoints cadres at will, others have to admit that the company's employment mechanism will be confused.
. Our company has three supreme leaders. One person said that it is not considered, and we must solicit the views and support of the other two people. After the three people's thinking methods were reached, they had to be discussed by the executive board, raised their screens, and a few obeyed the majority. After the executive board passed, it was submitted to the board of directors to vote. This restricts the highest power, maintains the unity of the company's cadre system, and avoids the exclusion of cadres who do not like individual leaders in the company.
The decision -making process is slow, four slow and one fast. Representatives of the Chairman of the Chairman's Stable Employees Management Rule Management of the Standing Board, and the supervisors of the board of supervisors to manage their actions. In this way, we will form a mechanism- "Wang" under the law. rule. Second, in the collective leadership, "Wang" cannot say a word. He can make an opinion and vote through everyone collectively, so that the control of the highest leadership will not be impulsive.
This operations from top to bottom are very consistent, there is a system "legislative power is higher than administrative power." There is a traditional saying in the society that "county officials are not as good as the current management", and legislative power has been emptied. We emphasize that legislative power is greater than administrative power. When we established rules, we sought the opinions of grassroots cadres. It can be criticized and opposed. After the system is formed, it must be executed.
07 Talking about the retirement and return of executives
Yoshida Kanichiro: I saw in a book that Huawei's senior management had retired and returned. What purpose did it be based on?
Ren Zhengfei: iteration update. For example, we are now going to attack a "hill" (referring to the product), and the main attacking troops concentrate on the "hill". His energy is focusing on the attack of realism. The "mountain head" captures it, and he has exhausted.
We also have the second echelon. Not only will we consider the "hill" but also consider the "artillery fire" extension problem, such as how to do the next step in the "hill", how to manage it in the future, and the weapons will be still What shortcomings need to be improved (and so on), he must improve the combat method in a wider range. The first echelon may be diverted after "fighting the battle": some personnel go to the market, service, management (, etc.); some personnel continue to compile into a new team forward and integrate with the second echelon to broaden Essence
The people who are diverted to other places are not. He is the person who understands the product best on the "hill". In the market, he is the presence of the prophet, and the person who is the most understandable and capable in the service. In the management Personal characteristics are also full of opportunities. When the second echelon was rushing up, he was no longer using "rifle" and "machine guns". He had various new weapons offensives of "tanks" and "cannons", so the offensive ability was stronger.
The third echelon, studying multiple scenarios. The combat methods of "big mountains" and "small mountains" are different. For example, market demand includes Tokyo, Hokkaido, and the countryside of Hokkaido, which is called multiple scenes. It is too wasteful to put the equipment in Tokyo in the countryside of Hokkaido. When the same product corresponds to different customers, there are different forms, and at least the cost and energy consumption have been reduced.
The fourth echelon, starting with minimalist network, minimalist product structure, network security, privacy protection, further optimize the product, study how to simplify the offensive weapons, use the cheapest zero zero zero The best device is made of components. The fourth echelon is simplified to simplify the structure according to the combat characteristics of the first, second, and third echelons, and greatly improve quality and reduce costs; strengthen network security and privacy protection. When commending, we often attach importance to the first echelon, capture the glory of the "hill", and immediately wear a big red flower.
It the fourth echelon is the most difficult to achieve. He wants to make the best products with the worst parts and components, and also faces a series of issues such as the development of components Essence If we are not affirmed by the fourth echelon, no one is willing to do this.
The summary, we develop a few words: multi -path, combat queue multi -step, and multi -scenes according to different customer needs.
08 The "internal opposition"
n
Yoshida Xianichiro: Is Huawei's internal discussion, allowing the existence of objections? In what form to ensure the safety of the spokesman?
Ren Zhengfei: Those who understand Chinese can use tourists to access the vocal community to see that our internal opposition is status and is protected.
Yoshida Xianichiro: For objections, it is still used on talent hire?
Ren Zhengfei: Yes. How do I know that the "second soldier" can be promoted to the "general"? If the "second -class soldiers" are selected by layer by layer by layer, he may not be able to take the "general" position. Even if he goes to the "general" position, he may be 80 years old. Some are not objections, they are understanding things, and may be deeper than us. Opposed people may have geniuses with insights and tolerance to tolerate opposition.
09 The customer needs
Gaoqiao Yang (President of Sony China): You just mentioned that what is the specific order of the development of the scene for customer needs? For example, with customer needs, open technology according to needs; still with technology, choose according to customer needs?
Ren Zhengfei: Customer demand is a philosophical issue, not a question of communicating with customers, either the customer mentioned or demand. First of all, we must aim at the comprehensive customer needs understanding and make scientific prototypes. Scientific prototypes may be idealized. The parts it uses may be very expensive. Its design may be very cutting -edge, but it can achieve functional goals.
It the second echelon to turn scientific prototypes into commercial prototypes. Commercial prototypes should comprehensively consider practicality, productivity, delivery, and maintenance. This product should be this product. This product should be More practical, it can basically meet customer needs, and the price of new products is often higher.
The third echelon is developed. At this time, we must listen to the viewer's opinions and consider the different needs of various scenes. It is the opinion, which is a multi -scenes suitable for different customers, and may have cheap and good quality.
The fourth echelon began to study the design and cheaper parts of the container to make the best products. For example, the design of the TV is the tolerance design.
We in this way to meet customer needs, it is not to let customers take their noses. Otherwise, it has just met the customer's needs, and the new opportunity points appear again, too fragmented, and we are completely helpless.
10 The media interviews
Gaoqiao Yang: I heard that you rarely accept media interviews. There is a common view that the company's leaders are good for the company's brand. What do you think of the relationship between media interviews and brands?
Ren Zhengfei: The brand is the most fundamental integrity rather than publicity. I am mainly shy and dare not attend the conference. I am not good at interviewing media interviews. I may be stupid when I take me a pair of shots. I am not good at systematic expression. I was interviewed by Davos, but they were actually deceived. At that time, they just said closed doors. I thought it was a face -to -face meeting like you. It was not until the night before the interview that it was a global live broadcast.
11 The open strategy
Yoshida Natsa Ichiro: From a certain period, Huawei has clarified the open strategy. Does the open strategy refer to coexisting with partners?
Ren Zhengfei: Yes. On the 3D lens, we are willing to strengthen cooperation with Sony. Of course, the following content only represents my personal opinion and does not mean organizational opinions. After I talk, they will convey to the leadership. Whether the leadership accepts this view will tell you after forming a resolution.
First, in the research of the lens, we have many advanced technologies. You can consider authorizing you to tell our advanced technology and let Apple use, but we do not reverse the requirements Apple tells us their secrets. I hope that in this world, we will serve human society together.
. In terms of power technology, we should currently lead Apple. We can consider supplying the power module to Apple to improve the power resistance of Apple mobile phones; or we authorize Apple to produce, Only patent fees.
. My thought is very open, but I also need to decide on the company's board of directors to approve my idea.
Share the leader's development notes "ID: GotoLEAD"
01
n
Yoshida Xianichiro: I heard that you are starting a business at the age of 44. Do you set your goal at first: Huawei must become the world's number one manufacturer?
Ren Zhengfei: No. The 40 -year -old entrepreneurship was because of her life. From the army to the army, I am not familiar with the market economy and can't live. How to survive at the time. From the high level of life to the bottom of the valley, I have to survive myself, and I have to support my parents, wives, and children. I ca n’t find a place to use me. I am not reconciled, so I only go to entrepreneurship.
The I had no money when I started a business. Our husband and wife received a total of 3,000 yuan to transfer fees, but registering a company requires 20,000 yuan to raise funds. Therefore, when I set up a company, I had no money. When I started, my own salary was 500 yuan per month, and I needed to support the whole family. My early goal was to survive.
The we did not understand the world at the time, nor did we know the communication industry. Therefore, I want to be a great leader from an early age, and I want to be the first in the world when I start a business. Once a person is successful, it is easy to be packaged by the media, and they have not seen our rats. When entrepreneurship, the pressure was huge, the survival conditions were poor, and I didn't understand what the market economy was. I just came out of the army at the time, thinking that making money from others was deception. After several years of development, the company began to enter the fast track. The faster the contradiction, the more contradictions, the intersection of various issues, completely unsatisfactory, and the spirit almost collapsed. Before 2000, I was a patient with depression. I wanted to commit suicide many times. Every time I wanted to commit suicide, I would give Chairman Sun (Note: Refers to Sun Yafang, who has served as the chairman of Huawei for nearly 20 years: in 1999, Ren Huawei Chairman, 2018 March of the year) made a phone call. At that time, I knew that this was a morbid state. I knew to be rescued at critical moments and could not bear such a large social pressure.
The young company CEO in foreign countries. They have developed faster than us, and now they can't bear the pressure. Ask me how I came here. In fact, everyone and the mental state of different times are different. In the past, we did not expect to be the world's number one problem. Sometimes I say "to survive" does not completely refer to the economy and include thoughts. We do not conform to the truth outside mythology, and true is helpless.
until 2006 to eat in Xibei Noodle Village. We sat in the hall. There were many peasant girls in Inner Mongolia villages singing. I invited them to sing, a song of $ 3. I saw them so excited, optimistic, so loved life, and poverty farmers wanted to survive. Why don't I want to survive?
That day, I shed a lot of tears, and I never thought about committing suicide again. At that time, we adjusted the strategic goals. There were thousands of people, tens of thousands, and more than 100,000 people in Huawei. Willing to invest in such a lot of money to research and development. At this time, it was born to the idea of serving all human beings.
In the last ten years, we have made up their minds to go to the forefront of the world, but it is not the world's first, and "first" is made for us in the society. For the clicks of the Internet, we have myths when describing the description.
The actually play before the second day of the second grade, the grades are not good, and my parents can't control us. Later, when I was a soldier, I was not an excellent soldier. My family background was not a poor and middle peasant, and I couldn't get reuse. I have never thought about being a general. Therefore, when I re -have a dream, it is impossible to dream of great dreams at the beginning. After we walked through a very rugged road, we began to clarify our development direction.
Actually I am not smart. My mother is a primary school principal. Every time I go home from school, I tell me which classmates are good and how good. At that time, I didn't feel it. To this day, I realized that my mother was "steelmaking" at that time. I hated iron and steel. I didn't understand it at all, and spent my life stupidly. Don't myth on the Internet, I may be so open because of incompetence.
02
The choice of communication
Yoshida Natsuya Ichiro: Thank you very much for your frank thoughts, you are very humble. You just said that in order to survive, why did you choose the field of communication?
Ren Zhengfei: We choose communication, which is completely accidental, not necessarily. We thought at the time that the communication industry was very large, and as long as you do a little, we can survive. However, we do not know that the communication industry is so standardized and technical standards are so high. Maybe we may be easier to our lives. However, we have already embarked on this road. At that time, if we returned, there was no penny, and we had to face debt repayment, so we only walked down.
The is the transformation of the world's electronics industry in the 1990s. From analog circuit to digital circuits, digital circuits are much simpler than simulation circuits, and our small companies can do a little. Japan was very successful in the analog circuit. Pulse circuit, small companies have a little possibility. At that time, the entire communication around the world, including the electronics industry, was backward, and there was still a market for backward products. Therefore, in the process of following the development of the world, we gradually made a little money and grew up.
The choice of communication is not wise, but we do not know how difficult this road is. If we have known that communication is so difficult, we may have to pay our own cost of life. At that time, we would not take this way. There are many opportunities, and you can also choose to take other roads. Therefore, choosing a communication is accidental. On this road, there is no way back.
last time I communicated with TSMC Zhang Zhongmou. He asked, "Why are the roads that are different?" I said, first, Taiwan is open early, he has studied in the United States for more than 20 years, The experience of work has seen how the large US electronics industry has grown; Taiwan has developed more than 20 years earlier than the Mainland, and has accumulated capital. Therefore, the Taiwan government can provide him with 200 million US dollars to start a business. Before China's opening reform, there was basically no large industry, no talent and experience, and no capital. When we started a business, the government not only had no money to fund us, but also needed to pay 20,000 yuan when registering a company.
. In the mid -1980s, the world developed very quickly after entering the computer era. We do n’t understand the computer and the children do n’t understand, but they are young. If they do n’t hug them, they do n’t hug them When you come in, you cannot complete the iteration of metabolism. After they come in, if they treat a brick like a "migrant worker" to 1 yuan, they will definitely leave, and our technology will not accumulate. We have invented a method to divide the stock to everyone. Everyone thinks that every brick of the Great Wall has his share. If you leave, you will stay, so everyone stays. At the same time, the company also accumulates some capital through stock subscription. It was a suitable measure at the time, and I did not expect to become a mechanism later.
We have some employees in the early days of the company, but why do we have more stocks? Because I had no money to pay him, I paid him. Of course, we now have a standardized shares, but there are no mechanisms in the early days, and workers have many stocks. The internal joint -stock system was also a mechanism that had no environment and no conditions at the time. After more than 20 years of improvement, it has now become a very combatable mechanism.
We are typical poor people and have no knowledge and technology entrepreneurial model. At that time, we were poor. In the face of a new information society, I was regarded as a person without knowledge. I had to embrace knowledge and capital, and we could only adopt this method.
Yoshida Xianichiro: Choosing the communication industry is not necessarily but accidental. For us, it is more surprised.
Ren Zhengfei: I am not learning communication. The university is a major in architecture. All electronic technologies are my own learning. After graduating from college, my first career was pig raising. At that time, college students needed to receive re -education of workers, peasants and soldiers. I just happened to be assigned to the cooking class to raise pigs. Therefore, choosing the communication industry is accidental, and I do n’t understand the industry too much. I thought it was easy to do. China's real estate is booming, and I should choose to be a contractor, and it is faster to make money.
03
The development model of Huawei
Yoshida Xianichiro: I heard that Huawei is such a kind of development: Starting from the countryside in China, it gradually starts to county, municipal, provincial, and provincial ... Overseas global markets, from backward countries to developing countries, and finally enter the development Is the country's development model?
Ren Zhengfei: No, from the countryside to the city is not our strategy, this is the media's own packaging promotion. Initially, our products did not meet high standards and could not be sold in developed areas. In fact, we wanted to attack the "Tokyo" at the beginning, but we couldn't enter, not the same as that we used the countryside as a strategic goal. If the countryside is a strategic goal, even if we do the rural areas, we will not be able to enter Tokyo.
So in the process of "Tokyo", we can't do it in some places, but we can "get eggs along the way". If we stare at the backward market and come to the developed market after success, when you finish the countryside, you have been abandoned by the times because the times have developed too fast. If the product is done, whoever buys it will be sold to whom.
04
Talking about the bubble crisis
n
n Yoshida Nations Ichiro: Around 2000, the IT bubble collapsed, and some large companies in the communications industry also changed a lot. For example, Motorola was gone, Alang had a lot of integration, and Nokia was weakened compared to before. What do you think and evaluate overseas communication companies?
Ren Zhengfei: When the IT bubble is broken, Huawei is also in a very serious crisis, not only an external crisis, but also internal crisis. At that time, our ideological system, management system, and administrative system were still scattered. Many people took the company's resources to start a business and do not bear the company's risks and responsibilities. This situation also exists. External risks, like all Western companies, encountered the market Waterloo.
It the case of unbearable unbeibpuble conferences of 400 senior cadres to learn the "War theory" of Clausetz in Germany. What is leader? In the vast darkness, a trace of light is emitted to illuminate the road of moving forward and guide everyone to get out of the darkness. At that time, we were on the collapse. These more than 400 people were united. When the company was the most difficult, we got out of this predicament. This tragic situation has only passed fifteen or six years.
. We sent a large number of personnel to go overseas to fight for the market. It is very tragic to send them to overseas. It may be gone. At that time, the entire African environment was in the turmoil and the war environment. In Russia, we changed the four presidents, and the fourth president made the world's first foreign trade contract -36 US dollars. We started from that situation. Today we can reach the sales revenue of 110 billion US dollars, don't forget "the glory of $ 36".
Yoshida Xianichiro: IT bubble must be a crisis for Huawei, but it is after the IT bubble that Huawei has opened the gap with other Western companies. Do you recognize my view?
Ren Zhengfei: I think the IT bubble is a crisis to us, of course, it is also a crisis in the West. At that time, we were determined to retreat to the minimum position. There was a strategy called "chicken rib strategy", and the chicken ribs were the least meaty.
The biggest mistakes on the problem of light at that time. Because the excess light transmission is very cheap, many companies give up. Relative to anything else, low -end light transmission technology is relatively simple, and we concentrate their strengths here to find opportunities. We have also reached the lowest point and retreat. In areas that others do not do, we choose to seize the "chicken ribs" to develop. At that time, we should rank dozens of people in the world. With the low -end light transmission a little successful, we can lead a little bit. Today we can lead in light communication.
05
Talking about management philosophy
Yoshida Nations Ichiro: Sony has a 72 -year history since its entrepreneurship. I am the 11th president and started working in April this year. I mainly learned three points from Mr. Sheng Tian, the founder of Sony Company: first, you need to have a sense of crisis; second, you need to maintain a humble attitude; third, you must have a long -term vision. Is your philosophy similar to this?
Ren Zhengfei: Basically similar. But I think the first point should be a sense of direction, including the sense of direction of customer needs and the sense of future technological innovation. Of course, technological innovation is actually a customer needs, and future customer needs. Continuously adjust the direction, the direction should be roughly correct. The direction does not necessarily require absolute correctness. The absolutely correct direction does not exist.
The second, the organization must be full of vitality, which is basically the same as the three points that Yoshida said. Therefore, we must dare to update internally and personally. For example, our combat organizations should ensure that a certain percentage of grassroots personnel participate in the decision -making level, and the "strategic decision -making" of the highest -level command allows a small number of new employees to participate; then the next level is called "battle decision -making", such as regional decisions, product decision -making, etc. Essence Not only new employees, low -level employees also have a certain percentage. We all implement the "three -three system" principle at the level, so that some excellent "second -class soldiers" will participate in the highest decision -making as soon as possible.
It people who rejected them before. Someone asked "What is the recruit to the highest decision -making layer?", helps the leader "拎". He attended the meeting. Even if he didn't understand a lot of content, his head opened his head, and he understood future operations early, and they were young. The new power is like "catfish", which activates the entire fish. Therefore, iteratively updates are easy. We are not worried about no cadres, but we are worried that there are too many cadres in the reserve to arrange his work. There are too many cadres in the reserve cadres who dare not be lazy, otherwise they will be easily replaced by others.
06
Talking about the rotation system
Yoshida Natsa Ichiro: Huawei's internal share system and rotation mechanism are relatively unique. Sony and Huawei have commercial exchanges, and I found that Huawei's decision -making is very fast. Is Huawei's decision -making fast related to the personnel system?
Ren Zhengfei: First explain our rotation system. If a company has an absolute authority and appoints cadres at will, others have to admit that the company's employment mechanism will be confused.
. Our company has three supreme leaders. One person said that it is not considered, and we must solicit the views and support of the other two people. After the three people's thinking methods were reached, they had to be discussed by the executive board, raised their screens, and a few obeyed the majority. After the executive board passed, it was submitted to the board of directors to vote. This restricts the highest power, maintains the unity of the company's cadre system, and avoids the exclusion of cadres who do not like individual leaders in the company.
The decision -making process is slow, four slow and one fast. Representatives of the Chairman of the Chairman's Stable Employees Management Rule Management of the Standing Board, and the supervisors of the board of supervisors to manage their actions. In this way, we will form a mechanism- "Wang" under the law. rule. Second, in the collective leadership, "Wang" cannot say a word. He can make an opinion and vote through everyone collectively, so that the control of the highest leadership will not be impulsive.
This operations from top to bottom are very consistent, there is a system "legislative power is higher than administrative power." There is a traditional saying in the society that "county officials are not as good as the current management", and legislative power has been emptied. We emphasize that legislative power is greater than administrative power. When we established rules, we sought the opinions of grassroots cadres. It can be criticized and opposed. After the system is formed, it must be executed.
07
Talking about the retirement and return of executives
Yoshida Kanichiro: I saw in a book that Huawei's senior management had retired and returned. What purpose did it be based on?
Ren Zhengfei: iteration update. For example, we are now going to attack a "hill" (referring to the product), and the main attacking troops concentrate on the "hill". His energy is focusing on the attack of realism. The "mountain head" captures it, and he has exhausted.
We also have the second echelon. Not only will we consider the "hill" but also consider the "artillery fire" extension problem, such as how to do the next step in the "hill", how to manage it in the future, and the weapons will be still What shortcomings need to be improved (and so on), he must improve the combat method in a wider range. The first echelon may be diverted after "fighting the battle": some personnel go to the market, service, management (, etc.); some personnel continue to compile into a new team forward and integrate with the second echelon to broaden Essence
The people who are diverted to other places are not. He is the person who understands the product best on the "hill". In the market, he is the presence of the prophet, and the person who is the most understandable and capable in the service. In the management Personal characteristics are also full of opportunities. When the second echelon was rushing up, he was no longer using "rifle" and "machine guns". He had various new weapons offensives of "tanks" and "cannons", so the offensive ability was stronger.
The third echelon, studying multiple scenarios. The combat methods of "big mountains" and "small mountains" are different. For example, market demand includes Tokyo, Hokkaido, and the countryside of Hokkaido, which is called multiple scenes. It is too wasteful to put the equipment in Tokyo in the countryside of Hokkaido. When the same product corresponds to different customers, there are different forms, and at least the cost and energy consumption have been reduced.
The fourth echelon, starting with minimalist network, minimalist product structure, network security, privacy protection, further optimize the product, study how to simplify the offensive weapons, use the cheapest zero zero zero The best device is made of components. The fourth echelon is simplified to simplify the structure according to the combat characteristics of the first, second, and third echelons, and greatly improve quality and reduce costs; strengthen network security and privacy protection. When commending, we often attach importance to the first echelon, capture the glory of the "hill", and immediately wear a big red flower.
It the fourth echelon is the most difficult to achieve. He wants to make the best products with the worst parts and components, and also faces a series of issues such as the development of components Essence If we are not affirmed by the fourth echelon, no one is willing to do this.
The summary, we develop a few words: multi -path, combat queue multi -step, and multi -scenes according to different customer needs.
08
The "internal opposition"
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Yoshida Xianichiro: Is Huawei's internal discussion, allowing the existence of objections? In what form to ensure the safety of the spokesman?
Ren Zhengfei: Those who understand Chinese can use tourists to access the vocal community to see that our internal opposition is status and is protected.
Yoshida Xianichiro: For objections, it is still used on talent hire?
Ren Zhengfei: Yes. How do I know that the "second soldier" can be promoted to the "general"? If the "second -class soldiers" are selected by layer by layer by layer, he may not be able to take the "general" position. Even if he goes to the "general" position, he may be 80 years old. Some are not objections, they are understanding things, and may be deeper than us. Opposed people may have geniuses with insights and tolerance to tolerate opposition.
09
The customer needs
Gaoqiao Yang (President of Sony China): You just mentioned that what is the specific order of the development of the scene for customer needs? For example, with customer needs, open technology according to needs; still with technology, choose according to customer needs?
Ren Zhengfei: Customer demand is a philosophical issue, not a question of communicating with customers, either the customer mentioned or demand. First of all, we must aim at the comprehensive customer needs understanding and make scientific prototypes. Scientific prototypes may be idealized. The parts it uses may be very expensive. Its design may be very cutting -edge, but it can achieve functional goals.
It the second echelon to turn scientific prototypes into commercial prototypes. Commercial prototypes should comprehensively consider practicality, productivity, delivery, and maintenance. This product should be this product. This product should be More practical, it can basically meet customer needs, and the price of new products is often higher.
The third echelon is developed. At this time, we must listen to the viewer's opinions and consider the different needs of various scenes. It is the opinion, which is a multi -scenes suitable for different customers, and may have cheap and good quality.
The fourth echelon began to study the design and cheaper parts of the container to make the best products. For example, the design of the TV is the tolerance design.
We in this way to meet customer needs, it is not to let customers take their noses. Otherwise, it has just met the customer's needs, and the new opportunity points appear again, too fragmented, and we are completely helpless.
10
The media interviews
Gaoqiao Yang: I heard that you rarely accept media interviews. There is a common view that the company's leaders are good for the company's brand. What do you think of the relationship between media interviews and brands?
Ren Zhengfei: The brand is the most fundamental integrity rather than publicity. I am mainly shy and dare not attend the conference. I am not good at interviewing media interviews. I may be stupid when I take me a pair of shots. I am not good at systematic expression. I was interviewed by Davos, but they were actually deceived. At that time, they just said closed doors. I thought it was a face -to -face meeting like you. It was not until the night before the interview that it was a global live broadcast.
11
The open strategy
Yoshida Natsa Ichiro: From a certain period, Huawei has clarified the open strategy. Does the open strategy refer to coexisting with partners?
Ren Zhengfei: Yes. On the 3D lens, we are willing to strengthen cooperation with Sony. Of course, the following content only represents my personal opinion and does not mean organizational opinions. After I talk, they will convey to the leadership. Whether the leadership accepts this view will tell you after forming a resolution.
First, in the research of the lens, we have many advanced technologies. You can consider authorizing you to tell our advanced technology and let Apple use, but we do not reverse the requirements Apple tells us their secrets. I hope that in this world, we will serve human society together.
. In terms of power technology, we should currently lead Apple. We can consider supplying the power module to Apple to improve the power resistance of Apple mobile phones; or we authorize Apple to produce, Only patent fees.
. My thought is very open, but I also need to decide on the company's board of directors to approve my idea.