On June 16, Ren Zhengfei, the "godfather of Huawei", gave an unprecedented collective interview to domestic media reporters in Shenzhen, which was the first time in Ren Zhengfei's career. Ren Zhengfei's open gesture has excited many media people, but also triggered some suspicion. Media person Yong Zhongwei said that Ren Zhengfei saw behind the media, which is Huawei's "captive culture" crisis. Is this really the case?
Brother Nine takes you to have a look.
1. Huawei's captive culture
Yong Zhongwei believes that Chinese enterprises have never been able to fundamentally obtain its essence when learning from Huawei, because everyone cannot learn another core and essence of Huawei while learning Huawei's wolf culture: captivity culture.
He said that Huawei's "blue blood ten masters" is essentially engaged in the "screw" spirit, and to engage in the screw spirit, we must first make these people willing to be screws. This is certainly good, and it is good for businesses. But on the other hand, this will also make people inside Huawei feel that they can be independent, and as a result, they resign and go out, and find that the original four sides leak.
Huawei has always stressed that it is necessary to work hard, and Ren Zhengfei will not tire of saying hard work almost every time he accepts a media interview or internal speech.
In 2010, when Ren Zhengfei spoke internally about why he did not go public, he made a metaphor that pigs were too fat to even hum.
This view is very important, it points out the essence of Huawei's internal culture: "captivity culture". It is not pigs that are kept in captivity, but cattle. When fighting, employees should be in the state of wolves, and in normal times, they should suffer like cattle.
2. The influence of captivity culture on employees
As mentioned above, captivity culture is good for businesses. But on the other hand, this is not necessarily true for Huawei employees.
It is said that after Huawei executives leave Huawei, they start their careers, and the difficulty of success is even much more difficult than that of Lenovo executives. Although some executives still seem to have unlimited scenery, such as going to Haihong Fund to be the boss, or going to the college below Nanyu University as a dean. But as far as the career is concerned, trying to do business again is not very smooth.
Many people know that Xu Xinquan jumped from Huawei terminal to JD.com as a senior vice president, responsible for JD.com's overseas business. Soon, JD.com went public in the United States. The shock of this matter within Huawei is relatively large. Of course, this is not a question of money, many Huawei executives are not short of money at all, but a question of whether it is possible to leave Huawei and start a new career.
Although Huawei has been promoting "wolf culture" to the outside world, in essence, Huawei is resolutely implementing the "captive culture" internally. Wolf is just a false self-feeling, which is why after the resignation of Huawei executives, whether it is to start a business or go to other companies to expand their territory, they feel that they are struggling step by step.
3. Why did Zhao Kelin leave Huawei?
This time Ren Zhengfei met with the media and mentioned Zhao Kelin. Ren Zhengfei said: "Zhao Kelin's resignation was approved by me, and I felt very uncomfortable at that time. Because he can't survive, has no conditions for survival, can't hold him back. So we have to gradually change, if the world's best talent can not come in, how to achieve the world's best company? ”
But Yong Zhongwei suggested that the information he received seemed to be somewhat different from what Ren Zhengfei told the media. "Zhao Kelin went to Huawei, which was found by Yu Chengdong, chairman of Huawei terminals. Yu Chengdong's starting point is very good, and he wants to quickly start the terminal business. But Ren Zhengfei wrote an email to Yu Chengdong, which meant that he asked what you want this person to do, and Huawei can't use such a person now. ”
Yong Zhongwei believes that fundamentally, Zhao Kelin is impossible to adapt to captive culture, and even externally is not adapted to wolf culture.
4. Captive culture cannot be copied
The reason is very simple, because Huawei's captive culture has been engaged in since the beginning of the company and has been subtly completed.
It is said that Liu Chuanzhi once wrote an article within Lenovo, saying that Lenovo is composed of hundreds of engines of all sizes, and also called on everyone not to be impetuous, to do a good job of screws, not to make moths, try to engage in "captivity", the result is that employees do not listen, opposition is a large piece, and the internal forums are noisy. In this regard, Yong Zhongwei said: "Lenovo is so large-scale, only to consider the all-round control, how can it be done." ”
5. Young employees may be difficult to keep in captivity
Recently, Huawei's image advertisement used a photo of Li Xiaowen, a "super" "cloth shoe academician" with no trim. Ren Zhengfei explained at the press conference, "Many employees do not listen to us, including senior cadres, who often do not look at the company's folders, but draw energy from the Internet. So making an advertisement is also for employees to see. The purpose is still to hope that Huawei will continue to do things in a down-to-earth manner and adhere to the spirit of hard work."
Through this fragmented information, it is possible to stitch together the embarrassment that Huawei is currently facing: young employees have had major differences with Ren Zhengfei in terms of concept. The "godfather" is worried and ready to make the enterprise more rational and down-to-earth through "rectification". And employees, especially young employees after the 80s and 90s, may be difficult to "keep in captivity".
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