Mr. Ren's speech at the farewell party for glory. There is nowhere to go but to win

On the afternoon of November 26, I saw President Ren's farewell speech, which was tragic. It's like saying goodbye to your beloved son who is about to break into the world, and he earnestly advises him.

This is not a victory or defeat for a position or a city. As China's high-tech flagship enterprise, in the face of the oppression of the United States, Huawei advanced in the artillery fire and was not defeated.

This time, instead of being crushed, we were woken up. "Sino-US trade frictions are long-term and severe", "this is a containment in the name of trade protectionism". Science and technology are self-reliant, solve the "card neck" problem, and embrace globalization.

Ren is always a generation of heroes, Huawei and Honor's employees are warriors in the era of peace, fighting for homeland and honor.

There are no scars, where the skin is thick, and the hero has suffered a lot since ancient times. There is nowhere to go but to win. Huawei must win!

Mr. Ren's speech at the farewell party for glory

November 25, 2020

We will be separated, and we have been together for more than ten years, and we will have unbearable discomfort and excitement in our hearts. We are in a great era, but also in the most difficult period, we were originally a small grass, these two years of wild storms did not break us, difficult and difficult exercise, in a few years may turn us into a small iron tree. The iron tree will eventually blossom. You are leaving, and there is nothing to send you, except for the yellow leaves that the autumn wind sends cold blowing down.

First, why strip away glory

Under the wave of severe sanctions imposed by Huawei in the United States, we finally understand that some politicians in the United States are not trying to correct us, but to kill us. Huawei's short-term difficulties, we have the ability to overcome. We do not want to drag innocent people into the water because of our own suffering. But agents and distributors in 170 countries, dried up because the channels did not have water, resulting in millions of jobs; suppliers also because we could not buy, and the backlog of goods, sales fell, dragging down the stock market. What is wrong with them, why can't we bear some sacrifices, you are going to share the joys and sorrows with them, so that the dry channels will be replenished with flowing water when the water is not broken. But you are not saviors, you must correct the religious pious mentality of customers, faithfully defend the interests of customers, and sincerely respect the commitment to suppliers. The spirit of the contract is the foundation on which you are invincible. Honor is the production of medium and low-end products, after the divestiture of Glory under the leadership of Zhixin company quickly resumed production, to solve the difficulties of upstream and downstream partners.

We have been together for more than ten years, we are almost strict management, transforming your group of naïve and romantic young intellectuals into "warriors" who can struggle hard, in the past some of our methods were too cold, sorry. Today I want to send you away, and I am the same clinging to you. Just when the autumn wind rises, the apricot leaves are yellow, going out may be a colder cold wind, we can no longer cover you from the wind and rain, all the way to go well, take care of yourself.

Second, how to do this well

First of all, restore the supply of channels as soon as possible, the channels have dried up for a long time, the grass has dried up, and it is difficult to restore life. Water, water, water, why the Dai people shout this slogan, indicating that the water of the channel is life-saving water.

Embracing the resources of the global industry and building relationships with suppliers as quickly as possible, supply is a complex and complex issue, and you are more difficult than any new company. How to overcome difficulties is a matter before you heroes and heroes.

Insist on learning from all advancements, including learning from people you don't like. Unswervingly embrace globalization, strengthen the embrace of British, American, European, Japanese, Taiwan, South Korean enterprises; the United States is the world's scientific and technological power, many of its companies are excellent, you must be firm and bold to cooperate with them; but also with domestic partners to grow with them.

You must maintain the fine traditions that have been formed, and the cadres and experts must be globalized, specialized, and diversified; in addition to the localization of the staff, you must carefully decentralize powers, so that you will not be able to play a game of chess in the world, so that the princes will stand in abundance, and the troops will respect themselves, and they will not be able to do it. A reasonable elimination mechanism is a supplement to activate the positive incentive of the entire team, not only to respect people, but also to assess science, but also to adhere to the responsibility and result orientation, independent operation after leaving the large team, there will be difficulties, cautious and resolute, and can not be accommodated.

Adhere to the goal and direction of struggle, persist in doing something and not doing something; persist in innovation without wavering, and never allow the entropy of the contingent to increase.

Third, be Huawei's strongest competitor in the world, surpass Huawei, and even shout down Huawei, becoming a self-motivating slogan for you.

Insist on improving yourself, work the right path in the right direction, insist on making the organization full of vitality, employees have a strong will and a desire to win. Resolutely oppose internal corruption and oppose all acts of corruption and theft.

Adhere to the beneficial habits and systems of the past, manage the team scientifically and comprehensively, and move forward calmly and calmly. Setbacks will be there, don't panic. Give full play to the power of collective thinking, make bold decisions, and don't act arbitrarily. Moving forward in unity.

Today is our "divorce" ceremony, so I won't say more. Once "divorced", we should not break the connection anymore, we are adults, rationally deal with separation, strictly in accordance with compliance management, strictly abide by international rules, and achieve their respective goals. Can't be like a young man, marriage and love, one will be hot and one will be cold, entangled, can not draw a clear line. Don't worry about Huawei, think about your future! In the future, we are competitors, you can hold "foreign guns" and "foreign cannons", we can hold the new "Hanyang made", the new "big knives, spears", who wins and who loses is not certain? We will not be polite to you, some of you have scolded and defeated Huawei in the competition, he is a hero and a good man, don't embarrass them.

It is difficult to say goodbye when getting along, the autumn wind sends cold apricot leaves yellow, you go well.

Take innovation as the core competitiveness and strive for the revitalization of science and technology in the motherland for a hundred years

——Ren Zhengfei's report at the National Science and Technology Innovation Conference

May 30, 2016

From the perspective of science and technology, human society will evolve into an intelligent society in the next two or three decades, the depth and breadth of which we cannot imagine. The more uncertain the future, the more it needs to be created, which also provides a once-in-a-lifetime opportunity for millions of corporate companies. How our company strives to move forward, facing many difficulties, opportunities are also dangerous, and if we do not advance, we will retreat. If you can't shoulder major social responsibilities and insist on innovation, sooner or later you will be subverted.

First, in the era of great opportunities, we must have strategic patience

The development of human society is on the road of basic scientific progress. And the development of basic science is to be able to withstand loneliness, the bench is not only to sit ten years cold, some people, a lifetime of loneliness. Huawei has more than 80,000 R&D personnel, and about 20% to 30% of the annual R&D expenditure is used for research and innovation, and 70% is used for product development. We have long used more than 10% of our sales revenue to research and development. In the next few years, the annual research and development expenditure will gradually increase to 10 billion to 20 billion US dollars.

Over the years, Huawei has gradually established its competence centers in areas where strategic resources are concentrated. Now Huawei has established 26 competence centers in the world, which are increasing year by year, gathering a group of world-class outstanding scientists who guide the company throughout the process. These competence centers are themselves constantly evolving.

Huawei's current level is still at the level of innovation in engineering sciences such as engineering mathematics and physical algorithms, and has not yet truly entered basic theoretical research. With the gradual approaching of the limits of Shannon's theorem and Moore's Law, and the theory of large flow and low latency has not yet been created, Huawei has felt that the future is uncertain and cannot find a direction. Huawei has advanced in the trek. Major innovation is the survival law of no man's land, without theoretical breakthroughs, without technological breakthroughs, without a large amount of technological accumulation, it is impossible to produce explosive innovation.

Huawei is gradually entering no man's land in the industry, in the dilemma of no one leading, no established rules, and no one following. Huawei's "opportunism" high speed of running with people will gradually slow down, and the responsibility of creating a guiding theory has arrived.

Huawei used to be a closed talent pyramid structure, we have exploded the pyramid tip, openly absorbed the "universe" energy, strengthened dialogue and cooperation with scientists around the world, supported the research of scientists in the same direction, actively participated in various international industry and standard organizations, various academic discussions, drank coffee with capable people, and sensed the direction of development from the spark of thought. With the accumulation and release of huge potential energy, there is a thick accumulation and thin hair.

Internal research and verification of uncertainty is implementing multi-path, multi-echelon attacks, dense ammunition, and saturation attacks. The Blues will also be materialized. And, don't judge heroes as success or failure. Extract the factors of success from failure, summarize, affirm, praise, and make the exploration continuous. Exploration of the future does not have the term "failure" in the first place. Imperfect heroes are also heroes. Encourage people to continue to dedicate themselves to science, continue to explore, so that the "failed" talents and experiences continue to stay in our ranks, and we will be more mature. We need to understand crooked dates and allow black swans to fly in our coffee cups. Innovation is inherently likely to succeed or fail. We must also dare to embrace disruption. An egg that breaks from the outside in is an omelette, and what breaks from the inside and flies out is a peacock. In the current era, scientific and technological progress is too fast, uncertainty is increasing, we will also be immersed in the certainty of product development work, increase investment in uncertainty research, catch up with the pace of the times. We encourage our dozens of competence centers of scientists, tens of thousands of experts and engineers to strengthen exchanges, collide ideas, absorb the sparks and energy of others with a cup of coffee, and turn the strategic technology seminar into a "Roman Forum", an open platform for scientific and technological discussion, so that the spark of ideas can be ignited into a raging fire. If the company wants to have ideals, it must have the spirit of abandoning the calculation of interests on a local scale. Major innovations are difficult to plan. Sticking to the rules is the easiest option, but it also loses big opportunities.

We are not only internally oriented, but also stronger external introduction. Our Russian mathematicians, who are more willing to do longer-term, challenging projects, combined with our diligent Chinese; the refinement of Japanese scientists, the romance of French mathematicians, the selfless work of Italian scientists, the ability of British and Belgian scientists to lead the world... It will give us the confidence to sell more than $150 billion in sales in 2020.

Second, use the best people to cultivate better people

What kind of values can be used to shape what kind of generation of young people. In the midst of the fluff, do not help themselves straight. Striving and creating value is the responsibility and obligation of a generation of young people.

We are in the Internet age, and young people are more open-minded, active, and free. We must guide and educate, and also allow some people to spend ordinary lives happily. Now the backbone of Huawei's struggle in the front line is the post-80s and post-90s, especially in Africa, the Middle East epidemic, war-torn areas, Afghanistan, Yemen, Syria... The post-80s and post-90s generations are a hopeful generation. Recently, we have recruited outstanding Chinese students (finance) in the United States, all of which require going to Africa and hardship areas. Huawei's slogan is "Learn to manage the world first, then learn to manage the company."

The foundation of our country's century-old revitalization of the Chinese dream lies in education, and the foundation of education lies in teachers. Education should aim to the future. The future society is an intelligent society, not a society centered on the general labor force, and it cannot be controlled without culture. If this period occurs at the same time as the large-scale employment of "intelligent robots" by capital, the polarization will be more serious. At this time, it is possible that Western manufacturing will return to low cost, the industry will move back to the West, and we will hollow out. Even if we realize the intelligent production and service process, we need senior technicians, experts, modern farmers... therefore, we want to compete for this opportunity, we must train people on a large scale.

Today's children are doctors, masters, experts, technicians, technicians, modern farmers who charge forward twenty or thirty years later, representing society to contribute to mankind. Therefore, the only way out for the development of science and technology lies in education, and only education. We need to pay more attention to rural teachers and children. Let teachers become the most glorious profession, become the yearning of outstanding young people, and use the best people to cultivate better people.

Being able to speak at the conference this time is also an encouragement and encouragement to Huawei. We will conscientiously understand the important speeches of the General Secretary and the Premier and the spirit of this conference, further strengthen innovation, enhance core competitiveness, and make unremitting efforts for the revitalization of science and technology in the past century of the motherland.

Huawei's winter

Ren Zhengfei in 2000

Have all the company's employees considered what we would do if one day, the company's sales fell, profits fell, or even went bankrupt?

Our company's peace time is too long, and too many officials have been promoted in peacetime, which may be our disaster. The Titanic also came out of the sea amid cheers. And I am sure that this day will come.

In the face of such a future, how do we deal with it, have we thought about it? Many of our employees are blindly proud and blindly optimistic, and if too few people think about it, maybe it will come soon. Thinking of danger in times of peace is not alarmism.

When I went to Germany to investigate, I was very touched to see how quickly Germany recovered after The Second World War. Their workers at that time united and proposed to reduce wages and not increase wages, so as to speed up economic construction, so that the german economy grew rapidly after the war.

If Huawei really has a crisis, will it be possible to reduce the wages of employees by half, and everyone can live on a little cabbage and pumpkin? Or will we be able to save the company by laying off half of the people?

If that's the case, the danger is not.

Because, once the danger has passed, we can gradually make up the salary, or the sales increase, and the people who will be forced to lay off will be brought back. This is not a crisis. If both are carried out at the same time, neither can save the company, have you thought about it?

For ten years, I have been thinking about failure every day, turning a blind eye to success, and there is no sense of honor or pride, but a sense of crisis. Maybe it survived for ten years. We all have to think together about how to survive, maybe to survive longer. The day of failure is bound to come, and everyone must be prepared to meet it; this is my unshakable view, and this is the law of history.

Huawei always shouted that the wolf was coming, shouting too much, and everyone did not believe it. But the wolf will really come. This year, we will have a broad discussion about the crisis, discuss what crisis Huawei has, what crisis your department has, what crisis your department has, and what crisis there is at that point in your process. Can it be improved? Can it be improved? Can it also improve per capita efficiency?

If the discussion is clear, then we may not die, and we will continue our lives. How to improve management efficiency, we write some management points every year, these points can not improve your work, if you improve a little, we will move forward.

First, balanced development is to grasp a short piece of wood

How can we survive. Comrades, think about it, if your per capita output increases by 15 per cent every year, you may only keep your wages unchanged or you may fall slightly. The price of electronic products has fallen by more than 15% a year. We sell more and more, but profit less and less, and if we don't work a little more, we may not be able to survive today, let alone raise wages. We can't rely on endless overtime, so we must improve our management.

In management improvement, we must emphasize the improvement of the shortest piece of our plank. The main leaders of all departments, departments and processes must grasp the weak links. We must adhere to balanced development, continuously strengthen the construction of the management system led by process and timeliness, and continuously optimize your work and increase the contribution rate under the condition of meeting the overall core competitiveness of the company.

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 commodities in order to generate value. We value technology and marketing, which I don't disagree with, but every chain is important. R & D relative to the user, the same level of a service engineer may be stronger than the R & D personnel comprehensive processing capabilities. So if we don't agree with the after-sales service system, then the system will never be composed of excellent people. It's either organized by good people or at a high cost. Because he flew over to repair the machine, went to repair it badly, flew over to repair it badly, and flew over and repaired it badly. We sponsored all of our salaries to civil aviation. If we can fix it at once, or even without having to go over, and we can fix it with remote guidance, how much cost we will save! Therefore, we should emphasize balanced development and not always emphasize one aspect.

Second, there is an essential difference between the system of responsibility for things and the system of responsibility for people, one is the expansion system, and the other is the convergence system

Why do we emphasize process-oriented and time-sensitive systems?

Now the cadres who operate on the process are also accustomed to asking their superiors for everything. It's wrong, there are already regulations, or things that have become routine, don't have to ask for instructions, and should be quickly let through.

The person who executes the process is responsible for things, which is the system of responsibility for things; the system of asking for instructions for everything is the system of responsibility for people, which is convergent.

We must reduce the things that do not need to be confirmed, and we must reduce the unnecessary and unimportant links in management, otherwise how can the company operate efficiently?

Now our organs have quite a few departments and a considerable establishment, which are making garbage, and then this garbage goes into sorting, cleaning up, and creating some people's job opportunities. The manufacture of these complicated documents, the development of some complicated procedures and unnecessary statements and documents to feed some unnecessary cadres of organs, cadres of organs cannot produce value-added behavior. We must do our best to streamline the organs under the condition of effective monitoring.

The marketing authorities are incompetent. Every day the pieces of paper fly like snowflakes, and every day they ask the office for a report, today they want this report, tomorrow they want that report, this is an incompetent cadre of the organ.

Every month, the office fills in all the data in a form and puts it in the database, and the organs will find the data in the database. Starting tomorrow, the marketing department will form a database group of redundant cadres, and all the data can only be asked for from this group, not from the office, and the office must score the organs, you should not give them such good scores, let them suffer a little loss, otherwise they will not understand this truth, will not serve you, and make you fight effectively.

In our own work, we must dare to be responsible, speed up the process, and eliminate the people who protect themselves.

Huawei has given employees good benefits, so some people say don't lose this position, don't lose this interest. Whoever wants to protect his own interests and removes him from office is already a stumbling block to change. In the past year, if there is no improvement in behavior, not even a single mistake has been made, and there has been no improvement in work, can he be dismissed from his post on the spot? If the per capita efficiency of his department did not improve, he could not be the chief of the section. He said that he had not made mistakes, and that he could become a cadre without making mistakes? Some people don't make a single mistake because they haven't done a single thing. Some people have made some mistakes in their work, but the per capita efficiency of the departments he manages has increased greatly, and I think this kind of cadre should be used. Cadres who have made no mistakes and have not improved may be dismissed on the spot.

Third, self-criticism is an excellent tool for innovation in thought, morality, quality and skills

We must promote self-critical organizational transformation and optimization activities. Self-criticism is not criticism for the sake of criticism, nor criticism for the sake of total negation, but criticism for optimization and construction. The overall goal is to enhance the overall core competitiveness of the company.

Why emphasize self-criticism?

We advocate self-criticism, but do not advocate mutual criticism, because criticism is not easy to grasp moderately, if the criticism is very strong, it is easy to cause contradictions between teams. And criticize themselves, people will not make their own efforts, they will be merciful to their own subordinates. Even if you use a feather duster to beat it gently, it is better than not playing well, and if you hit it for a few more years, you will be refined into steel.

Self-criticism is not only the self-criticism of individuals, but also the organization of self-criticism of itself. Through self-criticism, backbone cadres at all levels should strive to shape themselves and gradually move towards professionalization and internationalization. The company believes that self-criticism is a good way to make personal progress, and employees who have not yet mastered this weapon hope that departments at all levels will not promote them again. After two years, cadres who are not yet able to master and use this weapon will be reduced. Cadres in office should strive ceaselessly and make progress.

Cadres must have the spirit of professionalism, dedication, responsibility, and mission. We do not require dedication to ordinary employees, they should be fairly paid for their labor. Only dedicated employees are required to be trained as cadres.

In addition, we impose strict requirements on senior cadres and do not impose strict requirements on ordinary cadres. Because of the strict requirements, our management costs are too high. Because he also has to spend money, we have to do less without grain. 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, who have democratic life meetings every year, and the questions raised at democratic life meetings are very acute.

Some people think that the internal struggle within the company is really fierce, and you see that they are very sharp when they talk about the problem, but after saying that, don't they shake hands and fight again? I hope that this spirit can always be passed down, and there must be democratic life meetings below, and we must give each other opinions, and we must be gentle with each other when we put forward opinions.

In my opinion, criticism of others should be a dinner party, it should be painting, embroidery, and gentleness.

We must not turn the internal democratic life into a meeting with a gunpowder flavor, the senior cadres are sharper, they are of high quality, and the more they go to the grass-roots level, the more moderate they should be. Things can't be expected to be said once, not for a year, not for two years, and not too late for three years of progress. I hope that cadres at all levels must grasp the scale when organizing self-critical democratic life meetings. I think that people are afraid of pain, too painful and not very good, like painting, embroidery, carefully help others analyze his shortcomings, put forward improvement measures, and the best with the wind and rain.

Fourth, the qualification and virtual profit law is an orderly and effective system to promote the company's reasonable evaluation of cadres

We must unswervingly continue to implement the qualification management system. Only in this way can we change the past state of evaluation and evaluation. Only then will people with contributions and responsibilities 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 Israeli election has shown us the short-sightedness of the Jews.

Rabin realized that Israel was a small country surrounded by hundreds of millions of Arabs, and although Israel had won several wars in the Middle East, it could not be said that after 50 or 100 years, the Arabs would not develop. If you do not trade land for peace today, demarcate borders and live in peace with your neighbours, then once the Arabs become stronger, they will be displaced again. If the Jews don't get it back in 2,000 years, it won't necessarily be. And most people only value immediate interests, Sharon is a hardliner, will win the near-term interests of the Jews, people support him. I finally saw once that Jews were as short-sighted as we were.

None of our leaders should cater to the masses, but to advance the purpose of the organization, we must pay attention to the working methods.

Cadres must have a sense of professionalism, dedication, responsibility, and mission.

To distinguish whether a cadre is a good cadre or not, whether he is a loyal servant or not, there are four criteria:

First, do you have professionalism, are you serious about your work, have you improved, and can you still improve? Can it be improved? That's how professional you work.

Second, whether you have dedication or not, don't worry about it, our value evaluation system cannot be absolutely fair. If the qualifications of Cao Chong are evaluated in the method of Cao Chong's elephant, it will certainly be fair. But if you use precision balances to evaluate, it will certainly not be fair. It is impossible for us to be absolutely fair. I think dedication is a very important factor in assessing cadres. If a cadre is too preoccupied, this cadre absolutely cannot do a good job, you have a lot of soldiers under you, you are selfish and calculating, 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 a sense of responsibility and mission. Do our employees have a sense of responsibility and mission? If there is no sense of responsibility and mission, why do you still want to be a cadre? If you feel that you still have a little sense of responsibility and mission, quickly improve, otherwise you will eventually be spared.

Fifth, only by not blindly innovating can we shrink the huge organs

The temple is smaller, the abbot is a fewer, the monks are a little less, and the reform of the organs is like this.

The general principle is that we must compress the organs, why? Because we built IT. Why build IT? Road design should be a doctorate, steelmaking rail should be a master's degree, paving should be undergraduate. But if the road is repaired, don't have such a high degree, otherwise no one can afford to take this train. Therefore, when our company's organizational system and process system are built, there will be no more high-level cadres and fewer abbots.

We must adhere to the "small improvement, big reward". "Small improvements, big rewards" is our long-term unremitting improvement policy. On the basis of small improvements, we should continue to summarize and comprehensively analyze. Study its compliance with the company's overall goal process, and the harmony with the surrounding processes, to simplify, optimize, and re-solidify. Whether this process is advanced or not should be evaluated by the increase in the contribution rate. When I was young, I knew a sentence by Hua Luogeng, "Magic is easy to be smooth, and easy to be magical is not enough."

Some of our employees, give him one thing, he can do ten things, this kind of innovation is not needed, it is a manifestation of incompetence. This is creating garbage, and such employees need to reduce their use.

So there are a lot of change projects this year, but each change project must be assessed at the contribution rate. It is necessary to achieve high-speed growth and carry out various management changes at the same time, which is complex, difficult to walk, and has a long way to go. Cadres at all levels must have a lofty sense of mission and responsibility, be enthusiastic and calm, and be tense and orderly.

"Governing a big country is like cooking small fresh", we must be careful when doing any small things, and do not arbitrarily destroy the process and make chain errors.

Sixth, standardized management itself has included monitoring, its purpose is to effectively and quickly serve business needs

We must continue to adhere to the construction of macro management methods and systems led by business and supervised by accounting.

What is business-driven? It is to dare to create and guide demand and achieve the profit of the "window of opportunity". We must also be good at seizing opportunities to narrow the gap so that the company can survive in sync with the world. What is accounting for supervision, is to ensure the realization of business to provide standardized financial services, standardization can be fast, accurate and orderly, so that the cost of account maintenance is low. Normalization is a sieve, and supervision is also completed in the process of service. It is necessary to integrate service and monitoring into the whole process. We must also carry out reverse audits, trace responsibilities, find excellent cadres from them, and eradicate the sedimentary layer.

Seventh, in the face of change, we must have a normal heart and the psychological quality to withstand change

We need to face change with the right mindset. What is change? It is the redistribution of benefits.

The redistribution of benefits is a big deal, not a small thing. At this time, there must be a strong management institution in order to redistribute benefits and to operate reforms. In the process of reform, we have gradually moved from the old balance of interest distribution to a new balance of interest 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 interests in the redistribution of job changes, such as the abbot becomes the small abbot, your temple is demolished, no matter what it is called, you must have a correct mentality to treat. Without a correct mindset, our reforms cannot succeed and cannot be accepted. Especially with the gradual completion of the IT system, the previous multi-level administrative transmission and management system will be more flat. With the disappearance of the middle layer, a large number of cadres will become surplus, and major departments must promptly transport surplus cadres to new posts and timely channel them, so as to avoid excessive layoffs in the future.

When I was in the United States, I talked about it with the leaders of several big companies such as IBM, Cisco, Lucent, etc., what is IT? They say that IT is layoffs, layoffs, and layoffs. Replace manual operation with electronic flow to reduce operating costs and enhance enterprise 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 disappears. We expect our massive layoffs to take place around 2003 or 2004.

Today we want to see this situation, we are now expanding, there are many new positions, we must hurry to occupy these new positions, so as not to be laid off. Whether it is for cadres or ordinary employees, layoffs are inevitable. We have never committed to a lifetime employment system like Japan. From the very beginning of our company, our company has emphasized freedom to come and go.

Internal flow is very important, of course, this flow has up and down, as long as the company's core competitiveness has improved, why not personal up and down? "Do not rejoice in things, do not grieve with yourself." Therefore, today, when our departments at all levels really care about cadres, they are not to keep him, but to guide him and evacuate him.

Eighth, templated is the magic weapon for all employees to quickly manage progress

A new employee, who understands the template, will do it according to the template, has been internationalized, professionalized, and now the level of education, three months to master.

And this template is the predecessor groping for decades to grope out, you don't have to grope again. All process management departments and rationalized management departments should be good at guiding all kinds of work templates that have been optimized and proven to be effective. Clear processes, repetitive processes, work must be templated. A job that achieves the same performance, less labor, and less time, this shows that management has improved. We believe that grasping the main template construction and connecting the related template processes will make IT a reality. On this issue, we must strengthen construction.

Ninth, Huawei's crisis and shrinkage and bankruptcy are bound to come

It's spring, but winter is not far away, and we have to think about winter in spring and summer. The winter of the IT industry is not necessarily winter for other companies, but it may be winter for Huawei. Huawei's winter may come colder, a little colder.

We are still too young, our company has not experienced setbacks after ten years of smooth development, and without setbacks, we do not know how to go to the right path. Tribulation is an asset, and we have not gone through it, which is our greatest weakness. We are completely unaccustomed to the mental preparation and skill preparation of not developing.

The crisis is coming unconsciously, and I don't think all employees can think from their own point of view. If you don't have a broad mind, you can't get change right. If you don't get change right and resist it, the company will die. In this process, on the one hand, everyone must strive to improve themselves, on the other hand, they must unite well with comrades, improve organizational efficiency, and send their good cadres to other departments, so that their subordinates will have the opportunity to be promoted. You've reduced your staffing, avoided layoffs, and compressed.

In the process of reform, many changes will always touch some interests and contradictions of some employees, I hope that everyone will not complain and say strange things, especially our cadres should be self-disciplined and not spread gossip.

10. Calmly and quietly respond to outside discussion

The attitude towards the media is that all employees should be low-key, because we are not listed companies, so we do not need to publicize the society.

We are mainly responsible for the government and responsible for the effective operation of enterprises. The responsibility to the government is to abide by discipline and law, and the value-added tax and income tax we handed over to the state last year were 1.8 billion yuan, and the tariff was 9 billion yuan, adding up to a total of 27 billion. It is estimated that we may increase our tax revenue by another 70 or 80 percent this year, and may have to pay more than 4 billion to the state. We are already socially responsible. The media has their own operating rules, we don't want to participate, we have employees to the online debate, is to help the company's peril.

I think that every employee should use their energy to their own work, and only when their own work is done well can they bring greater benefits to you. The affairs of the state are managed by the state, the affairs of the government are managed by the government, and the affairs of the society are managed by the society, and as long as we are a law-abiding citizen, we have fulfilled our responsibility to society. Only in this way can our company be safe and stable.

No matter what problems we encounter, our employees must unswervingly keep quiet, listen to the party, and follow the government. Strict self-discipline, don't say what you shouldn't say. In particular, cadres must take good care of their own families. We Huawei people are very polite people.

When the society can't recognize you as a Huawei person, you are a Huawei person; when this society recognizes that you are a Huawei person, you are not a Huawei person, because your cultivation is not yet home.

Thousands of sails passed on the side of the sinking boat, and the sick tree was in front of wanmu spring. The collapse of network stocks will inevitably have an impact on construction expectations in two or three years, when the inertia of manufacturing has entered a contraction. The immediate boom is the result of the inertia of the surge in cyber stocks in previous years.

Remember the saying: "Things must be reversed", this winter of network equipment supply, will be as hot as people do not understand, surprisingly cold. Without foresight, without prevention, you will freeze to death. At that time, whoever had cotton clothes survived.