Learn from Huawei to the headlines
Twenty-five years ago today, the Huawei Basic Law was promulgated
In November 1994, Huawei rose from an obscure small company to a hot enterprise. Superior leaders who have inspected the company have praised Huawei's good culture. Cadres and employees often talk about corporate culture, but what is corporate culture? No one can tell.
Therefore, Ren Zhengfei assigned a deputy director to contact several professors at Chinese Minmin University, with the aim of sorting out Huawei's culture and summarizing successful experiences.
The Huawei Basic Law lasted three years, from its inception in 1995 to its formal positioning as the "Management Outline" in 1996, to its adoption and promulgation on March 23, 1998.
During this period, Huawei also experienced tremendous changes, from sales of 1.4 billion yuan in 1995, 2.6 billion yuan in 1996, and 4.1 billion yuan in sales in 1997...
Years later, when Ren Zhengfei looked back on the Basic Law period, he still lamented,
After 1997, the company's internal thinking was chaotic, there were many isms, all the princes showed their strength, and where the company was going, there was no point. I asked the professors of Renmin University to discuss a "basic law" together, which is used to gather everyone's divergent thinking, and discuss it up and down, and before you know it, the "Spring and Autumn Warring States" will be silent. Since then, the so-called Huawei corporate culture has been formed, saying how good and powerful this culture is, not created by me, but realized by all employees.
The full text has a total of 17,382 words, which takes 44 minutes to read, and the following is the text:
1. The significance of the Huawei Basic Law
The Huawei Basic Law is a centralized review of Ren Zhengfei's thinking cause and effect in a unified language.
It is the first complete and systematic summary of its values by Chinese enterprises, which has played a great role in promoting the construction of China's corporate culture.
Sun Jianmin, Ren Zhengfei, Wu Chunbo, Peng Jianfeng, Yang Du, and Huang Weiwei (taken on March 23, 1998) at Minghua Villa, Nanshan District, Shenzhen, during the meeting of the Huawei Basic Law Review Meeting
Huawei's Basic Law summarizes and enhances the company's successful management experience, determines Huawei's concepts, strategies, guidelines, and basic policies for secondary entrepreneurship, and builds a grand framework for the company's future development.
With the Huawei Basic Law as a milestone, Huawei absorbed management tools including IBM and other companies, formed the idea of balanced management, completed the transformation of the company, and became one of the best international enterprises in China.
The picture shows the reunion of the six gentlemen of the Basic Law (from left to right)
Bao Zheng, Yang Du, Huang Weiwei, Peng Jianfeng, Sun Jianmin, Wu Chunbo
2. The full text of Huawei's Basic Law
Catalogue of Basic Law
Chapter 1 Purpose of the Company
1. Core values
Second, the basic objectives
Third, the company's growth
4. Distribution of value
Chapter II: Basic Business Policies
First, the focus of operation
2. Research and development.
III. Marketing.
Fourth, the production method
5. Financial management and investment
Chapter III: Basic Organizational Policies
1. Basic principles
2. Organizational structure
3. Senior management organization
Chapter IV: Basic Human Resources Policies
1. Guidelines for human resources management
2. Obligations and rights of employees
3. Assessment and evaluation
Fourth, the main norms of human resources management
Chapter V: Basic Control Policies
1. Management control policy
2. Quality management and quality assurance system
3. Comprehensive budget control
4. Cost control
5. Business process reengineering
6. Project management
7. Audit system
VIII. Control of Business Divisions.
9. Crisis Management.
Chapter VI: Successors and Amendments to the Basic Law
First, continuous improvement...
Chapter VII: Revision of the Basic Law
The text of the "Basic Law on China" is as follows
Chapter I
The purpose of the company
1. Core values
(Pursuit)
【Article 1】Huawei's pursuit is to realize customers' dreams in the field of electronic information, and rely on the hard pursuit of bits and pieces and perseverance to make us a world-class leading enterprise.
In order to make Huawei a world-class equipment supplier, we will never enter the information service industry.
Through the transmission of market pressure without dependence, the internal mechanism is always active.
(Employees)
【Article 2】Serious responsibility and effective management of employees are Huawei's greatest assets.
Respect for knowledge, respect for individuality, collective struggle and uncompromising employees are the inherent requirements for the sustainable growth of our business.
(Technology)
【Article 3】Widely absorb the latest research results in the field of electronic information in the world, learn from excellent enterprises at home and abroad with an open mind, and on the basis of independence,
Open and cooperative to develop leading core technology system, with our excellent products to stand on the world communication powers.
(Spiritual)
【Article 4】Loving the motherland, the people, career and life is the source of our cohesion.
Sense of responsibility, innovation, professionalism and unity and cooperation are the essence of our corporate culture. Seeking truth from facts is the norm of our behavior.
(Benefits)
【Article 5】Huawei advocates the formation of a community of interests among customers, employees, and partners. Efforts should be made to explore the internal dynamic mechanism of distribution according to factors of production.
We will never let Lei Feng suffer losses, and the devotees will be reasonably rewarded.
(Culture)
【Article 6】Resources will be exhausted, and only culture will endure.
All industrial products are created by human intelligence. Huawei has no natural resources to rely on, only to dig out big oil fields, big forests, big coal mines in people's minds...
Spirit can be transformed into matter, and material civilization is conducive to consolidating spiritual civilization. We adhere to the principle of promoting material civilization with spiritual civilization.
The culture here not only contains knowledge, technology, management, sentiments, etc., but also contains all the intangible factors that promote the development of productive forces.
(Social Responsibility)
【Article 7】Huawei takes serving the country through industry and rejuvenating the country through science and education as its responsibility, and contributes to the development of the community in which it operates.
Make unremitting efforts for the prosperity of the great motherland, the rejuvenation of the Chinese nation, and the happiness of ourselves and our families.
Second, the basic objectives
(Quality)
【Article 8】Our goal is to meet the growing needs of customers with excellent products, reliable quality, superior lifetime performance cost ratio and effective service.
Quality is our self-esteem.
(Human Capital)
【Article 9】We emphasize that the goal of continuous appreciation of human capital takes precedence over the goal of financial capital appreciation.
(Core Technology)
【Article 10】Our goal is to develop a world-leading electronic and information technology support system with independent intellectual property rights.
(Profit)
【Article 11】We will set reasonable profit margins and profit targets for each period in accordance with the requirements of sustainable business growth, rather than simply pursuing profit maximization.
Third, the company's growth
(Growth Areas)
【Article 12】When we enter a new growth field, it should be conducive to improving the company's core technical level and giving full play to the comprehensive advantages of the company's resources.
It is conducive to driving the overall expansion of the company. Conforming to the general trend of technological development, conforming to the general trend of market changes, and conforming to the general trend of social development can enable us to avoid big risks.
Only when we see the right time and have a new idea, and are convinced that we can make a unique contribution to customers in this field, will we enter a new field with a wide market.
(Traction of growth)
【Article 13】Opportunities, talents, technology and products are the main traction force for the company's growth. There is an interaction between these four forces.
Opportunities drive talents, talents drive technology, technology drives products, and products drive more and greater opportunities.
Increasing the traction of these four forces and promoting a virtuous circle between them will accelerate the growth of the company.
(Growth Rate)
【Article 14】We pursue the maximization of growth at a certain profit margin level.
We must achieve and maintain a growth rate higher than the industry average and the growth rate of the main competitors in the industry to enhance the vitality of the company and attract the best talent,
and to achieve the optimal allocation of the company's various management resources. In the electronic information industry, either become a leader or be eliminated, there is no third way.
(Growth Management)
【Article 15】We do not simply pursue scale expansion, but to make ourselves better.
Therefore, senior leaders must be alert to the vulnerabilities and hidden shortcomings that long-term rapid growth may cause to the company's organization, and must effectively manage growth.
While facilitating the rapid transformation of the company into a large-scale enterprise, it is necessary to make the company more flexible and effective with greater management efforts. Always maintain the coordinated development of momentum and practicality.
4. Distribution of value
(Value Creation)
We believe that labor, knowledge, entrepreneurship and capital create the full value of a company.
(Knowledge Capitalization)
【Article 17】We use the form of conversion into capital to reflect and reward the cumulative contribution of labor, knowledge, and the management and risk of entrepreneurs;
Use the equity arrangement to form the backbone of the company and maintain effective control over the company, so that the company can grow sustainably.
Knowledge capitalization and a dynamic property rights system that adapts to technological and social changes are the directions we continue to explore.
We have an employee stock ownership system. On the one hand, Pratt & Whitney recognizes Huawei's exemplary employees and forms a community of interests and destiny between the company and its employees.
On the other hand, we will continue to bring the most responsible and talented people into the backbone of the company.
(Value distribution form)
【Article 18】Huawei's allocable value is mainly organizational power and economic benefits; It is distributed in the form of:
Opportunities, authority, salary, bonus, security pension, medical security, equity, dividends, and other personnel benefits.
We implement a distribution method that combines distribution according to work and distribution according to capital.
(Value Distribution Principle)
【Article 19】Giving priority to efficiency, taking into account fairness and sustainable development are the basic principles of our value distribution.
Distribution according to work is based on: competence, responsibility, contribution and work attitude. Distribution according to work should fully widen the gap, and the distribution curve should remain continuous and avoid inflection points.
Equity allocations are based on sustainable contribution, outstanding talent, moral character and risks assumed.
Equity allocation should be tilted towards the core layer and the backbone layer, and the equity structure should be maintained dynamically and rationally.
The proportion of distribution according to work and distribution according to capital should be appropriate, and the increase or decrease of allocation quantity and distribution ratio should be based on the principle of sustainable development of the company.
(Rationality of value distribution)
【Article 20】We follow the law of value, adhere to seeking truth from facts, and introduce external market pressure and fair competition mechanism within the company.
Establish a fair and objective value evaluation system and continuously improve it to make the value distribution system basically reasonable.
The ultimate measure of the rationality of value distribution is the competitiveness and achievements of the company, as well as the morale of all employees and the sense of belonging to the company.
Chapter II
Basic management policy
First, the focus of operation
(Business Direction)
【Article 21】Our short-term business direction focuses on the technology and quality of communication products, focusing on breakthroughs, leading the system, and getting rid of the passive situation of competing in the low-level market.
At the same time, develop relevant information products. The company gives priority to resource sharing projects, and the diversification of products or business fields closely revolves around resource sharing.
Do not carry out other attractive projects, and avoid diverting limited forces and funds.
Our past successes have shown that only big markets can incubate big businesses. Choosing a large market is still the basic principle of our future industrial choices.
But success isn't always a reliable guide to the future. We must strictly control the entry into new areas.
For small projects that are not planned, we encourage internal entrepreneurship activities of our employees and will allocate certain resources to support employees to turn excellent ideas into products that customers need.
(Business Model)
【Article 22】Our business model is to seize the opportunity and obtain the leading advantage of product technology and performance-price ratio by relying on high investment in research and development.
Through large-scale sweeping marketing, a virtuous circle of positive feedback is formed in the shortest possible time, and the excess profits of the "opportunity window" are fully obtained.
Continuously optimize mature products, control price competition in the market, expand and consolidate the dominant position in the strategic market.
We will establish our organizational structure and talent team according to the requirements of this business model, and continuously improve the overall operation ability of the company.
Building technology, quality, cost and service advantages into design is the basis of our competitiveness.
The low cost of Japanese products, the stability of German products, and the advanced nature of American products are the benchmarks for us to catch up.
(Resource Configuration)
【Article 23】We adhere to the "pressure principle", in the key factors of success and selected strategic growth points, to allocate resources with strength that exceeds the main competitors,
Either we don't do it, we want to do it, and we will greatly concentrate human, material and financial resources to achieve key breakthroughs.
In the allocation of resources, efforts should be made to remove obstacles to the rational allocation and effective utilization of resources.
We recognize that the allocation of three key resources, people, finances and materials, is the allocation of outstanding talents.
Our policy is to equip the best people with sufficient authority and the necessary resources to carry out the tasks assigned to them.
(Strategic Alliances)
【Article 24】We attach importance to extensive reciprocal cooperation and the establishment of strategic partnerships, and actively explore various forms of external cooperation on the basis of mutual benefit.
(Service Network)
【Article 25】Huawei provides customers with a lifetime service commitment.
We must establish a perfect service network to provide customers with professional and standardized services. The interests of customers are the most fundamental interests of our survival and development.
We must set the purpose of team building with service, and take customer satisfaction as the yardstick for measuring all work.
2. Research and development
(R&D Policy)
【Article 26】The evolution trend of customer values guides the direction of our products.
Our product development follows the principle of broad and open cooperation on the basis of independent development. When choosing R&D projects, dare to break the rules and follow the path that others have not taken.
We must be good at using the controlled chaotic state to seek breakthroughs in the study of unknown fields; It is necessary to improve the competitive rational selection process to ensure the success of the development process.
We guarantee to allocate 10% of our sales for research and development, and if necessary and possibly increase the proportion.
(R&D System)
【Article 27】We should establish three major research systems that are parallel to each other and in line with the strategy of large companies, namely, the product development strategy planning research system and the product research and development system.
and product intermediate testing systems. With the development of the company, we will also establish branch research institutions in areas with talent and resource advantages at home and abroad.
In the relevant basic technology fields, we continue to cultivate a group of basic technology leaders according to the requirements of "narrow frequency band and high amplitude".
In terms of product development, cultivate a group of cross-field system integration leaders. Make basic technology research part of the research developer cycle.
Without the depth of basic technology research, there is no high level of system integration; Without the traction of the market and system integration, basic technology research will deviate from the right direction.
(Intermediate test)
【Article 28】We attach great importance to the quality demonstration and test method research of new products, new devices and new processes.
It is necessary to establish a product intermediate test center with excellent equipment and advanced testing methods, composed of many excellent engineering experts with "wide band and high amplitude".
In order to make our mid-test talent and equipment level among the world's leading companies, we have built only one such large center in the world.
It is necessary to filter new products and new devices through centralized strict screening, and improve the reliability of products through continuous quality demonstration.
Continuous tolerance design trials and process improvement reduce product costs and accelerate the commercialization of technology development results.
3. Marketing
(Market Position)
【Article 29】Huawei's market positioning is the industry's best equipment supplier.
Market position is a core objective of marketing. We are not satisfied with the growth of overall sales, we must be clear about how large the market share of each of the company's leading products is and how large it should be.
In particular, market share and sales share of new products, emerging markets are more important. Brand, marketing network, service and market share are the key elements supporting the market position.
(Market Expansion)
【Article 30】The competition for strategic markets and the development of markets with great potential are the focus of marketing.
We must not only seize the rapid penetration and expansion of emerging product markets, but also strive to promote the expansion of mature products in traditional markets and emerging markets to form an absolute market position.
As a network equipment supplier, the key points of market strategy are the key to gaining competitive advantage and controlling market dominance.
Market expansion is an overall operation of the company, and we must transmit market pressure by influencing the vital interests of each employee to continuously improve the company's overall responsiveness.
(Marketing Network)
【Article 31】The structure of the marketing system is to establish a sales system according to the object, establish a marketing system according to the product, and form a marketing network covered by the matrix.
(Marketing Team Building)
【Article 32】We attach importance to cultivating a team of high-quality sales engineers and marketing managers with team spirit, and attach importance to discovering and cultivating strategic marketing management talents and international marketing talents.
We must build a marketing team with long-term goals, and motivate and drive with common causes, responsibilities and honors.
(Resource Sharing)
【Article 33】The randomness of market changes, the dispersion of market layout and the diversity of the company's products require the front marketing team to receive timely and strong comprehensive support.
It requires us to be able to quickly dispatch and organize a large number of resources to seize market opportunities and form local advantages.
Therefore, the marketing department must adopt a flexible operation mode to achieve dynamic optimal allocation and sharing of resources through advance planning and on-site help.
Fourth, the production method
(Production Strategy)
【Article 34】Our production strategy is to establish an agile production system on the basis of ultra-large-scale sales.
Adopt the world's advanced manufacturing technology and management methods according to local conditions, adhere to endless improvement, continuously improve quality, reduce costs,
Shorten the delivery time and enhance manufacturing flexibility, so that the company's manufacturing level and production management level reach the benchmark of world-class large companies.
(Production layout)
【Article 35】In line with the trend of diversification of the company's business fields and internationalization of business regions, we will follow the principle of economies of scale, comparative costs and customer proximity.
Concentrate on manufacturing key basic components and dispersed assembly of final products, rationally plan production layout across the country and the world, and optimize the supply chain.
5. Financial management and investment
(Fund-raising strategy)
【Article 36】We strive to diversify our financing methods and continue to steadily implement debt management.
Open up sources of funds, control capital costs, accelerate capital turnover, gradually form a financing partnership that supports the company's long-term development needs, and ensure the realization of the company's strategic planning.
(Investment Strategy)
【Article 37】Our short-term investment strategy still adheres to product investment, in order to maximize the concentration of resources and rapidly enhance the company's technical strength, market position and management capabilities.
When making major investment decisions, we don't necessarily chase today's high-margin projects, but also focus on growth opportunities in emerging markets and new products with great potential.
We do not engage in any unrelated diversification that distracts the company's resources and top management.
(Capital Management)
【XXXVIII】We explore capital management on the basis of successful operation in the product field, and use the property rights mechanism to mobilize resources on a larger scale.
Practice shows that achieving this transformation depends on our technical prowess, marketing prowess, management prowess and timing.
The expansion of extension depends on the realization of connotation, and the capture of opportunities depends on prior preparation.
The knowledge of capital is the key to accelerating the virtuous cycle of capital management.
When we carry out capital expansion, we should focus on selecting strategic partners who have technology, markets, and complementarities with us, followed by financial capital.
Capital operation and external expansion should be conducive to the growth of potential, the growth of efficiency, and the unity of the company's organization and culture.
The listing of the company should help to consolidate the foundation of the value distribution system that we have developed.
Chapter III: Basic Organizational Policies
1. Basic principles
(Policy for the establishment of the organization)
【Article 39】The establishment and improvement of Huawei organizations must:
1. It is conducive to strengthening responsibility and ensuring the realization of the company's goals and strategies.
2. It is conducive to simplifying the process and quickly responding to customer needs and market changes.
3. It is conducive to improving the efficiency of collaboration and reducing management costs.
4. It is conducive to the exchange of information, promoting innovation and the emergence of outstanding talents.
5. It is conducive to cultivating future leaders and making the company grow sustainably.
(Principles for establishing organizational structure)
【Article 40】Huawei will always be a whole. This requires us to maintain control in any form of cooperation involving Huawei's logo.
Strategy determines the structure of our basic principles in building our company organization.
Strategic key business and new business growth points should have a clear organizational responsibility unit, and these departments are the basic components of the company's organization.
The evolution of the organizational structure should not be a spontaneous process, but its development should be phased.
The relative stability of the organizational structure for a certain period of time is the condition for stabilizing policies, stabilizing the cadre contingent and improving the management level, and is the guarantee for improving efficiency and effectiveness.
(Principles for the establishment of posts)
【Article 41】The establishment of management positions is based on the rational division of functions and business processes, and on the basis of a regular work necessary to achieve organizational goals.
The scope of the job should be designed to be large enough to enhance responsibility, reduce coordination and enhance the challenge and fulfillment of assignment.
The authority to create posts should be centralized. The purpose, scope of work, subordination, duties and powers of the post shall be clearly defined, as well as the qualifications of the post.
(Responsibilities of managers)
【Article 42】The basic duty of managers is to carry out work proactively and responsibly according to the purpose of the company, so that the company is promising, the work is fruitful, and the employees are full of achievements.
The extent to which a manager fulfills these three basic duties determines the extent to which his authority and legitimacy are accepted by his subordinates.
(Expansion of the organization)
【Article 43】The growth of organizations and the diversification of operations inevitably require outward expansion.
The expansion of the organization should seize the opportunity, and whether we can seize the opportunity and the extent to which the organization can expand depends on the quality of the company's cadre team and management control ability.
When relying on organizational expansion cannot effectively improve the efficiency and effectiveness of the organization, the company will slow down the pace of external expansion and focus on the improvement of organizational management capabilities.
2. Organizational structure
(Basic Organizational Structure)
【Article 44】The basic organizational structure of the company will be a two-dimensional structure: divisions divided by strategic undertakings and regional companies divided by regions.
The division undertakes the responsibilities of development, production, sales and user service within the business scope specified by the company;
Regional companies operate effectively using the company's resources in the regional markets specified by the company. Business units and regional companies are profit centers and bear responsibility for actual profits.
(Main structure)
【Article 45】The principle of functional specialization is the basic principle for establishing management departments.
Sectoral divisions should also generally be divided along these lines for areas of operational activity whose main objective is to improve efficiency and control.
The company's management resources, research resources, pilot resources, certification resources, production management resources, market resources, financial resources, human resources and information resources......
It is the company's public resource. In order to improve the efficiency of public resources, audits are necessary. Organize the corresponding departments according to the principle of functional specialization and form the main body of the company's organizational structure.
(Division)
【Article 46】The principle of target specialization is the basic principle for the establishment of new business departments.
The division principle of the division can be one of two principles, namely the product area principle and the process principle.
The business unit established according to the principle of product field is an expansion-oriented business unit, and the business unit established according to the process principle is a service-oriented business unit.
The expansion-oriented business unit is the profit center, and implements a centralized policy and decentralized operation.
Under the principle of effective control, it should be equipped with the necessary functions to carry out independent business, both fully delegated and supervised.
For products or business areas with relatively independent markets, where the operation has reached a certain scale, and the relatively independent operation is more conducive to expanding and strengthening the responsibility for the final result,
The organizational form that is more conducive to its development should be chosen in a timely manner.
(Regional Company)
【Article 47】A regional company is a subsidiary with legal personality that is divided by region, wholly-owned or controlled by the head office.
Regional companies make full use of the resources allocated by the company and mobilize the company's public resources as much as possible to seek development within the specified regional markets and business fields, and assume full responsibility for profits.
In the regional market for which the regional company is responsible, the head office and each business unit do not compete with them in the same business.
If each business unit needs to expand its business, it can do so in conjunction with or by supporting regional companies.
(Evolution of matrix structure)
【Article 48】When the departments divided according to the principle of functional specialization and the departments divided according to the principle of object specialization operate intersectionally, a matrix structure is formed in the organization.
The matrix structure of the company's organization is a dynamic evolution process that constantly adapts to changes in strategy and environment, from the original balance to the imbalance, and then to the new balance.
If we do not break the original balance, we cannot seize the opportunity and develop rapidly;
Failure to establish a new equilibrium creates long-term uncertainty in the functioning of the organization and weakens the basis on which responsibility is built.
In order to maintain the principle of unified command and the principle of reciprocity of responsibilities and powers under the matrix structure, reduce organizational uncertainty and improve organizational efficiency, we must strengthen management in the following aspects:
1. Establish an effective top management organization.
2. Implement full authorization and strengthen supervision.
3. Strengthen the unity and authority of the plan.
4. Improve the assessment system.
5. Cultivate team spirit.
(Help Network)
【Article 49】We must appropriately introduce horizontal and reverse network action methods in the vertical hierarchical structure of the company to activate the entire organization.
Maximize the use and sharing of resources. We must ensure the smooth flow of government decrees for the formulation and implementation of decisions in the positive line function system,
It is also necessary to respond in a timely and flexible manner to the reverse and horizontal help system, so that highly responsible grassroots supervisors and employees who are closest to customers and the first to perceive changes and opportunities,
Be able to receive timely support from the organization and make a unique contribution to the organization's goals.
(Organizational hierarchy)
【Article 50】Our basic policy is to reduce the level of the organization in order to improve the flexibility of the organization.
Reducing the organizational hierarchy requires a reduction in the level of departments on the one hand, and a reduction in the level of posts on the other.
3. Senior management organization
(Senior Management Organization)
【Article 51】The basic structure of the senior management organization is divided into three parts: the company's executive committee, the senior management committee and the company's functional departments.
The company's senior management committee includes: strategic planning committee, human resources committee, financial management committee.
(Senior Management Responsibilities)
【Article 52】The executive committee of the company is responsible for determining the company's future mission, strategy and goals, making decisions on major issues of the company, and ensuring the sustainable growth of the company.
The Senior Management Committee is an advisory body composed of senior personnel.
Responsible for formulating strategic plans and basic policies, reviewing budgets and major investment projects, and reviewing the implementation results of plans, basic policies and budgets.
The results of the deliberation shall be approved and implemented by the President's Office Meeting.
The functional department of the company manages the company's public resources on behalf of the president of the company, and guides and monitors the business units, subsidiaries and business departments.
The functional departments of the company should be set up to avoid the phenomenon of multiple leaders as much as possible.
Senior management tasks should be implemented in the form of projects. After the completion of the senior management project, specific work and system are formed, which are incorporated into the responsibilities of a functional department.
(Decision system)
【Article 53】We follow the principles of democratic decision-making and authoritative management.
Major high-level decisions need to be fully discussed by the Senior Management Committee.
Decisions are based on the company's purpose, objectives and basic policies;
The principle of decision-making is that meritocracy does not follow the crowd. Truth is often in the hands of a few, creating an environment in which dissenting opinions exist and are expressed.
Once a resolution is made, authoritative management is required.
The collective decision-making of high-level committees and the working meeting system under the responsibility system of department heads are important measures for implementing high-level democratic decision-making.
Our policy is to liberalize high-level democracy and bring wisdom to full play; Strengthen grassroots implementation and ensure that responsibilities are carried out in a down-to-earth manner.
The heads of departments are subordinate to specialized committees that deliberate and have the power to supervise the resolutions that are formed in order to prevent one-sidedness in the one-way system.
The day-to-day management decisions of the heads of departments shall follow the principles determined by the office of the heads of departments and bear personal responsibility for the consequences of the decisions.
The results of the discussions at the office meetings of heads of all levels shall be reported to the higher authorities in the form of meeting minutes.
The report must be signed by more than two-thirds of the full members, and the disagreement in the course of the discussion should be noted.
The president of the company has the final decision-making power, and in exercising this power, he shall fully listen to his opinions.
(Code of Conduct for Senior Executives)
【Article 54】Senior management shall:
1. Maintain a strong enterprising spirit and sense of worry. Take personal risk for the company's future and major business decisions.
2. Adhere to the company's interests above departmental interests and personal interests.
3. Listen to different opinions and unite all those who can be united.
4. Strengthen the training of political character and the cultivation of moral character, honesty and self-discipline.
5. Keep learning.
Chapter IV
Basic HR policy
1. Guidelines for human resources management
(Basic Purpose)
【Article 55】Huawei's sustainable growth fundamentally depends on organizational and cultural construction.
Therefore, the basic purpose of human resources management is to build a grand team of high quality, high realm and high unity.
and creating a mechanism for self-motivation, self-discipline and promotion of outstanding talents to stand out, providing guarantee for the rapid growth and efficient operation of the company.
(Basic Guidelines)
【Article 56】All Huawei employees are equal in personality, regardless of their position. The basic principles of human resources management are fairness, fairness and openness.
(Impartial)
【Article 57】Shared values are the criteria for our fair evaluation of employees;
Putting forward clear challenging goals and tasks for each employee is the basis for our fair evaluation of employee performance improvement;
The ability and potential shown by employees to perform their job is a fair standard for evaluating ability that is more important than academic qualifications.
(Fair)
【Article 58】Huawei adheres to the principle of prioritizing efficiency and taking into account fairness.
We encourage each employee to compete on the basis of sincere cooperation and responsibility;
And provide fair opportunities and conditions for the development of employees.
Each employee should rely on his own efforts and talents to strive for the opportunities provided by the company;
Rely on work and self-study to improve their quality and ability; Rely on creatively completing and improving one's own work to meet one's own desire for achievement.
We fundamentally reject short-sightedness, comparison, and egalitarianism in evaluation and value distribution.
(Disclosure)
【Article 59】We believe that following the principle of openness is a necessary condition for ensuring the fairness and fairness of human resources management.
The formulation of important policies and systems of the company should be fully solicited for opinions and consultations. Suppress luck, clearly praise and disparage, and improve the transparency of system implementation.
We fundamentally reject anarchic, unorganized, undisciplined individualism.
(Human Resource Management System)
【Article 60】We do not engage in lifetime employment, but this does not mean that we cannot work at Huawei for life. We advocate free employment, but not divorced from China's reality.
(Internal labour market)
【Article 61】We introduce competition and selection mechanisms into human resources management by establishing an internal labor market.
Through the replacement of the internal labor market and the external labor market, promote the emergence of outstanding talents, realize the rational allocation of human resources and activate the precipitation layer.
and make the person fit for the job, make the position fit for the person.
(Person responsible for human resources management)
【Article 62】Human resource management is not only the work of the human resources management department, but also the responsibility of all managers.
The managers of each department have the responsibility to record, guide, support, motivate and reasonably evaluate the work of subordinate personnel, and have the responsibility to help subordinate personnel grow.
The exertion of the talents of subordinates and the recommendation of outstanding talents are important factors that determine the promotion and personnel treatment of managers.
2. Obligations and rights of employees
(Obligations of employees)
【Article 63】We encourage employees to have a sense of ownership and behavior for the company's goals and their own work.
Each employee contributes to the company's goals primarily by doing their job well.
Employees should strive to expand their job horizons, deeply understand the requirements of the company's goals, develop a way of thinking about contributing to others, and improve their collaboration level and skills.
On the other hand, employees should abide by the restrictive relationship between responsibilities, avoid overstepping the line and exposing management loopholes and problems covered by unclear responsibilities in a controlled manner.
Employees have the obligation to realistically report the shortcomings and mistakes in the management that have been concealed.
Employees are allowed to act cheaply in emergency situations, contributing to the company's ability to seize opportunities, avoid risks, and mitigate disasters.
However, in such cases, the person who skips the reporter or acts cheaply must be held responsible for his actions and their consequences.
Employees must keep company secrets.
(Rights of employees)
【Article 64】Every employee has the following basic rights, namely the right to consult, the right to suggest, the right to appeal and the right to retain opinions.
Under the premise of ensuring the smooth development of work or business, employees have the right to consult with their superiors, and their supervisors have the responsibility to make reasonable explanations and explanations.
Employees have the right to rationalize and propose improvements in operation and management.
Employees have the right to lodge a complaint with their immediate supervisor for a disposition that is deemed unjust.
Appeals must be factual and in writing, and must not interfere with the work of the organization or interfere with the normal functioning of the organization.
Supervisors at all levels must give clear and early answers to complaints from subordinate employees.
Employees have the right to retain their opinions, but they must not interfere with their work. Superiors must not discriminate against subordinates because they retain their dissenting opinions.
3. Assessment and evaluation
(Basic assumptions)
【Article 65】Huawei's employee evaluation system is established on the following assumptions:
1. The vast majority of Huawei employees are willing to take responsibility and cooperate, have high self-esteem, and have a strong desire to achieve.
2. Gold is inadequate, and no one is perfect; People with outstanding strengths often have obvious disadvantages.
3. Work attitude and work ability should be reflected in the improvement of work performance.
4. Failure paves success, but repeating the same mistakes should not be made.
5. Employees who fail to meet the requirements of the evaluation standards also have the responsibility of managers. The achievements of employees are the achievements of managers.
(Assessment method)
【Article 66】Establishing an objective and fair value evaluation system is a long-term task of Huawei's human resources management.
The evaluation of employees and cadres is a routine assessment and evaluation of the work performance, work attitude and work ability of each employee and cadre according to clear goals and requirements.
The evaluation of work performance focuses on the improvement of performance, and should be detailed rather than coarse;
The assessment of work attitude and work ability focuses on long-term performance, and should be coarse rather than detailed.
The evaluation results should be recorded, and the evaluation elements should be focused on with the growth requirements of the company in different periods.
A regular debriefing system should be established between supervisors at all levels.
Good communication between supervisors and subordinates at all levels is necessary to strengthen mutual understanding and trust. Communication will be included in the evaluation of supervisors at all levels.
The evaluation of employees and cadres implements a comprehensive evaluation of vertical and horizontal interaction. At the same time, the assessee has the right to appeal.
Fourth, the main norms of human resources management
(Recruitment & Hiring)
【Article 67】Huawei relies on its purpose and culture, achievements and opportunities, as well as policies and benefits to attract and attract the world's top talents.
In recruitment and hiring, we pay attention to people's quality, potential, character, education and experience.
In accordance with the principle of two-way selection, provide objective and reciprocal commitment in the use, training and development of talents.
We will determine a reasonable talent structure according to the company's strategy and goals at different times.
(Dismissal and Dismissal)
【Article 68】We use the competition and elimination mechanism of the internal labor market to establish routine employee dismissal and dismissal procedures.
Employees who violate company discipline and cause serious damage to the company due to personal gain shall be forcibly dismissed in accordance with the relevant system.
(Remuneration and Treatment)
【Article 69】In terms of remuneration and treatment, we unswervingly favor outstanding employees.
Wage distribution adopts a functional wage system based on competency; The distribution of bonuses is linked to the performance improvement of departments and individuals;
The distribution of benefits such as security pensions is based on the results of the evaluation of work attitude; Medical insurance discriminates between senior management and senior professionals and general employees according to the size of their contribution.
Senior management and senior professionals enjoy health benefits such as health care in addition to medical insurance.
We will not sacrifice the company's long-term interests to maximize the distribution of employees' short-term interests, but the company guarantees that in the economic boom and the stage of good career development,
The per capita annual income of employees is higher than the corresponding maximum level of the regional industry.
(Automatic salary reduction)
【Article 70】During the economic downturn, as well as the temporary setback of business growth, or according to the needs of business development,
Implement an automatic salary reduction system to avoid excessive layoffs and brain drain to ensure that the company can tide over the difficulties.
(Promotion and Demotion)
【Article 71】Every employee may be promoted to a position or qualification through hard work and increased talents in the work.
Correspondingly, we should retain the fair competition mechanism in our posts and resolutely implement the cadre system that can be promoted and demoted.
The company follows the law of talent growth, based on objective and fair evaluation results, so that the most responsible understanding people bear important responsibilities.
We do not stick to qualifications and ranks, and according to the requirements of the company's organizational goals and business opportunities, and according to the institutional screening procedures, we implement unqualified promotions for outstanding talents and outstanding contributions.
However, we advocate gradualism.
(Job rotation and expertise development)
【Article 72】We implement a job rotation policy for middle and senior managers. A person who does not have peripheral work experience cannot be a department head.
Persons without grassroots work experience cannot serve as cadres at or above the section level.
We implement a relatively fixed position policy for grassroots supervisors, professionals and operators, and advocate loving one line and doing one line;
Do one line, one line of work. The basis of Love One Line is to pass the recruitment examination, and the condition for employees who have already taken up the job to continue to love One Line is to undergo the screening of the job assessment.
(Human Resource Development and Training)
【Article 73】We regard continuous human resources development as an important condition for achieving the goal of human resources value-added.
Implement the development form of combining on-the-job training and off-the-job training, and combining self-development and educational development.
In order to evaluate the effect of human resources development, it is necessary to establish an evaluation system for human resources development input and output.
Chapter V
Basic Control Policy
1. Management control policy
(Policy)
【Article 74】Through the establishment and improvement of management control system and necessary systems, ensure the unity of the company's strategy, policies and culture.
On this basis, the full delegation of authority to managers at all levels creates an active, efficient and stable situation that is not only goal-driven and interest-driven, but also has procedures to follow and system guarantees.
(Target)
【Article 75】The short-term and medium-term objectives of further improving the company's management and control system are:
Establish and improve budget control system, cost control system, quality management and assurance system, business process system, audit monitoring system, document system and project management system,
Implement effective control over important areas related to the survival and development of the company, and establish a standardized operation mode of large companies.
(Principles)
【Article 76】The company's management control follows the following principles:
The principle of layering. Management controls must be implemented in layers, and overstepping and exceeding authority controls will undermine the basis of accountability on which management controls are based.
The principle of exception. Where routine work is repetitive in nature, rules and procedures should be established and delegated to subordinates. Superiors primarily control exception events.
Classification control principles. Categorical controls are exercised according to the nature of departments and tasks.
Implement performance appraisal control of target responsibility system for high- and middle-level management departments; Implement quota control of the measurement responsibility system for grassroots operating departments;
Implement the examination control of the task responsibility system for functional and administrative departments.
Results-oriented principles. The management control system's assessment of department performance should enable department heads to make decisions in accordance with the requirements of maximizing the overall interests of the company.
The company firmly advocates strengthening management control.
It also recognizes that actions that deviate from the budget (or standards) are not necessarily wrong; Simply rewarding savings is not necessarily a good approach.
The company encourages employees and department heads to manage where the control system is not perfect, when the environment and conditions have changed.
Take proactive and responsible actions as required by the company's aims and objectives.
After careful planning and joint research, setbacks in the implementation process should be encouraged, and failures that occurred should not be blamed.
(Continuous Improvement)
【Article 77】The focus of performance appraisal of departments and employees is performance improvement.
The company's strategic objectives and customer satisfaction are the two basic starting points for establishing a performance improvement evaluation index system.
On the basis of the layer-by-layer decomposition of strategic objectives, the goals of each department of the company are determined, and the goals of each link and position of the process are determined on the basis of the continuous development of customer satisfaction.
The performance improvement evaluation index system should play a leading role, so that the improvement efforts of each department and each employee should be in a common direction.
Performance improvement metrics must be measurable and focused. The level of indicators should be progressive and challenging.
As long as we continue to improve, we will infinitely approach the ideal goals of high quality, low cost and high efficiency.
2. Quality management and quality assurance system
(Mass Formation)
【Article 78】Superior performance and reliable quality are the key to product competitiveness.
We believe that quality is formed throughout the product life cycle, including research design, pilot, manufacturing, distribution, service and use.
Therefore, the factors that affect product quality in the whole process of product life must be kept under control;
It is necessary to implement the total quality management of the whole process and the participation of all employees, so that the company has the ability to continuously provide products that meet quality standards and customer satisfaction.
Our quality policy is:
1. Establish a corporate image with excellent quality and serve customers wholeheartedly.
2. Build quality in product design.
3. Produce according to contract specifications.
4. Use qualified suppliers.
5. Provide a safe working environment.
6. The quality system meets the requirements of ISO-9001.
(Quality Target)
【Article 79】Our quality objectives are:
1. Technically keep pace with the world trend.
2. Creatively design and produce products with the best performance-price ratio.
3. The product operation achieves an average of 2000 days without failure.
4. Start from the most subtle places to fully ensure that the requirements of customers in all aspects are met.
5. Accurate delivery; Perfect after-sales service; Meticulous user training; Sincere and enthusiastic ordering and return.
We establish and improve the company-wide quality management system and quality assurance system by implementing ISO-9001 and regularly passing international certification reviews.
To bring our quality management and quality assurance system in line with international standards.
3. Comprehensive budget control
(Nature and Mission)
【Article 80】The comprehensive budget is the basis for all the company's annual business activities, and it is our ability to control the uncertainty of the external environment.
It is an important way to reduce the blindness and arbitrariness of decision-making and improve the overall performance and management level of the company.
The main tasks of the comprehensive budget are:
1. Coordinate the goals and activities of each department.
2. The financial effect of the expected annual operating plan and the impact on cash flow.
3. Optimize resource allocation.
4. Determine the business responsibilities of each responsibility center.
5. Provide a basis for controlling the expenses of various departments and evaluating the performance of each department.
The company has set up a multi-level budget control system. All income and expenditure of the responsibility centres should be included in the budget.
(Management Responsibilities)
【Article 81】The company-level budget and final accounts shall be deliberated by the Financial and Economic Management Committee and approved by the president of the company.
The company-level budget is prepared by the finance department and supervises the implementation and evaluation of the implementation effect. The preparation and revision of budgets at all levels must be carried out in accordance with established procedures.
The budgets for revenue centers and profit centers should be prepared in accordance with the principle of favorable potential and efficiency growth;
The budgeting of cost or expense centers shall implement the policy of living within the means and practicing economy.
The financial departments of the company and its divisions and subsidiaries shall regularly submit an analysis report on the implementation of the budget to the Financial Management Committee.
According to the degree of achievement of budget objectives and the degree of deviation from budget realization, evaluate the budget preparation and budget control effect of the Finance Department.
4. Cost control
(Control emphasis)
【Article 82】Cost is the key winning factor in market competition.
Cost control should weigh the comprehensive benefits of input and output from the perspective of product value chain, and reasonably determine the control strategy.
Key cost drivers to focus on include:
1. Design cost.
2. Procurement cost and outsourcing cost.
3. Quality cost, especially maintenance cost caused by product quality and work quality problems.
4. Inventory costs, especially dull and dead materials caused by version upgrades.
5. Waste in period expenses.
(Control Mechanism)
【Article 83】The prerequisite for controlling costs is to correctly account for the costs and expenses of products and projects. Expenses should be reasonably apportioned according to the characteristics of the company's business activities.
The company implements target cost control on product costs, and implements cost veto in product project establishment and design. Target costs are determined on the basis of the competitive market price of the product.
It is necessary to incorporate the performance improvement indicators of cost reduction into the performance appraisal system of each department, link it with the vital interests of department heads and employees, and establish a mechanism to consciously reduce costs.
5. Business process reengineering
(Guiding Ideology)
【Article 84】The purpose of implementing business process reorganization is to respond more quickly to customer needs, expand routine management, reduce exception management, improve efficiency, and plug loopholes.
The basic idea of business process reengineering is to combine the implementation of ISO-9001 standards with business process reengineering and management information system construction.
Establish effective and streamlined procedures and operating standards for key operations in all areas of the company's operations; Rationalize the relationship between various auxiliary business processes around basic business processes;
On this basis, the responsibilities of various departments and positions of the company are accurately positioned, the number of approvals is continuously reduced, and the process is constantly optimized and shortened.
Systematically improve the company's management and make the management system portable.
(Process Management)
【Article 85】Process management is a kind of horizontal routine management according to business process standards, under the authorization of vertical line and functional management system.
It is a goal- and customer-oriented responsible person-driven management.
The responsible person in each position in the business process, regardless of the position, exercises the authority specified in the process and assumes the responsibilities specified in the process.
Abide by the process constraint rules, and take the following processes as users to ensure the high quality and efficiency of process operation.
Establishing and improving the process-oriented statistical and assessment index system is the key to implementing the responsibility for the final results and strengthening process management.
Customer satisfaction is the core of establishing the evaluation index system of each link of the business process.
Improve the programmatic, automated and information integration level of process management, and constantly adapt to market changes and the requirements of the company's business expansion.
Simplifying and improving the original business process system is our long-term task.
(Management Information System)
【Article 86】The management information system is a support platform and tool for the company's operation and management control.
It aims to improve the efficiency of process operation and functional control, enhance the competitiveness of enterprises, develop and utilize information resources, and effectively support management decisions.
The construction of management information system adheres to the use of advanced and mature technologies and products, as well as the principle of minimizing the development of autonomous systems.
6. Project management
(inevitability)
【Article 87】The company's high-speed growth goal and the nature of high-tech enterprises determine that it must constantly propose new projects in terms of new technologies, new products, new markets and new fields.
These one-time cross-departmental projects, which are related to the survival and development of the company, are difficult to complete by relying on the existing functional management system to manage them in a routine way.
Cross-departmental team operations and project management must be implemented.
Therefore, project management should constitute the basic management method of the company together with functional management.
(Management Focus)
【Article 88】Project management is the management of the whole process of the project life cycle and is a systematic project.
Project management should refer to the international advanced management mode and establish a complete set of standardized project management system.
The focus of further improvement of project management is to improve project approval and project change approval, budget control, schedule control and document construction.
For project management, implement sunset method control. Control the number of projects to achieve effective use of resources and improve the overall operation system of the organization.
After the project is completed and accepted, it is transferred to the routine organization management system according to the established procedures.
7. Audit system
(Functions)
【Article 89】The company's internal audit is a kind of monitoring activity to review, verify and evaluate the authenticity, legality and efficiency of the business activities of various departments, divisions and subsidiaries of the company, as well as the scientificity and effectiveness of various internal control systems.
In addition to performing financial audits, project audits, contract audits, outgoing audits...
In addition to the basic internal audit function, it is also necessary to audit important work related to the company's objectives, such as plans, key business processes and major management systems.
Integrate internal audit with advances in business management.
(System)
【Article 90】The company implements a management audit system with process as the core.
Set up a number of monitoring and audit points in the process to clarify the monitoring responsibilities of management cadres at all levels and realize automatic audits.
We insist on implementing and continuously improving the plan, statistics, and audit optimization system that operates independently of each other and closes the cycle as a whole.
This triangular cycle runs through every department, every link and every thing. The middle cycle is composed on the basis of such numerous small loops, and the large cycle is composed of enough medium loops.
Only when the management process is closed can the company form a feedback and constraint mechanism for management, and continuously optimize and purify itself.
Promote the dissemination of audit methods and the improvement of audit level through the turnover of audit personnel throughout the company.
Form a more open and transparent audit system to provide services and guarantees for the effective implementation of the company's various operation and management work.
(Permissions)
【Article 91】The basic authority of a company's audit institution includes:
1. Be directly responsible for and report to the president, and not interfere with other departments and individuals.
2. Have all the necessary authority to perform audit functions.
8. Control of business units
(Policy)
【Article 92】The management policy of the business department is:
1. It is conducive to the growth of potential.
2. It is conducive to the growth of efficiency.
3. It is conducive to the unity of the company's organization and culture.
(Performance Appraisal)
【Article 93】The business department is the profit center, which operates independently within the business scope specified by the company, and bears the responsibility for expansion, profit and assets.
The evaluation indicators of the business unit are mainly sales revenue, sales revenue growth rate, market share and management profit.
The purpose of evaluating sales indicators is to encourage the expansion of business units; The purpose of evaluating management profits is to balance expansion, efficiency and asset responsibility.
According to the different development requirements of each business unit, the company will adjust the benefit distribution coefficient linked to the sales revenue, sales revenue growth rate and management profit of the business unit.
Influence the business behavior of business units.
All profits of the divisions are distributed uniformly by the company according to strategy and objectives.
(Autonomy)
【Article 94】Our policy is to exercise full authorization as long as it conforms to the "three advantages" principle of business unit control.
The autonomy of the general manager of the business unit mainly includes: the right to decide on expenditure within the budget and the right to control the management resources to which it belongs, as well as the right to make business decisions, personnel decisions and the right to distribute benefits under the guidance of the company's unified policy.
(Control & Audit)
【Article 95】The company's control and audit of the business department mainly include:
1. The general manager, financial director, human resources director and audit director of the business department shall be appointed and dismissed by the company.
2. Control the total amount of revenue and expenditure of the business unit according to the approved budget of the department.
3. The company unified financing, and the business department implements paid occupation of funds.
4. Implement centralized management of cash, and the business department is responsible for its own cash flow balance.
5. The business department regularly submits financial performance reports to the company's financial management committee.
6. The company's audit department performs audit functions for the business department.
(Service Division)
【Article 96】The function of the service-oriented business unit is to provide internal services in a low-profit manner to promote the overall expansion of strength. The internal operation implements a simulated market mechanism.
(Remuneration for Joint Interest)
【Article 97】The division implements a remuneration system based on virtual profits and joint interest. In the remuneration policy of the division, the company follows the principle of equal risk and benefit with remuneration.
9. Crisis management
(Crisis awareness)
【Article 98】The refresh cycle of high technology is getting shorter and shorter, and the forward journey of all high-tech enterprises is full of crises.
Due to Huawei's success, the crises contained in the company's organization are becoming more and more profound and profound.
We should see that when companies are at a crisis point, they face both crisis and opportunity. The goal of crisis management is to turn danger into opportunity, enabling companies to leapfrog traps and enter new stages of growth.
(Early Warning and Mitigation)
【Article 99】The company shall establish an early warning system and rapid response mechanism,
To sensitively anticipate and perceive subtle but significant changes in the external environment caused by competitors, customers, suppliers, policies and regulations;
Deal with unexpected events of the company's senior leaders and major emergencies caused by product reasons that affect the company's image.
CHAPTER VI
Succession and amendments to the Basic Law
(Inheritance and Development)
【Article 100】Huawei's management methods and experience accumulated over the years are valuable assets of the company, which must be inherited and developed, and it is the responsibility of managers at all levels. Only by inheritance, can we develop;
Only the accumulation of quantitative changes will produce qualitative changes. Carrying on the past and forging ahead is the foundation for our business to prosper.
(Requirements for successors)
【Article 101】Striving for meritocracy and doing our best is the difference between a leader and a model. Only those who are virtuous and constantly cultivate successors can become leaders and successors at all levels of the company.
The most important item in the qualifications of senior and intermediate cadres is whether or not qualified successors can be recommended and trained.
Leaders who fail to develop successors should retire voluntarily in the next term. It is not enough to make yourself good, you must also make your successors better.
We need to institutionalize the prevention of corruption, selfishness, and passability among third, fourth, and future company successors.
When some of our senior leaders use their positions for personal gain, it means that there is a serious problem in our company's cadre selection system and management.
If we just talk about things and do not look for the root causes in the system, then we are not far from death.
(Generation of successors)
【Article 102】Huawei's successor is a leader naturally emerging from employees and cadres at all levels in the course of collective struggle.
The challenging opportunities in the company's rapid growth, as well as the company's democratic decision-making system and collective struggle culture, have created conditions for leaders to stand out;
The office meetings of committees at all levels and heads of departments at all levels are not only the specific form of the democratic life system of the company's top management, but also the hotbed for cultivating successors.
It is necessary to cultivate, select and test people in practice. Be wary of people who can't do things but can behave.
We must unswervingly learn from the first and second generation entrepreneurs.
Learn from their spirit of hard work in thinking and have the courage to explore unknown areas;
Learn from their team spirit and open mind, adhere to and constantly improve our fair and reasonable value evaluation system;
Learn from their strong enterprising spirit and sense of responsibility, and have the courage to demand and push themselves with high goals; Learn from their pragmatic spirit,
He has a philosophical, sociological and historical vision, and a meticulous work attitude.
Going global and realizing our mission is the unswerving task of Huawei's successors.
Revision of the Basic Law
【Article 103】The Basic Law shall be amended once every 10 years. The revision process implements the principle of meritocracy rather than conformity.
10% of the employees are selected from managers, technical backbones, business backbones, and grassroots cadres, and the revision is demonstrated, and clear proposals are drafted.
Then, from these 10% of the employees, 20% of the employees are selected and the proposal for changes is considered together with the board of directors and the executive committee. And the final proposal will be published to solicit the opinions of the majority of employees.
Finally, the final approval of the Basic Law by the board of directors, the executive committee and outstanding employees is the guiding principle of the company's macro-management.
It is the degree of opposites and unity that deals with the major relationships in the development of the company. One of its aims is to develop leaders.
Senior and middle-level cadres must conscientiously study the Basic Law, comprehend its essence, and master its ideological methods.
3. The impact of Huawei's Basic Law
As soon as the Huawei Basic Law was launched, it caused shockwaves among domestic companies, and there were many reports at the time, which can be described as the first outline in China summarizing corporate strategy, values, and management principles.
The "Huawei Basic Law" lasted two years and was drafted eight times, with a total of 103 articles in 6 chapters and more than 16,000 words, including Huawei's core values and general management policies, stipulating Huawei's basic organizational goals and management principles, and is the origin of all systems.
The purpose of the Huawei Basic Law is the core values: Huawei's pursuit is to realize customers' dreams in the field of electronic information, and rely on the hard pursuit of bit by bit and perseverance to make us a world-class leading enterprise.
Ren Zhengfei attached great importance to this program document, and the NPC professor's office was next door to him, and he carefully read the chapter when it came out, often giving suggestions for revision. For example, the sentence "conscientious and responsible employees are Huawei's greatest wealth" was changed by him to "Conscientious and responsible and effective employees are Huawei's greatest wealth." Respect for knowledge, respect for individuality, collective struggle and uncompromising employees are the inherent requirements for the sustainable growth of our business. ”
In fact, the role of the Huawei Basic Law is the guiding principle of Huawei's management, Ren Zhengfei talks about grayscale, but how can this "degree" be mastered, which must be measured through the Huawei Basic Law. In other words, this represents the summary and sorting out of Ren Zhengfei's thinking and methods, which is also one of the thresholds for Huawei employees to serve as leading cadres.
In 1997, when the draft of the Basic Law was published, Ren Zhengfei pointed out, "Studying and discussing the Basic Law has opened the door to employees' thinking." If you can't learn the Basic Law, you won't have the qualifications to be a cadre..."
"Senior and middle-level cadres know very well that if they do not learn the Basic Law well, they will not have the qualifications to be cadres, and if they do not apply the subtle guidance of the Basic Law in their work, their work will deviate from the goal. Without Huawei's corporate culture and employees who cannot agree with our value evaluation system, it is impossible to work at Huawei, which has been recognized by the majority of employees. ”
The weight of this passage is very heavy, Ren Zhengfei asked employees to take a copy home during the holiday and read it carefully word by word, in his opinion, employees who do not understand the Huawei Basic Law are not qualified.
The Huawei Basic Law is a milestone in Huawei's development, defining Huawei's concepts, strategies, guidelines, and basic policies in the new era, and building a grand framework for Huawei's future development.
"History has given us opportunities and unprecedented difficulties." It is worth noting that the three years of the drafting of the Huawei Basic Law were also a very chaotic period for Huawei, and Ren Zhengfei said that Huawei's life and death problems in the two or three years were the progress of management and services:
We evolved from small companies, and bad habits continue to spread in us; The organizational system has never experienced such an expansion. The fragility of management will definitely manifest itself in the rapid expansion; Our team is too young, curiosity and interest have not yet turned to reality, and childishness is still a reflection of our sunflower-like faces. And in front of us are competitors, behind them are also competitors, their strength is our young team has never felt, the vitality of the latecomers, is also we did not expect. There is no way out of retreat, and there is only a dead end to lag behind. Only when the brave meet in a narrow way, in view of the weaknesses in our own construction, we will unabashedly expose and correct them, so that we can truly be healthy and strong enough to participate in international competition. The important factor for us to truly defeat competitors is management and service, not exactly talent, technology and capital, the above three elements can not form strength without management, and cannot achieve the goal without service.
Ren Zhengfei said that the six professors have not made a name for themselves in the three years of running around Huawei, but through the discussion of the whole company, employees understand that the enterprise needs to be managed.
In March 1998, the Huawei Basic Law was officially implemented, and in 1999, Huawei had 15,000 employees and sales exceeded 10 billion yuan for the first time, reaching 12 billion yuan.
After 25 years, Huawei has already surpassed the Huawei Basic Law, and Ren Zhengfei said that when the Huawei Basic Law is implemented, it is the time when Huawei surpasses it, because the ideas and spirit of the Huawei Basic Law have been integrated into the consciousness of Huawei people. Huawei's spirit is like this, a river of spring water flows east, without looking back.
And the inspiration for us is that no thing is easy, especially entrepreneurship, there are ups and downs along the way, depending on whether you can step over, go against the water, become a king or a loser, the most important thing is to persevere.
Huashua Think Tank, focusing on learning from Huawei