Ren Zhengfei: If you learn any management, the final result will be an idiot!

Using Dialectics to Study Huawei's Ren Zhengfei's Entrepreneurial Ideas, the following quotation is from "Speech at the IPD Mobilization Meeting, April 17, 1999"

Case

At its core, the process is about reflecting the essence of the business. The three major business flows of the enterprise are product development, marketing and after-sales service, for which the corresponding three process systems are established, namely IPD (product integrated development), LTC (opportunity to collection), and ITR (problem to solution), and at the same time, the process IT is solidified. The biggest difficulty in process construction is to face a lot of noise, resistance and backlash at any time, and there are always people who want to find an excuse to pass it away, or revisionist learning. In 2011, Sun Yafang, chairman of Huawei, recalled: "He (Ren Zhengfei) unswervingly pushed forward and transferred the unsuitable people, and it took 14 years to implement such a huge management engineering change to achieve today's level of R&D and end-to-end delivery, and cultivate the ability to serve global customers." ”

Dialectical analysis

LTC, opportunity to collection, that is, value to money, value and currency constitute a set of positive and negative, currency to be converted into value, value to be converted into currency, and so on, to achieve the growth of money. It's also the opposite of value and money.

ITR, problem to solution, solution is the answer to the problem, that is, the question to the answer, the question and the answer constitute a set of positive and negative, the question to the answer, the answer to the question, which is also the question and the answer to the positive and negative.

Therefore, the process is to achieve the opposite and achieve both positive and negative.

Therefore, it is speculated that IPD is the positive and negative side of need and possibility, technology is possible, and the carrier of need is the product (commodity), that is, the productization (commercialization) of technology, and the realization of the technology (product).

Process, which means standardization, automation, scalability, and inheritance, is both the end and the starting point. This means the reshaping of habits, which means all kinds of resistance from old habits and the rebound of old habits.

These processes and habits constitute the environment, and people and the environment constitute a set of positive and negative sides, and before the environment is formed, it is necessary to transfer the unsuitable person away - so as not to affect the environment and people to the environment.

When the environment is formed, it can be used to assimilate people and realize that the environment is going to people.

Ren Zhengfei: Huawei's minimum program should be to survive, and the highest program is to surpass IBM.

The lowest and the highest constitute a set of pros and cons, and if there is a lowest, there must be a highest, so that the goal is more in line with the dialectic. The goal of survival is in line with Huawei's strategy.

1) First based on the invincible position,

2) Realize quantitative change to qualitative change.

In order to achieve quantitative change to qualitative change, there must be enough quantitative change, and it is necessary to ensure that it survives - in order to produce enough quantitative change. Finally, solve all problems in qualitative change.

Therefore, Huawei's speed is slow first and then fast.

Ren Zhengfei: Of course, we let everyone wear a pair of American shoes, but we asked the American consultant to tell us that the American shoes are like this, to your Chinese shoes is not possible to change a little, but this only the consultant has this power, we do not have this power, the following employees should not put forward a lot of new suggestions, show that they are very talented, very talented, I think at least our PDT team assessment, not to those who put forward crooked ways to praise, to have a deep understanding of IBM This set of management methods, can I change it, yes, you can change it in ten or twenty years, at that time our output value may have exceeded 200 billion US dollars, then there is no now, so I think at this time we need a very rigorous learning method, everyone always thinks that my speech seems to be different from our usual speech.

In the process of learning IBM, learning means the nature of affirmation, that is, the stage of affirmation. And to make a lot of new proposals - this is of a negative nature. In line with the dialectical approach,

1) Affirmation stage

2) Negative stage

Before the affirmative phase is completed enough, the negative phase will end the affirmative phase. So, at this time, in the affirmative stage, even the correct suggestion has to be rejected.

Learning is also a kind of cognition, knowledge and action constitute a set of positive and negative sides, so cognition should be completed in practice and practice, and before practice is long enough, this knowledge is in the process of completion.

So you say - you change it in ten or twenty years.

Ren Zhengfei: Innovation must be based on understanding to innovate, rather than showing something without fully understanding, you are in the limelight, and I think the person who is in the limelight will invite him out of our group, this is the first point.

Technology can be innovated, but processes cannot be easily innovated. Completely fully understood, it can only be done in practice, and after enough practice.

Something is indicated without a full understanding of it—this is called counter-need, and the priority of needs must prevail over what is at stake, over right and wrong.

So, without fully understanding it, to show that something – which is disruptive, discouraged, and discouraged – is to be taken out of the group.

Ren Zhengfei: I sign you 12 times a year, and each signing is free, that is, we must flow, our core project team must flow, we must leave some people, we must come in, don't leave all the opportunities to these unconventional people, lazy people, why do you keep leaving opportunities to them?

Flow, this is to achieve metabolism, if it does not flow, the group will age, it will give birth to twilight, the combat effectiveness of the group will decline, and the other way is to expand the membership of this group.

If you don't expand the group, you have to get some people out and some people come in. Leaving and coming in constitute a set of positive and negative sides, which is the realization of both positive and negative sides of leaving and coming in.

On the other hand, it is also to spread good things, and it is also to let more people learn and deepen good things.

Ren Zhengfei: Once a month, one or two must be eliminated for each appointment, even if all are fine, one or two must be eliminated. You assign me the name of the change, and you help me compare the table (referring to finding out the difference in the list of personnel), and if two of them are killed, we will succeed, how can we move forward without killing.

This is the need for metabolism, the need for transmission, and the need for learning, and this need overrides right and wrong—even if everything is good, one or two must be eliminated.

Life and death constitute a set of positive and negative sides, and there is life and death, which is the dialectic.

Ren Zhengfei: We think that there is still a lot of good management in the world, and there are many people who may recommend a lot of good management. Because this one is in this direction, this is in this direction, this is ...... So the overall offset is zero, so our company's learning has a characteristic, only learn from a consultant, only learn one model, ten or twenty years later, when Huawei's score increases to 200 billion US dollars, we may say, learning 100 is 100 of all schools, and then we come out with a new thing, but I think now Huawei has not even learned to understand how to come up with something new.

The more you learn, the less you learn. Knowledge and action constitute a set of positive and negative, learning is cognition, and cognition should lead to action. If you learn too much, you will not be able to complete each line of action, and this kind of cognition will not be completed.

So, in the end, it's all about learning something in tandem – Huawei's approach is to learn from only one consultant and learn only one model.

When there is enough practice – when it is raised to $200 billion – there will be enough practice to match more cognition – that is, more learning.

Knowing more and doing less means that a lot of knowledge cannot be done, so such knowledge is invalid – that is, learning is invalid.

Ren Zhengfei: The failure of our reform over the years is that there are always new tricks and new things, and then none of them are useful, so I think that we should wear a pair of American shoes in a down-to-earth and calm down mind, and don't look at the United States as very flowery, thinking that they are very domineering, they IT, they are so bad on China's tariffs, and they obstruct China, but we can learn from him, and we can defeat him.

Learning from the opponent, learning from the enemy, cause and effect and purposefulness constitute a set of positive and negative,

1) Learn causality from the enemy and purposiveness from the enemy

2) Overwhelm the enemy's causality and overwhelm the enemy's purposefulness

In this way, you can improve yourself, learn the enemy's methods, and defeat the enemy with the enemy's methods, which is a kind of conquest. If you conquer the strongest, you will become the strongest.

If we don't learn from the enemy, then where does our causality come from? How can we establish our own purpose?

Ren Zhengfei: Only when you have a deep understanding of it can you maintain your responsibility and status, otherwise I will not be able to give you this responsibility and status, and Huawei must evaluate, use and evaluate cadres based on the improvement of core competitiveness.

Status is a kind of power, and power and responsibility constitute a set of positive and negative sides, so it is necessary to understand both responsibility and power.

Cognition is healthy, action can be healthy.

With the improvement of core competitiveness, that is, a standard, all cadres focus on the improvement of core competitiveness. In this way, the concentration and single-mindedness of forces and the consistency of the upper and lower levels will be achieved, and combat effectiveness will be formed -- it will be possible to compete with foreign countries.

Ren Zhengfei: We still hope to develop in technology and become a very good company, and the products we have entered are long-term fields rather than short-term fields, if we enter short-term products, we don't care, how many people do it, what IPD There is no need, let's just say a few, no need for any documents, just remember it all in our minds, short-term products we can do, but as long-term products we can't, one is to shorten the R & D cycle, strengthen the density of resource allocation.

In the short-term field, there will not be enough accumulation, and the competition gap will not be widened. In the long-term field, there can be enough accumulation and quantitative changes to widen the gap in this accumulation.

It is difficult to achieve qualitative change in the short term, and the company cannot be reborn.

Long-term, that is, long-term fighting, at this time, it is necessary to shorten the research and development cycle - to achieve a quick victory in the campaign and to move towards a long-lasting strategy.

Strengthening the allocation of resources means forming a centralized and single-minded approach by dividing resources into two -- allocating resources to one and the other.

Ren Zhengfei: If there is no good management method, we are not only inefficient but also waste our resources.

Waste means an increase in costs, an increase in costs, a decrease in needs, a decrease in needs, and a decrease in possible (technological) advancement.

The need to reduce, possibly lag behind, is devastating – that is, at the cost of death.

Ren Zhengfei: For Huawei, if we are also old failures, it is no problem that we have so many resources to fail, but now we do not have so many resources to fail, and we may fail once and we can get up, and we can fail twice, but if we fail hundreds of times in a row, we will definitely die. So I think subjectively speaking, we need to shorten the development cycle, strengthen the density of resource allocation, and improve the advanced level and quality level of products, because if we don't have the self-protection of each country, the whole world is a product, a type, a software package is enough, there is no need to have so many countries with so many products, it is because of different feudal divisions that there will be so many products, but as globalization becomes more and more intense, the advantage of a software package will emerge, Huawei is the best, the worst, or the second best, that is, our software is only half an inch worse than others, and others will not buy that half an inch, so they don't want it, then we will die.

Advanced docking is technology, possibility, and need, quality docking is need, and docking at the same time is also possible. Therefore, both advanced and quality are needed and possible with both positive and negative sides, so it is extremely healthy.

Failure and success constitute a set of positive and negative, success wins defeat, and if you apply this law to yourself, the successful self will far exceed the failed self. Therefore, the way is to first stand in an invincible position.

Ren Zhengfei: If you have a head debtor, I will beat you out of the way, I will not beat you below, I will not remove the employees below you, I will deal with you first, how do you clean up your employees That is your problem, if there is no such spirit, we will go through the motions, and in the end it is a waste of time.

This is a kind of passing principle, if you don't do this, you will reduce your CEO's responsibilities to the responsibilities of the department leader, and you will lose your CEO's responsibilities.

That shows that only the ability and vision of the head of the department are the same.

However, generally speaking, it is better to build a three-way game, that is, not to directly come forward by yourself, but to have a third party come forward and form a competitive game with the head of the department to complete the processing.

And in the tripartite game, the top leader of the department can form a more objective understanding of himself, which is conducive to the improvement of the top leader of the department.

Ren Zhengfei: There must be a removal, and at least A, B, C, you must dare to create a war here, you are now always lining the following employees as C, I hate you very much, you completely rank yourself very well, and rank people very badly, you must rank A, B, C, at least 5% of the people are C, I will monitor these 5% of people, in the appointment form you have to remember for me, which are C You wrote it to me on the blackboard, and these people can't get stuck when they get a wage increase, at least it starts with you. Otherwise, there is no fighting, you are compromised, you would rather sacrifice yourself and take care of others, you are actually fake, you may be opportunistic, you are Wang Mang, so Hong Tianfeng, you have to have the courage to fight, just fight those bad people for me, and fight out among your senior cadres.

Struggle and unity constitute a set of positive and negative aspects, which is to increase the fighting character and thus gain the unity character. Only unity through struggle can be relied upon, otherwise it is just a rabble that cannot withstand external struggles.

In the competition, it is better to eliminate cadres than to eliminate ordinary employees, and by eliminating cadres, we can achieve the goal of moving from individual to general, and eliminating employees is inferior to eliminating cadres in terms of the effect of individual going to general.

Ordinary employees are a weak point, points and surfaces constitute a group of positive and negative sides, the point has to go to the surface, and the weak point is more difficult to go to the surface.

The senior cadre is a strong point, the point should go to the surface, and the strong point is easier to go to the surface, so as to form a kind of adjustment force for the whole company.

People and the environment constitute a set of positive and negative sides, which is obtained by dealing with people to form a competitive environment and a stressful environment.

1) The ability to compete externally - the struggle has moved towards unity, and unity has gained the ability to fight externally.

2) The pressure has gone to the opposite - the motivation, which has been given the impetus for external competition.

This seems to contradict the principle of "being ruthless to one's own people and to the enemy", so this kind of internal platoon is for the purpose of obtaining internal peace - a platoon that deviates from this principle will expose the side effects of the side.