What are the important features of Huawei culture?

From 65438 to 0999, Huawei organized the research on wireless local telephone technology, but at that time, Huawei executives thought that this technology had no future and finally withdrew the related research. However, in 2000, when Zhejiang Yuhang Telecommunications Bureau took the lead in transforming wireless local telephone technology into PHS network, the latter developed out of control.

Huawei, which has always been known for its vision, has lost this development opportunity. ZTE, Huawei's rival in the same city, can share the market with UT Starcom. In 200 1 year, the sales of PHS reached 2.396 billion yuan, and the profit accounted for 25.74% of the total profit of that year. At this point, Huawei has regretted it.

On the other hand, in the research and development of 3G, Huawei is betting on WCDMA, a continuation product of GMS. However, Unicom finally adopted CDMA network to transition to 3G, which led to Huawei's failure in two rounds of Unicom's CDMA bidding, while ZTE won the bid twice and got orders of at least one billion yuan.

internal cause

Compared with ZTE, Huawei's dilemma in 2002 was obvious.

In 20001year, ZTE's sales were 9 1 100 million yuan, and from 2002 to the third quarter, its sales were 6 1 100 million yuan and1700 million yuan. According to this estimate, the performance will be the same as 200 1 year. According to an internal data of Huawei, as of July 2002, Huawei's sales were close to 654.38 billion yuan, and domestic sales decreased by more than 10% year-on-year.

"It is difficult to start a business, but it is difficult to stay in business", which is a sentence in Spring in the North. Ren admits that Huawei's past success is more of an element of opportunity. He once said: "Huawei is growing in the fastest-growing period of the global information industry, especially China is transforming from a backward network to a world-class advanced network. Huawei, like a leaf, was lucky enough to land on the ship of this trend. It's lying on a big ship, and it's drifting with the tide today. "

Judging from the failure of PHS and CDMA2000 market, this judgment is quite reasonable, but in addition to opportunities, Huawei's internal factors are also worth pondering.

As early as 1996, a management expert familiar with Huawei pointed out that Huawei has only ingenuity and no "muscle". In other words, Huawei is weak in both enterprise strength and scientific management system.

In terms of personnel management, in the past six years, Huawei has recruited 1000 to 2,000 people from universities across the country every year. 1999 reached its peak, and it is said that there are six or seven thousand people. There has always been a saying in the industry that Huawei's recruitment to well-known universities is "all engineering graduate students, all in the top ten undergraduate courses".

In order to make full use of these human resources, Huawei has always hired the School of Labor and Personnel of Renmin University of China, which is the earliest domestic research on the western labor and personnel system, as a "consultant". Peng Jianfeng, a professor of this school, used to be a senior personnel manager of Huawei. However, even in the heyday of Huawei, many people jumped ship from Huawei. Li Yinan, the former vice president of Huawei, even set up a separate portal to "tit for tat" with Huawei in many fields.

Therefore, it has always been suspected that Ren Zai 1997 put forward the basic law of Huawei and constantly introduced a set of management systems, but it did not really transform Huawei into an enterprise with scientific decision-making and transparent process.

Is the "cotton coat" thick enough?

In order to avoid risks, Ren decided to let Huawei go overseas, hoping to ease the pressure on the domestic market through overseas markets.

In June, 2002, Huawei claimed that its TELLIN intelligent network system won the bid for the telecom intelligent network projects in Xiaxin Town, Russia and Baku, Azerbaijan at the Moscow Communication Exhibition. At the same time, Huawei announced that in the first half of 2002, Huawei's overseas sales increased by 265,438+00%, and it is estimated that the annual overseas sales growth will be more than twice that of 2006, 5438+0. In Japan, Huawei's favorite market, Huawei is going to form a sales alliance with Kanematsu Japan to sell routers, network switches and other equipment in Japan.

Of course, Huawei's influence is still in the Asian market, and it will take a long time to go to the United States. No one can tell to what extent overseas markets can save Huawei's downward trend. At least in overseas markets, Huawei can no longer adopt the "crowd tactics" and "interpersonal tactics" commonly used in domestic market sales, thus greatly reducing its sales ability, which makes it difficult for American analysts who still estimate Huawei's sales in 2002 at 3 billion US dollars.

Ren once said: "Huawei always has winter. It's better to prepare cotton-padded clothes than nothing. " It should be said that Huawei has been preparing "cotton-padded clothes" before the arrival of "winter", but it is hard to say whether "cotton-padded clothes" can really keep out the cold.

Local interests

"In the past, if you wanted to be an international manufacturer, you had to occupy the American market. Now, if you want to become an international manufacturer, you must occupy the China market. " This is a common view in the industry now. In fact, today's China is not only the fastest-growing place in global network equipment demand, but also becoming the global network equipment supply base after North America. For domestic network vendors, the next few years will be the most competitive years, and it is also the best time to quickly establish their position.

Huawei clearly has a clear understanding of this point: if domestic manufacturers want to surpass foreign manufacturers in the competition, they must work hard on the word "localization". However, this distinction must be based on mainstream technical standards. Taking the product as an example, we must first ensure the performance and stability of the equipment, and then develop it according to the special business needs of domestic users, so as to reflect the competitiveness of localization. In this regard, Huawei has achieved quite good results.

Ding Guoping, director of the Science and Technology Communication Division of Shanxi Provincial Public Security Department, told reporters that Huawei's products were finally chosen because Huawei could do value-added development according to their special business needs. In fact, some foreign manufacturers can do this only from the technical strength. However, the products of these multinational companies are basically developed for the global market. Although they also attach great importance to the China market, after all, this market only accounts for a small part of their total share. Considering the cost, it is impossible to develop business adaptability according to the special needs of domestic users, which is the advantage of domestic enterprises such as Huawei. Actually, in foreign markets, Huawei also sells standardized products.

Huawei said: "As an advocate of manageable networks, Huawei regards the end-to-end management technologies of network management, user management and service management as the key technologies to fully support network services, and promotes the comprehensive transformation of IP networks into manageable models to meet the development needs of services. We can develop solutions for operators, government, education, industry and enterprise networks to meet different business needs. It provides a full range of cost-effective routers, Ethernet switches, security and business system products, and is in a leading position among the fifth-generation core routers of Quidway NetEngine 40/80 that meet the development of backbone network services. These achievements have been achieved on the basis of rooting in the local area. "

A netizen I met at the network technology forum also mentioned, "Huawei attaches great importance to improving the needs of domestic users in some details. For example, the Chinese-English switchable configuration and debugging interface makes Chinese users no longer have to face a lot of English professional vocabulary. In addition, its software upgrade, remote configuration, backup center, PPP callback, router hot backup and so on. It is a very useful function for users. "