How does Huawei find international talents? In 2004, Li Dongsheng proudly said that he would recruit 1,000 international talents to develop overseas markets. , I think the situation TCL encountered

How does Huawei find international talents? In 2004, Li Dongsheng proudly said that he would recruit 1,000 international talents to develop overseas markets. , I think the situation TCL encountered at that time was similar to that of Huawei in 1999, which was to find someone to develop overseas markets. According to the original idea, the first thing that should be eliminated is the domestic market people, because these people do not have good language skills and poor connections. Then, there are three types of people left to choose from: 1. Local foreign employees; 2. Chinese executives of foreign companies; 3. Overseas students. Next, I will talk about the performance of these three types of people respectively. The first type of person: local foreign employees This seems to be a very simple thing, but after doing it, it is found that it is simply impossible to achieve, especially for Huawei in 1999. In 1999, not to mention Huawei being well-known abroad, no one overseas knew that there was a Chinese telecommunications company, so it was impossible to recruit decent people, let alone executives to manage local business. We joked at the time , when recruiting a secretary and driver, everyone put a question mark on their face: "Is Huawei trustworthy?" At the same time, at that time, there were not many people inside Huawei who could speak English, or who could understand English fluently and accurately; at the same time, In the early days of the market, internal company issues such as product adaptation, processes, reimbursement, and personnel travel all required communication with the agency (formerly called the headquarters). The problem arose from two aspects: first, there were very few English-speaking people inside the company at that time, and second, the local executives were also not familiar with the people within the organization, so it was difficult to figure out who to look for to push forward and solve the problem. . The end result is that foreign executives feel that Huawei is a shit company with chaotic management; Huawei feels that these foreigners can't accomplish anything and only complain, so they are not qualified executives. Almost no overseas executives (including Hong Kong executives) recruited in the early stages were spared, and all ended in failure. The second type of people: Chinese executives of foreign companies. Chinese executives of foreign companies actually couldn't adapt to Huawei's overseas situation at that time. It's not that these people are not excellent. In fact, these people are good enough that Huawei is excellent for them. It is no longer a good platform. We learned this later. There is a type of people that cannot be recruited during recruitment: over quality. Even if Chinese executives from foreign companies are recruited, they still have to face the following challenges: Most of them Chinese executives of foreign companies only manage one business in China. Those in charge of sales are in charge of sales, and those in charge of after-sales are in charge of after-sales. There are few comprehensive management talents. Secondly, multinational companies have mature process business support platforms, which make them When expanding the market, you have a strong backing and don’t have to worry about logistics. Three multinational companies such as Lucent have a very good reputation overseas. As long as you are the chief representative of Lucent and Ericsson in a certain country, you can basically meet the top executives of all operators in the country and discuss technical solutions with others. I believe what you said, so Lucent and Ericsson didn't have to worry about meeting customers at that time. Most of the competition between them was just about price and service. Huawei was different. At that time, Huawei's overseas representative was actually a housekeeper who had to worry about everything, including food, clothing, housing, and transportation. Finding drivers and secretaries, building a logistics system, caring about everyone's food, visas, and safety on business trips... It was really annoying, worrying all day long, and extremely stressful. At that time, some representatives suffered from depression because of this, and there was also one My hands shake when I answer the phone. Of course, the most important thing is customer development. You said that you are from Huawei. It would be good to meet the operator's guard at the beginning, but you cannot meet the operator's senior management at all. So you have to go out of your way to make appointments with clients. The huge gap in expansion methods between Huawei and multinational companies makes it difficult for Chinese executives of multinational companies to adapt. In any case, these foreign company executives still left Huawei with new ideas for market expansion, as well as standardized project management experience, and also made huge contributions to Huawei. There are also some foreign company executives who have adapted to Huawei's expansion model and adjusted their mentality. They all do well in Huawei. Otherwise, they all left. Now, Huawei has begun to vigorously expand its overseas corporate business, and the same thing will happen again. The huge market gap between Huawei and Cisco-IBM in the enterprise network means that Huawei's enterprise business will definitely not be able to follow the path of Cisco-IBM. To give a simple example: Cisco employees spend most of their time managing agents, coordinating multiple agents to collaborate, or balancing the interests of agents. For agents, Cisco is God, and they revolve around Cisco. As for the stage Huawei is currently in, as long as there are overseas agents willing to cooperate with Huawei, thank God. This determines that agents are Huawei's gods, and Huawei can only revolve around agents. Therefore, outstanding talents who join Huawei from Cisco will have a painful adaptation process at Huawei. The third type of people: overseas students. Huawei also made a similar attempt, but later found that it didn't work. On the one hand, these people are too young to talk to the operators' executives. Most of them do not understand the telecommunications industry and cannot explore the market. On the other hand, these overseas students only regard their work at Huawei as a job rather than a job. When it comes to a career, they usually put too much emphasis on the balance between life and work, and find it difficult to adapt to the chaotic state and high-intensity work of Huawei overseas. There are also a few overseas students who have achieved great success in Huawei. For example, @Xu Xinquan, the director of the e-commerce department of the terminal company, joined Huawei while studying in Russia. After trying all the "three types of people" above, Huawei held the famous overseas market swearing-in meeting held at the Wuzhou Hotel in Shenzhen at the end of 2000. Since then, Huawei has also completely changed its overseas employment strategy and began to transfer a large number of outstanding domestic sales personnel overseas. It does not matter whether you are good at English or not, they will be transferred forcibly. It is this group of Huawei people who are not proficient in English or even do not know English at all, who miraculously gradually opened up overseas markets. Later, I saw a piece of news: those who helped TCL open the Vietnamese market were native TCL people, not international talents recruited from outside.