b****a
发帖数: 4465 | 1 CEO 给全公司的新年祝词都是 ENGLISH
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In 2015, Huawei estimates sales revenue of about CNY390 billion, with a
solid increase in profits and cash flow. This year, our focus on pipe
strategy has taken great effect. Over the past 28 years, we've gone from a
few hundred people charging an opening in the city gate, to thousands, then
tens of thousands, then hundreds of thousands of people relentlessly
charging that very same opening together—never fearing, never giving up. To
date, with a yearly investment of over CNY100 billion (about 50 billion in
R&D, and 60 billion in sales, marketing, and services), our concentrated
focus on that single opening in the gate—massive data transmission—has at
last led to a major breakthrough, putting us in a leading position worldwide.
The New Year has arrived. For the next 5–10 years, we embark on a
transformation that will enable those in the front lines to call for support
more effectively. This is our strategy of building a massive platform to
support our elite forces, and of separating centralized administration from
front-line command. In this regard, we will progress in steps with a series
of management initiatives.
Moving in the right direction is critical. In this age of rapid change, how
can Huawei guarantee that it doesn't go in the wrong direction? We need to
strengthen our investment in the unknown. Organizations at all levels must
take a different approach to known variables and unknown variables in their
work: When working with unknown variables, we should measure the outcome;
when working with known variables, we should measure efficiency and
financial returns.
We must target known variables to expand the depths of our transformation—
to build the foundations and platforms that we will use to counter all the
risks and changes that lie ahead. When undergoing transformation in unknown
territory, we must focus on results and allow room for failure when
appraising employee performance. Right now, the Strategy Marketing
Department is taking the lead in our transformation efforts. They are
addressing the unknowns in our industry and calibrating the direction of
Huawei's future development against our strategic focus. Along the way, they
will streamline the known variables in their work, and gradually strip away
the elements that are less relevant to their workflow.
After finding the right direction, it's important to stay the course and
correct ourselves through self-reflection. Only in this way can we amass the
long-term, focused effort that leads to great moments of success.
Innovation in our chosen field is extremely difficult. It requires strength
in the face of solitude.
Our Carrier business is operating in a critical period of digital
transformation. We need to face industry challenges together with our
customers, remain committed to our pipe strategy, stay agile for the future,
build a strong ecosystem, and help our customers achieve business success.
In our Consumer business, we should pay attention to global deployment,
establish consumer teams in each rep office, and adopt corresponding
incentive mechanisms to achieve strategic growth. They must remain dedicated
, and continue to embrace a development strategy that places quality and
service first. In our Enterprise business, we should continue to narrow our
focus to core areas of expertise, and further hone our competitive edge. At
present, a small window of opportunity has opened up for our Safe City
solution, giving us a foothold in the Smart City domain.
We must be tolerant. We must have the courage to engage in trial and error,
and not seek perfection to a fault. The rapidly changing world around us
requires nonstop innovation in technology, business, and management. We need
to allow for reasonable costs incurred by trial and error—be accepting of
the mistakes our managers make when exploring unknown business territory.
In the Second World War, General MacArthur once ignored a series of orders,
leading to great loss for the Americans and their allies. However, the
American government did not turn its back on him. Rather, it gave him the
chance to learn from his defeat and help resolve conflict in the Pacific
theater. In the same manner, we should not turn our backs on those who fail
in the pursuit of progress, nor should we judge our team members too harshly
for making mistakes. Together, we need to open up our hearts, open up our
minds—and success will be ours for the taking.
Self-reflection is self-correction—a powerful tool for improving ourselves.
No matter how outstanding an organization is, if it doesn't have self-
corrective mechanisms for growth, it's destined to fail. For the past three
years, we've held semi-annual self-reflection sessions for our executive
board members. Similar mechanisms in all functions are flourishing. We're
looking issues straight in the face, objectively analyzing ourselves, and
driving self-improvement.
At Huawei, we have but one objective: success. Together, we work towards a
single goal and benefit from a single source. Guided in the right direction,
we charge forward. We advance. Regularly held external advisory councils
and self-reflection sessions mark the ongoing development of our corrective
mechanisms at Huawei. A few years back, we began employing the "red team and
blue team" method of self-reflection. Similar to modern war games, the blue
team plays the role of a competitor, always challenging the red team and
exposing its faults, aimed at helping the red team improve. The idea is,
instead of subjecting ourselves to the repercussions of "black swan events"
(or unanticipated, impactful events), we should actively seek out and
prepare for the black swans ourselves.
Curious, people on the outside have asked us, "Does the blue team really
play the role of a competitor within Huawei?" In response, Mr. Ren replied,
"Yes, they do. And the leaders in the red team should be selected from the
blue team." This is essential. We must place our red team leaders in the
blue team to hone their skills. If they fail to lead the blue team in their
efforts to find cracks in the red team's armor—if they fail to challenge
the red team's work—then it goes to show that they are better fit for a
defensive position, and that they aren't equipped to actively seek out and
seize new opportunities. From self-reflection sessions to the blue team
methodology, to the Xinsheng Community1 and Improvement2, we use all sorts
of mechanisms to ensure that our internal self-reflection capabilities are
good and strong. In this way, we keep ourselves on track.
Only with the right value distribution mechanism can we inspire all of our
employees to create value. A number of our external advisors have observed
that enthusiasm and vitality have noticeably increased among Huawei
employees in the past few years. Perhaps the transformation of our incentive
mechanisms has taken effect.
We want all of our employees to enjoy their share of the company's success
in a more timely manner. To inspire collective dedication, we will continue
to promote the "Contribute and Share" bonus mechanism; we will continue
rolling out our Time-based Unit Plan (TUP) for global staff, and increase
long-term incentives for key talent. In 2016, we will continue to optimize
our incentive mechanisms to achieve a 3:1 ratio between returns from labor
and investment, and we will provide more incentives to employees in hardship
regions. We will move forward with non-monetary incentives as well,
including the Future Stars3 awards and Whiz Kids4 recognition, in order to
enable dedicated Huawei employees and their families to lead more plentiful
and fulfilling lives.
In the next 20 to 30 years, our society is destined to evolve into an
information society. By 2025, there will be four billion new broadband users
and more than 100 billion connections between things. People will consume
more than 500 times the amount of data. Those who can navigate the massive
floods of data will be heroes; the information era presents enormous growth
opportunities, and we must not let them pass us by.
To scale new heights, we can't use a rainbow as a ladder. We must proceed
steadily, our feet on the ground. We must write code, line by line;
communicate with one customer after another; resolve one problem after
another; and connect information silos, one after another. Through the
gradual accumulation of ordinary act after ordinary act, we can seize the
opportunities that are unique to this era. Let us work hard to create value
for our customers, and for society. By enabling others to succeed, we
ourselves succeed.
I wish you all a Happy New Year!
Guo Ping
Rotating and Acting CEO
December 31, 2015 | F*****y
发帖数: 3877 | | h******k
发帖数: 15372 | 3 Guo Ping
Rotating and Acting CEO
December 31, 2015
苹果是谁？还是果苹 | c****3
发帖数: 10787 | 4 可以理解，人家华为国际化了，你写中文，国外雇员看不懂。 | H*********S
发帖数: 22772 | 5 美国有很多跨国公司满世界有雇员，公司工作语言都是英语，看不懂英语那是雇员的问
题不是公司的
【在 c****3 的大作中提到】
: 可以理解，人家华为国际化了，你写中文，国外雇员看不懂。
| f****e
发帖数: 24964 | 6 这个不用悲愤，英语是事实的世界语，中文不是
【在 H*********S 的大作中提到】
: 美国有很多跨国公司满世界有雇员，公司工作语言都是英语，看不懂英语那是雇员的问
: 题不是公司的
| l*******t
发帖数: 1016 | 7 英语有英语的作用 但是不能夸大
语言能量最高的是梵文和汉文
then
To
in
【在 b****a 的大作中提到】
: CEO 给全公司的新年祝词都是 ENGLISH
: ----------------------------------
: In 2015, Huawei estimates sales revenue of about CNY390 billion, with a
: solid increase in profits and cash flow. This year, our focus on pipe
: strategy has taken great effect. Over the past 28 years, we've gone from a
: few hundred people charging an opening in the city gate, to thousands, then
: tens of thousands, then hundreds of thousands of people relentlessly
: charging that very same opening together—never fearing, never giving up. To
: date, with a yearly investment of over CNY100 billion (about 50 billion in
: R&D, and 60 billion in sales, marketing, and services), our concentrated
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