Recently, there are many kinds of talents at the grassroots level who communicate with each other. In the face of complex and inefficient situations, there is generally a sense of powerlessness. I have also gradually cooled down and calmed down from the previous high-spirited mood. I hope that I can shed grudges and let down the blocks of my heart. I can also vent my feelings of depression. The issue of rising exchange rates and inflation in the external environment will not be discussed here. Only analysis of internal issues in the company will start.
Regarding internal issues, I believe that after this salary adjustment incident, it should be able to feel something. I and all levels of Huawei, down to the peddler, from the royal family to the royal family have extensive contact, but also experienced many areas and business, I believe that the perspective is not just a glimpse of the leopard. At the same time, I also hope that this article will not cause widespread resentment, or bring the accusations such as "Can't give birth to eggs, what to evaluate eggs".
1. Incomparable heavy wall
General product problems, we are shirking each other's responsibilities, and often found that the ultimate responsibility is not. Either the customer is not operating properly or the environment does not match. Communication products are very complex and there are many ambiguous areas in the joint department. It is still very easy to shirk responsibility. Like the original melamine joke, the manufacturers said that the milk had a problem because of the milk trader. The milk trader said that it was a cow, the cow said it was a grass problem, and the grass said it was a problem with the grass.
There is also the difficulty of internal coordination. If it is not for the project that is led by oneself or led by one’s own department, it is difficult to mobilize resources. Many of our supervisors generally only promote collaboration within their own departments, hoping that they can bring good performance to their organizations in collaboration, and when their own departments want to collaborate with external departments, they begin to push the boundaries. This kind of selfish fake collaboration ultimately leads to no collaboration internally and externally. Therefore, Huawei is doing the Brown movement. This kind of exercise is disastrous for big companies.
Inappropriate local assessment is one of the important causes of similar phenomena, and the assessment gap is too large and reinforces this impulse. Everyone is concerned about whether they can achieve high performance. No one is concerned about whether the organization can succeed. Although the assessment was changed from three months to six months two years ago, it still failed to learn the essence of others. Once every six months, it is not merely to lengthen the cycle. It also hopes that it can weaken the assessment of overconfidence and strengthen everyone's attention to the overall situation.
Inappropriate assessment will not only harm the whole, but also lead to excessive attention to short-term interests. For example, everyone does not care about whether the project or organization is ultimately successful. It only pays attention to the benefits that can be seen in the short term. If there is no problem at the moment, no one will manage it later. Even if we use the performance of the Internet later as an assessment object, because of the relatively long time, the constraints on the current situation are also limited.
If it is a female worker in the production line, it is entirely possible to count the pieces every day. The more complex the product, the more important the assessment needs to be. We tried to control everything through assessments, for fear that assessments weakened and led to the dismissal of everyone. When we designed the assessment very closely, everyone was very busy and had everything to do, but it was not business that was busy.
When everyone does not trust the enterprise, assessment can only be used as a trick to deceive each other and to strengthen the blender of the Brown movement. The scale and scope of the assessment are very important. It is also impractical to unilaterally hope that the assessment will solve all problems. Appraisal tools must be able to play a good role when they are matched with core values, staff maturity, and management level.
2. Anal Thai ( plaster type) control system
Let's look at some common phenomena: When the superiors say that the meeting is reduced, then useful and useless meetings will not be allowed to open. The leader said that the three tests were not laid off by the development representative, so he never passed the test again. The article stated that the quality and the progress of the conflict must be of the highest quality. Therefore, some people have deliberately dragged on for a few days before the project can be GA. This makes it even more important for quality.
When these fraudulent phenomena occur, the superior generally thinks that because of the poor ability of the people, the monitoring measures are not in place. In any case, it is the fault of the employees and is the fault of others. Therefore, in order to avoid fraud, they also set up more complicated control measures and increased the complexity of monitoring organizations. As a result, organizations become more and more complex, working less and less efficiently. Retiring tens of thousands of steps means that even if it is really not capable of employees, it should also be designed to adapt the staff's ability to organize management methods, or to staff training, should solve the problem through sparse rather than blocking.
This is the status quo of our current organization. No one knows what the name of our next department is, and it is not clear which organizations we have in the end. In the industry, the average person devoted to real-value work is generally about 95%. Our company is said to be below 70%, and more than 30% of people work in non-value-added jobs. Everywhere is very busy, but also "leisure people" everywhere. In the words of subordinates, there are few monks and too many bodhisattvas.
Another phenomenon is that the investigation or assessment has found some problems, so the root causes of the false analysis of the model, limpid discussion to discuss, so they set up the organization to carry out headache measures. Every year, there are Top N N, and they continue to improve year after year. However, the problems have never been completely resolved. These problems have rarely changed. God horses are clouds, everything is fake.
Leaders always feel that they are correct, and that they are not doing well because they are not in place. Without thinking about why all people are not performing well, it is not because they lack a first-line in-depth analysis or lack of experience combined with actual business. Is it because they have problems with their own rules? One of Huawei's four bans is to prohibit process optimization and organizational change without actual business experience. Let's look at how many of us meet the requirements. Even if you have engaged in a specific business, it will be many years ago.
We are still stuck in the management model of the 19th century. We always hope to solve the system problems through the appearance of things like this, and try to superficially simplify management. For complex knowledge-based labor, plaster-type management and management can not solve the problem, because the degree of freedom behind is too large and too complicated. A truly reasonable approach is to set up a platform to motivate employees, and to establish an organizational-level health review, a method of promoting management and atmosphere, instead of looking at some easily deceived indicators.
3. Do not respect the self-centeredness of employees
World-class companies are employee-oriented, and they unify the development of the company and the development of the employees. They understand that the continuous development of the company is reflected in the continuous development of employees' capabilities. Therefore, they place special emphasis on the so-called prospective management, that is, through investing in the future of employees, the company will have its own future.
The problem with our business is to focus only on short-term results, focusing on people’s short-term performance and not on the development of capabilities. The relationship between managers and employees is mostly typical "performance-oriented", that is, "You make more money for me, I will send you more money", "You do not make me money, you can go People."
The employees of innovative knowledge-based companies are the most important means of production. We have no respect for the means of production, and we lack the vision for common growth. This leads to high turnover and low loyalty. When the leaders said that we should adopt the horse racing culture, we did not even dare to use the training. Even if we secretly trained, we must say that it is a seminar.
Moreover, many actions lack sincere communication and are all a condescending situation. One kind of laozi teaches his son's tone. Originally the same problem, most of the information we passed out was inconsistent feedback. This has also led to employees and companies not standing on a boat and spending one day a day.
Actually, Huawei, as a leader in private enterprises, has the inherent advantage of attracting everyone. A large number of talented people who hate the state monopolized research system and hate foreign companies are full of love for Huawei, and there are many people who abandon high-welfare, low-labor-intensive monopolies. And the institute came to Huawei, which was once passionate. Therefore, as long as we can do it step by step and treat people with honesty and sincerity, we can retain many talents. However, we lag behind others in the management of human resources. When everyone is struggling to respect people, inspire others, and nurture people, we are still looking at our employees as enemies.
4. The bureaucracy "as it is"
We often see that in order to complete the presentation of a film to the superior, a large group of people continued to study for two or three months, and the film was changed to more than 20 versions. A photograph was to be examined over and over again. In order to meet a superior's visit, places that were originally used for experiments were used as exhibition stands to purchase a large number of non-value-added items. It was for the sake of laughing, but he did not hesitate to make a big move.
These conferences and films all covered the time of managers. Few people have time to think about how to improve the organization and improve quality. Part of this is active to cater to superiors, and some are forced to cater to superiors. The king of Chu is very thin and waisted, and many people in the palace are starving.
When all the benefits originate from the evaluation of superior leaders, bureaucracy is unavoidable. It is imaginative to expect to solve problems through reducing simplification. Only by solving the evaluation of supervisors can it be possible to solve the problems of reporting and meeting. Only by establishing an evaluation system that truly reflects the value of supervisors, can supervisors focus on the core business. Once the company is big, how can the problem be so much?
5. Disgusting flattery culture
A staff member of the decision-making agency pointed out to the leader's material that if there is any problem with this, it is simply too great. Look at this flattering shot, too low level. The flattering culture spreads from the management to the entire company. Although it is not so nauseating, it is not willing to puncture this window paper. This directly led to distorted information. The pilot was not unsuccessful, and the requirements were not met.
All the leaders say are correct. Everyone who supports the leadership needs support. No one is willing to disobey the will of the leadership, no one is willing to discuss issues with the leaders in depth, up and down the voice of harmony, dare to speak out even more sturdy morning star. The success of the calendar year has also strengthened this praise and praise. These "correct" and "successful" events eventually led to an unstoppable and embarrassing situation.
On the one hand, the flattering culture comes from the upside down effect. On the other hand, it also comes from the over rigid execution. Under the big tree, the grass is not born. Although the large trees repeatedly expressed their confession, they are only symbolically expressed.
Ass culture is also related to Huawei's organizational ecology. Because organizational design issues are difficult to mobilize resources, most of the managers who grow up are simple, rough and aggressive. The result of simple and brutal is that The beard blinks and lacks people who can really think hard and comb business.
Flattering culture leads to a lack of self-immune function of the body. From top to bottom, it is a pair of pants. When the pants are perfect, they may also move forward. But once the trousers are broken, it is unavoidable to show ass shameless, because no one dares to go with the superior to say that your trousers are broken, and everyone closes one eye with one eye. The healthy growth of an organization requires both democracy and concentration. Democracy is for brainstorming. Concentration is for better implementation. We do not have true democracy, and it eventually leads to false concentration.
6. Separation of rights and responsibilities for business design
Our development department is now under tremendous pressure. Many departments often work overtime until 12 o'clock in the evening, and a large number of employees leave the company. In the words of the leaders, it is almost a rebuild of Tencent. What is ridiculous is that there are actually some department heads boasting that people in their department are full of enthusiasm. Volunteering to work overtime until late at night is really a matter of conscience.
When you split the business and development departments, it is easy to bring conflicts in front and rear. The development department is responsible for providing artillery shells, responsible for quality issues, and is responsible for the responsibility; the business department has groundbreaking power and calls for the right to fire, but does not assume responsibility for the responsibility of the resources behind. This leads to the business department or marketing will only ask for a lot of demand, and ultimately lead to the development department tired.
In order to allow developers not to work excessively overtime, they can screen their needs and obtain real value. Therefore, the development and business decentralization were proposed, and it is hoped that the development department and the business department will be able to deal with it and dare to raise objections to the demand ahead. It seems to be a solution to the problem. But it still cannot solve the fundamental problem, because the balance between development and the front will bring a lot of wrangling, and ultimately will not only lose value needs, but will also greatly reduce the efficiency. Just as eating a meal can be a problem, we are not trying to solve the problem by chewing the meal, but we hope to solve the problem by not eating.
This is because there is a lack of a true organization of responsibility and power, lack of a real responsible person who can balance the front and rear, or the separation of duties and powers of the business department leads to this result. If there is a responsible person who can balance the needs and the back-end resources, he will naturally consider how to maximize the resources and naturally balance the demand and value. Our current business design is more confusing, business and development grab power, projects and resources grab power, lack of a real contractualized custom organization, will inevitably lead to a big mess.
People are all profit-seeking animals. The design of the organization must be very elaborate, and it can penetrate deep into the actual needs of the people, rather than indiscriminately commanding the gourd. And these things about human behavior are very complex and rely more on human feelings and comprehension. If people do not have a deep understanding, it is difficult to figure out exactly how to design. We used to rely too much on technology and strategic success before, and when we suddenly went to refinement, we had a bit of a flinch.
7. Centralized and inefficient organizational design
According to customer feedback, Huawei’s response timeliness was slower than before. Some customers complained that Huawei's internal processes are rigid, too dogmatic, and not flexible before. There are also customers who asked if you could help change the cable. We can certainly answer it, but it will take seven months. Previously, internal employees were shouting, and now the outside voice is gradually becoming stronger.
After the company is big, it is easy to bring about a problem that is inefficient and complex. This is also called the big business disease by the management. In order to avoid similar organizational burdens, the world's top 500 companies often adopt the form of divisions, that is, the organization is divided into a number of small organizations, so that the small organizations themselves bear profits and losses. Through the operation of a complete team, short chain management and delivery.
We are implementing the management and delivery of long chains. Markets and development belong to different systems. The market does not regard development as a person. Development does not think that the market is tech-savvy. Sometimes, in order to complete optimization of a product that involves a large number of features, the entanglement of the big system is very serious, and the direct result is very low efficiency, which is simply amazing.
The slow response is a matter of management level. It also has a lot to do with our organizational design. The long chain of organization and operation will inevitably bring about high communication and coordination costs. The resistance of these communication and coordination will greatly reduce efficiency. It may not be a problem from the point of view of the process, but we ignore the path costs in the process of the process. ZTE used the form of business divisions 06 years ago, then changed to a centralized form, and later changed to the form of a business division. Now it seems that there has been some progress.
8. Core values ​​hung on the wall
The core values ​​are the potential forces supporting the success of enterprises, and they are the internal drives that support people's struggle. They also have great effects. It is impossible for the system and assessment to make every detail meticulous, but core values ​​have made up for these gaps. This is like the relationship between law and morality. Legal perfection also requires ethical constraints, so that society can be beneficially interacted.
IBM consultants say that core values ​​are not slogans written on the wall, but rather an action that promotes and can be recognized, such as collaborative innovation. Only those who have done this work are recognized, this behavior will be widely circulated. That is to say, core values ​​must have a feedback mechanism and they must have traction.
On the one hand, we call on everyone to practice the core values. On the one hand, they lack effective actions and value support, and eventually lead to form. For example, unity and forge ahead, although each time PBC communication will be used to air dry, but the lack of effective interpretation and support of interests, together with localized assessment of interest orientation, also makes this all in a formality, not only failed to promote corporate progress, It also wastes the manpower and material resources of the company. The competition of large enterprises depends on values. Our values ​​are obviously not competitive.
9. Negotiating the Marxist Dogmatism
When we report materials or preach, the mantra is all about how IBM, Ericsson, or a certain leader. The leaders saw that the material was also asked whether this was written in a book, and there was no source for it. It never asked us what it was like. Everyone thinks that as long as it is imported, it is excellent, as long as it is a book that can be applied. This aspect shows that people are too superstitious about foreigners. On the one hand, they show that they don't have the bottom, or that they don't understand anything about the organization. They can only apply it bluntly.
When the Red Army entrenched Jinggangshan, the Communist International sent Li Debogu to serve as a military adviser to guide the Red Army. The consultants relied on their successful experience in the Soviet Union to formulate unrealistic command methods such as position wars and urban warfare in China, which ultimately resulted in the defeat of the Red Army. Within ten thousand years of the Long March, the Red Army quickly reduced to 20,000 people from the ten thousand before the Long March.
Learning from Western advanced theories can be used, but it cannot be copied completely and unconditionally. Management is a social science, not a natural science. Natural sciences are those basic technologies and theories. It is easier to make a copy, and social science involves a lot more extensively. Even Drucker said that he hopes that Chinese companies will find their own management methods based on their national conditions rather than copying dogmas. Japanese companies can grow at the same time as they grow national justice, Akio Morita, Huawei can grow up, Lin Chi-ling it?
10. Yelang Pride Ah Q spirit
Our ancestors used to be rich, and the ancestors had already won so many wins. Our leaders are wise and we still do it. The company is filled with such a blind confidence, especially in the leadership. I always felt that the ancestors had been terrible, and that they were still very powerful in the future. Sometimes even when talking about ZTE, there was a variety of good feelings. So we set about summing up the bells instead of merely telling the time. At this level, we can sum up a trick.
Everything is changing. Success at that time cannot prove the success at this time, nor can it prove the success of the future. If it has been a success, the Scorpion Army in the Qing Dynasty will go back to ancient times. We do not look for the real reason for success. It is absurd to distinguish between what is our true competitiveness and lies in the thinning of historical contributions brought about by various reasons. When we are developing rapidly, many contradictions have been obscured. Once the growth rate drops or even slows down, the contradictions can easily be intensified.
Sometimes I even think that Huawei needs a big setback, otherwise it will never be able to have the courage to progress and improve from the heart. Or that Huawei's big setback is unavoidable because nobody can stop this huge inertia.
This is like the catastrophe of 2012. Human over-consumption leads to overloading of the environment. Because of the interests, any Copenhagen conference cannot reach an agreement and it will not prevent the disaster from coming. A major disaster may be the only chance to wash the past and start again. You see how clear the sky is after 2012.
Regarding internal issues, I believe that after this salary adjustment incident, it should be able to feel something. I and all levels of Huawei, down to the peddler, from the royal family to the royal family have extensive contact, but also experienced many areas and business, I believe that the perspective is not just a glimpse of the leopard. At the same time, I also hope that this article will not cause widespread resentment, or bring the accusations such as "Can't give birth to eggs, what to evaluate eggs".
1. Incomparable heavy wall
General product problems, we are shirking each other's responsibilities, and often found that the ultimate responsibility is not. Either the customer is not operating properly or the environment does not match. Communication products are very complex and there are many ambiguous areas in the joint department. It is still very easy to shirk responsibility. Like the original melamine joke, the manufacturers said that the milk had a problem because of the milk trader. The milk trader said that it was a cow, the cow said it was a grass problem, and the grass said it was a problem with the grass.
There is also the difficulty of internal coordination. If it is not for the project that is led by oneself or led by one’s own department, it is difficult to mobilize resources. Many of our supervisors generally only promote collaboration within their own departments, hoping that they can bring good performance to their organizations in collaboration, and when their own departments want to collaborate with external departments, they begin to push the boundaries. This kind of selfish fake collaboration ultimately leads to no collaboration internally and externally. Therefore, Huawei is doing the Brown movement. This kind of exercise is disastrous for big companies.
Inappropriate local assessment is one of the important causes of similar phenomena, and the assessment gap is too large and reinforces this impulse. Everyone is concerned about whether they can achieve high performance. No one is concerned about whether the organization can succeed. Although the assessment was changed from three months to six months two years ago, it still failed to learn the essence of others. Once every six months, it is not merely to lengthen the cycle. It also hopes that it can weaken the assessment of overconfidence and strengthen everyone's attention to the overall situation.
Inappropriate assessment will not only harm the whole, but also lead to excessive attention to short-term interests. For example, everyone does not care about whether the project or organization is ultimately successful. It only pays attention to the benefits that can be seen in the short term. If there is no problem at the moment, no one will manage it later. Even if we use the performance of the Internet later as an assessment object, because of the relatively long time, the constraints on the current situation are also limited.
If it is a female worker in the production line, it is entirely possible to count the pieces every day. The more complex the product, the more important the assessment needs to be. We tried to control everything through assessments, for fear that assessments weakened and led to the dismissal of everyone. When we designed the assessment very closely, everyone was very busy and had everything to do, but it was not business that was busy.
When everyone does not trust the enterprise, assessment can only be used as a trick to deceive each other and to strengthen the blender of the Brown movement. The scale and scope of the assessment are very important. It is also impractical to unilaterally hope that the assessment will solve all problems. Appraisal tools must be able to play a good role when they are matched with core values, staff maturity, and management level.
2. Anal Thai ( plaster type) control system
Let's look at some common phenomena: When the superiors say that the meeting is reduced, then useful and useless meetings will not be allowed to open. The leader said that the three tests were not laid off by the development representative, so he never passed the test again. The article stated that the quality and the progress of the conflict must be of the highest quality. Therefore, some people have deliberately dragged on for a few days before the project can be GA. This makes it even more important for quality.
When these fraudulent phenomena occur, the superior generally thinks that because of the poor ability of the people, the monitoring measures are not in place. In any case, it is the fault of the employees and is the fault of others. Therefore, in order to avoid fraud, they also set up more complicated control measures and increased the complexity of monitoring organizations. As a result, organizations become more and more complex, working less and less efficiently. Retiring tens of thousands of steps means that even if it is really not capable of employees, it should also be designed to adapt the staff's ability to organize management methods, or to staff training, should solve the problem through sparse rather than blocking.
This is the status quo of our current organization. No one knows what the name of our next department is, and it is not clear which organizations we have in the end. In the industry, the average person devoted to real-value work is generally about 95%. Our company is said to be below 70%, and more than 30% of people work in non-value-added jobs. Everywhere is very busy, but also "leisure people" everywhere. In the words of subordinates, there are few monks and too many bodhisattvas.
Another phenomenon is that the investigation or assessment has found some problems, so the root causes of the false analysis of the model, limpid discussion to discuss, so they set up the organization to carry out headache measures. Every year, there are Top N N, and they continue to improve year after year. However, the problems have never been completely resolved. These problems have rarely changed. God horses are clouds, everything is fake.
Leaders always feel that they are correct, and that they are not doing well because they are not in place. Without thinking about why all people are not performing well, it is not because they lack a first-line in-depth analysis or lack of experience combined with actual business. Is it because they have problems with their own rules? One of Huawei's four bans is to prohibit process optimization and organizational change without actual business experience. Let's look at how many of us meet the requirements. Even if you have engaged in a specific business, it will be many years ago.
We are still stuck in the management model of the 19th century. We always hope to solve the system problems through the appearance of things like this, and try to superficially simplify management. For complex knowledge-based labor, plaster-type management and management can not solve the problem, because the degree of freedom behind is too large and too complicated. A truly reasonable approach is to set up a platform to motivate employees, and to establish an organizational-level health review, a method of promoting management and atmosphere, instead of looking at some easily deceived indicators.
3. Do not respect the self-centeredness of employees
World-class companies are employee-oriented, and they unify the development of the company and the development of the employees. They understand that the continuous development of the company is reflected in the continuous development of employees' capabilities. Therefore, they place special emphasis on the so-called prospective management, that is, through investing in the future of employees, the company will have its own future.
The problem with our business is to focus only on short-term results, focusing on people’s short-term performance and not on the development of capabilities. The relationship between managers and employees is mostly typical "performance-oriented", that is, "You make more money for me, I will send you more money", "You do not make me money, you can go People."
The employees of innovative knowledge-based companies are the most important means of production. We have no respect for the means of production, and we lack the vision for common growth. This leads to high turnover and low loyalty. When the leaders said that we should adopt the horse racing culture, we did not even dare to use the training. Even if we secretly trained, we must say that it is a seminar.
Moreover, many actions lack sincere communication and are all a condescending situation. One kind of laozi teaches his son's tone. Originally the same problem, most of the information we passed out was inconsistent feedback. This has also led to employees and companies not standing on a boat and spending one day a day.
Actually, Huawei, as a leader in private enterprises, has the inherent advantage of attracting everyone. A large number of talented people who hate the state monopolized research system and hate foreign companies are full of love for Huawei, and there are many people who abandon high-welfare, low-labor-intensive monopolies. And the institute came to Huawei, which was once passionate. Therefore, as long as we can do it step by step and treat people with honesty and sincerity, we can retain many talents. However, we lag behind others in the management of human resources. When everyone is struggling to respect people, inspire others, and nurture people, we are still looking at our employees as enemies.
4. The bureaucracy "as it is"
We often see that in order to complete the presentation of a film to the superior, a large group of people continued to study for two or three months, and the film was changed to more than 20 versions. A photograph was to be examined over and over again. In order to meet a superior's visit, places that were originally used for experiments were used as exhibition stands to purchase a large number of non-value-added items. It was for the sake of laughing, but he did not hesitate to make a big move.
These conferences and films all covered the time of managers. Few people have time to think about how to improve the organization and improve quality. Part of this is active to cater to superiors, and some are forced to cater to superiors. The king of Chu is very thin and waisted, and many people in the palace are starving.
When all the benefits originate from the evaluation of superior leaders, bureaucracy is unavoidable. It is imaginative to expect to solve problems through reducing simplification. Only by solving the evaluation of supervisors can it be possible to solve the problems of reporting and meeting. Only by establishing an evaluation system that truly reflects the value of supervisors, can supervisors focus on the core business. Once the company is big, how can the problem be so much?
5. Disgusting flattery culture
A staff member of the decision-making agency pointed out to the leader's material that if there is any problem with this, it is simply too great. Look at this flattering shot, too low level. The flattering culture spreads from the management to the entire company. Although it is not so nauseating, it is not willing to puncture this window paper. This directly led to distorted information. The pilot was not unsuccessful, and the requirements were not met.
All the leaders say are correct. Everyone who supports the leadership needs support. No one is willing to disobey the will of the leadership, no one is willing to discuss issues with the leaders in depth, up and down the voice of harmony, dare to speak out even more sturdy morning star. The success of the calendar year has also strengthened this praise and praise. These "correct" and "successful" events eventually led to an unstoppable and embarrassing situation.
On the one hand, the flattering culture comes from the upside down effect. On the other hand, it also comes from the over rigid execution. Under the big tree, the grass is not born. Although the large trees repeatedly expressed their confession, they are only symbolically expressed.
Ass culture is also related to Huawei's organizational ecology. Because organizational design issues are difficult to mobilize resources, most of the managers who grow up are simple, rough and aggressive. The result of simple and brutal is that The beard blinks and lacks people who can really think hard and comb business.
Flattering culture leads to a lack of self-immune function of the body. From top to bottom, it is a pair of pants. When the pants are perfect, they may also move forward. But once the trousers are broken, it is unavoidable to show ass shameless, because no one dares to go with the superior to say that your trousers are broken, and everyone closes one eye with one eye. The healthy growth of an organization requires both democracy and concentration. Democracy is for brainstorming. Concentration is for better implementation. We do not have true democracy, and it eventually leads to false concentration.
6. Separation of rights and responsibilities for business design
Our development department is now under tremendous pressure. Many departments often work overtime until 12 o'clock in the evening, and a large number of employees leave the company. In the words of the leaders, it is almost a rebuild of Tencent. What is ridiculous is that there are actually some department heads boasting that people in their department are full of enthusiasm. Volunteering to work overtime until late at night is really a matter of conscience.
When you split the business and development departments, it is easy to bring conflicts in front and rear. The development department is responsible for providing artillery shells, responsible for quality issues, and is responsible for the responsibility; the business department has groundbreaking power and calls for the right to fire, but does not assume responsibility for the responsibility of the resources behind. This leads to the business department or marketing will only ask for a lot of demand, and ultimately lead to the development department tired.
In order to allow developers not to work excessively overtime, they can screen their needs and obtain real value. Therefore, the development and business decentralization were proposed, and it is hoped that the development department and the business department will be able to deal with it and dare to raise objections to the demand ahead. It seems to be a solution to the problem. But it still cannot solve the fundamental problem, because the balance between development and the front will bring a lot of wrangling, and ultimately will not only lose value needs, but will also greatly reduce the efficiency. Just as eating a meal can be a problem, we are not trying to solve the problem by chewing the meal, but we hope to solve the problem by not eating.
This is because there is a lack of a true organization of responsibility and power, lack of a real responsible person who can balance the front and rear, or the separation of duties and powers of the business department leads to this result. If there is a responsible person who can balance the needs and the back-end resources, he will naturally consider how to maximize the resources and naturally balance the demand and value. Our current business design is more confusing, business and development grab power, projects and resources grab power, lack of a real contractualized custom organization, will inevitably lead to a big mess.
People are all profit-seeking animals. The design of the organization must be very elaborate, and it can penetrate deep into the actual needs of the people, rather than indiscriminately commanding the gourd. And these things about human behavior are very complex and rely more on human feelings and comprehension. If people do not have a deep understanding, it is difficult to figure out exactly how to design. We used to rely too much on technology and strategic success before, and when we suddenly went to refinement, we had a bit of a flinch.
7. Centralized and inefficient organizational design
According to customer feedback, Huawei’s response timeliness was slower than before. Some customers complained that Huawei's internal processes are rigid, too dogmatic, and not flexible before. There are also customers who asked if you could help change the cable. We can certainly answer it, but it will take seven months. Previously, internal employees were shouting, and now the outside voice is gradually becoming stronger.
After the company is big, it is easy to bring about a problem that is inefficient and complex. This is also called the big business disease by the management. In order to avoid similar organizational burdens, the world's top 500 companies often adopt the form of divisions, that is, the organization is divided into a number of small organizations, so that the small organizations themselves bear profits and losses. Through the operation of a complete team, short chain management and delivery.
We are implementing the management and delivery of long chains. Markets and development belong to different systems. The market does not regard development as a person. Development does not think that the market is tech-savvy. Sometimes, in order to complete optimization of a product that involves a large number of features, the entanglement of the big system is very serious, and the direct result is very low efficiency, which is simply amazing.
The slow response is a matter of management level. It also has a lot to do with our organizational design. The long chain of organization and operation will inevitably bring about high communication and coordination costs. The resistance of these communication and coordination will greatly reduce efficiency. It may not be a problem from the point of view of the process, but we ignore the path costs in the process of the process. ZTE used the form of business divisions 06 years ago, then changed to a centralized form, and later changed to the form of a business division. Now it seems that there has been some progress.
8. Core values ​​hung on the wall
The core values ​​are the potential forces supporting the success of enterprises, and they are the internal drives that support people's struggle. They also have great effects. It is impossible for the system and assessment to make every detail meticulous, but core values ​​have made up for these gaps. This is like the relationship between law and morality. Legal perfection also requires ethical constraints, so that society can be beneficially interacted.
IBM consultants say that core values ​​are not slogans written on the wall, but rather an action that promotes and can be recognized, such as collaborative innovation. Only those who have done this work are recognized, this behavior will be widely circulated. That is to say, core values ​​must have a feedback mechanism and they must have traction.
On the one hand, we call on everyone to practice the core values. On the one hand, they lack effective actions and value support, and eventually lead to form. For example, unity and forge ahead, although each time PBC communication will be used to air dry, but the lack of effective interpretation and support of interests, together with localized assessment of interest orientation, also makes this all in a formality, not only failed to promote corporate progress, It also wastes the manpower and material resources of the company. The competition of large enterprises depends on values. Our values ​​are obviously not competitive.
9. Negotiating the Marxist Dogmatism
When we report materials or preach, the mantra is all about how IBM, Ericsson, or a certain leader. The leaders saw that the material was also asked whether this was written in a book, and there was no source for it. It never asked us what it was like. Everyone thinks that as long as it is imported, it is excellent, as long as it is a book that can be applied. This aspect shows that people are too superstitious about foreigners. On the one hand, they show that they don't have the bottom, or that they don't understand anything about the organization. They can only apply it bluntly.
When the Red Army entrenched Jinggangshan, the Communist International sent Li Debogu to serve as a military adviser to guide the Red Army. The consultants relied on their successful experience in the Soviet Union to formulate unrealistic command methods such as position wars and urban warfare in China, which ultimately resulted in the defeat of the Red Army. Within ten thousand years of the Long March, the Red Army quickly reduced to 20,000 people from the ten thousand before the Long March.
Learning from Western advanced theories can be used, but it cannot be copied completely and unconditionally. Management is a social science, not a natural science. Natural sciences are those basic technologies and theories. It is easier to make a copy, and social science involves a lot more extensively. Even Drucker said that he hopes that Chinese companies will find their own management methods based on their national conditions rather than copying dogmas. Japanese companies can grow at the same time as they grow national justice, Akio Morita, Huawei can grow up, Lin Chi-ling it?
10. Yelang Pride Ah Q spirit
Our ancestors used to be rich, and the ancestors had already won so many wins. Our leaders are wise and we still do it. The company is filled with such a blind confidence, especially in the leadership. I always felt that the ancestors had been terrible, and that they were still very powerful in the future. Sometimes even when talking about ZTE, there was a variety of good feelings. So we set about summing up the bells instead of merely telling the time. At this level, we can sum up a trick.
Everything is changing. Success at that time cannot prove the success at this time, nor can it prove the success of the future. If it has been a success, the Scorpion Army in the Qing Dynasty will go back to ancient times. We do not look for the real reason for success. It is absurd to distinguish between what is our true competitiveness and lies in the thinning of historical contributions brought about by various reasons. When we are developing rapidly, many contradictions have been obscured. Once the growth rate drops or even slows down, the contradictions can easily be intensified.
Sometimes I even think that Huawei needs a big setback, otherwise it will never be able to have the courage to progress and improve from the heart. Or that Huawei's big setback is unavoidable because nobody can stop this huge inertia.
This is like the catastrophe of 2012. Human over-consumption leads to overloading of the environment. Because of the interests, any Copenhagen conference cannot reach an agreement and it will not prevent the disaster from coming. A major disaster may be the only chance to wash the past and start again. You see how clear the sky is after 2012.
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