At present, there are not many entrepreneurs in China's business community, but Huawei's boss Ren Zhengfei can definitely count as one. He has always been regarded as the godfather of Chinese private enterprises. This shows that everyone is recognized and sought after by Ren Zhengfei. This is an era that requires entrepreneurs and an era of entrepreneurial spirit. Ma Yun, Chairman of the Board of Directors of Alibaba Group, bluntly stated in an international speech in 2012: "The current world is not missing money. The business society lacks the spirit, dreams and values of entrepreneurs."
Ren Zhengfei is known as the godfather of Chinese private enterprises. What kind of entrepreneurial spirit does Ren Zhengfei have? What nutrients can a company's entrepreneurs and leaders learn from Ren Zhengfei?
We tried to understand this legendary entrepreneur through a face-to-face interview with Ren Zhengfei, but this is almost an impossible task. We all know that Ren Zhengfei is a very low-key entrepreneur. He has never been interviewed by any media, has not accepted any social duties, has not made any public speeches, and seems to be low-key in the outside world. Therefore, Ren Zhengfei is full of mystery to us. It is his mystery that attracts more and more people's attention and interest. There are many books and articles about Ren Zhengfei in the market and on the Internet. Research and organization, on the other hand, we have also heard Huawei employees and management to understand this Huawei leader. Through continuous research and interviews, Ren Zhengfei gradually became vague in the face of vagueness, clarity, innovation, adventure, learning, persistence, and sharing.
Innovation is one of the qualities of an excellent entrepreneur and the core of entrepreneurship. At home and abroad, all outstanding entrepreneurs have this spirit, from Jack Welch to Jobs, from Liu Chuanzhi to Ma Yun, these outstanding entrepreneurs are all carrying innovative genes. The lack of Steve Jobs’s innovations and achievements in innovation is lacking. More and more fruit powders are beginning to miss Jobs’ days. Without Bill Gates’s Microsoft’s slow and slightly old-fashioned attitude in front of Apple and Google. Innovation is so important that we have to admire the outstanding entrepreneurs who lead the company in innovation.
Innovation is also reflected in Ren Zhengfei. In terms of corporate strategy, from agent to independent research and development, from rural to urban, from communication equipment to mobile phones, Huawei has achieved rapid development with continuous innovation and transformation. In terms of enterprise management, from Huawei's basic law to qualification management, from unconventional talents to full shareholding, Huawei has pioneered both corporate culture and internal control, and is also at the forefront of peers. Huawei not only It was the first company to eat crabs, and Huawei also gained tremendous growth and rapid development.
It is the continuous innovation that has made Huawei today. With continuous innovation, Huawei has stepped beyond competition.
Adventure is the nature of a good entrepreneur. Entrepreneurship and enterprise development itself have many risks. If they lack the spirit of adventure and do not take risks and take risks, they will not become entrepreneurs. Enterprise innovation either succeeds or fails, and entrepreneurs have no other third path. In this young and passionate city of Shenzhen, many adventurers, the success of Huawei and Tencent, the rise of BYD and Wuzhou Dragon, and many adventurers in Shenzhen have made their own businesses and performed their own wealth stories. It is also because of this that in 2009, the Shanghai Municipal Party Committee Secretary had no choice but to say "Shenzhen adventurer's paradise" this meaningful sentence.
Ren Zhengfei is also quite adventurous among these entrepreneurs. I remember that when Huawei’s turnover exceeded 100 million yuan for the first time in 1992, the venture partners suggested dividing profits, but Ren Zhengfei still insisted on putting all the profits earned into new products. In the process of research and development, this was undoubtedly a huge adventure at the time. Imagine that if Ren Zhengfei lacked the adventurous spirit, he would not do so. Without the investment in R&D in the past, there would be no Huawei in the market. In addition, in 1998, Huawei became the first brand in the domestic market with its good performance in the domestic market. In the face of honor and applause, Ren Zhengfei made a great and adventurous decision--"to enter the overseas market", it is difficult to imagine if Huawei was lying on the credit What kind of ending will be in the book.
Learning is the key to entrepreneurship. Chairman Mao once said that "three days without learning, can't catch up with Liu Shaoqi", Ren Zhengfei, who regards Chairman Mao as his idol, certainly has its own profound meaning. Ren Zhengfei is very passionate about learning. Not only is he good at learning, but he has always been committed to building a learning style in Huawei. team. Ren Zhengfei is not a management subject. He often speaks on many occasions that he is a layman in managing a company. He has been learning. Because of this, he has a strong desire to treat knowledge. Under the leadership of Ren Zhengfei, his management team often Follow the general cloud tour. In Japan, Ren Zhengfei and the senior management team learned the quality management consciousness and professionalism of Japanese companies. Everyone in the United States felt the spirit of innovation and entrepreneurship. In Germany, everyone also learned the spirit and professionalism of the Germans.
2000 is the initial stage of Huawei's internationalization and learning from IBM. In order to better communicate with IBM consultants and better integrate with the international community, Ren Zhengfei, 57, began to learn English and can hear every morning at the president's office. Ren always read the English voice aloud. Although the pronunciation is not very standard, this spirit of learning stimulates and spurs Huawei's management and young employees.
In order to enable all Huawei people to receive professional system training and learning, and to establish a Huawei learning organization, Ren Zhengfei led the establishment of Huawei University. Huawei University not only has first-class software and hardware facilities, but also has more than 2,000 full-time part-time lecturers. One of the best corporate universities, the establishment of Huawei University not only provides a good platform and opportunity for Huawei to accept professional system learning, but also contributes to Huawei customers' acceptance of Huawei product training. The establishment of Huawei University also led the establishment of Ping An University, the recruitment of universities, the establishment of BYD College, and the establishment of various corporate universities to greatly promote the development of enterprises and the growth of employees.
Chairman Mao once published an important speech on "Criticism and Self-criticism" in 1953. This is true of a generation of great men. Ren Zhengfei, who regards Chairman Mao as his idol, can be said to be too far in this respect. Ren Zhengfei is a person who dares to self-criticize and regards self-criticism as a key temperament of a leader.
Within Huawei, self-criticism has become the main content of Huawei's core values. The purpose of self-criticism is to continuously improve and improve, rather than self-denial. Only by persisting in self-criticism can we listen, abandon and continue to transcend, so that we can more easily respect others. Cooperate with others to achieve the common development of customers, companies, teams and individuals."
Ren Zhengfei also wrote in his article "Why should you criticize yourself":
"Huawei is still a young company. Although it is full of vitality and passion, it is also filled with childishness and pride. Our management is not standardized. Only by constantly criticizing ourselves can we mature as soon as possible. We are not criticizing for criticism. Instead of criticizing for total negation, but criticizing for optimization and construction, the overall goal is to lead to the improvement of the company's overall core competitiveness.”
We are in the tenfold speed of the IT industry, which is the fastest in the world. It is change. When we hesitate a little, we lose a thousand miles. If you are self-sufficient and refuse to criticize, you are not only a thousand miles away. Are we going to failure for face, going to death, or throwing away face, throwing away mistakes and catching up? To live, there is only transcendence. To transcend, we must first transcend ourselves; the necessary condition for transcendence is to remove all mistakes in time. To remove all mistakes, you must first dare to criticize yourself. The ancients said: Three of them must have my teacher. Among them, one of them is a competitor, and one is a customer who dares to criticize our equipment problems. If you are still modest, another person is a subordinate who dares to speak out, sincerely. Critics of colleagues, strict requirements of leadership. As long as you really do the sergeant Li Xian, there is no mistake that can't be corrected. ”
Ren Zhengfei not only strictly demands that he should have the spirit of self-criticism, but he also requires all Huawei people to have a self-criticism. He hopes that Huawei people will be "three provinces a day", be aware of their own deficiencies, and constantly make suggestions, constantly optimization. Ren Zhengfei also has different requirements for cadres at different levels. Any cadre who cannot use this weapon to criticize himself cannot be promoted.
Nowadays, there is no shortage of entrepreneurs in the society. What is lacking is an entrepreneur with self-criticism. An entrepreneur who has only continuous self-reflection and self-criticism can continuously lead the company to continuously improve and innovate.
Sharing is the driving force of entrepreneurship. Ren Zhengfei has always used the phrase "harvesting people to gather people and gathering people" as the philosophy and principle of his own business. Ren Zhengfei knows how to share and is good at sharing. It can be said that Ren Zhengfei is one of the most knowledgeable and best-savvy Chinese entrepreneurs to share. entrepreneur. It is hard to imagine that Ren Zhengfei only owns less than 2% of the shares in Huawei. Huawei is the first company in China to hold shares. Huawei is also the first company in China to have employees and European and American companies. Ren Zhengfei's profit sharing mechanism not only allowed Huawei to attract and gather a group of top R&D and management talents in China, but also made Huawei the first wealthy group of intellectuals.
Ren Zhengfei's atmosphere and sharing have made Huawei employees truly become the masters of the company. Huawei employees who have “one acre and three points” struggle for themselves, and of course they spare no effort to fight for themselves in the market. It is this that gives Huawei an unparalleled first-mover advantage.
Entrepreneurs like Ren Zhengfei are also like Niu Gensheng, Ma Yun, Liu Chuanzhi, He Xiangjian, etc. These outstanding entrepreneurs are willing to share the dividends of enterprise development with entrepreneurial partners and excellent professional managers, and are willing to share their rights with them. A group of outstanding backbones and outstanding professional managers have been gathered around them. These enterprises have made great achievements in their respective fields.
Perseverance is the true nature of entrepreneurship. It is very difficult to run a business. The operating enterprises will also face difficulties of all sizes. In the face of hard work, the dilemma is difficult to retreat or rush to the top. As an entrepreneur, there is no retreat. Persistence is an entrepreneur must face. The only choice is that it is difficult to achieve a career without persistent perseverance.
Ma Yun’s persistence has made his Alibaba e-commerce kingdom, and He Xiangjian’s insistence on making the United States become a Laosong, Ren Zhengfei’s insistence on letting Huawei surpass competition. As the saying goes, "There is no perseverance, the stone can be smashed; In 1992, Huawei entered the telecom market. In the fiercely competitive telecommunications field, Ren Zhengfei’s words were mistakenly entered into this thorny mode field. With the enthusiasm of the newborn burdock and the unremitting struggle and persistence, Huawei continued In investing in R&D and management, we have invested huge amounts of material and human resources. Now Huawei's achievements have benefited from Huawei's persistence and struggle for many years.
In 1998, Huawei invested heavily in worshipping IBM as a teacher. It carried out a revolutionary change. The change required sacrifice, and the change could fail. In the face of external doubts and the “negative resistance” of employees, Ren Zhengfei did not waver, ten years. On the day of Ren Zhengfei's insistence on Huawei's transformation, great success has been achieved. Today, Huawei can be said to be China's most internationalized and operationally efficient enterprise.