The One Behind It All Chapter 78

The next day, experts from the consulting company submitted the plan and communicated with Huawei executives for less than a morning. They went back after lunch. After spending a lot of money and finally getting a two-hour explanation, Huawei still felt it was worth it. Zhang Jianguo believes that "the key to the American-style salary assessment system proposed by Hay Group is that it proposes new management concepts and ideas."

The promulgation of the "Huawei Basic Law" has caused quite a shock to the Chinese business community. Many domestic companies particularly admire the "Huawei Basic Law". Some people hope to create a similar "law" in their own companies, so as to Build your own corporate culture.

However, some people disagree. For example, they believe that a certain article in the "Huawei Basic Law": "Employees have the obligation to report hidden management shortcomings and mistakes in a realistic and realistic manner. Employees are allowed to act cheaply in emergencies and seize opportunities for the company. Avoid risks and contribute to mitigating disasters. However, in this case, the person who skipped the reporting level or acted for convenience must bear responsibility for his own actions and their consequences." It is a bit unclear. Judging from the text alone, I'm afraid there won't be too many employees who dare to report beyond the level or act expediently. At least there are too many "things" to consider before taking action. This should be similar to "you can put out the fire when it breaks out, but you will be responsible for being burned to death or responsible for the damage caused by the fire." If this is the case, why are we trying to put out the fire? Just call 119!

Just when the outside world had mixed reviews about the introduction of the Huawei Basic Law, Aiden also realized its weakness and uselessness. This understanding is actually related to Huawei's globalization journey that began in 1996. In 1996, Aiden began to turn his attention to the management system of international companies. The qualification evaluation system of the Hong Kong branch of the American HAY consulting company was the first to enter Huawei. At the end of 1997, Aiden visited Hughes Corporation, IBM, Bell Labs and Hewlett-Packard in the United States. In the process of contacting world-class multinational companies, Aiden realized that the unique language model of the Basic Law could not form a good dialogue with large global companies. Enterprises undertake the mission of creating value for customers. To this end, it is necessary to comply with prevailing business values and a series of standard processes and systems to ensure the realization of the corporate mission. Huawei has chosen an indirect alliance strategy, and in turn the alliance partners are changing or even reshaping Huawei. Corporate giants care about all aspects of your business processes, financial management, human resources, employee benefits, labor treatment, etc., to examine whether you have long-term development potential, and they will also conduct a series of strict qualification certifications on you.

From this, Aiden realized that the Basic Law was destined to be short-lived and weak because it failed to reflect the value in the process and did not evaluate and reward it. Professor Wu Chunbo, one of its drafters, later said: "The limitations of the Basic Law at that time were obvious, and very few issues were raised about the core values, processes and customers of enterprises." And another drafter said Mr. Peng Jianfeng said: "The actual effect of the Huawei Basic Law on Huawei's growth and development may be far less than the brand effect it creates for Huawei and the inspiration value it brings to other Chinese companies."