The One Behind It All Chapter 84

In order to let everyone remember the "bloody" lesson, Aiden held an ingenious "Scrap Reward Conference". On September 1, 2000, Huawei held an "Award Ceremony" for R&D personnel. Hundreds of R&D backbones were called up to the podium one by one. Their faces turned red, and the audience was filled with sighs. This special prize includes scrapped products caused by human factors such as work errors, unclear BOM filling, and lax testing during the research and development process over the past few years, as well as air tickets, train tickets, and various other products caused by repairs caused by unnecessary errors. Expense documents, etc. Aiden asked them to take these "prizes" home and place them in a conspicuous place in the living room at home, and look at them often.

Self-criticism and self-denial have become a red thread running through Aiden’s thoughts. Aiden used "denial" to create "Huawei characteristics" and also denied the integration of "Huawei characteristics" into internationalization. Through Aiden's constant negation, Huawei continued to get closer to the goal of being a world-class enterprise.

The essence of all wars is to preserve oneself and destroy the enemy. In the middle period of reform and opening up, a vivid metaphor emerged: shopping malls are like battlefields. Our country's enterprises have been facing a market with scarce resources since they were born. When the competition reaches a fierce stage, they must gain a chance of survival at the expense of "eliminating" their opponents. At this time, the shopping mall has evolved into a battlefield, and even among enterprises and even employees Hostility between them is inevitable. The culture of most private enterprises in our country has a strong color of war, such as "there is only the first in the market, not the second", "it is either survival or death", "the fast fish eats the slow fish" and other statements. Huawei is no exception. It treats market competition as a battlefield and concentrates its efforts on dealing with powerful enemies until it gradually cannibalizes them.

After reading Mao Zedong's military works, Aiden summed up a set of management methods for enterprises.

Huawei is a high-tech company that faces picky customers and powerful opponents. Only with adequate training and careful preparation can we win by surprise. In its early years, Huawei's market strategies, competitive strategies, and internal management were all deeply imprinted with the philosophy of struggle. Before each important change, Huawei would launch ideological campaigns or conduct leadership lectures, and it would also hold a swearing-in meeting before major "battles." , to boost morale. Similarly, many companies also hold swearing-in meetings to improve the morale of their employees. The morale of employees can often directly determine the competitiveness of the company.