The One Behind It All Chapter 122

We need to see this situation today. We are expanding now and there are many new positions. Everyone must hurry up to occupy these new positions to avoid being laid off. Whether it is for cadres or ordinary employees, layoffs are inevitable. We have never promised to implement a lifelong employment system like Japan. Our company has emphasized freedom of coming and going since its inception. Internal mobility is very important. Of course, this mobility can rise or fall. As long as the company's core competitiveness improves, what does it matter if an individual rises or falls? "Not pleased, not to have compassion". Therefore, today, when our departments at all levels truly care about cadres, we do not want to keep them, but to guide them and move them out.

If a new employee understands the template and can follow the template, he is already internationalized and professional. His current level of education can be mastered in three months. This template was figured out by predecessors after decades of exploration, so you don’t have to explore it anymore. All process management departments and rationalization management departments must be good at guiding various types of work templates that have been optimized and proven to be effective. Clear processes, repetitive processes, and work must be templated. Only when a job achieves the same performance with less labor and less time does it mean that management has improved. We believe that only by seizing the main template construction and connecting related template processes can IT become a reality. On this issue, we need to strengthen construction.

It may be spring now, but winter is not far away. We have to think about winter issues in spring and summer. Winter in the IT industry may not necessarily be winter for other companies, but it may be winter for Huawei. Huawei's winter may be colder, even colder. We are still too young. After ten years of smooth development, our company has never experienced setbacks. Without setbacks, we would not know how to move towards the right path. Suffering is a fortune, and we have not experienced it, which is our greatest weakness. We have absolutely no psychological preparation and technical preparation to adapt to and develop.

The crisis comes unconsciously, and I think all employees cannot think about the problem from their own perspective. If you don't have a broad mind, you won't be able to treat change correctly. If you don't treat change correctly and resist change, the company will die. In this process, on the one hand, everyone must work hard to improve themselves, on the other hand, they must unite well with comrades, improve organizational efficiency, and send their good cadres to other departments to give their subordinates opportunities for promotion. You reduce the establishment and avoid layoffs and compression. In the reform process, many changes will always touch some interests and conflicts of certain employees. I hope everyone will not complain or say weird things. In particular, our cadres must be self-disciplined and not spread gossip.

Regarding the attitude towards the media, I hope that all employees will keep a low profile because we are not a listed company, so we do not need to disclose it to the society. We are mainly responsible to the government and the effective operation of the enterprise. Our responsibility to the government is to abide by laws and regulations. Last year, we paid 1.8 billion in value-added tax and income tax to the state, and 900 million in customs duties. The total amount was 2.7 billion. It is estimated that our tax revenue may increase by another 70 to 80% this year, and we may have to pay more than 4 billion to the country. We have become socially responsible. The media has their own rules of operation, and we should not get involved. Some of our employees’ online debates are a disservice to the company.