Management progress trilogy - rigid, optimization, curing [p = 24, null, left] Introduction: The Digest is selected from the first 116 'Huawei People newspaper,' May 8, 2001, the contents of the business school professor of Renmin University of China, Huawei consultant, 'Huawei Basic Law' drafting team Yang Du, from a management point of view the interpretation of Huawei's 'new ism' - rigid learning, optimize innovation, solidify elevator, and further study. [P = 24, null, center] [p = 24, null, left] [p = 24, null, left] [p = 24, null, left] what management progress? [P = 24, null, left] [p = 24, null, left] management is to enhance the progress of the standard company's core competitiveness, the core competitiveness is the ultimate expression of the growth of per capita benefits. [P = 24, null, left] One of the roles of management is to produce a synergistic effect, had 2 + 2 = 4, plus a manager should not be a 2 + 3 = 5, but should be 2 × 3 = 6 or more, which is a synergistic effect occurs after the manager - the average profit growth of 20% or more. If only this sense, the per capita growth implies the existence of effective management, the increase in per capita growth rate means that the management efficiency improvement.
Chief have said: 'Business is not to big, not to short the strong, but to have the ability to continue to live with resilience,' we can think, continuing to enhance the level of per capita benefits of enterprise, is a continued ability to live and resilience of the enterprises. (Note: The fuller expression should be at the same time per capita benefits and potential growth) [p = 24, null, left] [p = 24, null, left] then manage how progress? [P = 24, null, left] [p = 24, null, left] first rigid, optimized, and then cured by Huawei, one of the basic principle of effective management of progress. Since this 'three' obvious stages, we will call it the trilogy management progress. [P = 24, null, left] [p = 24, null, left] a, rigid: standing on the shoulders of giants [p = 24, null, left] [p = 24, null, left] basic management progress The simplest means of speaking has two aspects: one is to learn from others, and second, self-reflection. For to become a world class leader of Huawei, the West has a good management of enterprise learning is particularly important. [P = 24, null, left] [p = 24, null, left] progress in the company's management is way out in the past mainly in their own experience, but in recent years to start the next great determination and commitment of money to introduce advanced international management system, learn, extensive cooperation, standing on the shoulders of giants, Huawei's consistent policy. '100 percent do it themselves, it is the farmers.' [P = 24, null, left] [p = 24, null, left] 'Huawei Basic Law' Article suggested that the company should 'extensively absorb the latest research results in the field of electronic information in the world, with an open mind to learn from our international counterparts, on the basis of independence, openness and cooperation to develop leading core technology system, with our excellent products stand in the world of communication powers of the forest. ' Technology is the case, the management is also true. [P = 24, null, left] [p = 24, null, left] but we learn foreign management and learning attitude when foreign technology is often not the same: technology is easy to learn with an open mind, learning management but prone to resentment. Therefore, the 'how to learn' has become an important issue. [P = 24, null, left] [p = 24, null, left] To this end, the company proposed, in learning advanced Western management policy is first rigid, optimized, and then cured. [P = 24, null, left] [p = 24, null, left] rigid it is the early stages of learning, 'literally.' Chief and senior consultant at the firm HAY Vicky · Wrigbt conversation clearly states: 'Our company introduced HAY compensation and performance management, because we have seen, continue to be used despite the immediate past of indigenous methods still alive, but we can not guarantee continue to live in the future. Now we need to take off 'sandals', put a pair of 'American shoes'. ' Wear new shoes to take the old road course not, we go is the world leader in the path.
These companies have to live for a long time, they walked the streets proved to be a corporate way of existence, this is our first introduction Hay rigid and mechanical systems the only reason. [P = 24, null, left] [p = 24, null, left] always from the perspective of any of the specific features and development of the first Asians to look rigid: 'The Chinese do not have the condition at this stage version, first core rigid, dogmatic stage is mechanically implement Hay system. ' 'We are learning from the West, to prevent Asians better than the fantasy of habit, it is impossible to really learn the essence of management.' [P = 24, null, left] [p = 24, null, left] to learn IBM's management, Ren Zongjiang tune the same meaning: 'to learn to understand what IBM is doing, learn the advanced experience of other people, to listen more consultant's opinion. First high-ranking cadres, should be trained thoroughly understand the do not understand do not mislead advisor before, otherwise you will cocoon. And we now only understand the term IT concept and do not understand the true meaning of IT, in the absence of understanding IT connotation before, do not have to improve other people's thinking. ' [P = 24, null, left] [p = 24, null, left] IPD chief in the final report on the first phase of the briefing comes to IT management system company to introduce the principle of time and clearly pointed out this idea, and to an approximate timetable: 'We should not generate Chinese version, Huawei introduced first rigid version of fantasy, after optimization, but also pay attention to curing the current two, three years to understand digest the main, two or three years.
After appropriate improvements. '[p = 24, null, left] first rigid, easier said than done, literally it must be a painful process. But cut than not cut well, cut cut early than later. Overall, the company is still in the honest, serious, systematic study of phase advanced management. In the future when learning something new management system should also take the early first rigid approach. [P = 24, null, left] [p = 24, null, left] [p = 24, null, left] Second, the optimization: master self-criticism arms [p = 24, null, left] [p = 24, null , left] we can not from the history and development stage company to discuss the learning mode. The company proposes to spend ten years with the international management standards, indicating that a longer period of time, the company will be in a normalization phase, a pursuit of progress in the management stage.任总强 tone, said: 'Huawei has come from a small company, especially developed in China, is not as abundant external resources of US companies, the development of go by feel, the lack of rational, scientific and regularity, and therefore With the American experience and methods. We have a comprehensive, full, true understanding of thought Hay remuneration provided Western companies, rather than simply a mechanical introduction of one-sided, fragmented thing. ' [P = 24, null, left] [p = 24, null, left] Needless to say, dialectical historical perspective is extremely important ossified. Couple of years ago we introduced the management system and some may have passed rigid period, as well as into the need to optimize the curing stage. It may be in this sense, in 2001 in the top ten management points, simplification, optimization, has become a new combination of different curing previous years. [P = 24, null, left] [p = 24, null, left] rigid is a stage. It refers to a rigid way of learning, not a timid rigid, but not dead. [P = 24, null, left] [p = 24, null, left] chief to cooperate with Hay's an example, says: 'When our human resource management system specifications, and the company mature and stable, we will Hay's breaking system, to innovate. '
This is optimized by a rigid stage to stage. [P = 24, null, left] [p = 24, null, left] optimize the subjects were divided into two, one is abroad, one of his own "fate stay night cosplay " creation. [P = 24, null, left] [p = 24, null, left] learning foreign, in addition to be careful not to get smart yet learned should improve, we should also pay attention to when you are not completely overturned optimization, we adhere to the optimization the principle of reformism. [P = 24, null, left] [p = 24, null, left] to improve their own, they have to prevent complacency and a lack of self-critical spirit.
Only with a serious self-criticism to the practice continue to absorb advanced optimization yourself. Company believes that self-criticism is a good way to personal improvement, and the weapons can master self-criticism, as an indicator of the assessment and use of cadres. 'Can not grasp this weapon staff at all levels do not want them again promoted two years later, still can not samurai champloo cosplay grasp and use this weapon to reduce the use of cadres. Serving incumbent cadres to endless struggle, enterprising than (any total). ' 'Management Optimization News' has a 'can improve it? But also to improve it? 'The article, a good representation of the optimization process of continuity and optimization problem of diversity. As long as we have such a good thinking and behavior patterns, optimization will become a corporate culture, continuous management progress there is a guarantee. [P = 24, null, left] [p = 24, null, left] company employees dedicated advocate and try to, we think, in the optimization process, the continuous questioning five 'Why?' Will be able to reflect our dedication, continuous conducted five 'can you?' can reflect our best. Only continuous improvement, companies have in the future. We hope that more employees to reflect on their own posts, reflection, and then reflect on; improve, improve, further improvements. [P = 24, null, left] It should be noted that the purpose of optimization is to make our management more effective and more practical, rather than the transformation of a Western-style management to a Chinese-style management or Huawei management. Renzong Ming really said, 'I strongly oppose the Chinese version of the management engaged Huawei unique management, we are not pursuing the name, but the pursuit of practical use.' [P = 24, null, left] [p = 24, null, left] [p = 24, null, left] Third, the Cure: consolidate the management platform [p = 24, null, left] [p = 24, null, left] optimization is to improve optimization is innovation. Continuous management progress requires continuous improvement and innovation. [P = 24, null, left] [p = 24, null, left] people say, the only thing constant is change, these words make sense. But we can not do without reference to identify changes in relatively static. So, change is often, but the change is a stage. We are able to grasp the changes should be relatively stable over a period of time, as we can only step on the opposite solid ground as to be able to move forward. [P = 24, null, left] [p = 24, null, left] Therefore, after optimization should be cured. [P = 24, null, left] [p = 24, null, left] chief noted that innovation should be a stage and bound, if there are no standard system of constraints, innovation would be chaotic, disorderly innovation. We should like rammed earth as a layer ram up, step by step curing our innovation and improve results. Apparently, the company's operations is characterized by heavy change, re-innovation, but in fact it should be in heavy cured and norms. [P = 24, null, left] [p = 24, null, left] is the routine of curing (institutionalized procedures), standardization (template, standardization), the curing stage is an important part of management progress. [P = 24, null, left] [p = 24, null, left] 1, the routine of the [p = 24, null, left] management is to keep the exceptions process becomes routine matters.
The company stressed that the establishment of process-oriented and time-oriented type of system is to have the law or practice has become something, as soon as the process through to the high-speed, and yet did not become what management regulations and effectively become regulations and practices. [P = 24, null, left] [p = 24, null, left] exceptions routine of experience and scientific knowledge, power, responsibility of space, is the company responsible for the system to change the key responsibility for what is the important work of cadres at all levels. The proliferation of pressure transmission more directly to every employee, can effectively improve the per capita level of efficiency. The more a matter of routine, the less deal with exceptional managers; the more scientific procedures, personal experience and knowledge of the home less need; the more responsibility can be incorporated into the process, the more concise space power. [P = 24, null, left] [p = 24, null, left] company to be the biggest contribution should be around 'thing' in the routine of the manager is to use their knowledge and wisdom to solve business development Exceptions encountered in the process, and the procedures or processes for an effective method to resolve exceptions, and then teach with executive powers of the secretary to do a routine matter. [P = 24, null, left] [p = 24, null, left] 2, standardization [p = 24, null, left] Chinese people are too smart, so some people learning attitude is not practical, and therefore require rigid. Chinese people are too smart, so some people do not always stop innovation, and therefore need to regulate.
Chinese people are smart features: know much, way more, but not much specification. Know a lot easier cosplay costumes for sale to cope with exams, way more adaptable, but do not pay attention to the rules and standard features, the impact of the Chinese people the accumulation of scientific knowledge, technology and theory. Our innovative knowledge and technology, but we are not able to effectively regulate knowledge and technology, which we only have the knowledge and technology, few intellectual property rights and technical standards. If we do not put up the words of this clever standardization, will be waiting for us wisdom mistake - poverty and controlled. [P = 24, null, left] [p = 24, null, left] Therefore, attention to the standardization of management objectives and tasks will be long-term efforts. One of the specific means of standardized template standardization, which is for all employees to quickly manage the progress of magic. [P = 24, null, left] [p = 24, null, left] chief noted that standardized management essentials is templated work that we put all of the standard work made the standard template, you press the template to do. A new employee, understand template, according to the template to do, it has been internationalized, professionalized. You three months to grasp things, is the previous decades to explore the way out, you do not have to fumble. Each flow management, rationalization of administration, must guide all types has been optimized, it has been proven effective working templated. Clear process, the process is repeated run, work must be templated. A work to achieve the same performance, less labor, and less time, which can explain our management progress. Routine of (institutionalized), standardization (templating), two of the results are cured, is simplified. With curing and simplify, it can make further reinforce our management platform, to build the floor, so that the company's core competitiveness achieve sustained, quality improvement. [P = 24, null, left] [p = 24, null, left] rigid learning, optimizing innovation, solidify elevator, further learning, which is the management of Huawei's three-step progress. Benchmarking Huawei, understanding business management thinking more, please join the dark horse - Huawei Training Camp Management Seminar ten. Training Time: July 17 - 19 Training Location: Shenzhen Sakata Huawei Base Application Consulting: 400-886-51855 25-27 nine students participated: Hongta Tobacco Group, Hong Kong China Travel Huamao international logistics, Stanley fertilizer, palm business executives travel the world, education and Sichuan Bell team.