A few days ago, Huawei held its second overseas swearing-off meeting at its headquarters. This is another overseas expedition after the first overseas swearing-off meeting in 2000. 2,000 technical experts and senior cadres who have worked in Huawei for more than 10 years will go overseas. On the first line, in the words of Huawei, “the R&D of the R&D†made the senior experts who were sitting in the pyramid “back to the parachute made by themselvesâ€, airborne to the war-torn battlefield, and deep technical understanding and powerful battlefield control. Combine, stand on the strategic commanding heights, truly understand customer needs, and truly become a strategic partner of customers."
Many people in the industry have expressed their approval and support for such a move. However, some people interpret it as “eliminating old employeesâ€. Some people think that it is “formalismâ€. Some people think that “the surface is more cost-effectiveâ€. For these claims, I think that Huawei has responded to these speculations with only one move to the third-line R&D backbone.
I am thinking about the 2000 elite backbone sent to the front line, what if a lot of talents go to Party A? That Huawei can lose a lot, why do you always dare to do this, and there must be deep meaning behind. Think about it, in the face of new business opportunities, it is ok to increase research and development. Why should we turn the R&D backbone into a first-line market?
I personally think that this move has revealed the following three trends.First, adapt to the boss with a new product definition model
In the past, the product strategy of local companies was basically "me too". If someone else sells a good product, I will win according to a high cost performance. Now the bosses are gone, and they should consider how to grasp the future direction. .
At the recent Kirin 960 conference, Huawei's fellow Ai Wei emphasized that Huawei does not make "me too" products. Huawei is customer-centric and defines products based on customer needs. This model is very effective in the field of consumer electronics, but it will be improved in the telecom equipment market, because the number of customers is small, but the purchase amount is very large, and the customer's customer needs are changing rapidly. At this time, the product definition needs to be understood. Technical personnel and customers will be clear when they communicate initially, in order to improve product development efficiency.
Some domestic management experts also pointed out: "As the concept of production design has been transformed from traditional manufacturing to product-oriented to market-oriented and user-oriented. To improve product innovation, we must have effective designers. The communication mechanism with the user. How to improve the product's innovative design level by strengthening user participation, from the pre-design to the post-design stage."
So this is not a simple staffing, but an experiment with a new R&D model. After the test is successful, Huawei can take another big step. For Huawei, which has entered many “no-man's landâ€, such an attempt is necessary because the traditional model has been difficult to adapt to new demands and it is difficult to obtain a larger one. increase.
Second, the backbone grabs the ground, the rookie breeds food
People who have seen the animal world know that in the African lions, their survival mode is that the lions grab the land and the lioness fights for food.
In China, senior R&D employees in a company tend to move to management positions, although some of them are technical experts. However, it will gradually become entangled in transactional work and it is difficult to get in touch with the underlying technology. This is different in foreign countries. R&D personnel who like high technology can always engage in research and development and receive the same treatment as VP. Therefore, in local enterprises, many senior R&D personnel Did not play what he is best at.
Huawei sends senior R&D backbones overseas, on the one hand, allowing them to retain technology and contact with leading technologies. On the other hand, they can combine their technological advantages with user needs, and they can cultivate talents. "The image is leading, although we are leading. In addition to the experience of large-scale practice in Germany, there are no large-scale successes in other countries, and no mature team has yet been established. Especially in the face of traffic floods and lower latency requirements brought by big videos, we also I can't control it. The strategic reserve team can only learn, teach, and do, let the young teacher gradually become a "big professor"; let the second class be promoted to a general in the war. The big era calls for heroes and children, the opportunity will come to be prepared People. Da Jiangdong went to the waves to wash the sand, turned over and overwhelmed, and the chief officer who could not fight would leave the post. He was ready to step down before he could step down." Ren Zhengfei pointed out at the swearing-in meeting.
R&D backbones are like grassland lions who are responsible for occupying the site, while the rear R&D staff can quickly turn their products into products that customers want. This model avoids closed doors.
Therefore, I estimate that Huawei will have similar initiatives in the future.
Third, the big step internationalization
Huawei is an international company. In the future, it is necessary to understand the needs of local customers when bringing products other than telecommunications overseas. This is the same as when foreign semiconductor companies sent executives to China, where those who can take root in China. The companies in which the executives are located have all developed well, such as Bosch Sensortec, whose president of Asia Pacific has become China Connect. So this is the opposite of the way big companies came to China. The result is to make Huawei more international.
Guo Ping, CEO of Huawei’s rotation, put forward at the implementation conference: “Use the certainty of legal compliance to deal with the uncertainty of international politics.†This has pointed out the direction of correctly handling international relations. In addition, Ren Zhengfei also said that Huawei's financial management has reached the industry leading level. The end of the regional site inventory can not count the history, the central warehouse inventory account accuracy rate of 99.89%, the site inventory accounting agreement rate of 98.17%. Guo Ping said that Huawei has already supported the elite warfare under the big platform, so this expedition is like opening the "big voyage era" of Huawei.
16 years ago, the expedition was for survival, and it was forced to move. After 16 years, this expedition was for greater development. It was an active attack, which allowed Huawei to seize the big video opportunity and usher in a second take-off. ! Let Huawei sell 200 billion US dollars or more! Ranked among the top international companies in the world!
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