Anciently, there is a fable, the rabbit and the tortoise race, the rabbit because of the inherent advantages, running fast, from time to time in the middle of the afternoon tea, a nap on the grass ah! As a result, the tortoise overtook it. Huawei is a big tortoise, twenty-five years, climb, climb, did not see the flowers on both sides of the road, forgetting that the economy has been climbing for more than twenty years, many people have become wealthy class, and we are still continuing to struggle. Climbing ...... a look up to see in front of the standing "dragon spaceship", running "Tesla" kind of God like a turtle, we are still in the clumsy crawling crawling, can catch up with them?

One, the big companies are not bound to die, not necessarily inert and conservative. Otherwise you don't need to work hard to become a big company.

Whether BMW can catch up with Tesla has been a matter of debate within our company for some time. Most people think that disruptive innovations like Tesla's will overtake BMW, and I support BMW's efforts to continually improve itself and open itself up to what BMW can learn from Tesla. There are several elements to a car: drive, smart driving, mechanical wear and tear, safety and comfort. The latter two BMW dominates, the first two can catch up as long as BMW is not closed and conservative. Of course, Tesla can also buy the last two from the market, and I did not say that BMW must create the first two ah, BMW needs to be successful, not the narrow pride of independent innovation.

Huawei is also a "BMW" (synonymous with large companies), in the fast-changing, constantly emerging disruptive innovation in the information society, Huawei can continue to survive? No matter what you think, this is the question before you. We have spent twenty-five years building up a quality platform with certain resources, which are valuable assets that have been accumulated by how many senior cadres and experts who have wasted how much money. All the failed projects and eliminated products in the past are actually a waste (of course, the wasted money is also earned by everyone), but without the waste, there is no everyone sitting here today. We cherish the successes accumulated from these failures, and Huawei will not necessarily lag behind if we don't stick to the old ways, dare to break our own vested altars, and dare to embrace new things. When a strategic opportunity point is found, we can press on with thousands of troops and horses to catch up in a backward manner. You should dare to invest in a way, not only in the way of human resources, and pile up the resources, which is not the same as the innovation of a small company. People are the most valuable factor, not conservative, the courage to break the current vested advantages, open to catch up with the trend of the times Huawei people, is our most valuable foundation, we may catch up with the "Tesla".

1. Focus. We are a company with limited capacity, and can only catch up with American companies in a limited width. If we don't narrow the surface of action, the pressure won't be strong enough to make a breakthrough. I reckon that the Strategic Development Committee, confident in the profitability of the next few years and wanting to invest a little more in strategy, has come up with the proposition of dashing off and overtaking the United States. But we can only possibly lead American companies in areas the size of a pinhead, and such overtaking can never be achieved if it extends to something the size of a match head or a small wooden stick.

We only allow our employees to use their initiative and creativity in the main channel, not to innovate blindly and disperse the company's investment and power. Businesses that are not in the main channel should still carefully learn from successful companies, insist on stable and reliable operation, and maintain a management system that is reasonably effective and as simple as possible. To prevent blind innovation, shouting innovation on all sides is our funeral song.

The era of big data traffic should be terrifying, because none of us know what big data means. The amount of traffic is also unimaginable. I say big data and the industry said is also not the same, the industry said big data, not big, but search, as academician Wu Hequan said, data mining, analysis, generalization, use, so that the data to create value. I say big data refers to the waves of data flow, refers to do not know how big the data to be transmitted and stored. Of course we want to transmit clean water, but we can't stop the spam from being transmitted and stored back and forth, making big data even bigger. Do not be impulsive for the success of the Internet, we are also an Internet company, is for the Internet to transmit data traffic pipeline to make iron. The number of companies that can make tin for pipes as thick as the Pacific Ocean will become fewer and fewer in the future; there will be thousands of companies that make information transmission pipes; there may be millions of companies that make information management. Don't just envy other people's scenery, don't be so Internet impulsive. Employees with Internet impulses should get down to business and use the Internet to optimize internal supply transactions electronically, improve efficiency, and run timely and accurately. We now have more than two and a half trillion dollars (RMB) in annual billing traffic and more than five thousand supply points. Annual settlement documents will soon grow at a rate exceeding five trillion dollars of traffic. Deeply analyzing contract scenarios, improving contract accuracy, and reducing losses are also contributions, so why not do a good job of the "Internet". We need decades of persistence to focus on improving the capabilities of the information pipeline, so we don't drag our ship out of the main channel.

The Internet may loosen the spirit of all restraints, and without it, would we still be a main torrent rolling forward? People sing "Chinese men", others are shocked that there are still so many people to sing this kind of song in this era? In our company, there are thousands of core backbone of unity in front of us, thus united to lead 150,000 employees. So we are bound to win.

2, we have to continue to work hard. The spirit of the tortoise is given by the fable of sustained efforts, Huawei's spirit of this tortoise can not be changed, and I also borrowed this spirit to illustrate the rationality of Huawei people struggle. We don't need hot blood, because it can't ignite to power base stations. What we need is enthusiastic and calm, intense and orderly work, all to create value as a base

We have to face up to the power of the United States, its advanced system, flexible mechanisms, clear and clear property rights, respect and protection of individual rights, this good business ecosystem, attracting the world's best talent, thus promoting hundreds of millions of talents in the United States land innovation, Squeeze and blowout. The indomitable lamp of Silicon Valley is still shining brightly. The United States has not lagged behind, and it is still a role model for us to learn from, and is Tesla not an example? We catch up hard, never as easy as shouting slogans. Slogan after slogan is a waste of management. What Xu Zhijun said about going in style means that he is not afraid of failure, not afraid of sacrifice, and endeavors to fight for development. Any work, we have to assess and evaluate from the creation of value.

Will the ultra-broadband era be the last war in the electronic equipment manufacturing industry? I don't know what others think, for me it should be. If we fail in the ultra-broadband era, there is no chance. This time I told my brothers in Moscow, the city of Moscow is a ring a ring composed of the most core, the richest is the big ring in the big ring, we have not been able to penetrate the big ring of Moscow for more than a decade, then our ultra-broadband alone in Siberia can be revitalized? If we can not seize the big data flow opportunity points in high-value areas, perhaps this representative office will eventually shrink and marginalize. This era is reconstructing the principle of distribution, and the only way to have a point of survival is to try to capture the high-value zones of data flow. We have already penetrated Tokyo and London ......, and I believe that we will eventually penetrate the Great Ring ...... of Moscow as well.

3, self-criticism is the most important behavior to save the company. From "the bird that can't be burned is the phoenix" and "the one who crawls out of the mud pit is a saint", we have started self-criticism. It is this self-corrective action that has enabled the company to grow healthily over the years.

Technological innovation that meets customer needs and relentless exploration that responds positively to the world's scientific advances drive the company's progress with these two wheels. Huawei has to embrace disruptive innovations bravely through self-denial and using the tools of self-criticism, and should not be afraid of disruptive innovations smashing the golden rice bowl while giving full play to its stock of assets.

Our 2012 Labs are about using the weapon of critique, critiquing ourselves, today, and tomorrow, as well as critiquing the critique. They are not only working on paths to adapt to disruptive technological innovations, but also on forms of realization that bring today's technological continuity innovations to meet tomorrow. We have to dare to seize the high ground when it comes to big data traffic. We have to create high-end products that are adapted to the needs of customers; in the middle and low-end products, the hardware has to reach the level of never-repairing like German and Japanese consumer products, and the software version has to be upgraded through the network. High-end products, we can not yet reach the absolute stability, we must strengthen the service to make up for it.

This era is advancing too fast, if we are complacent, as long as we stay three months, we will be doomed to be erased from history. It is precisely because we have persisted in our self-criticism for so long without wavering that we have survived to this day. This year, members of the Board of Directors are racking the cannon "Cannonballing Huawei"; middle and senior cadres are publishing "management problems in our eyes", a thick pile of insights, each of which is published by me personally modified; you can also publish criticism in the voice of the community, there will always be a department will be the existence of the problem to solve the company will continue to optimize their own.

Two, values are the core and soul of the organization. The future structure of the organization must be adapted to the development of the information society, the purpose of the organization is to achieve flexible and mobile strategy and tactics.

We have spent twenty-five years, with the help of western consultants, and through the efforts of thousands of professional human resource managers and cadres at all levels and experts, we have basically established a pyramid structure as described by Hu Hou?

We spent twenty-five years with the help of western consultants and the efforts of thousands of professional HR managers, cadres and experts at all levels, we basically established a pyramid-style HR model as described by Hu Hou, and drove the company to reach 40 billion dollars in sales. Thousands of excellent cadres and experts who built the pyramid model are great and should be awarded the honor of "Human Resource Heroes". Without their efforts and success, today's transformation of the pyramid would not have been possible. Pyramid management is adapted to the past mechanized warfare, when the firepower configuration of the closer range, as well as backward information liaison, so we must be thousands of troops on the battlefield, close to the fight. The general at the top of the tower waved his hand, and the tankers at the bottom of the tower drove thousands of tanks into the battlefield, and tens of thousands of soldiers rushed to kill each other in close quarters, in order to form sufficient firepower. And modern warfare, long-range firepower configuration is powerful, is through satellites, broadband, big data, with missile clusters, aircraft groups, carrier clusters ...... to realize. The war is taking place in the electromagnetic wave, calling out these artillery fire is not necessarily again the general at the top of the tower, but close to the front line of the iron triangle. Artillery support from thousands of miles away is better than a thousand troops close to the battle. Our company's current Iron Triangle is a series of adjustments and mobilization of forces completed in a timely, accurate and effective manner through the company's platform. Today our sales, delivery, service, finance, are not all such remote support? The front line iron triangle, from the proposed budget, bidding, delivery, finance ......, is not an isolated person in the battle, but hundreds of people in the back to give support on the network platform. This is what Hu Hou? The "squad leader's war". The leadership of the Iron Triangle, not only have the courage to attack the mountain, but should have the overall situation, the chest has a strategy, therefore, there is the mention of the major general company commander. Why not Major? It is just an adjective, deliberately exaggerated to make people pay more attention to the issue, and not really a major general. Who can give you the rank of Major General unless you go buy yourself a button and sew it to your collar, sewing one counts as a Major General, sewing two is a Lieutenant General.

1, according to the value of the contribution, pull up the gap between the talent, to the locomotive full of oil, so that the train runs faster and do more work. Practicing values must have a group of leaders. Talent is not according to the jurisdiction of the face to evaluate the treatment system, must be according to the contribution and responsibility of the results, as well as their spirit of struggle on this basis. At present, the general direction of human resources policy has been determined, the next step to allow for different scenarios, different environments, different regions have different human resources policy appropriate differentiation.

I introduced the Second Theorem of Thermodynamics from natural sciences to social sciences, which means that the gap should be widened, and the team of 150,000 people should be driven forward by thousands of stalwarts. We have to keep activating our team to prevent "entropy death". We must not allow the emergence of organizational "black hole", this black hole is inertia, can not let it devour our light and heat, devouring the vitality.

2, we will pilot the "Major General Company Commander", according to the value and difficulty of the staff facing the project, as well as the value and contribution that has been generated, the rational allocation of the management team and expert team. The bottom of the traditional pyramid, the lowest level in the past, they are precisely the CEO team we face, the face of complex projects, the face of extreme difficulties in the breakthrough focus ....... The past configuration is precisely the softest point of focus.

We are trying to get people with major general capabilities to be company commanders. The basis for supporting the existence of a Major General company commander is that you have to have a profit there. I don't know if anyone here wants to be a Major General Thunderbolt, I am not in favor of that, Thunderbolt is a spirit, but not as a mechanism. We have to start the reform from the representative offices that are effective and can support high-level experts and cadres, "quality resources to quality customers". Only from the quality customers to earn more money, can improve the level of quality team configuration, otherwise where is the money?

3, the internal talent market tastes the construction of strategic reserves, is an important way to convert the company's ability. It's a way to build a reserve team in a real-world, real-world way.

The internal talent market is a place to find Garcia and the strugglers, not the cradle of the laggards. The internal talent market to promote the flow, not only let the staff to find their own most suitable to play the energy of the post, but also to promote the head of each department to improve the management of the measures, the flow of the vitality will be renewed.

The company should gradually through the heavy equipment brigade, major projects department, project management resource pool these strategic reserves, to promote in the operation of the project to carry out the organization, talent, technology, management methods and experience ...... of the circular flow. From the realization of the project to find more excellent cadres and experts to lead the company's cyclic progress.

To let everyone understand that hope is in their own hands, efforts will eventually have results, is the gold will eventually shine. Do not complain, do not miss, and strive to move forward. Those who "win is to raise a cup to celebrate, defeat is to fight to save each other", although the monument can not write him what, write the results of the general, write the results of the future commander-in-chief may not be commander-in-chief, the commander-in-chief is to organize the thousands of horses and thousands of armies. Who can figure out how the commander-in-chief's inner world grows, selflessness is the greatness.

Three, flexible and flexible strategy and tactics, comes from strict, orderly and simple serious management.

Data flow is getting bigger and bigger, the company may also get bigger and bigger. The company can get bigger and bigger, management must not be allowed to get more and more complex.

The goal of company management and control should gradually shift from a centralized style to one that allows those who can hear the sound of the gun to call out the gunfire, so that the front organization has the responsibility and the right to do so; and the back organization is empowered and supervised. This organizational model must be built on an effective management platform that includes processes, data, information, and power ....... After more than two decades of hard work and with the help of Western consultants, Huawei has built a relatively unified platform that provides guidance and assistance for front operations. On this basis, it will take another five to ten years to gradually realize the decision-making front and the support of the line of authority.

Guo Ping said: "Our growth approach should shift from prioritizing the pursuit of scale growth to being driven by efficiency and effectiveness. Project management is an important tool for us and a basic skill for managers at all levels. Performance management is the company cadres management optimization, business change in the form of realization and support guarantee, the understanding of the responsibility of the results and performance, to look at the problem from a broader, longer term. Now our assessment indicators have been reformed, the future will continue to reduce the indicators of process assessment, the results are more important than the process. We need to grasp the right direction of financial management change. Financial management is aimed at value creation, not value distribution. We will continue to insist on thickening the customer and supplier interfaces and simplifying internal accounting and assessment.

Huawei's management progress, as Guo Ping said, should be based on the progress of project management, and we should properly train and select the eight members of project management, and establish mature procedures and a large quality management team. We have to build up a resource pool of cadres and experts in project management in the way of strategic reserve team, and we have to transfer the advanced methods and efficient abilities to the representative offices through the way of personnel circulating and moving to serve in the office. We should be good at discovering golden seeds and letting them blossom everywhere. All these changes are opportunities for value creation at all levels of the organization, as well as practice bases for training and identifying cadres.

A large number of outstanding talents have emerged from the management changes over the years, and we have started by selecting the "Blue Blood Ten" and recognizing them in order to encourage those who have made quiet contributions. Guo Ping said that we should look for the "Blue Blooded Ten", I think we must find and honor them, and select them step by step to encourage those who have made contributions. We must not only select the best people of the future, but also not forget the heroes of the past, in order to make the future step forward more firmly. It is the law of history that the new force replaces us, but those who sacrificed their youth, health, and lives for the company's development in the past should always be remembered for laying the foundation for Huawei's sustainable development

We must stand at the height of the whole situation to look at the progress of the overall management structure, and systematically, constructively, and simply, construct an organically connected management system, and to open up the process from end to end. , avoiding barriers brought about by isolated reforms. We have to insist on the truth, on matching the books with the facts, and on not being allowed to tell lies. We have to strive to make the internal operation data under the necessary segregation of duties constraints, as far as possible to minimize a jump, and improve operational efficiency.

Not only the technology and the market ...... have to progress, we have to make the management strict, orderly and simple, and the internal transactions gradually electronic and informatized, based on transparent data **** the same operation. We want to realize the closed-loop management of the plan budget accounting to protect the sustainable development of the business, risk avoidance and dare to invest in a balanced development.

Cadres at all levels should know each other, financial cadres should know some business, business cadres should know financial management. Orderly financial and business cadres to interchange and accommodation, finance to understand business, business should also understand the financial, concrete structure of the combat organization, in order to efficiently, timely and robust to catch? Meeting point, in the active attack to achieve the goal of sound operation, so that the company to implement the LTC, IFS can really play a role. Improve the assessment and selection of cadres through closed-loop management.

The opening of the cadre conference in 2002 was held when the IT bubble burst, Huawei was on the verge of bankruptcy, and confidence was low. The board of directors emphasized changing the pattern inside the winter, and it chose a chicken-and-egg strategy, increasing investment in areas where others had cut back on investment and catching up from the back dozen. At that time, the world was in a difficult period, and Huawei was in a difficult period of difficulty, without the courage to change at that time, there is no today. Today Huawei's transformation is generated under good conditions, and our call is to develop and aim for effective development. We should have more confidence to go beyond, beyond all difficulties and obstacles, and more importantly, beyond ourselves.

From the east of the Pacific Ocean to the west of the Atlantic Ocean, from the north of the Arctic Ocean to the south of the South American South, from the Bolivian plateau to the valley of the Dead Sea, from the boundless tropical rainforests to the red hot desert ......, leaving their homes, far away from their loved ones, in order to make the network cover the globe, tens of thousands of Chinese and foreign employees, struggling in every corner of the world! As long as there are people, there are Huawei people's hard work. We are responsible for providing communication services for nearly three billion people, and our responsibility motivates and inspires us.

How broad is our path, how brilliant is our future, and how happy and honorable is our dedication to this magnificent cause.