Management Change Track

For a long time, organization Inefficiency is not only an obstacle to PetroChina, but also a problem for most of the enterprises in China. How to build a strong enterprise and establish an efficient operation system at the same time? Practice has proved that only with the development process of enterprises uninterrupted. Administration Change can only create a core competency operation system. HUAWEI's 22 years of continuous management reform also confirmed this.

Since 1988, tens of thousands of individuals have been borrowing 20 thousand yuan to start their own businesses. From 2009, the global sales revenue was 149 billion 100 million yuan (US $21 billion 800 million), the proportion of overseas income was 53.5%, and net profit was 18 billion 300 million yuan. It has become the world class mobile device after ranking Ericsson in the world only after 1988. enterprise 。 HUAWEI has been able to win in the international communications industry with high technology, high quality, high service level and high competitive environment, and become the benchmark enterprise in the industry. It is the result of HUAWEI's continuous management reform in the past 22 years. In retrospect, HUAWEI's management transformation has gone through three stages: self optimization, introduction and replication, and innovation and development.

Independent optimization stage:

This stage lasted from 1988 to 1998, and the major changes in this stage were: drafting of the HUAWEI basic law, implementation of QC quality circle, ISO quality system certification, and optimization of functions.

This stage of management transformation is mainly to solve specific problems. For example, R & D management reform has emphasized strategic opportunities, grasped the speed of R & D and concentrated superior forces, which has achieved good results in the early development of HUAWEI, and has made great contributions to the rapid growth of enterprises. Self optimization is also painful. It is painful to feel the way across the river, making progress slowly and often taking a detour. Taking the basic law of the HUAWEI as an example, the 6 professors of the people's University were recruited, which took 3 years, and eight of them were published. But soon after that, they were left in the cold palace and seldom mentioned by Ren Zhengfei. In fact, they did not play the theoretical role of "guiding HUAWEI forward".

From 88 to 98 years, the main body of management reform is HUAWEI. Although the limitations of employees and the frequent difficulties of transactional work make it impossible to make breakthroughs in the management mode, HUAWEI's management reform meets the needs of management at that time, and has also established a good culture of change for enterprises.

The stage of introduction and replication:

The introduction of replication of Western management system started from 1998 to 2008. HUAWEI has been working with IBM, Hay, Mercer, PwC, DDT, FhG, Gallup, NFO-TNS, Oracle and other companies to carry out six transformations, including business process, organization, quality control, human resources and financial customer satisfaction.

In this round of management reform, HUAWEI has positioned itself as a high-tech enterprise, including R & D, sales and core manufacturing, and aims at establishing a streamlined organization. Similarly, taking R & D work as an example, a team consisting of marketing, development, service, manufacturing, finance, procurement, and quality (PDT) is set up to manage and make decisions on the whole development process with various advanced management concepts and tools, so as to ensure the transparency of the whole process of product development and the one-time satisfaction of customer needs.

At the same time, the implementation of informatization has also been carried out in this stage, solidifying the process that has been verified by practice in the information system, realizing the electronic process management and the business information data. A concise and standardized information control system has been established from client (demand) to client (supply). It has got rid of dependence on human beings and realized the professionalization and specialization transformation of enterprises. {page_break}

The main body of the reform stage is the consulting company. They helped HUAWEI establish various systematic and standardized management systems, and improved the controllability and transparency of management.

However, with the establishment of the western management system in HUAWEI, the defects of the western system are gradually emerging. Too many process control points in the system not only reduce the operational efficiency, but also breed bureaucratism and dogmatism. This makes management change once again on the agenda.

Stage of innovation and development:

Financial crisis is the watershed between Chinese and Western management mode. Entrepreneurs begin to objectively evaluate western management mode. Management innovation based on Western management mode has become a new feature of management reform in Chinese enterprises. The main work of HUAWEI at this stage is the transformation of organization and process centered on front-line operational needs.

In order to effectively carry out the front-line operational mode of departments, representative offices, product lines and rear platforms in various regions, the Marine Corps front-line organizational structure based on the iron triangle of the Ministry of systems and departments and the integration of light and integrated capabilities is mainly determined at this stage. And put forward the "bee colony" rapid assembly and evacuation tactics.

At this stage, Ren Zhengfei no longer emphasizes the advanced nature of Western management, but emphasizes innovation and self duplication. He puts forward that "we must be good at summarizing why we succeed and how we can continue to succeed in the future, and then standardize and baselines these ideas of management philosophy in the Western way, which is conducive to wide dissemination and mastery." This is not only the guiding ideology of this change, but also points out the direction for HUAWEI's future management reform.

In view of HUAWEI's 22 years of management change track, enterprise management transformation is a long-term work. We need to carry out continuous changes according to the needs of enterprises at different stages, so that enterprises are always in an efficient operation state, so as to ensure that they get the advantage in competition.