In all the traditional Internet transformations, the most important one is Ren Zhengfei, which became the most thorough and powerful under the impact of the Internet model brought by Xiaomi.
why? In the face of the impact of the Internet, only Huawei is not self-defeating, but trying to keep up with it? It is largely due to the founder. Ren Zhengfei once said a sentence, called "using the turtle spirit, catching up with the dragon spaceship." He also called on employees in his internal speech, not the Internet impulse.
In the face of the turbulent wave from the Internet, Ren Zhengfei also adjusted how to supervise Huawei's super warship. How to find the gimmick that wakes up Huawei?
[The first knife] Human knife: strategy is alive
Talking to Huawei insiders, what is Ren Zhengfei's ability to be the most different from other traditional big brothers? Some people's answer is: a super strong sense of crisis.
For example, in 2001, when Huawei's development momentum was very good, Ren Zhengfei published an article "Wars of Huawei."
A few years ago, when the whole country was learning about Huawei's competitiveness, Ren Zhengfei authorized a book, "Will the next one fall will be Huawei."
Ren Zhengfei believes that strategy is alive. He said: "Huawei's most basic mission is to live."
Even if he has become the boss of China's IT industry, Ren Zhengfei also said: I don't have great ideals. I just want to live in these years.
Ren Zhengfei even reminded employees: Will the ultra-broadband era be the last war in electronic equipment manufacturing? I don't know what others think, it should be for me. If we fail in the era of ultra-broadband, there will be no chance.
Ren Zhengfei's first key to Internet transformation: the war of the squad leader
Ren Zhengfei, who was born in the army, was keenly aware of the changes in modern warfare: the future will be the war of the squad leader. In the past mechanized stationmasters, the firepower configuration range is relatively close, and information communication is backward. Therefore, it is necessary to fight the battlefield and fight against it. It is necessary to adhere to the management of the pyramid structure.
In modern warfare, the long-range firepower configuration is powerful through satellite, broadband, big data, and missile groups, aircraft groups, and aircraft carrier clusters. Calling for gunfire is not necessarily the general at the top of the tower, but the iron triangle close to the front. Gunfire support thousands of miles away is better than the killing of thousands of horses.
Therefore, when Huawei began to make great strides from operators to enterprises and consumer markets in 2011, it set up the enterprise BG and consumer BG, and moved the decision-making power forward. When Huawei was found to be lacking in Internet channels, it further launched the “Glory†brand and gave it the power to operate independently.
According to the characteristics of China's Internet channels, glory has adopted a targeted approach based on local conditions, which has achieved success.
Ren Zhengfei's second key to Internet transformation: self-criticism
Ren Zhengfei said that self-criticism is the most important act of saving a company. "This era is moving too fast. If we are complacent, if we stay for three months, we will be destined to be erased from history."
This self-criticism has enabled Ren Zhengfei to adopt a completely decentralized strategy in new business and let new people do new things.
Ren Zhengfei chose a leader who dared to fight for the consumer BG: Yu Chengdong. At the same time that Yu Chengdong was in place, Consumer BG also set up its own executive management team and started a game that was completely different from the carrier's business. At the 2012 Barcelona Telecom Show, Huawei consumer BG built a Pegasus statue consisting of 3,500 Huawei mobile phones, up to 6 meters, causing a sensation.
Of course, this has also caused some of the dissatisfaction of the old Huawei people, especially the operator departments, because in the past, Huawei was a low-key business, and never so extended. In addition, Yu Chengdong frequently interacted with fans on Weibo, eagerly boasting of his own products, often with the kind of power of Apple's PK, and also made many old Hua people unsatisfied, they went to Ren Zhengfei to complain.
Fortunately, Ren Zhengfei has always adhered to the principle of “no doubtâ€, and also knows that new business must use new methods, each time firmly supporting Yu Chengdong.
Of course, Ren Zhengfei has only one strategic requirement for Yu Chengdong. Ren Zhengfei said: I let you do mobile phones, not to earn money, but to make you money. You have to think about how to make money?
In the expansion of Huawei's mobile phone business, it has indeed encountered many unsatisfactory. Yu Chengdong cut off non-smart phones drastically, cut more than 90% of the models, and greatly reduced the dependence on operators. It is said that Yu Chengdong even said internally: "We are not waiting for operators", let operators It was very uncomfortable at one time. The behavior of these knives has caused the revenue of Huawei's terminal business to plummet. The boutique phones such as Ascend D1, P1 and Mate1, which were heavily invested, did not achieve good response at first.
For a time, the voice of Huawei's internal replacement of Yu Chengdong was endless. However, Ren Zhengfei resolutely supported Yu Chengdong and carried out the change.
Why is Ren Zhengfei able to achieve wolf execution in the Internet transformation? What is Ren Zhengfei's destructive knife?
[Second knife] Destruction knife: venting learning
The entry of Xiaomi is a bloody change for the smartphone industry. Many companies are learning Xiaomi, but the best place to learn is Huawei? why?
The first keyword: venting learning
What do you mean? It is to completely empty yourself and then learn, that is, to disperse all the internal strengths of the past and then re-cultivate. There is a word called empty cup, and there is a word called zero. This is something that many people can't do. Or, don't dare to be so embarrassed about yourself.
In these years, the term subversive innovation has become popular, and genetic theory is extremely popular. Then, for a traditional large company like Huawei that is mainly for operators, will it fail when doing mobile phone business?
Ren Zhengfei said, not necessarily! "A big company doesn't necessarily die, it doesn't necessarily be inactive, or you don't need to work hard to become a big company."
Most people think that Tesla's subversive innovation will surpass BMW, but Ren Zhengfei believes that as long as BMW constantly improves itself and opens itself, BMW can also learn Tesla.
In the mobile phone business, Huawei has fully learned the successful experience of Xiaomi. Xiaomi has its own shopping mall, Huawei also opened its own Vmall; Xiaomi has its own loyal rice noodles, Huawei also manages its own pollen; Xiaomi is good at making explosives, and Huawei also concentrates on launching boutique mobile phones...
From the product line is also step by step: glory 3C on red rice, glory 3X on Xiaomi 3, glory play version of the dead red rice Note, glory 6 dead å—‘ millet 4. From the marketing point of view, every major moment of Xiaomi, whether it is a new product release or an important festival, has a glory of “cutting the Hu†or “singing across the riverâ€. To give the most extreme example, April 8 is the day when Xiaomi was founded, so a Xiaomi rice noodle festival was held. Glory also launched a glory carnival on April 8th, referred to as the pollen festival to deal with the millet rice noodle festival.
Ren Zhengfei said that it is necessary to "cut the foot and fit." In the face of innovation, we must “become rigid, then optimize, and then solidifyâ€.
Ren Zhengfei believes that Huawei will not necessarily fall behind as long as it does not stand still and dares to break its own vested jars and dare to embrace new things. He said to Yu Chengdong, "You must have watermelon on this peach tree, you can't just make a peach business model."
Ren Zhengfei's trunk of the peach tree mentioned here is Huawei's common support platform, such as service platform, maintenance platform, and financial platform. When he asks Huawei's root system, it is necessary to divide different customers to absorb different nutrition. For example, in the field of mobile phones, Huawei used to have only a business model of operator direct sales, but now it must establish its own e-commerce and physical store sales model, and these need to absorb the advanced experience of others. Here, the open mind is the most important, and Yu Chengdong did it.
This kind of vacant learning has been fully released in glory. So Liu Jiangfeng, the person in charge of Huawei's glory, discovered the secret of the Internet as a blast, and abandoned Huawei's high salary and ventured.
The second keyword: corner overtaking
However, can you adapt to new changes by venting and learning to catch up with your opponents?
Ren Zhengfei does not think so. He believes that in the face of such a huge change in the Internet, in addition to learning the advanced experience of others, traditional enterprises must firmly grasp their core competitiveness and seize the strategic opportunities of the market.
Or talking about the relationship between BMW and Tesla, Ren Zhengfei believes that the car has several elements: drive, intelligent driving, mechanical wear, safety and comfort. Although Tesla has an advantage in the first two, the latter two are BMW's advantage. As long as BMW is not closed and conservative, it can be caught up.
When doing smart phones, Huawei began to seriously study its strategic opportunities. It found that material science is not itself but the advantage of Apple Samsung. Internet marketing is the advantage of Xiaomi, but fortunately, it can still learn.
So, what is the advantage of Huawei? Huawei people summed it up, one has its own chip design capabilities, and the second is the technology integration advantage. Huawei has been developing terminal chips very early. When 3G was just popularized in the past few years, the network card equipped with Huawei's own research and development chips once occupied more than 80% of the European Internet card market.
Huawei has seized its strategic opportunity points. Ren Zhengfei once said: "When we find a strategic opportunity point, we can press on the army and follow up. You must dare to use investment, not just human resources, to pile up resources. It is a different place from small company innovation."
Today, Ren Zhengfei used his powerful gimmick to reactivate the slightly sluggish mind of Huawei, and then used the veteran veteran who had already changed his mind to seize the strategic opportunity point, so that BMW could catch up with Tesla.
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