Abstract The only constant in the world is change. The survival of the fittest, many founders in history have finally become losers. The fall of these giants, to put it bluntly, is reluctant to give up vested interests and not have the courage to revolutionize their lives. To survive in the rapidly changing information and communication technology industry...
The only constant in the world is change. The survival of the fittest, many founders in history have finally become losers. The fall of these giants, to put it bluntly, is reluctant to give up vested interests and not have the courage to revolutionize their lives. To survive in the rapidly changing information and communication technology industry, we must continue to innovate. Innovation is risky, but not innovation is the biggest risk.
In addition, on the issue of innovation, we must be more tolerant of failure. The company should tolerate the whimsy of "sweet and cracked dates", to affirm the value and role of the opponents, and to allow the existence of opponents.
After experiencing the failed innovation, Huawei has summed up six lessons. Today, Huawei's experience has become a case of many innovative companies. Let us take a look at Huawei's understanding and understanding of innovation today.
1. Encourage innovation and oppose blind innovation
We oppose blind innovation. Our company used to be a blindly innovative company. It is also a company that worships technology. We never repeated the customer's needs and researched good things and introduced them to customers. The customers said that they couldn't listen, so they made subjectivism on the NGN switch. Serious mistakes, was once ousted in the Chinese telecommunications market.
Later, we realized that we were wrong, we adjusted the catch-up in time, and now we have caught up. We have been used extensively at home and abroad, and we have regained opportunities in China. For example, China Mobile’s tandem network is all built by us and is also in the world. The largest NGN network. (Source: "Huawei's Core Values", revised version in 2007)
2. Customer demand and technological innovation two-wheel drive
We will focus on customer needs and make future architectural platforms centered on technological innovation. Now we are two wheels in innovation, one is the innovation of scientists, they pay attention to technology, they are willing to think about what they want, but they can't use it. Whether technology is going to be used and when it is put into use, we have to rely on another wheel, Marketing. Marketing is constantly listening to customers' voices, including today's needs, tomorrow's needs, and future strategic needs to determine how we use the technology we have and the exact time to market. (Source: Ren Zhengfei's speech at the third swearing ceremony of the Change Strategy Reserve Team, 2015)
We must not only focus on the customer, research the right products and services, but also increase the investment in the future technical direction, strengthen the investment in the core of the platform, and must occupy the strategic high ground. Do not hesitate to take a big risk in the chip, platform software and other aspects. At the core, we must not hesitate to sacrifice. From the introduction of electronic technology talents to the introduction of some basic theories, we must have the patience to cultivate their maturity. Also understand and cherish some of the wizards that we often understand. In short, we must move from technological advancement to theoretical breakthrough. (Source: "Success is not a reliable guide to the future," 2011)
Too much technology ahead, of course, is also a gem of humanity, but it must be done by sacrificing itself. The wave of IT bubble bursts has cost the world $20 trillion in wealth. From the statistical analysis, it can be concluded that almost 100% of the companies are not dead by technology, but the technology is advanced to others. They have not fully recognized and recognized it, so that no one buys it, and the product cannot be sold but consumes it. A lot of manpower, material resources and financial resources have lost competitiveness. Many of the technologies that lead the world trend, although the leader of the 10,000-meter race, are not necessarily winners, but pay a lot of cost for "cleaning the saline-alkali land" and promoting new technologies.
But companies don't have advanced technology. Huawei's point of view is that in terms of product technology innovation, Huawei must maintain its leading position in technology, but it can only be a step ahead of its competitors. Leading three steps will become a “martyr†and clearly transform the technology-oriented strategy into a customer demand-oriented strategy. ... through the analysis of customer needs, propose solutions to guide the development of low-cost, high value-added products. Blindly guiding the new trend of the innovation world in technology is to become a "martyr." (Source: "Huawei's Core Values", revised version in 2007)
3. Open cooperation, a cup of coffee absorbs cosmic energy
Must be open, not open is a dead end. For our company, if our software is not open, it is the same as the self-sufficient farmers in China. The rate of return is very low, and how to toss is an acre of three points. If we don't master the core technology, open is also burying ourselves. But we have the core technology, but we are not open, it will not bring added value, certainly no big benefit. Therefore, we must have both core technology and openness, so that the role of core technology can be reflected, and the open periphery can make our core value appreciate again. (Source: "Only open, there is a way out", 2001)
Senior cadres and experts should attend more international conferences, drink more coffee, collide with people, don't know when to make a spark, come back and write a story, you may feel nothing, but maybe it will ignite a raging fire to make others successful. As long as someone in our group succeeds, it is your contribution. The company has so many retreats in order to find the right strategic positioning. This is called a cup of coffee to absorb the energy of the universe. (Source: "The best defense is offense", 2013)
4. Flowers are inserted in cow dung and innovated on the basis of inheritance
Stand on the shoulders of giants and don't over-innovate independently. Don't narrowly emphasize independent intellectual property rights. You should not narrowly use only self-developed sets of chips, let the world science and technology work for me; everything should be evaluated by market success. (Source: EMT Jiu [2006] No. 031)
Our constraints on research and innovation are bordered. Can only focus on the main channel, or slightly wider. Product innovation must focus on business needs. There is a constraint on the innovation of the product, and it is not allowed to innovate. Why was Bell Labs finally embarrassed, the electron microscope was invented by Bell Labs, but its job is to communicate, it invented the electron microscope to meet the personal wishes of scientists. After the invention was thrown out, it was impossible to draw it outside, so the organization of the electron microscope was established as a bearing for the commercial surface. Therefore, borderless technological innovation may mislead company strategy. We say that innovation in product products cannot be borderless, and research and innovation are broader but not borderless. What we want to achieve is Huawei's dream, not a human dream. So our innovation should be borderless, not borderless. (Source: "A cup of coffee absorbs the energy of the universe", 2014)
Will we be abandoned by the times? Should we be abandoned by the times? This is a very important issue. Radio communication was invented by Marconi. Cellular communication was invented by Motorola. Optical transmission was invented by Lucent. Digital cameras were invented by Kodak... Many things in history, often the founders eventually became losers. The fall of these giants, to put it bluntly, is not predicting the future, or predicting the future, but reluctant to give up vested interests and not have the courage to reform their own lives. Big companies have their own advantages, but if big companies can't adapt to this era, they will vanish in an instant.
The extension line to the new era may not be a straight line, and there may be a bend, just as light will bend. Some classic theories of economics in the past may change in this new era, and the past success models will also be bent. In the era of this turning point, how do we adapt? Everyone needs to know that our company has made mistakes in several major strategies in the past: we have fixed broadband, and then catch up; including soft exchanges are also catching up. Huawei is now on such a large scale. In the rapid changes of this era, if we do not have the courage to embrace the future, it is very dangerous. (Source: Ren Zhengfei's speech and main discussion speech at the Huizhou Operator Network bg Strategic Retreat, 2012)
As a big company, we must continue to innovate and continue to play our own advantages. Don't use the socially fashionable language to “subvertâ€, small companies are easy to subvert innovation, but as a big company, don't talk about subversive innovation. The company is now actively paying attention to and responding to disruptive innovation. The reality is to prepare itself. Once the opportunity arises, we must rush to seize the opportunity. (Source: Ren Zhengfei's speech and main discussion speech at the 2013 operator network bg strategic retreat)
The Internet always speaks of disruptive innovation. We must persist in creating value for the world and innovation for value. We are still focusing on the social needs of the next 5 to 10 years, and most people should not pay too much attention. Most of our products still attach importance to continuous innovation, and this road is determined to go; at the same time, there is a small number of new forces to engage in disruptive innovation, exploratory “nonsenseâ€, and how to subvert, but have boundaries. This kind of disruptive innovation is open, and continuous innovation can continue to absorb energy until the subversive innovation grows into a large seedling, and it can also absorb the energy of continuous innovation. (Source: Ren Zhengfei's speech at the strategic retreat, 2015)
5. Innovation must be tolerant and fail, giving space to innovation
Allow risk and allow innovation. Scientific research cannot be successful, and there should be certain risks. The pursuit of scientific research should be the effectiveness of investment, but if one day of research and development of research and development projects is successful, 100% of the investment has taken effect, that is wrong. why? Because not taking risks is the biggest waste of resources: wasting manpower, material resources and time. A 100% success means that no risk is taken, and no risk means no innovation, so innovation must be risky, allowing risk to allow innovation. (Source: "Layered Authorization, Bold Innovation, Rapid Response to Customer Needs", 2001)
6. Only when you have core technology intellectual property rights can you enter the world competition.
The blueprint for the future is wonderful. As a high-tech company that directly competes with famous foreign manufacturers, there is no room for survival without world-leading technology. When struggling to develop various cutting-edge technologies, we should strengthen the protection of intellectual property rights. Every employee should protect the company's intellectual property just as it protects his eyes. (Source: "The Current Situation and Our Mission", 1995)
We must rely on a social environment to protect intellectual property. Relying on the law to protect innovation will be low cost. As we become more and more cutting-edge, the company's policy of opening to the outside world and internal open source has entered a new environmental system. In the past two or three decades, human society has become networked; in the next 20 or 30 years, it will be informatization. This period will give birth to many great companies. The foundation for the birth of a great company is to protect intellectual property rights. Otherwise, there will be no chance, chances are others. It’s gone. (Source: "A Garden Talk with Ren Zhengfei", 2015)
Wen / Huang Weiwei, Huawei Chief Management Scientist
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