Recently, Huawei has set up “post-doctoral research workstations” in Beijing and Shanghai. At the unveiling ceremony of the Beijing Workstation, Xu Wenwei, Director of Huawei and Dean of the Strategic Research Institute, said: “Huawei focuses on basic research and cutting-edge exploration. The joining of PhDs will bring fresh blood, collision with Huawei and the industry, and inspire more Innovation to solve basic research problems facing industrial development. Promote the in-depth integration of production, education and research, and broaden the channels for joint scientific research between universities and Huawei.”
In his speech at the Shanghai Workstation Award and Signing Ceremony, Xu Wenwei emphasized that Huawei’s postdoctoral fellows must truly challenge world-class problems, rely on the scientific research advantages of universities and Huawei’s engineering innovation capabilities to solve bottlenecks in industrial development and continue to make breakthroughs in theoretical research. The two-way choice between Huawei and post-doctorate. Workstations provide post-doctoral fellows with more research directions and opportunities. The addition of post-doctorate brings fresh blood to Huawei. This is a benign talent flow mechanism. Post-doctorate will flow into universities or institutions after leaving the station. Maintain the inner power of scientific research.
From July to September, Huawei CEO Ren Zhengfei also visited famous domestic universities and research institutions such as Peking University and the Chinese Academy of Sciences. Discussion topics involved deep integration of scientific research and industry, cultivation of high-tech innovative talents, basic research and basic education.
Ren Zhengfei always believes that scientific research can become the “engine” of the intelligent world, and the “Shangganling” can be built through the two-wheel drive of customer demand and technological innovation.
R&D to be the “engine” of the smart world
—— Speech by Ren Zhengfei at the Symposium on Products and Solutions, 2012 Laboratory Management Team
In the next 20 to 30 years, mankind will enter an intelligent society. Facing the new era, the company is committed to bringing the digital world to everyone, every family, and every organization, and building a smart world with all things connected. This is not only the lofty vision that inspires us to work tirelessly, but also the sacred mission we shoulder.
For the company to become an enabler and promoter of an intelligent society, this will be a long-lasting and challenging historical process, as well as a long-term opportunity for us. In this process, R&D has to shoulder heavy responsibilities and become the company’s engine for the future. R&D must adhere to the two-wheel drive of customer needs and technological innovation to create a powerful “basic platform”, which is like the black land of the Northeast. Transmission and exchange is not a platform, but it is the foundation of the platform. Huawei connects the transmission and exchange of more than US$1 trillion in network stock in more than 170 countries around the world, and converts it into a platform, allowing all “crops” to grow and bring them to customers Better products and services, this is one of our ideals.
The future is the era of winner-takes-all. All industries in our main channel must have lofty ideals, or they will not do it. To do so, we must be the first in the world. To this end, we must build a dream-inspiring, energetic, and united R&D team, unite all forces that can be united, one gun for the whole camp, and continue to build the most competitive products and solutions.
1. The purpose of “one gun for the whole camp” is to get off the plane. The projects without “you” are all “us” Shangganling.
The purpose of “one gun for the whole camp” is to get off the plane. For a company, only commercial success can show that market sales and service are good, that products are competitive, and that technology is leading. The company can only achieve commercial success if it has achieved one shot from the 2012 laboratory to the P&S, from the research and development system to the market system. We can’t be lonely and rewarding ourselves, and we can’t just have the problem with others. “One shot for the whole camp” means facing customer needs, we have to build E2E full-process solution capabilities from opportunity to realization. The officers and soldiers of a battalion must gather as a whole and focus on one goal in order to achieve victory.
Why do I arrange all the presidents of the product line to work in B1? Because you are not only R&D supervisors, but also responsible for the end-to-end operation of the industry. In B1, it is to facilitate communication and solve problems. Wherever there are shortcomings, you will move to where you want to do business for a few days. The centralized office of the presidents of various product lines is also enhancing the opening up of your horizontal weft lines.
When we hit Ganling, there were no “your” projects, but “our” projects. Those who say “you”, I want to ask what contribution you have made? Did you rush up? Did you shoot? Have you ever been on the battlefield? Did you bleed? No, you go down. Be immersive, be a combatant, not an expert standing on the shore. When reviewing projects in the future, he will be placed in the swimming pool for review. There are deep water areas and shallow water areas. When he is standing on the sidelines and saying “your” projects, he will be pushed to the deep water area to choke. Gossip on the shore! Our representatives and committee members must not be outside the project, but must participate in the performance of their duties. In the past, the Procurement Committee had three absences in meetings to remove the members’ qualifications. Without the qualifications of the members, there would be no voting rights. Now the attendance rate is very high. Industry managers must also have the power to impeach, evaluate, and even downgrade representatives of functional areas, and the same applies for development representatives to factor representatives. If they don’t perform their duties, they will be replaced by second-class soldiers. Now the second-class soldiers are all doctors and masters, and they are very capable.
Representatives and committee members of various fields participate in the project, not to block the project, to veto the project, but to actively drag the resources of each field to support the success of the project. You have to actively express your opinions and practice hard work. Representatives and committee members do not have a veto power, and even IPMT do not have a veto power. When you want to veto, you have to explain what your committee member did? You must think clearly, speak clearly, and of course dare to adhere to principles. If you don’t make a contribution, it’s not good to be unclear. How many problems are stuck can not be your performance, how many problems you help solve is your credit. I have the right to veto, but I will not veto it easily. When I want to veto, I will go back to discuss with others and explain what my opinion is. After discussing it back and forth, we will adjust together instead of standing by and watching the fun. We charge together, charge the wrong, correct together, help each other, this is the comrade-in-arms.
2. To build an wailing combat team, with tens of thousands of troops on the battlefield, to take down Shangganling.
1. The chief officer must have a strong desire to win and be firm in conviction to win
The chief officer must have the desire to actively seek war and victory, have rock-solid beliefs, have a strong will and a spirit of self-sacrifice. The two main combat divisions in the United States, the 101st and 82nd divisions, even fight for honor. If everyone becomes a bowl of water smoothly, which seems to be rational, but lacks vitality, such chief officials will be eliminated. The chief officer must have a sense of pride, honor, and victory.
To seize Shangganling, the chief officer must first “shave his head and swear an oath” and fight to the death. Our chief shaves his head, screams, shoots his gun, and goes to the battlefield. Who will not charge you. “Follow me” and “Reach me” are two different leadership styles. In the future, you must find the leader first, and then establish the project. If there is no suitable person, don’t establish the project.
I asked a chief official to say that you come to do this project, and the chief official comes up to bargain first, so you can’t make a world-class product. Why are many of our reforms abandoned halfway? Except for IFS and finance from the beginning to the end, many reforms have been changed in half, and the reformers ran away. This is an opportunist. In the future, we will not allow opportunists to take responsibility for our company.
2. Experts must focus on operations, and the leading figures in professional technology must have the rank of major general
Experts are an important force for us to deal with uncertainty. For new businesses, the value of experts will increase. The faster the development of new technologies and new businesses, the more and more important the role of experts. With the advancement of the technical wheel, the number of chief officials will decrease and the number of experts will increase. We need to empower experts, rank and remuneration should match corresponding contributions, and draw experts to continue to delve into the field. The rank of an expert can be higher than that of a chief officer, just like the officers and non-commissioned officers of the modern army, it is not easy to get a “soldier king”. We encourage some experts to sink to the PDU of the grassroots development team. The position of the expert can be higher than that of the PDU director. This time we are going to vigorously promote some “single board kings” and “module leaders”… each business department has some business leaders, technical professionals, finance, administration, supply, manufacturing… and there are also well-done modules. The little locomotive for leaders and business leaders.
We must attach importance to the leaders of professional technology, and the leaders must have the rank of major general. Can the chief single-board expert/chief software programmer who made outstanding contributions be mentioned to level 23? You may not be able to mention level 23 at a time, but you can upgrade to level 20 first. You have hundreds of veneers, that is, hundreds of major generals. Raise the ranks of the leaders, and we will have a group of “major general company commanders” who can influence a larger group of people, so that a large number of “major general company commanders” will continue to come out. The chief expert must have a tenure system, with a term of three years and a review at the end of the term. Let well-done experts develop and activate our team of experts. Experienced experts can be used as “doctoral supervisors”. Mentors should be given reasonable status, power and responsibilities, so that they can coach new employees, new chief officials, and new experts, and play a role as a guide.
Experts can no longer be superior after reaching a certain level, and only participate in the review, not in the specific development work. Each team should use the strongest force in production activities and participate in the design and development of veneers or software. Our platoon commanders and company commanders also have to fight and undertake part of the core code development or architecture design work, so that your comprehensive capabilities will be stronger.
3. The supervisor must be responsible for the training and guidance of employees
Supervisors must strengthen the guidance to employees, especially new employees, and enthusiastically guide them. Some new employees reported that they didn’t know anything after entering the department, and the department said that they would give him a test task. How to test? No one is instructing; to whom will the test results be reported? I don’t know; I asked the supervisor and no one answered. If we do not instruct the staff in time, the staff will work overtime and do a lot of mistakes, which increases the workload of the review. This is the Matthew effect. Can R&D stipulate that one hour a day is reserved for review? During the resumption, everyone sat together for a cup of coffee and reflected on today’s work. Modeling can be done after repeated rounds. The model does not have to be mathematical, it can be qualitative or quantitative. The skills and methods will be passed down and the next trade will be easy, so that the new employees will also play a role. You can set up a mentor department, some excellent cadres and experts with military exploits, they have rich combat experience, and are willing to share with you, so that they can guide new employees and help basic supervisors improve their abilities. The work guidance is correct, and the problem is If there is less, there will be less review and efficiency will increase.
4. To allow young heroes to be promoted exceptionally to allow outstanding talents to stand out
If young people are strong, China will be strong. Huawei must also have young heroes and make outstanding talents who are vigorous, energetic, and daring to do something stand out. Huo Qubing is China’s most famous general in the West. Compared with the current rank in R&D, how many ranks do you give to people his age? Level 17? He should be a general, and he is equivalent to a school officer at level 17. There is a student in Shenzhen who went to university at the age of 14 and is now a PhD at MIT. He has published two papers on graphene in “Nature”. If such a talent is recruited to the company, can he be awarded the 19th or 20th level? Now the average age of 19-level employees in the R&D team is close to 40 years old, so the speed of upgrading is too slow, we must try to change. The upgrade speed is slow now, indicating that we have no money. If you recruit leaders, you can make more money, and if you make more money, why can’t you give a teenager a company commander? If the young hero can’t reach Huawei, there is a problem with our mechanism.
Young people with lower ranks can also be chief officials and manage higher ranks. We don’t advocate ranking on seniority. What we need is people who can lead the troops to the upper Ganling Mountains. Levels 17, 18, and 19 are the main combat forces. They must be placed on the main combat positions and serve as the main offensive task. Do not drag them into non-productive activities. Dare to mention the right person to the corresponding position earlier, the excellent person should be able to rise to level 17-19 at about 30 years old. I went to a representative office and heard that this representative was only 26 years old, and he was promoted to level 4 to level 18 in a year, which was very encouraging. I am very happy that there are many talents. This is the case with exceptional promotion. The rising new force represents a rising righteousness.
5. Reasonable flow and expansion outwards, allowing new internal forces to emerge continuously
R&D can maintain the current establishment, but to maintain a reasonable external flow, the flow rate cannot be too high, too high without inheritance, nor too low, about 10% per year may be about the same. Don’t be afraid of the flow. The outstanding cadres and experts who R&D flows to the supply chain, manufacturing, and the market will become lubricants among you in the future. Once they flow out, they can flow back again. They bring back the market. At the same time He also knows what to develop, so he can do a good job. We still have many new strategic opportunities, such as Anping. These opportunities require strategic insight capabilities and some outstanding R&D cadres and experts. They have made achievements in the past when they moved. In the future, technical freshmen can start with R&D, study and exercise for a period of time before going to the market to fight, or else they don’t even know how to serve customers well? In this way back and forth, research and development has become the cradle of generals. If you have been on the front lines more, you can also come back to research and develop more experience.
3. Simplify management. All work is carried out around improving land fertility and more food.
1. Learn the Amazon model, do a good job in decoupling architecture, and move forward iteratively through organizational optimization and decoupling of architecture
Decoupling the architecture is a good way to deploy troops. As long as the direction is right, the more you work, the more effortless you are, the more you work in the wrong direction, the more tired you are, and the more you work, the more troublesome you will get. The grassroots organization should not be too large, otherwise the coordination area will be too large and the efficiency will not be high. The Chinese army is transforming divisions into brigades, cutting out many units. They used to be called tank regiments and artillery regiments. It was very slow to regroup when fighting. Now a brigade has helicopters, tanks, and artillery, and the combination of battles becomes more flexible. The team size is smaller, but the combat effectiveness is stronger. This is also the concept of a fully functional team. The R&D combat forces are directly customer-facing and flexible, so that many needs and problems can be quickly clarified and short-circuit closed. The adjustment of the grassroots organization should be authorized to the business decision-making organization, and adjust quickly according to the changes in the business.
Organizational optimization and structure decoupling promote each other and advance iteratively. Mature businesses use organizational optimization to drive structure decoupling, new businesses use business to drive organizational adjustments, horizontal majority system and vertical flattening are all optimization directions.
Innovative projects can adopt multi-path, multi-echelon, and multi-scene methods. In a project, I support two versions. But in operation, the two versions should have the main and the second. For example, after review, the most promising is Group A. The version of Group B is actually not developed with Group A, but with the future. It may also subvert A in the future. The development of the group, so that the B group will play a role in the iteration. In the face of the difficulties in the future, we will have a C corner, which is even more difficult. Don’t forget to give him a salary increase when he has not yet achieved results. Our policy is not to forget those who bite the bones.
2. Adhere to the responsibility and result orientation, let go of the path of charge, and produce more food
The essence of the process is to serve the business, to eliminate formalism, and not to let the process influence our behavior. Implement quality differentiation and process differentiation for different business scenarios, and empower the business team to adapt on demand, do not care about the left foot or the right foot, what we want is the result, but pay more attention to the process, and do not become a slave to the process. We also need to break the information monopoly within the company, and lay down Shangganling with all possible forces.
We must distinguish between combat organizations and functional organizations. Organizations that can produce food and do things directly are combat organizations, and those that cannot directly produce food and issue documents that require others to do things are functional organizations. The distribution of documents must be converged to the third-level department and above, and the publication is the issuance port. When we streamline the documents, we must streamline the issuance port. If the subdivided departments all have the power to post, they will become a spider web and will interfere with each other.
In terms of performance appraisal, on the one hand, it implements differentiated performance management for different business groups, does not implement one size fits all, and makes full use of the potential of each team member; on the other hand, it is necessary to simplify organizational KPIs, enhance collaborative assessment, and reshape The spirit of common struggle is to toast to celebrate, and to rescue from the death if you fail.
R&D employees work a lot of overtime, which is very hard. I don’t think they should generally work overtime, and those who don’t need to work overtime will not work overtime. Cadres should evaluate the performance of employees, not whether they are by your side, because you are stupid, you have to fly more, and work late at night. Why can’t the smarter go to bed earlier? If the department is ineffective and working overtime too much, it means that the supervisor is incapable, and the incapable supervisor is formalism. We are responsible and result-oriented, do not emphasize process assessment. I heard that overtime supper reimbursement needs to be approved by the supervisor. I think it is unnecessary to eat supper for a few people who have not worked overtime. Let us in the trenches brave “guns and bullets” while approving notes. I heard that a meal is only 7 yuan, is it reasonable? It has been so many years, it’s time for sunset! Good guys who work overtime should eat more, eat better, and be more motivated. Can the standard be optimized? Can you order takeout if there is no canteen? One order is the standard, not the amount limit. Our cadres must love their employees.
3. Simplify management, improve efficiency, and start from the chief official
The chief officials should practice in depth to improve their strategic insight capabilities. Many of our chief officials may not have touched the code for more than ten years, and the actual operation is naturally rusty. Now that our cadres fight once, they stop fighting. Gradually, their ability of strategic insight is weakened. I’m not saying that cadres have to make code every day, but I think that leaving the combat unit too early will lead to divorce from reality. As a result, it is not clear about the problem and the team takes a detour. The direction must be correct, and there must be both general and minor directions. Every leader must have strategic insight and know what to do to achieve this goal, and how to save labor and time.
The duty of the chief officer is to stare at the map every day to fight for victory, not to listen to reports and send documents to solve problems. The supervisor must take a shovel, put on a backpack, and walk on the battlefield to solve the problem in person. R&D cadres in middle- and grass-roots organizations cannot be completely off-the-job, and each year they have some time to practice in specific projects. A few years ago, the Russian anti-fascist victory parade, the first nuclear strategic bomber, was personally piloted by the Air Force commander over the Red Square. The chief officials all go to the battlefield, there is less time to listen to reports, natural management is simplified, and the film culture is gradually reduced to necessary; the chief officials go to the battlefield and fight with the combat troops, and you can discover why the process is complicated, and it will be necessary to win Take the initiative to sort out the process; the chief officer walks to the battlefield and usually trains troops to improve their abilities. If they improve their abilities, they can strive for greater victory.
Organization optimization and efficiency improvement are the responsibility of every chief official. Every chief combat officer must take the initiative to identify the core issues affecting combat efficiency and formulate measures for improvement. Forming a mechanism, improving one problem one by one, everyone, each team, and all levels will find the problem, and the shortest path will be solved in a closed loop. Everyone will act, and the R&D efficiency will increase.
Fourth, the reform must have a clear direction, a unified will, and an orderly organization. The ultimate goal is victory.
We admit that it is relatively reasonable now, and we need to gradually reform. Just like finance, a little bit of reform, a little bit of progress. The reform must start small, see the direction, and be well-informed. Don’t come up with a big frame at once, it is impractical and impossible to land. And repeated “pancakes” can easily hurt the successful management. Start with a small matter, slowly extend it, don’t rush to solve it in a hurry, just the lake is going to move.
Use various methods to motivate employees, more positive affirmation, less negative criticism, and don’t be held accountable at every turn. R&D people face the screen every day, and they are not active and open enough. They can organize more activities, including taking family members to activities, and everyone can relax. Spring is here, Songshan Lake is very beautiful. You can go to Songshan Lake for picnics on weekends. It must be active and organized. In the past, the most active activity in Shenzhen was R&D. You can also hold the annual work conference of the R&D system. Everyone makes a noise and boosts morale. It doesn’t matter if you spend more money. If you pay for it yourself, the company can also subsidize part of it. If the method of spending is unclear, communicate with the finances.
The company is committed to building an intelligent world with all things connected. In the future, R&D will have to shoulder heavy responsibilities. You must be open, have an open mind and an open mind, form an atmosphere that truly encourages openness, innovation, trial and error, and rejuvenate. Our ultimate goal is to win! Contribute to building an intelligent society!