Ren Zhengfei issued a document warning that if there is no reform, it is the next HP
On November 4, Huawei made public Ren Zhengfei's speech at the sunset human resources Secretariat and at operation optimization report on October 8, 2019. Ren Zhengfei also warned internally that the management ability of grass-roots R & D managers is degraded. If there is no reform, Huawei will be the next HP. The reform must face the forces of habit. It needs to make a breakthrough at one point, then make a breakthrough in all aspects, and then drive the structural breakthrough of the whole R & D. He also reminded that the reform needs to be carried out steadily. Do not 'the temple is in harmony with Shang'an, the temple is demolished and the monk is dead', which is easy to produce confrontation of reform and increase contradictions within the organization.
What is the biggest problem in Huawei's R & D team management
First, the biggest problem of R & D team management is insufficient liquidity. For example, some people have been in R & D for many years, but their personal rank is still very low, their growth is very slow, and their contribution to their posts is average for a long time. If they are dredged earlier, they may be able to play a role in other posts; In addition, if other business departments are short of people, they go to the society for recruitment, but we clearly have people here, but they are covered under the belly of the 'old hen'. These people stay in the original department for a long time and are not stimulated enough, their technology may deteriorate, and it is difficult to find new jobs in the end.
For the degraded management ability of R & D grass-roots managers, if we can't reform, we are the next HP. You can post the research findings of the Secretariat to the heart voice community to arouse everyone's thinking and active improvement. The reform of the Institute and the reform of the product line can focus on a small and marginal pilot like the current at reform. In the face of habitual forces, it is difficult to make a breakthrough in reform. Therefore, we should first make a breakthrough at one point, and then make a breakthrough in all aspects, so as to drive the structural breakthrough of the whole R & D from the breakthrough at one point.
Second, for the diversified incentive cost management, the excessive labor cost and workload will be reduced through the improvement of use and reimbursement methods. For example, in invoice reimbursement, you can use a white slip for reimbursement. The finance department should come up with a mechanism to uniformly report to the government, and then process invoices uniformly; We can also make more use of various activity mechanisms such as coffee shops to do a good job in diversified incentive cost management. Large department activities can use the petty cash system, or small activities can directly apply for reimbursement by paying 2% of the cost advanced by the payer.