Source: FY community www.scoee.com
REVIEW: Xu Jiajun is the head of Huawei's data center, vice president of Huawei. From an ordinary office worker, the vice president of Huawei million annual salary, to leave Huawei fought a decade of business experience and experience Baidu, Xu Jiajun for anyone desire to succeed is definitely can learn, from which we can glimpse Huawei's operation process and career planning Xu.
Positive non-brother:
Instant working for ten years, ten years in Huawei, Huawei is the name not from professional circles now become a big company notoriously, years of rapid development, the company has witnessed years of struggle. Also join them, to learn while swimming in the tide went today.
Now I want to leave the company, ready to start a new career, to accept new challenges, I am going to do something very risky, most likely near escape, nine can not have a life after death, but also hard to say.
Before starting a new career, I think of the past decade to be a detailed summary. Huawei such as in a rapid development of large enterprises, sometimes a purgatory-like exercise, if I can summarize years of experience and lessons learned from critical things, truth in life, I think of the future will go a long way benefit.
Over the years some people leave the company, write a book or something, to find fault with the company, other up, pointing country, the company's senior leaders one by one comment about it, I personally feel that in addition to bring some entertainment value, what good is it?
The company still in development, the development of the back, 60,000 people all kinds of dreams, hard work, contribution, sacrifice, struggle, complaining, resentment, precipitation, leave, hope, loss; behind the development of the opportunities, important decisions, crises, mistakes, etc. and other internal logic How can it be an outsider speak clearly? I do not want to say the company, just want to work on their own experiences reflect upon yourself and ask yourself do what efforts did contribute, to do what they are most happy to do what their most benefit and learned what?
Gotta say, I Huawei decade muddle over, as if I had no ideals, no detailed planning, just think of the one thing to do. Through their own summary and reflection, in the future I wish I could be more planning, a little more clear.
Probably thought, I think the following is a profound understanding of all these years of experience and lessons worth in the future and then carry forward.
First, the "start small, learn to suffer, to work with others."
This is a former graduate last class, the teacher gave us an electronic circuit last few words, though I forgot the teacher's name, but it has a few words in mind. In practice Huawei, increasingly feel that a few simple profound truth. From the little things do not always meet in small things, not the ambitious rhetoric. Learn to suffer not bear to lose, is not preoccupied wrongs 1:01, the courage to give up critical time.
Second, the "how much heart, the stage is as big."
Many of our success comes from dare to think, dare to do, as I first received the questionnaire, I do not understand, but dare to try, dare to solve, really solved; just as we do SPES, even if no one, no technology, no accumulation, as well as CISCO and other large companies are doing, and we dare, dare to pursue, not blindly worship or fear of authority, but also a success. Of course, this is not just blind bold, big heart also means that the active attention of the outside world, open-minded tolerant acceptance of all sorts of new things.
Third, the "study hard, every day"
This phrase used to describe the requirements for IT people, the most appropriate enough. The real winners and experts are "the most afraid of learning" who, what things do not know, take over school chant. We now have a technical IT Daniel Tan Bo, in fact, he was not born Daniel, but also by learning to become a super expert from a layman, he once told me that when the year started a UNIX system administrator, see Tip # Fu was shocked, because they are used for many years engaged in the development% prompt in UNIX, never had administrator privileges.
Experts had a look on this level! When do then back up the project with me, I asked him to look at the database backup and recovery methods ORALCE fallback point, he too literally, that fallback database is the same as a human being to walk backwards, it's a little taste of humor, but he got up every morning, look at the book one hour before going to work, accumulated over the years, it has now become a super expert nobody challenges in many areas systems, databases, development of. However, learning is definitely not the light from book-learning, in fact, more important is to learn from practical work, to learn from the periphery.
For example, I think Huawei learn the most important philosophy is "to make good use of adversity," Huawei in the winter when there is no emphasis on difficult every day, but that "the opportunity to take advantage of the winter reverse the global competitive landscape," and really successful, Without this winter, Huawei may have more years behind the industry's biggest names; Huawei did not panic when sued CISCO, but a positive response, use of this prosecution to spend hundreds of millions of dollars reached might not reach the effect of improving the visibility of . And so these, the situation is almost drowned but into successful favorable conditions for left me very impressed, very impressed also executives.
Fourth, the courage to practice the courage to make mistakes, good reflection
A lot of things easier said than done, the key is to have action, in particular management class some theories, methods, concepts. Talk, spatial planning that are not useful, it is better to actually do it, do it after continue to reflect improvements, the most convincing real. No repeated the exercise and reflective practice, even if everyone knows what to do are in fact not easy,
Give a small example, such as do managers will listen to, I think Huawei 99.9% of managers are to understand this, but how to actually do it? Huawei how many managers do not interrupt others? Do not rush Conclusion to define? no hurry to provide solutions? how many managers can do to guide each other naturally express? ask each other feel? confirm that you understand each other?
Fifth, there must be a method, there are routine, systematic thinking on the issue, there are strategic design solutions
In the first few years of work, has achieved little success due to the technically has also been little research began arrogant up, then the company brought in a large number of heavily adviser, a consultant to start some really very cold. Later, the growing size of the company a few years, in the case of increasing IT complexity increases gradually understand a lot.
Western companies professional experts, methodologies have to do anything, there are routine, even how to hold a meeting there are a lot of routine, then I have interest in the study of these routines, summed up a lot of their own routine and to sector A new training and discussion. In a complex environment, many problems can no longer matter - to study and resolve, a great need for systematic approach and strategic vision.
For the operation of an organization in terms of system and process design in particular, we need this. Albert Einstein said:
We can‘t solve problems by using the same kind of thinking we used when we created them.
Sixth, independent thinking, not just parroting
A large company, many people, dawdle too easy. People are very easy to fall into the crowd, not in-depth business situation, but can not see the problems and dangers. More exciting please pay attention to thinking a forum of experts had studied avalanche occurred, the victims are usually batch to batch, there are few single individual victims, the reason is very simple, a single person will be very careful in avalanche-prone and alert.
But a group, the larger the group, each individual will have a false sense of security and judgments parrot, but the reality is that power regardless of how groups, avalanches are irresistible. So I think in large institutions, the ability to maintain independent thinking is particularly important.
Seven, complain less and less talk, proactive, more real work
I used to be a lot of angry youth complain, complain often easy to fall into. But years of work have made me change, because we know that most of the complaints were of no avail. There are always things that the world is not perfect, there is always trouble, the only solution is to face it and solve it.
Do real things, change the status quo of our discontent, discontent change our own. In fact, there are many things to complain that we are his own and do it, such as is common in the community is a retired senior cadres, complaining Renxinbugu, emotion inconstancy, if properly going to talk about, probably because he was right bit arrogant in the hands of brilliance, as the result of other people like dirt.
Eight, responsible for the occupation, responsibility for the goal, responsible for their own success often self-conscious, abide by its commitments, distractions
Large enterprises will certainly be performance appraisal, there will be a reward, there KPI, there will be instructions of, maybe even a little political business, but if we pursue one-sided test results, one-sided pursuit of KPI indicators, one-sided pursuit of power and money interests and unilaterally responsible for the charge of others, and not responsible for their own, are not responsible for their own goals, lost sense of mission, responsibility, enthusiasm and curiosity, will not achieve their optimum level. And how a business can successfully create an environment that allows each individual to try to play the best state, enterprises will be invincible.
Nine, multi-humanistic accomplishment and aesthetic appeal, does not look very work-related, related to the fact too
Outstanding achievements is inseparable from the pursuit of beauty realm greatest scientific discoveries, often implies order, simplicity and beauty. Lack a little aesthetic pursuit, what UGLY things are daring, unscrupulous, improvise everything, is not "elegant", will not last long.
Ten, "Hello everybody, is really good," concerned people, helping people, honest, kind man
The rapid development of modern society, due to the role of the media exaggerated the growing apathy among people, deceitful relationship, but the actual society, communities may really not the case, at least, before I came to Huawei, for a large company human relations in the work started a little fear of the unknown, but actually feel in this group is almost everyone can open, sincere, harmonious relationship.
So the key is we have to be able to treat others sincerely, Care in interaction with others. Of course, work conflict is inevitable, in fact, is not necessary to avoid conflict, even a lot of conflict in terms of organization, is a great benefit. As husband and wife after a quarrel often feeling better.
As long as we have two principles:
1) on the wrong things.
2) with people. It will certainly be able to moderate the conflict led to ourselves, our organizations have a favorable direction.
XI, open and sharing attitude
In a high-tech company, if the newspaper with a conservative and closed mentality, growth will certainly be blocked.
Twelve, good time management
Huawei's work in ten years, 3650 days, working about 3,000 days, the time is not spent on the most important thing, and effective, the output of how many working hours, it is doubtful.
Time management is one of the biggest lessons I work in Huawei them, may also question the integrity of the company, lack of planning work, often in the face of constantly being interrupted; or continue to interrupt colleagues subordinates; or is constantly meeting, discussion, take up most of the time; or is being towed by their own interests, spend a lot of time to engage in some far-fetched things; or spend a lot of time on some of the minutiae of things, the very important thing has been difficult to drag must be solved to the point and then forced to rush.
Looking back now, if it can manage this decade, I think the achievements should be much larger.