The hottest Ren Zhengfei is facing difficulties in

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Ren Zhengfei: facing the difficulties of the transition period, has Huawei winter passed

3g, let Huawei feel the sunshine of spring. COVID-19 has been found warm for several months. However, Huawei in 2004 is still facing difficulties in the transition period, and it is also facing the test of succession. An issue that cannot be ignored is increasingly clear in front of Ren Zhengfei - can he lead Huawei's smooth transformation

dawn begins to appear

after five years of hard waiting, Huawei finally keeps the cloud open and sees the moon bright

3G technology, which uses 1/3 of R & D funds for 3G every year, has successively spent 4billion yuan and invested 3500 people to develop, finally won the favor of the market in 2003

on December 18, 2003, Huawei signed a 3G contract worth HK $900million with sunny, the fifth largest telecommunications operator in Hong Kong

on December 24, a week later, the UAE Telecom WCDMA 3G network built exclusively by Huawei Technology Co., Ltd. was officially put into commercial use

previously, Huawei announced that it has fully mastered the core technology of WCDMA and has become one of the few manufacturers in the world that can provide a full set of commercial systems. Huawei WCDMA system has completed the docking test with the equipment and terminals of mainstream manufacturers in the industry, and has built more than 20 test and pre commercial networks, which has the ability of large-scale commercial use

previously, Huawei also successfully demonstrated 3G MMS (multimedia short message) in domestic WCDMA trials. The commercial use of WCDMA and GSM supporting MMS have completed the interworking of MMS services

In 2003, Huawei finally failed to resist the temptation of the terminal market, saying goodbye to the declaration of the telecommunications equipment manufacturer firmly adhered to in the Huawei basic law and entering the market. On September 17, 2003, Infineon, a German chip manufacturer, and Huawei announced that they would cooperate to develop a low-cost 3G platform. The two sides will each invest 20million US dollars for the development of the cooperation project

it is reported that the platform is expected to be available in the middle of this year

observers believe that at present, 3G manufacturers in the industry mainly focus on developing WCDMA that supports multimedia communication, high-speed data and meets high-end customers, which is expensive, but this situation will soon change due to the cooperation between Huawei and Infineon

relevant institutions predict that China will add 160million mobile users by 2006, of which 120million will be voice users, which indicates that 3G is facing a broader development space than PHS

In 2003, Huawei made major breakthroughs in overseas markets. According to Huawei, its sales volume will reach 30billion yuan in 2003, of which overseas sales revenue is 1billion dollars. According to the report of Dittberner, an international authoritative consulting organization, as of September 2003, Huawei NGN (next generation network) products have gained 13% of the global market share, ranking second only to Nortel

"a few years ago, Huawei spared no expense to continuously invest in the 3G field, which has no return at all. Now a considerable number of employees can't afford to buy a house. All this money is saved from employees' mouths. Fortunately, the market scope created by recycling cobalt, nickel, manganese, lithium, iron, aluminum and other metals from waste power lithium batteries will explode in 2018. What is lucky is that Huawei finally sees the dawn of 3G... God rewards hard work, and Huawei is alive." A Huawei technician said

has the winter of Huawei, predicted by Ren Zhengfei a few years ago, passed quietly? But Ren Zhengfei doesn't think so. In his mind, Huawei's winter is not a physical concept, but more a sense of crisis. This sense of crisis is eternal. As long as Huawei exists, it will not disappear for a moment

from another perspective, the transformation problems faced by Huawei are also part of the winter

difficult transformation

comparing Huawei's founding stage with the present, we can clearly find the traces of Huawei's transformation. Although this transformation is not necessarily rational, it may be entirely out of the "wolf" instinct transformation - always follow the bloody flavor

Huawei's transformation covers all aspects. In terms of technology research and development, from making full use of local resources in the early stage to carrying out independent research and development in China based on tracking international advanced technology - to comprehensively utilizing international and domestic intellectual and material resources, setting up research institutions at home and abroad, and taking international research institutions as the main force, carrying out appropriate and advanced research and development on the basis of tracking world advanced technology. It can be predicted that Huawei in the future may lead and change the life of the world as a technology leader. However, Huawei does not agree with this technology strategy. A middle-level leader of Huawei believes that Huawei is always market-oriented based on customer needs

in terms of products and industries, Huawei has developed from a single switch product with low technical content to an integrated telecommunications equipment provider with more technical content such as routers, network equipment, optical communication, data products and other five major industries, and thousands of products. In terms of marketing mode, Huawei started from the low-end markets such as remote rural areas in its initial stage and sought survival opportunities in the cracks of multinational enterprises. Up to now, it has occupied the commanding heights of many communication technologies and began to enter the high-end markets of developed countries and regions such as Hong Kong and the United Arab Emirates

in terms of marketing, from the original single domestic market to the international and domestic markets. However, even in 2003, the overseas sales of $1billion still accounted for only 1/4 of Huawei's overall sales. Compared with Huawei's huge investment in international strategy, overseas sales have not yet achieved the maximum benefits. Huawei is still a long way from being truly international

behind Huawei's efforts for transformation, it is difficult for us to see a major breakthrough of strategic significance. From this point of view, Huawei's transformation is far from over, perhaps just the beginning

the real core competitiveness of an enterprise leader is the ability to lead the successful transformation of the enterprise. Whether Huawei can successfully transform under Ren Zhengfei is directly related to Ren Zhengfei's core competitiveness

as Ren Zhengfei grows older, the problem of Huawei's successor arises again, and various manipulation situations can smoothly switch the attention of the outside world. This is also an important factor related to Huawei's smooth transformation. A former Huawei executive believed that Ren Zhengfei's biggest mistake might be that he did not train a suitable successor for Huawei

many Huawei veterans believe that this is fatal. Ren Zhengfei's ability and value determine Huawei's today. If the problem of Huawei's successor is not solved well, Huawei

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