When the company encountered after the formerly adhered to the values of all wrong-after the Huawei-IT information

Recently, Huawei, Adviser of the International Advisory Committee of Mr Tian Tao quotes Xunzi ? persuade article "pengshengmazhong not help every straight," the classic, is so-called after the "problem" is false, and Huawei has proved the case. Time causing an uproar in the industry.

Then, "after the generation," after all, problems? "Pengshengmazhong not help direct" classical interpretation, can resolve "after the" generational crisis management? Successful companies such as Huawei, its core values and "after the" what can fit?

Peng is willing to live in the Bush?

Uncle Leo believes that before the 90 's core values is "success", after the core values is "happiness." He said Huawei has been very competitive salaries to attract young people. For the post, and the $literal Needless to say, you are poor, know the benefits of money. For the generation, because they have a double pressure inside and outside, so it is usually just give enough money, attracting and managing them is relatively easy.

But after facing 90, I don't deny the majority after the if given enough money can also be managed, but the most important issue is on top of the one-third the best after the, when you just use compensation to attract them, will they come? Even if they can last? The author interviewed many Guan Peisheng from Fortune 500 to leave, when many of them are less than half a year away, reason is the same: the company so much money, also does not give me the significance of the work, I think this is a waste of life!

Understanding of happiness, they called the free, independent and balanced. First of all, to make sure he was free. The so-called "pengshengmazhong not help direct", there is a basic assumption: that Peng is willing to live in the Bush, symbiotic with them enough time, and grow together. If he does not want to play with you, no matter your "hemp", they were reluctant to your growth.

Don't want to play with you is a big reason for this is a conflict of values, you promote the values he doesn't like, he would never have entered your organization or enter your organization will leave soon after. Huawei's core values: "customer-centric", "to fight for the", "long hard struggle". These are the Huawei have been proud of. But, in my opinion, these three points to 90 of happiness as the core values, all of them conflicting.

Huawei's core values what's wrong?

Traditional products and business man, deliberately lower their position, saying customers are God, but when you really think of customers as God, when trouble came, millions of God, how to tune? When the objective is to let the customer sells the product, so I can sell out performance and salary promotion, after all, is the logic of success.

Everyone's concerned about is really only one person, and that is yourself! So today after the speaking, manage their particularly simple, you to him as the Center, employee-centric, then staff put your trust in him, moved to the customer, formation of a value chain of transmission when you realize: employee-centric premise, taking customers as the Center is realized.

To struggle for this, seemingly without much problems, but the point is what is the purpose of the struggle, is to succeed, but for happiness? Huawei presented "to struggle for this", but its also really wants to be successful. Higher wages than their peers, higher position is very famous in this company, in fact, these are the dimensions of success.

"To fight for the" Huawei said before hardships, but then neither does elbow grease, just look at the results. "The struggle" the word of an already bitter lol, sounds uncomfortable, including "stick" to after the logic, anyone who needs to keep doing things are meaningless because the real interest is not to hold, he naturally occurs. So if Huawei wants to attract the best after the, I proposed that the words "to fight for the" with the words "creator".

Refer to "long hard struggle", a more obvious limitations of the times, the older generation came from difficult economic times, first is survival, and ultimately solve the problem of success, but after the they want is happiness, and "happiness" is undoubtedly the most lacking in company culture thing.

The question, therefore, is very clear, its basic values and expectations after the gap is very large, and even contrary. So no matter how straight Ma, Peng will come, however, this is an open question.

First of all, we said that China has thousands of years of control cultures. Good control, since the Organization would be more stable, relatively higher efficiency. Since the last century 90 's, some of China's most powerful companies, their core is controlled, Huawei, Haier, Foxconn is based on the control.

Huawei is certainly not Foxconn's manufacturing enterprises and its development as the core. But in their philosophy of "controlling" the core is the same. In "chain jumps", the manipulator for Foxconn in China gradually replaced the artificial, in overseas areas with cheap labour advantage to break again expanding, in a sense, Foxconn in China by the successful model to the time after the body, then we also have reason to fear that Huawei will eventually pour in after the body?

I am concerned that Mr TIEN was talking about Huawei's humanity. But from my perspective, if Huawei is the core of management control, we should recognize that, essentially controlled by anti-humanity. But why did Huawei had the qualifications, emboldened to talk about human problems? Because its organization really set a lot of personal links, but it still won't change its control as the core essence.

Foxconn is "power control", while Huawei has to do is "values." I believe someone will ask, but I would like to ask, Huawei has multiple values, it will encourage pluralist values? It won't. Huawei Technologies, all of humanity is based on fundamental values under, of course you can say that businesses in general or to one of the.

Huawei will face what crisis?

First, he can also hire the people, but he could not find after the best in people. It's not hire the best people, his creativity goes down. Second, it is difficult for them to face the future after the consumer groups, it's hard to meet their needs. When after the social value people's time, if its values with this crowd was conflicted, he could not draw the core crowd, performance would be difficult to maintain a sustained growth in the future.
I personally think that Huawei's selection is also diverse.

One of the most thorough, please "after 70 years," Mr ren zhengfei, dignified, and Huawei as soon as entering a "successor is non era." Because Yam to truly understood and accepted after the may himself will be pains, also near a tall order. Torrent brave retreat is a very decent and Honorable choice. If not, I can also recommended that any of Huawei to open a "Special Administrative Region", "special zone" itself completely after the management and see how it works. In fact, Huawei now "gray management" also shows that Huawei internal demand has some control, but space is too small.

Huawei today after the impact of forced power may not be strong enough. Hoped that ren and more entrepreneurs to "down the aisle", and more with the living after the contact. When when you really go near them, you will find that they can do better than we, China's future in their hands!

当华为遇到90后：以前坚持的价值观全错了 - 90后,华为 - IT资讯

最近，华为国际咨询委员会的顾问田涛先生援引荀子•劝说学篇中的“蓬生麻中，不扶逢直”的经典，直指所谓90后是“问题的一代” 属于伪命题，并以华为例进行了论证。一时间引起业界哗然。

那么，“90后一代”究竟是不是问题？“蓬生麻中，不扶自直”的经典解释，能否化解“90后”管理中的代际危机？成功如华为这样企业，其核心价值观与“90后”究竟能否匹配？

蓬是否愿意生活在麻丛中？

Leo叔叔认为，90前的核心价值观是“成功”，90后的核心价值观是“幸福”。他说：华为一直在用极有竞争力的薪酬来吸引年轻人。对于60后、70后不用讲了，大家从小都受过穷，知道钱的好处。对于80后来讲，因为他们有内外双重的压力，所以通常只要给够钱，吸引和管理他们也是比较容易的。

但是面对90后，我并不否认大部分的90后，如果给够钱同样可以管理好，但最重要的问题是站在塔尖上那三分之一的最优秀的90后，当你只是用薪酬来吸引他们的时候，他们会不会来？就算来了，他们能干多久？笔者访谈过不少从世界500强离职的管培生，他们很多都是不到半年的时候离开的，理由基本是一样的：公司给这么多钱，又不给我安排有意义的工作，我觉得这是在浪费生命！

对幸福的理解，他们叫做自由、自主、平衡。首先要保证他是自由的。所谓“蓬生麻中，不扶自直”，这里面有一个基本的假设：即蓬愿意生活在麻丛中，愿意与他们共生足够长的时间，然后顺着麻一起长高。如果他不愿意跟你玩了，甭管你的“麻”有多直，他们都不愿意在你这生长。

不愿意跟你玩的很大一个原因是价值观的冲突，你宣扬的价值观他不喜欢，他就不会进入到你的组织，或者进入到你组织以后很快就会离开。华为的核心价值观：“以客户为中心”，“以奋斗者为本”，“长期坚持艰苦奋斗”。这些都是华为一直引以自豪的。但是在笔者看来，这三点跟90的以幸福为核心价值观，全部都是有冲突的。

华为的核心价值观错在哪？

传统做产品和业务的人，故意把自己的位置放低，说客户是上帝，但是当你真的把客户当成是上帝的时候，麻烦就来了，数以亿计的上帝，众口如何来调？把客户当中心的目的还是希望让这个产品好卖，好卖以后我可以出业绩，然后加薪升职，说到底，还是成功的逻辑。

每个人最关心的其实只有一个人，那就是自己！所以今天对90后来讲，管理他们特别简单，你以他为中心，以员工为中心，然后再让员工把你对他的信任、感动传递给客户，形成一种价值传播链的时候，你就会发现：以员工为中心的前提下，以客户为中心也就实现了。

以奋斗者为本，表面上看起来没有太大的问题，但关键是奋斗的目的是什么，是为了成功，还是为了幸福？华为提出“以奋斗者为本”，但其真正提倡的还是成功。比同龄人更高的工资，更高的地位，在这个很有名气的公司上班，其实这些都是成功的维度。

“以奋斗者为本”，以前华为讲苦劳，但是后来也不讲苦劳了，只看成果。“奋斗”这个词看起来本来就苦哈哈的，听起来也不舒服，包括“坚持”，以90后们的逻辑来看，但凡需要坚持去做得事都是没有意义的，因为真正有兴趣的事是不需要坚持的，他自然而然就会发生。所以如果华为想吸引最优秀的90后，我建议将“以奋斗者为本”改为“以创造者为本”。

提到“长期坚持艰苦奋斗”，这个时代的局限性就更明显，老一辈从困难经济时代走来，首先解决的是生存问题，最终解决的是成功问题，而90后他们想要的却是幸福感，而“幸福感”无疑是华为文化中最欠缺的一个东西。

因此，问题非常清楚了，华为的基本价值观和90后的期望差距非常大，甚至是相悖的。所以无论麻有多直，但是蓬会不会来，这是个疑问。

首先，我们说中国有几千年的控制文化。控制有好处，因为组织会比较稳定，相对来说效率也会比较高。从上世纪90年代至今，中国最牛的一些企业，他们的核心都是控制，华为、海尔、富士康其实都是以控制为核心的。

华为当然不是富士康这样的制造型企业，它以研发为核心。但是他们在经营理念中的“控制”核心是一致的。在“连环跳”之后，富士康在国内逐步用机械手替代了人工，在国外有廉价劳动力优势的地区重新开疆扩土，从某种意义上，富士康在中国的成功模式倒在了90后身上，那么我们同样有理由担心，华为会不会也会最终倒在90后身上呢？

我关注到田先生一直在谈华为的人性。但在我看来，如果华为管理的核心是控制，那么我们应该认识到，控制的本质实际上是反人性。但为什么华为它有这个资格、底气来谈人性的问题呢？因为它的组织里面确实设置了很多人性化的环节，但这依然改变不了华为以控制为核心的本质。

富士康采用的是“权力控制”，而华为做的是“价值观控制”。我相信会有人提出反问，但我想问问，华为有没有多元化价值观，它会不会鼓励多元化价值观？不会的。所有的华为的人性其实都是基于基本价值观之下的，当然你可以说企业总之还是要有一条主线的。

华为将面临怎样的危机？

第一，他还可以招到人，但他一定招不到90后里最优秀的人。它招不到最好的人，他的创造力就会下降。第二个，他们很难面对未来90后这个消费群体，很难满足他们的需求。当90后成为社会主要价值人群的时候，如果华为的价值观跟这个人群是相冲突的，他就无法吸引核心人群，未来业绩就很难保持持续增长。
我个人以为，华为的选择也是多样的。

最彻底的一条，请“70年后”的任正非先生安享晚年，让华为尽快进入一个“后任正非时代”。因为要任总去真正理解和接受90后可能他自己也会很痛苦，也近乎于一种苛求。但激流勇退是一种非常体面和荣耀的选择。如果不行，笔者还可以建议任总在华为开设一个“特区”，在“特区内”完全让90后进行自我管理，看看效果如何。事实上，华为现在的“灰度管理”也表明，华为内部具有一定的降低控制的需求，只是目前空间太小。

今天的华为面对90后的影响，倒逼的力量可能还不够强。希望任总及更多的企业家们能够“走下神坛”，多跟活的90后接触。当你真的去走近他们的时候，你会发现他们一定能比我们干得更好，中国的未来在他们在手中！