Level: the end of an era-level, China's telecom industry, telecommunications, Unicom-IT information

Objective: a times of end, always with with some logo sex characters of curtain call and end, often soldier can said is China telecommunications industry brilliant and prosperity times end of logo sex characters one of, as helm China second big operators China Unicom over 10 years, in transferred China Telecom head half Hou Lok Ma of industry senior managers, with yesterday (July 11) in the discipline monitored wing website announced double open, Chang Xiaobing I into filed review stage, he became a times of period.

Of an era: the wild growth and irrational exuberance

Chang Xiaobing's career with the reform and development of China's telecommunications industry closer together, as in the rule-makers and performers, both in the control mode and development mode of China telecom industry and growth structures, have a level of branding and marks.

2000 level, from the Ministry of Telecommunications Authority transfer moment, Deputy General Manager of China Telecom, was the beginning of wild growth of telecom industry in China. In that year, the oligopoly of the three carriers, China patterns, of State-owned enterprises listed overseas and domestic pattern, on the stage of history in this industry is about to run over the past decade has an important influence on stage managers have, in line with modern corporate governance structure of modern market economy has basically taken shape, the curtain parted in the year.

Level I then thought perhaps, after 2000, he and his contemporary colleagues in China's telecom industry a decade growing wild on the stage of history, compete with and governance produce different performance results.

After that level in 2004, transferred to China Unicom, began their 12-year run course of China Unicom. Run Chang Xiaobing, China Unicom 12 years, is the era of wild growth of China's telecom industry, China's mobile communication from a long 2G, short 3G, quickly entered the 4G era; users rapidly around the size limit. And in this times, in wild of ground, China of telecommunications industry managers are play himself of creativity created a a growth of opportunity, SMS times of universal jokes hand, and dream network times of non-rational prosperity, rural network cover of great leap forward, 3G times universal for Apple crazy; and whole industry is with with non-rational of competition and excessive development, garbage SMS became this times waved of not to of nightmare, come of campus competition let siwensaodi, mutual cut cable, and blocking interconnected Exchange is this times of psoriasis.

And Chang Xiaobing as China Unicom of helm who, is may on wild and non-rational prosperity has different of feeling, in its transferred China Unicom Shi, is China Unicom CDMA network horse two years Zhiji, as took over as who, Chang Xiaobing by faced of is a double network (GSM, and CDMA) internal game of basic network based, in Unicom 10 Annual Memorial during, had has industry people analysis said "in 2G times on operation with two Zhang different technology standard mobile network of operators" global except China Unicom, Only Japan's KDDI, two net disadvantage "because the two networks the ability to scale and have varying degrees of homogeneity, these operators are in a certain period faced serious competition inside the network problem, this problem is reflected in the development of different network location, resource allocation, coordination of user market."

To solve this problem, soldiers have to wait four long years, until 2008 when issued 3G, priced for sale to China Telecom for mobile licences have been longing for, get rid of CDMA the mess.

I believe that at the level of the heart is relaxed and cheerful, he was at the helm of China Unicom, can concentrate development on has the advantage of global technology standards WCDMA, is a golden opportunity, after all, his colleague in the suffering of another carrier is going through independent property rights.

Chang Xiaobing, another wild charge faced by China Unicom's 2008 China Unicom and China Netcom's merger, kept the personnel turbulence and turbulent organizational structure, is Chang Xiaobing had to tackle the problem . I believe it will cost the industry was seen as a strongman in energy. Each merger, China Unicom is an internal injury, reflected on the market performance is in the 3G era, the owner right time and China Unicom are not overtaking, it has continuously measures the chance.

Internal environment, or fully, outsiders are always under Chang Xiaobing, China Unicom's Achilles heel, from dual-network game to personnel after the merger fight, kinetic energy consumption development of China Unicom, forming huge friction.

Character: annual economic figures and a strong Manager

Perhaps it should be recalled, Chang Xiaobing 2010 CCTV annual economic figures.

Chang Xiaobing is China's telecommunication industry over the only executives to receive this honor, his Nobel Prize is: 3G time he decorated Unicom Apple's image on the title page of the dream of the world; war 3G, he won 13 million hands prepare baskets. Integration of three networks, his Kingdom communications terminal access.

In this award testimonials in the, Chang Xiaobing said, 2010 most has meaning of a locations is Xiangshan, because except he each weekend willing to to climbed Xiangshan zhiwai, more important of is "in we career development of a key time window, company in Xiangshan open has a retreat will" is in this retreat will Shang, "we basic formed has we firm of 3G development of strategy tactical, this is go a article is different from Yu China Unicom 2G development of differences of of 3G development of road. ”

Description of the industry on the level, management style has a strong, long before its transfer to China Unicom, there are "in the communications industry and there are few sharp style" argument.

Wild growth and achievements of the era of irrational exuberance, necessitates was authoritarian and strong managers, whose management style can say conform to the needs of the times, the era of choice.

But a strong led China Unicom years of people, and no in essentially change internal management of heavy problem, in 2008 get 3G licence zhihou, except personnel arrangements zhiwai, Chang Xiaobing also drastic of take has concentrated of operation of strategy, significantly cut Francisco--through concentrated of information, and unified of marketing policy, cut around place big Member of power, on this practices now many people more has criticized, think hinder has China Unicom all place of flexibility, but we also to see in "Decree" unified Shang, When China Unicom seemed more efficient, the Group of elite control of the headquarters of the national situation, and no shortage of admiration within the industry.

A regret: missing 3G window 4G tangle

As a differentiation strategy for China Unicom established the 3G people, Chang Xiaobing to run this great liner China Unicom, struggling each year, it is a Enterprise debt rate as high as 65%, almost every needs 30 billion or 40 billion of short-term financing, for the development of the market. In the 3G era, China Unicom was most impressed by Apple and central marketing policy, and China Unicom mobile Internet in 2009 after the embrace the openness of the Internet.

But miss 3G window, not a pity not Chang Xiaobing. China Unicom has the most mature standard networks, Terminal size category, the most abundant stars bright Apple cooperation, however, it is only at this time, however, in the wake of the rapid growth of the early 3G and post-3G period, focusing on marketing and development of the old policy, China Unicom added Cliff's decline in users.

Starting in 2013, the industry began to seriously consider a horse 4G when, under Chang Xiaobing, China Unicom still tangled TDD licence licence and FDD problems, still trying to dagankuaishang this 3.75G backward technology HSDPA, as well as the integration of the 3G and 4G routes, extending its period of 3G dividend , but did not notice that 4G has been collapsed down like a flood.

This is a strategic issue, strategic selection problems and mistakes can only point to the company's senior managers, level, this should not be no reflection.

As level examination, make a helm of China Telecom for more than 10 years of senior managers, in its participation, leading industries, a lot of things the dust settles, or sign the wild growth and the end of the era of irrational exuberance.

But perhaps we should reflect on is that oligopoly, the demographic dividend tends to zero, irrational competition still continues, the barbarians at the gate (the Internet giant OTT) continue to erode the bottom line, gamer is accelerating into new, China's telecommunications industry is the need for elite management or professional managers governance? Is driven by supply side or demand-driven?

What are we bid farewell to the wild or just another wasteland being made?

常小兵：中国电信业一个时代的句号 - 常小兵,电信,联通 - IT资讯

前言：一个时代的终结，总是伴随着一些标志性人物的谢幕而终结，常小兵可以说是中国电信行业辉煌与繁荣时代终结的标志性人物之一，作为执掌中国第二大运营商中国联通超过十年，在调任中国电信掌门人半年后落马的行业高级管理者，随着昨日（7月11日）中纪委监察监察部网站宣布双开，常小兵本人进入立案审查阶段，他成为一个时代的句号。

一个时代：蛮荒增长与非理性繁荣

常小兵的职业生涯与中国电信行业的改革和发展紧密相伴，作为身在其中的规则制定者也是执行者，中国电信行业无论是在管制模式、发展模式还是增长结构，都有常小兵的烙印和痕迹。

2000年常小兵从信产部电信管理局调任中国电信副总经理的时刻开始，恰是中国电信行业蛮荒增长的开始。在这一年，中国三大运营商的多寡头垄断格局、国有企业海外和国内上市的格局、在这个行业的历史舞台上即将执掌近十年具有重要影响的管理者们已经登台，符合现代市场经济的现代化的公司治理结构已经基本成型，大幕在这一年徐徐拉开。

常小兵本人或许在彼时也没有想到，2000年之后，他将与他同时代的同事们将在中国电信行业十年蛮荒增长的历史舞台上，同台竞技，并交出不同市场绩效的治理成绩。

此后常小兵在2004年调任中国联通，开始了为其十二年，执掌中国联通的历程。在常小兵执掌中国联通的十二年中，是中国电信行业蛮荒增长的时代，中国的移动通信从漫长的2G时代，短暂的3G时代，快速的跨入4G时代；用户规模迅速接近人口规模的极限。而在这个时代，在蛮荒之地上，中国的电信行业管理者们发挥自己的创造力创造一个个增长的契机，短信时代的全民段子手、梦网时代的非理性繁荣，农村网络覆盖的大跃进，3G时代全民为苹果狂；而整个行业则伴随着非理性的竞争与过度发展，垃圾短信成为这个时代挥之不去的梦魇，此起彼伏的校园竞争让斯文扫地，互砍电缆、阻断互联互通也是这个时代的牛皮癣。

而常小兵作为中国联通的掌舵者，则可能对蛮荒与非理性繁荣有着不同的感触，在其调任中国联通时，也是中国联通CDMA网络上马两年之际，作为接任者，常小兵所面临的是一个双网（GSM、CDMA）内部博弈的基本网络基础，在联通十周年纪念期间，曾有行业人士分析说“在2G时代就运营着两张不同技术制式移动网络的运营商”全球除了中国联通，只有日本的KDDI，运营两张网的弊端在于“由于两张网络的能力与规模都曾存在不同程度的同质性，使这些运营商都在一定时期内面临过严重的双网内部竞争问题，这种问题体现在不同网络的发展定位、资源分配、用户市场协调等方面”。

解决这个问题，常小兵需要等待漫长的四年，直到2008年在发放3G牌照时，才作价出售给对移动牌照渴望已久的中国电信，甩掉CDMA这个烂摊子。

我相信当时常小兵的内心是轻松和愉悦的，对当时他执掌的中国联通来说，可以把精力放在发展拥有全球主流技术制式优势的WCDMA上，是一次千载难逢的机遇，毕竟他的同事在另外一个运营商正在经历自主产权的煎熬。

对于常小兵而言，执掌中国联通所面临的另一个蛮荒就是2008年中国联通与中国网通的合并，不停的人事动荡与组织结构动荡，是常小兵不得不去解决的问题。我相信这事情一定耗费了这位在业内被看做强人的精力。每次合并重组，对中国联通而言都是一次内伤，体现在市场绩效上则是在3G时代拥有者天时地利人和的中国联通并没有弯道超车，反而不断的措施良机。

内部环境，或者说内患，在外人看来始终是常小兵治下的中国联通的阿喀琉斯之踵，从双网的内部博弈到合并重组之后的人事争斗，都消耗了中国联通发展的动能，形成巨大摩擦力。

一个人物：年度经济人物与强势管理者

或许人们应该记得，常小兵是2010年CCTV年度经济人物。

常小兵是中国电信行业历年以来唯一一位获此荣誉的行业管理者，他的获奖理由是：3G时代，他把苹果的形象装点在联通世界之梦的扉页上；征战3G，他赢得一千三百万双手编制成就的花篮。融合三网，他把通讯的终端接入服务的王国。

在这次获奖感言中，常小兵说，2010年最有意义的一个地点是香山，因为除了他每周末愿意去爬香山之外，更重要的是“在我们事业发展的一个关键时间窗口，公司在香山开了一个务虚会”正是在这个务虚会上，“我们基本形成了我们坚定的3G发展的战略战术，这就是走一条有别于中国联通2G发展的差异化的3G发展之路。”

业内对常小兵管理风格多有强势的描述，早在其调任中国联通之前，坊间就有“在通信业内并不多见的锐利风格”的说法。

蛮荒增长和非理性繁荣时代能够成就事业者，必然需要的是威权和强势的管理者，其管理风格只能说顺应了那个蛮荒时代的需求，是那个时代的选择。

但是一个强势领导中国联通多年的人，并没有在本质上改变内部管理的重重问题，在2008年获得3G牌照之后，除了人事安排之外，常小兵还大刀阔斧的采取了集中化运营的策略，大幅度削藩——通过集中的信息化、统一的营销政策，削减各地地方大员的权力，对此做法现在很多人多有诟病，认为阻碍了中国联通各个地方的灵活性，但是我们也要看到在“政令”统一上，彼时的中国联通看上去更加高效，集团总部的精英们掌控了全国的局面，行业内并不乏艳羡者。

一次遗憾：错失3G窗口与4G纠结

作为为中国联通确立了3G差异化战略的人，常小兵执掌中国联通这艘巨轮，可为每年都举步维艰，这是一个负债率高达65%的企业，几乎每年都需要三四百亿的短期融资，用以发展市场。人们在3G时代对中国联通印象最深刻的是苹果和营销政策六统一，以及中国联通随着移动互联网在2009年爆发之后，积极拥抱互联网的开放心态。

但是错失3G窗口期，不可谓不是常小兵的一次憾事。中国联通当时拥有最成熟制式的网络、最丰富的终端品类规模、明星璀璨的苹果合作，但是，也只能是在此时但是，在经历了早期3G用户的快速增长之后，在后3G时期，注重营销和喜新厌旧的发展策略，使得中国联通的新增用户出现断崖式的下滑。

在2013年开始，整个行业开始认真的考虑上马4G的时候，常小兵治下的中国联通仍然纠结TDD牌照和FDD牌照的问题，仍然在试图通过大干快上HSDPA这一3.75G落后的技术，以及3G和4G一体化的路线，延长其3G红利期，但是却没有注意到4G已经像洪水一般狂泻而下。

这是战略的问题，战略的选择问题和失误只能指向公司的高级管理者，常小兵对此不应没有反思。

随着常小兵被立案审查，做一个执掌中国电信十几年的高级管理者，在其曾经参与、主导的行业，很多事情尘埃落地，也标志者蛮荒增长和非理性繁荣时代的结束。

但是或许我们应该反思的是，多寡头垄断、人口红利趋于零、非理性竞争依然在延续、门口的野蛮人（互联网OTT巨头）不断蚕食底线，新的游戏玩家正在加速进入，中国的电信行业是需要精英治理还是职业经理人治理？是供给侧驱动还是需求驱动？

到底我们是否在告别蛮荒呢还是正在亲手制造另一个蛮荒之地？