I have always been very concerned about Huawei because it is a benchmarking company in the Chinese IT industry. Recently, there have been several "small" news reports from Huawei. They feel very interesting and worth sharing with everyone.
One is a raise. According to Huawei, in the second half of this year, the salaries of senior and middle-level employees will be adjusted. It is expected that the salary will increase by 5% to 10%. Under the inflationary environment, this is a good news for Huawei employees.
The other is negative news. According to overseas media reports, Huawei's Swedish office has been boycotted by local unions for allegedly threatening, harassing, and publicly punishing employees.
“The Chinese leadership approach looks completely different from Sweden. In Sweden, we value dialogue and mutual respect between management and young employees.†Union union Unionen believes that the problem is that a branch is established in Sweden and competes with Swedish companies. Does foreign companies fail to comply with Swedish work ethics?
They pointed out that these problems originated from the conflicts between the Chinese-style management culture and the Swedish-style management culture.
This may seem like a small incident, but as a representative of this, it shows that Huawei in internationalization has encountered major problems. In other words, if management is concerned, the problem of cultural conflicts is not valued and effectively solved, it will affect Huawei's internationalization process in the long run and in depth, and even ruined it.
At present, I am cautious about Huawei's breakthrough on this issue.
Understand the entire internationalization process of Huawei. It can be roughly divided into the following stages:
The first stage was before 2003, and the watershed was Cisco's lawsuit against Huawei. This phase can be called the beginning stage of Huawei's internationalization. From the initial sales of products to overseas, and the establishment of offices overseas, Huawei began to allow overseas markets access to its products.
Huawei's contradictions and resistance at this stage can be summarized as "market resistance", including overseas markets' unfamiliarity with Huawei brand, Huawei's unfamiliarity with the overseas market environment, and unsure how to open up a breakthrough.
The second phase is from 2003 to 2010, and it can be seen as the confrontation phase of Huawei's internationalization. After occupying a certain market overseas, Huawei gradually attracted the attention of competitors and was set a lot of competitive resistance. The representative event was of course Cisco's lawsuit against Huawei in 2003. In addition, with the gradual deepening of the market, many new problems have also emerged, such as legal issues, intellectual property issues, and market access issues.
Represented by the Swedish incident, it can be said that Huawei's internationalization has entered the third stage, which is the in-depth stage. At this stage, cultural conflicts will become the core contradiction that Huawei will face. Moreover, compared with other domestic companies that have gone abroad, this contradiction may be even more profound on Huawei.
Huawei's corporate culture has long been characterized by personal colors, military colors, and mysterious colors. It is reflected in the internal management of the company. It has absolute compliance with the "Huawei Basic Law", a very individualized act, absolute obedience to the boss himself, strict hierarchy, high employee pressure (although high salary, but also high pressure); performance In the market, it is “wolf cultureâ€. In order to achieve market results, competition means are more diverse and sometimes lacks rules; in the case of brand image, it is deeply affixed with “military background†and “mysteryâ€. "Threat" and other labels.
These characteristics are not harmful to the domestic market with labor-intensive, relatively rudimentary management, and relatively imperfect rules. However, in the international market, it has become its biggest and deepest resistance.
These are the reasons why Sweden’s threat to employee events should be fully valued by Huawei. If this contradiction is not resolved well, it will affect the success of Huawei's internationalization that will ultimately be accumulated.
In order to resolve this contradiction, Huawei must make changes and must keep pace with the times and correct Huawei's development momentum and cultural foundation that Ren Zhengfei proposed 20 years ago.
One is a raise. According to Huawei, in the second half of this year, the salaries of senior and middle-level employees will be adjusted. It is expected that the salary will increase by 5% to 10%. Under the inflationary environment, this is a good news for Huawei employees.
The other is negative news. According to overseas media reports, Huawei's Swedish office has been boycotted by local unions for allegedly threatening, harassing, and publicly punishing employees.
“The Chinese leadership approach looks completely different from Sweden. In Sweden, we value dialogue and mutual respect between management and young employees.†Union union Unionen believes that the problem is that a branch is established in Sweden and competes with Swedish companies. Does foreign companies fail to comply with Swedish work ethics?
They pointed out that these problems originated from the conflicts between the Chinese-style management culture and the Swedish-style management culture.
This may seem like a small incident, but as a representative of this, it shows that Huawei in internationalization has encountered major problems. In other words, if management is concerned, the problem of cultural conflicts is not valued and effectively solved, it will affect Huawei's internationalization process in the long run and in depth, and even ruined it.
At present, I am cautious about Huawei's breakthrough on this issue.
Understand the entire internationalization process of Huawei. It can be roughly divided into the following stages:
The first stage was before 2003, and the watershed was Cisco's lawsuit against Huawei. This phase can be called the beginning stage of Huawei's internationalization. From the initial sales of products to overseas, and the establishment of offices overseas, Huawei began to allow overseas markets access to its products.
Huawei's contradictions and resistance at this stage can be summarized as "market resistance", including overseas markets' unfamiliarity with Huawei brand, Huawei's unfamiliarity with the overseas market environment, and unsure how to open up a breakthrough.
The second phase is from 2003 to 2010, and it can be seen as the confrontation phase of Huawei's internationalization. After occupying a certain market overseas, Huawei gradually attracted the attention of competitors and was set a lot of competitive resistance. The representative event was of course Cisco's lawsuit against Huawei in 2003. In addition, with the gradual deepening of the market, many new problems have also emerged, such as legal issues, intellectual property issues, and market access issues.
Represented by the Swedish incident, it can be said that Huawei's internationalization has entered the third stage, which is the in-depth stage. At this stage, cultural conflicts will become the core contradiction that Huawei will face. Moreover, compared with other domestic companies that have gone abroad, this contradiction may be even more profound on Huawei.
Huawei's corporate culture has long been characterized by personal colors, military colors, and mysterious colors. It is reflected in the internal management of the company. It has absolute compliance with the "Huawei Basic Law", a very individualized act, absolute obedience to the boss himself, strict hierarchy, high employee pressure (although high salary, but also high pressure); performance In the market, it is “wolf cultureâ€. In order to achieve market results, competition means are more diverse and sometimes lacks rules; in the case of brand image, it is deeply affixed with “military background†and “mysteryâ€. "Threat" and other labels.
These characteristics are not harmful to the domestic market with labor-intensive, relatively rudimentary management, and relatively imperfect rules. However, in the international market, it has become its biggest and deepest resistance.
These are the reasons why Sweden’s threat to employee events should be fully valued by Huawei. If this contradiction is not resolved well, it will affect the success of Huawei's internationalization that will ultimately be accumulated.
In order to resolve this contradiction, Huawei must make changes and must keep pace with the times and correct Huawei's development momentum and cultural foundation that Ren Zhengfei proposed 20 years ago.
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