【观点】洪天峰：越是不确定，越要不断去回答“是什么”

导言

在当今竞争激烈的市场环境中，企业若想脱颖而出，必须深刻理解并践行“围绕客户做有价值的事”这一核心理念。华为的实践表明，组织行为的规范性和一致性是赢得客户信赖的关键，通过不断优化流程和管理体系，企业能够为客户提供稳定、可预期的服务体验，进而实现可持续的发展与成功。

一、如何围绕客户做有价值的事

今天是买方市场，由客户定价，所以，我们要以客户的关注为焦点。

那么，在这样的一个情况下，我们企业就要围绕着客户去做有价值的事情。逻辑就是这样，客户定义价值。那客户对我们企业来说，需要企业提供什么样的价值？大家都会说客户不就希望你的产品质量好吗？又炫又便宜又耐用吗？等等，这些说法都不错，但这是客户和你的一次生意。如果说要跟客户做长期的、持续的生意，他会怎么想？

1996年，那个时候华为的产品慢慢成规模地推向市场，跟客户的合作也慢慢从农村、县里到市里面，客户其实对我们既有很多期待，又有很多抱怨和投诉，因为产品问题还是挺多，而国外的东西没问题，客户想找他们的人找不着，我们因为问题太多了，我们不敢走，所以整天走到客户那里，客户可以随时找到我们解决问题。客户是又抱怨又觉得不好办啊，但是又觉得我们服务挺好。其实，这对我来说是一个很麻烦的事情，对客户来说也是个很麻烦的事情，所以那个时候就请了调查公司给我们专门做过一个调查，就是跟客户说你们希望华为未来到底是应该怎么样？华为要变革，华为要提升，希望你给华为提一些建议，希望华为未来能做到。 CXO UNION-CXO联盟（cxounion.cn）

调查到最后，其实没有一个客户说华为你要提升你的技术，华为你要降低成本之类。客户最大的诉求，就是跟你华为做生意不是一次生意，因为你的设备在我的网络上，我可能要用十年八年，我希望华为在这过程中别倒了，哪天华为倒闭了，那我晚上设备找谁升级，出了问题找谁修？这是个循环。所以为什么任总说活下去才是硬道理，我们最高纲的也是活下去，最低纲的也是活下去，这是第一。

第二个，那时候因为华为快速发展，人不够，就像现在很多企业一样，一个萝卜一个坑，甚至一个萝卜几个坑，华为也是一样，但是必须要去调整队形，调整队伍，所以经常会出现这样的情况，一个客户跟华为人打交道，三个月以后人又换了，那客户就有意见，他说你人不能长期待着，我也理解，你肯定要换人。 CXO UNION-CXO联盟（cxounion.cn）

首先，你业务的成长，这个地方都要有干部、有人去挑担子，我也不可能把一个人按在这个地方，你换人没关系，但你不能够张三是一种做法，李四是一种做法，换个人又是一种做法。以后要可重复，让我们觉得张三这样做，是你华为风格，李四这样做，也是华为风格，那叫可重复。然后说我们合作越来越多了，你不能够说这个产品这个版本挺好，版本一升级就不行了，好的东西高水平的东西要可再现。所以，客户其实对一个长期的收益付款，他要求你的东西是可重复，是可再现。而可重复、可再现对于企业的管理来说有什么好处？就是可以测量，按照现在的管理学的理念，就是一个东西可以描述，你不能描述，就不能测量。但如果不能测量，就不能管理。那么，一个可重复的东西，其实就是可描述、可测量，这样就可以管理，就可以持续改进。

那么，你如果不断地持续改进以后，你就不断地希望超过客户的预期了吗？客户说我不需要你华为给我多大的惊喜，我需要的不是惊喜，我需要的是可重复、可预期，让你这个设备今天到你就今天到，因为我要给你腾仓库，我还需要给你找人对接，你不能够本来说了今天到你不到，那耽误了后面的事，你本来说下午到，然后一大早就来了，提前给送来，这些都是不好的，是吧？惊喜往往会变成惊吓。所以，你要可重复、可预期，才能够可持续改进，让客户感受到这小子好像做得比说得还好一点，他的满意度不就慢慢提高了吗？

所以，我们讲围绕着客户做有价值的事情，其实就是追求更高的客户满意度。而追求更高的客户满意度，就是要从可重复、可再现这个方面去做。

二、面对客户，组织行为不可代替

为什么华为那么不遗余力地去做流程、做管理体系？其实就是建组织行为。因为客户感受到的是组织行为，组织行为是不可代替的。 CXO UNION-CXO联盟（cxounion.cn）

如果一个企业没有让客户感受到组织行为，都是一个个体的，张三李四王二麻子，行为很不一致，那客户满意度就很难提高，企业跟客户之间的连接就不是建立在两个公司之间的，而是建立在客户和某一个个人之间。那就会发现这个人走了以后，客户关系就会受很大影响。客户关系受很大影响以后，你就觉得这个人很重要，不能走，你不就慢慢就变被动了，不就被这个人给把持住了吗？如果一个企业家被那么多人把持住，那你的企业家也会很被动，对不对？

所以，我们对客户来说，就是流程和服务。而对企业家来说，我们讲两个，第一个，我们通过可重复、可再现的体系建设，我们很重要的东西包括人不成为瓶颈，对吧？很多人觉得任老板不看重人才，其实任老板是特别看重人才的，他经常说你是我花5斗大米换来的，因为那时候很多人去深圳需要解决户口问题，全部都是花钱买的，包括他请那么多高手来给我们培训，其实就是觉得人才很重要。但越是重要的东西，越不能成为瓶颈，这是我们企业家要思考的问题。你觉得那个人越重要，你就要越想方设法把那个人给换掉，换掉不是为换而换。如果我们的人成为瓶颈，那我们的企业发展就会有瓶颈，我们企业家就会越来越被动，越来越窝囊。所以，不管是从内还是从外，流程都很重要。

我们讲组织能力建设，那组织能力这个东西放在哪个地方呢？组织能力放在某个人身上是不行的，他要走了怎么办？那就把组织能力放在所有的人身上，所有人身上都放，那就不是这个人身上的东西了，那放在什么地方？我们讲组织能力需要有一个装组织能力的框，装组织能力的篮子，这个篮子是什么？这个篮子就是流程。 CXO UNION-CXO联盟（cxounion.cn）

华为去搞流程，既是客户的要求，是组织能力构建的要求，也是企业家能够不断把企业做大做强的一个可能，一个支撑，消除企业成长的瓶颈。

三、谈创新，更多的还是在谈效率

今天，资源越来越稀缺了，所谓稀缺是什么？我们不是说这些资源没有，而是这些资源不能够再像过去粗放地被使用了。还有一个原因，以前都是跟国外竞争，我们通过一些低成本的要素，使我们的产品有低成本的优势，但慢慢发现我们主要竞争对手不是国外的，其实是国内的同质化竞争，在这种同质化竞争的情况下，你的竞争对手都能获取所有的资源，那资源本身就不是一个问题了。在这种情况下，我们要考虑的是在同样的资源条件下，怎么去提高资源的效率，就是我们说的要通过效率驱动，通过管理驱动，通过运营驱动。这两年国家提到比较多的是创新驱动。

对于企业家来说，创新驱动当然很重要，但一定不要把创新仅仅理解成为一个技术上的创新，管理上、运营上都需要创新。创新的目的对内部来说其实就是要提高效率，对客户来说就是要去创造更多的价值，而更多的价值对客户来说也许就是低成本。我们以前是通过节约，通过压榨去获得低成本，我们现在就要通过创新去获得低成本。所以，创新很重要，但是它最终体现的是很多方面。

那么，对于企业来说，我们谈创新，更多的还是要谈效率，尤其是中国的企业。我们谈效率驱动，创新就是围绕着提升效率去做。

四、越是不确定，越要不断去回答“是什么”

我们外部环境太多的变化莫测，又是黑天鹅，又是灰犀牛，又是中美贸易战，那作为企业家来说，一定要清楚，有很多社会热点，你是不需要去关心的，跟你没有太大的关系，不要把自己想象得影响力那么大。对我们企业家来说，在企业经营过程中，有很多市场因素要去关注，尽量不要受那些我们把握不了的非生产因素的影响。 CXO UNION-CXO联盟（cxounion.cn）

在变化越来越快的情况下，我们到底要更关注什么？比如说大家说现在易变的，经常变，那就要以不变应万变。关键问题是你的不变是什么？你的不变不能是过去，你的不变也不能是现在，你的不变应该是未来一定会发生的一个东西，未来的方向，未来你所在的行业和你的客户的方向。我们讲以客户为中心，看到未来五年八年，客户就在那个地方，我有个方向感，那我就不怕他易变了，对吧？所以，怎么解决易变，就是以远见对易变。就像我们开车一样，为什么大家说开车不能盯着眼前看，盯着眼前就没法开，一定会出问题，所以你要把眼睛抬着，要看远一点，前方有一个坑或者有一块石头，你就会绕过去，那车就会开得很稳。

什么叫不确定性？不确定就是未知，不确定就是很多东西我还没搞清楚。那就要知道你现在搞清楚的是什么，你现在看到的是什么，你现在不了解的是什么，然后你要不断地去了解，不断地去建立概念，然后去谈你的理解，比如说我们讲以客户为中心，那以客户为中心是什么？每个人理解不一样，要大家坐下来一起谈，你认为以客户为中心是什么？以客户为中心不是什么？你的定义不一定很精确，但是你把“是什么”“不是什么”这两个东西搞清楚了，中间的分歧就会越来越小，到最后没有中间分歧了，那就清楚了。

所以，我们在企业里光是说“为什么”是不够的，尤其是我们不能从“为什么”一下跳到“怎么样”。为什么？因为我们中国人比较容易理解，或者说容易自以为理解，以为自己想清楚了，然后就着急忙慌地跳到“怎么样”，都在说“以客户为中心”，那你告诉我怎么“以客户为中心”？

这中间跨度太大了，中间要搭几个桥墩，这个桥墩就是“是什么”。我们从河的这边到那边有50米，那你搭桥墩还不止搭一个，每个桥墩都是“是什么”，第一个桥墩“是什么”，第二个桥墩“是什么”，第三个桥墩“是什么”，这是不一样的。 CXO UNION-CXO联盟（cxounion.cn）

所以，今天讲的以客户为中心“是什么”和一年、两年以后讲的“是什么”一定会有不同，如果完全一模一样，这个就不对了。因为第一个桥墩、第二个桥墩、第三个桥墩、第五个桥墩长得一定不一样，但它都是桥墩，还是有很多共性的，也就是说我们“以客户为中心”，这里面有不变的东西，但也有变的东西，那些变的东西是什么，你要解释出来。那些变的东西就会成为我们策略的源泉。我们为什么会制定那样的策略？我们的策略从哪来？策略就从你不断地解决，不断地诠释“是什么”，而不是“为什么”，更不是“怎么样”。有了“是什么”“不是什么”，这才是策略。

我们很多企业为什么没有策略？就是因为没有这样一个过程，没有回答“是什么”。这对于我们了解应对不确定性、应对复杂性，是很关键的。

五、为什么做正确的事比任何时候都重要

在这样一种客户价值驱动的情况下，我们到底怎么去构建业务框架，去实现企业功利的目的，去完成企业的任务和使命？这个其实需要去建立起来的，需要建立一个这样的框架，需要有这样的一个概念，我们才能够去建立组织能力。 CXO UNION-CXO联盟（cxounion.cn）

那我们就会说，我也不是客户肚子里的蛔虫啊，话语权就在客户那里，我怎么去做正确的事？这个就很重要了。如果什么都是我自己定，我自己说了算，我自己评估价值，那我想做什么就做什么，我说好，就是好。

现在问题是，我做的不是由我说了算，万一客户说不好怎么办？所以，做正确的事比任何时候都来得重要。而做正确的事，不是闭门造车，不是由自己来评价，孤芳自赏，所以，如何做正确的事要在业务中解决的。

第二个，如何正确的做事。如何正确的做事，就意味着什么？就意味着高效率，意味着低成本，意味着比竞争对手快，就意味着有竞争力。所以做企业家有时候很痛苦，你围着客户转，客户还对你没忠诚度，只有我们对客户有忠诚度。其实，客户对我们客户是没有忠诚度的，客户一看有更好的，他立马就换，什么长期合作、战略合作，都是空的。所以，我们要正确的做事，我们要做得比竞争对手快，比竞争对手好，那就要讲究做事的方式，我们就不能够按照传统说法叫条条大路通罗马，鱼有鱼路虾有虾路，这样在商业上就不行。

条条大路通罗马，总有一条是最短的，你不走最短的，人家竞争对手走最短的，你就竞争不过人家。所以大家有时候学华为，我也听到很多这样的说法，华为太大了，我们不一样，我们小，你看华为98年引进IPD的时候都十几个亿了，我们现在8,000万都没有，是吧？初一听好像是对的，其实根本是没有这些东西的内涵。 CXO UNION-CXO联盟（cxounion.cn）

首先华为引入的包括IPD这些体系，其实不是华为的发明，不是华为的创造，只是华为比较精，知道这个东西有用。这样一个东西管理什么？是管理我们，能够更好地去为客户创造下来。就像我们搞一个活动，要让我们的活动就像地上冒出来的泉水一样，泉水要有一个河道，管理就是河道，有河道泉水才能够进到江湖海洋。所以，第二个很重要，从竞争角度来说的话，如何正确的做事。

第三个，如何保证持续做好，可重复、可再现。

我们去构建组织能力的时候，其实要构建的是支撑这三个：做正确的事；正确地做事；可重复、可再现、可持续。那么，我们该怎么办？华为的理念就是制度为本，建立规则，以规则的确定应对结果的不确定和未来的不确定，抑侥幸，明褒贬，不搞机会主义。扎扎实实把基础打好，把泥巴打牢，把组织能力构建起来。正是任总认为只有这一条路，这么多年就一直坚持下来。

很多企业也开始搞变革，但他们没有看到变革其实是一个过程。正是因为这个过程，所以才在变革，或者换句话说，组织能力成长其实不是某一个事件或者某一个点，它其实就是这个过程。这就像我们人成长一样，你说你哪一天成长，或者说需要哪几天过哪几天就行了，那是不可能的，成长是一个延续的过程。很多企业学《华为基本法》也好，或者研究变革也好，但都是浅尝辄止，为什么？因为觉得不适应，觉得我们太小了，我们没那么大规模等等，所以要建立成长是一个长期的过程这样的心理。我还要告诉大家，不光需要建立这样的心理，我们还要花钱花时间。所以有人跟我说组织能力怎么建个人能力怎么来，我说组织能力是花钱花出来的，个人能力是花时间花出来的，组织不用花钱，甚至没有花时间，你的组织能力怎么能够建立起来？

当然，在这样一个过程中，我们需要做很多调整，在这里面还是要强调刚才讲的共享价值观，这是一脉相承的。 CXO UNION-CXO联盟（cxounion.cn）

六、任何商业逻辑，都是常识性的

为什么我们现在强调客户价值驱动，确实是我们企业创造价值的内部环境和模式发生了很大的变化。这个时候我们以客户为中心，以客户价值为纲，以客户满意度为准绳，追求从客户中来到客户中去，就很重要。我们如果把它这些东西分解以后，会发现这是我们商业逻辑，是很常识性的东西。

我个人从来不建议大家在企业管理里面引入过多的中国式的一些东西，我们可能在为人处事的一些方面可以去学学，因为毕竟在中国这样一个大环境下，我们会受一些影响，但真正在企业的形态里，在真正的市场竞争里，我们老祖宗的言语里面可能会有一些涉猎，但是没有系统框架。我们要做这个系统框架一定还要到西方去学。就像我们学数学、学物理，你不能够说我学物理我就学《天工开物》等等，要学就要去学牛顿，对吧？企业也是一样。企业这样的组织以前是没有的，是18世纪欧洲工业革命才开始建立起来的。我们老祖宗那个时候，他们去做服务，比如茶商盐商徽商之类的，这些其实不是企业。

七、成就客户，关键是准确判断客户价值

我们讲客户价值，那客户到底有哪些价值？客户有很多，那我们选择谁做我们的客户？

一段时间里在组织战略里面一个很流行或者很时髦的概念，就是定位。定位就是公民意识的，当然现在慢慢不行了。因为不是靠你一厢情愿的定位，你要去选择客户，要去看客户，他的价值观是什么样的。在我们IT行业，对我们做To B生意的，就做大客户生意的，和做To C的可能会不一样。华为处在IT行业，客户选合作伙伴，大概有四个方面的诉求（总成本最低；产品优先；全面客户解决方案；系统锁定），一般来说要选择其中一到两个，你说我这四个都选，学，那不可能。这就是定位不清晰。很多客户选择华为，不是因为华为产品领先，也不是因为华为的全面客户解决方案，而是华为的总成本最低。

中国现在大家比较热衷的一个职业说辞，就是客户为什么选择你的东西？我性价比高。我就告诉大家，性价比高就是最差。以性价比去忽悠人，是忽悠不住的，为什么？性价比高就意味着说你比别人的便宜，但是我比别人的会差一点。从另外一个角度看，我比对手的东西要贵，因为我比他东西好一点。所以，真正的客户要我们选，比如说第一点总成本最低，第二点是一贯的高质量，高质量的话，客户不用维修，不会坏，运营成本、保有成本最低，那它的总成本就最低。

我们做企业，如果客户给你的定位是一个性价比低的商家，那你一定要把它变成一个按照总成本最低的来谈，既要有低成本，又要有高质量，还能够跟客户做生意很方便，送货上门、服务到家的一揽子服务，等等，要给客户特别方便的感觉，然后还要有选择性。不管怎么样，我们说要成就客户，你就要知道客户的关键成功要素是什么。我们以客户为中心，首先就是要成就客户。成就客户的关键成功要素，这个就是价值所指。 CXO UNION-CXO联盟（cxounion.cn）

翻译：

Hong Tianfeng: The more uncertain you are, the more you have to keep answering “what is it?”

Introduction

In today’s competitive market environment, companies that want to stand out must have a deep understanding and practice of the core concept of “doing value around the customer”. Huawei’s practice shows that the standardization and consistency of organizational behavior is the key to win the trust of customers. By continuously optimizing the process and management system, enterprises can provide customers with stable and predictable service experience, and thus achieve sustainable development and success.

1. how to do valuable things around customers

Today is a buyer’s market, the customer sets the price, so we have to focus on the customer’s concern.

So, in such a case, our enterprise must do valuable things around the customer. That’s the logic. The customer defines the value. What kind of value does the customer need to provide to our company? Everyone will say that customers want your products to be of good quality, right? Fancy, cheap and durable? Wait, that’s all good, but this is a business between the client and you. How would he feel about doing long-term, sustained business with a client?

In 1996, when Huawei’s products were slowly introduced to the market on a large scale, and the cooperation with customers was slowly moving from rural areas, counties to cities, customers actually had a lot of expectations for us, and there were a lot of complaints and complaints, because there were still a lot of product problems, and there were no problems with foreign things, and customers who wanted to find them could not find them, we were afraid to go because there were too many problems. So go to the customer all day, the customer can come to us at any time to solve the problem. Customers are complaining and feel difficult to do ah, but also think our service is good. In fact, this is a very troublesome thing for me, and it is also a very troublesome thing for customers, so at that time, we invited a research company to do a special survey for us, that is, to tell customers what you want Huawei to do in the future? Huawei wants to change and improve. I hope you can give some suggestions to Huawei, and I hope Huawei can do it in the future. CXO UNION-CXO联盟（cxounion.cn）

At the end of the investigation, in fact, not a single customer said that Huawei should improve your technology, Huawei should reduce costs and so on. The biggest demand of the customer is that doing business with you Huawei is not a business, because your equipment is on my network, I may have to use ten or eight years, I hope Huawei will not fall down in this process, and when Huawei goes out of business, who will I find to upgrade the equipment at night and who will I find to repair the problem? It’s a cycle. So why does President Ren say that survival is the absolute truth? Our highest principle is also survival, and our lowest principle is also survival, which is the first.

Second, at that time, because of the rapid development of Huawei, there were not enough people, just like many enterprises now, a turnip a pit, or even a turnip several pits, Huawei is the same, but it is necessary to adjust the formation and adjust the team, so there will often be such a situation, a customer to deal with Huawei, three months later the person changed, then the customer has an opinion. He said you couldn’t stay long, and I get it. You’re gonna have to make a change.

First of all, the growth of your business, this place must have cadres, someone to pick the burden, I can not put a person in this place, it does not matter if you change people, but you can not Zhang SAN is a practice, Li Si is a practice, change people is another practice. In the future, it should be repeatable, so that we feel that Zhang SAN does this, is your Huawei style, and Li Si does this, is also Huawei style, which is called repeatable. Then say that we cooperate more and more, you can not say that this version of the product is very good, the version will not be able to upgrade, good things high level things to be reproducible. So, the customer is actually paying for a long-term payoff, and he’s asking you for something that’s repeatable, that’s reproducible. What are the benefits of repeatability and reproducibility for enterprise management? It can be measured, according to the current philosophy of management, it is a thing can be described, you can not describe, you can not measure. But if you can’t measure, you can’t manage. A repeatable thing, then, is actually describable, measurable, so that it can be managed, and it can be continuously improved. CXO UNION-CXO联盟（cxounion.cn）

So, if you continue to improve, you are constantly hoping to exceed customer expectations? The customer said that I do not need you Huawei to give me much surprise, I need not surprise, I need to be repeatable, predictable, let you this equipment to you today, because I want to give you a warehouse, I also need to find someone for you to docking, you can not afford to say that you can not come today, that delays the later things, you originally said that you would arrive in the afternoon, and then came early in the morning, It’s not good to send it in advance, is it? Surprises often turn into scares. Therefore, you have to be repeatable and predictable, in order to be able to make sustainable improvements, so that the customer feels that the boy seems to be doing better than what he said, and his satisfaction will not slowly improve?

Therefore, when we talk about doing valuable things around customers, we are actually pursuing higher customer satisfaction. The pursuit of higher customer satisfaction is to do it from the aspect of repeatability and reproducibility.

2. In the face of customers, organizational behavior is irreplaceable

Why does Huawei spare no effort to do the process and management system? It’s really about building organizational behavior. Because what the customer perceives is organizational behavior, organizational behavior is irreplaceable. CXO UNION-CXO联盟（cxounion.cn）

If an enterprise does not let the customer feel that the organizational behavior is an individual, the behavior is very inconsistent, then customer satisfaction is difficult to improve, the connection between the enterprise and the customer is not established between the two companies, but between the customer and a certain individual. Then you will find that after this person is gone, the customer relationship will be greatly affected. After the customer relationship is greatly affected, you feel that this person is very important and can not go, you will slowly become passive, not be controlled by this person? If an entrepreneur is controlled by so many people, then your entrepreneur will be passive, right?

So, for our customers, we are processes and services. And for entrepreneurs, we’re talking about two things. One, we’re building systems that are repeatable and reproducible, and one of the things that’s important for us is that people don’t become bottlenecks, right? Many people think that Ren boss does not value talent, in fact, Ren boss is particularly valued talent, he often said that you are I spend 5 buckets of rice in exchange, because at that time many people go to Shenzhen need to solve the hukou problem, all are money to buy, including he asked so many masters to give us training, in fact, it is very important to think talent. But the more important things, the more can not become a bottleneck, this is our entrepreneurs to think about the problem. The more important you think that person is, the more you have to try to change that person, not change for the sake of change. If our people become the bottleneck, then our enterprise development will have a bottleneck, we entrepreneurs will be more and more passive, more and more timid. So, whether it’s from the inside or the outside, the process is important.

When we talk about organizational capacity building, where do we put organizational capacity? You can’t put organizational skills on someone. What if he leaves? Then put the organizational ability on all of them, on all of them, it’s not something that’s on this person, where is it? When we talk about organizational ability, we need to have a box for organizational ability, a basket for organizational ability, and what is that basket? The basket is the process.

Huawei’s process is not only the requirements of customers, but also the requirements of organizational capacity building, and it is also a possibility for entrepreneurs to continuously make their enterprises bigger and stronger, a support to eliminate the bottleneck of enterprise growth.

3. When talking about innovation, we are talking more about efficiency

Today, resources are getting scarcer and scarcer. What is scarcity? We are not saying that these resources are not available, but that these resources can no longer be used as extensively as in the past. There is another reason, we used to compete with foreign countries, through some low-cost elements, so that our products have a low-cost advantage, but slowly found that our main competitors are not foreign, in fact, is the domestic homogeneous competition, in this case of homogeneous competition, your competitors can access all the resources, the resources themselves are not a problem. In this case, what we need to consider is how to improve the efficiency of resources under the same resource conditions, that is, we need to drive by efficiency, drive by management, drive by operations. In the past two years, the country has mentioned more innovation-driven. CXO UNION-CXO联盟（cxounion.cn）

For entrepreneurs, innovation-driven is of course very important, but we must not only understand innovation as a technical innovation, management, operation need to innovate. The purpose of innovation is to improve efficiency internally, to create more value for customers, and more value may be low cost for customers. We used to get low costs by saving, by squeezing, and now we are going to get low costs by innovating. So, innovation is important, but it ultimately reflects a lot of things.

So, for enterprises, when we talk about innovation, we must talk more about efficiency, especially Chinese enterprises. We talk about efficiency-driven, innovation is around improving efficiency to do.

4. The more uncertain you are, the more you should keep answering “What is it?”

Too many changes in our external environment, it is a black swan, a gray rhino, and the Sino-US trade war, that as an entrepreneur, must be clear, there are a lot of social hot spots, you do not need to care about, do not have much to do with you, do not imagine yourself to be so influential. For us entrepreneurs, in the process of business operation, there are many market factors to pay attention to, and try not to be affected by those non-production factors that we cannot grasp.

With the pace of change accelerating, what should we pay more attention to? For example, we say that now is changeable, often change, then we must change with the same. The key question is what are your constants? Your change can’t be the past, your change can’t be the present, your change should be something that will happen in the future, the future direction, the future direction of your industry and your customers. We talk about customer focus, see the next five or eight years, the customer is in that place, I have a sense of direction, then I am not afraid of his change, right? Therefore, how to solve the volatility is to be forward-looking to the volatility. Just like we drive a car, why do people say that you can’t stare at the front of the car, you can’t drive if you stare at the front of the car, there will be problems, so you have to raise your eyes, you have to look further, there is a hole in the front or there is a rock, you will go around, the car will drive very stable. CXO UNION-CXO联盟（cxounion.cn）

What is uncertainty? Uncertainty is the unknown, and uncertainty is a lot of things I don’t know yet. Then you have to know what you understand now, what you see now, what you do not understand now, and then you have to continue to understand, continue to build concepts, and then talk about your understanding, for example, we talk about customer-centric, what is customer-centric? Everyone has a different understanding. To sit down and talk together, what do you think is customer-centric? What is not being customer-centric? Your definition may not be very precise, but if you make clear the two things of “what is” and “what is not”, the differences in the middle will become smaller and smaller, and finally there will be no middle differences, then it will be clear. CXO UNION-CXO联盟（cxounion.cn）

So it’s not enough for us in business to just say “why,” especially when we can’t jump from “why” to “how.” Why? Because we Chinese people are relatively easy to understand, or easy to think that they understand, think that they have thought clearly, and then hurriedly jump to “how”, are saying “customer-centric”, then you tell me how to “customer-centric”?

This middle span is too big, the middle to build a few piers, this pier is “what is”. We have 50 meters from one side of the river to the other, so if you build more than one pier, each pier is “what”, the first pier is “what”, the second pier is “what”, the third pier is “what”, it is different.

Therefore, the customer-centric “what is” today and the “what is” a year or two from now will be different, if it is exactly the same, this is not right. Because the first pier, the second pier, the third pier, the fifth pier must be different, but it is a pier, there are many commonalities, that is, we are “customer-centric”, there are unchanged things in this, but there are also changed things, what are those changed things, you have to explain it. Those things that change will become the source of our strategy. Why do we have that strategy? Where does our strategy come from? The strategy is that you constantly solve, constantly interpret the “what”, not the “why”, not the “how”. With “what is” and “what is not,” this is strategy.

Why don’t many of our businesses have a strategy? Because there is no such process, there is no answer to “what is”. This is critical for us to understand how to deal with uncertainty, how to deal with complexity.

5. Why is it more important than ever to do the right thing

In such a customer value driven situation, how do we build a business framework, to achieve the purpose of enterprise utility, to complete the task and mission of the enterprise? This actually needs to be established, need to establish such a framework, need to have such a concept, we can build organizational capacity. CXO UNION-CXO联盟（cxounion.cn）

Then we will say, I am not a roundworm in the stomach of the customer, the right to speak is in the customer, how can I do the right thing? This is important. If I make my own decisions, I make my own decisions, I evaluate my own values, then I do what I want to do, and I say yes, that is good.

The problem is, what I do is not up to me, so what if the client doesn’t say? So it’s more important than ever to do the right thing. And do the right thing, not behind closed doors, not by their own evaluation, self-admiration, so how to do the right thing to be solved in the business.

Second, how to do things right. What does it mean to do things right? It means high efficiency, it means low cost, it means faster than competitors, it means competitive. So being an entrepreneur is sometimes very painful, you revolve around the customer, the customer is not loyal to you, only we have loyalty to the customer. In fact, the customer is not loyal to our customers, customers see a better, he immediately change, what long-term cooperation, strategic cooperation, are empty. Therefore, we want to do things correctly, we want to do faster than competitors, better than competitors, that must pay attention to the way of doing things, we can not according to the traditional saying that all roads lead to Rome, fish have fish road shrimp have shrimp road, so in business can not.

All roads lead to Rome, and there is always one that is the shortest. If you do not take the shortest, your competitors will take the shortest, and you will not compete with them. So people sometimes learn from Huawei, I also hear a lot of such statements, Huawei is too big, we are different, we are small, you see Huawei in 1998 when the introduction of IPD more than a billion, we now do not have 80 million, right? At first sound seems to be right, in fact, there is no connotation of these things.

First of all, the systems introduced by Huawei, including IPD, are not actually Huawei’s invention, not Huawei’s creation, but Huawei is relatively refined and knows that this thing is useful. What does such a thing manage? Is to manage us, to be able to better create for customers down. Just as we carry out an activity, we should let our activity be like the spring water emerging from the ground, the spring water must have a river, the management is the river, and the spring water can enter the rivers and lakes and oceans. So, the second one is very important, from a competitive point of view, how to do things right.

The third is how to ensure that it is continuously done, repeatable and reproducible.

When we’re building organizational capacity, we’re actually building to support these three things: doing the right thing; Do things right; Repeatable, reproducible and sustainable. So, what do we do? Huawei’s philosophy is to take the system as the foundation, establish rules, and respond to the uncertainty of the outcome and the uncertainty of the future with the determination of rules, suppress luck, clearly praise and criticize, and do not engage in opportunism. Lay a solid foundation, put mud firmly, and build up organizational capacity. It is Ren who believes that this is the only way and has insisted on it for so many years. CXO UNION-CXO联盟（cxounion.cn）

Many companies also start to change, but they fail to see that change is a process. It is because of this process that there is change, or in other words, organizational capacity growth is not actually an event or a point, it is actually the process. This is just like the growth of our people, you say what day you grow, or what days you need to live in which days, that is impossible, growth is a continuous process. Many enterprises study the Basic Law of Huawei or study changes, but they only scratch the surface. Why? Because we feel that we don’t fit in, that we are too small, that we are not that big, etc., we need to build up the mentality that growth is a long-term process. Let me also tell you that not only do we need to build this mentality, we also need to spend money and time. So someone told me how to build organizational ability how to build personal ability, I said that organizational ability is spent money, personal ability is spent time, organization does not spend money, or even spend no time, how can you build organizational ability? CXO UNION-CXO联盟（cxounion.cn）

Of course, in such a process, we need to make a lot of adjustments, and in this process, we still need to emphasize the shared values mentioned just now, which are consistent.

6. Any business logic is common sense

The reason why we now emphasize customer value driving is indeed that the internal environment and model of value creation in our enterprises have changed a lot. At this time, we take the customer as the center, take the customer value as the principle, take the customer satisfaction as the criterion, and pursue from the customer to the customer. If we break down these things, we will find that this is our business logic, which is very common sense.

Personally, I never suggest that you introduce too many Chinese things into enterprise management. We may learn from some aspects of human affairs, because after all, in such a big environment as China, we will be affected by some things. But in the real form of enterprises and in the real market competition, there may be some dabble in the words of our ancestors. But there is no system framework. We must go to the West to learn this system framework. Just as we learn mathematics and physics, you can’t say that I learn physics and I learn “The Works of Nature” and so on, if you want to learn, you have to learn Newton, right? The same goes for businesses. There was no such organization as the enterprise before, and it was only established in the Industrial Revolution of Europe in the 18th century. Our ancestors at that time, they went to do services, such as tea merchants, salt merchants, Huizhou merchants and so on, these are actually not enterprises.

7. The key to customer success is to accurately judge customer value

We talk about customer value, then what is the value of the customer? There are many customers, so who do we choose to be our customers? CXO UNION-CXO联盟（cxounion.cn）

A very popular or fashionable concept in organizational strategy for some time now is positioning. Orientation is civic consciousness, of course, now slowly lost. Because it is not your wishful thinking, you have to choose the customer, to see the customer, what his values are. In our IT industry, those who do business To B for us will do business with big customers, and those who do business To C may be different. Huawei is in the IT industry, customers choose partners, there are about four aspects of the appeal (the total cost is the lowest; Product priority; Total customer solutions; System lock), generally choose one or two of them, you say I choose all four, learn, that is impossible. It’s a lack of clarity. Many customers choose Huawei, not because of Huawei’s leading products, not because of Huawei’s comprehensive customer solutions, but Huawei’s total cost is the lowest.

China now everyone is more enthusiastic about a career speech, is why customers choose your things? I’m cost-effective. I told you, the best price is the worst. To fool people with cost performance, is not fooled, why? Cost-effective means that you are cheaper than others, but I will be worse than others. From another point of view, I am more expensive than my opponent’s stuff, because I am better than his stuff. Therefore, the real customers want us to choose, for example, the first point of the lowest total cost, the second point is consistently high quality, high quality, the customer does not need to repair, will not break, operating costs, maintenance costs are lowest, then its total cost is the lowest.

We do business, if the customer to your positioning is a low cost business, then you must turn it into a according to the total cost of the lowest to talk, both low cost, but also have high quality, but also be able to do business with customers is very convenient, door-to-door delivery, service home package of services, etc., to give customers a particularly convenient feeling, and then have to be selective. Anyway, we say that to succeed as a customer, you need to know what your customer’s key success factors are. We take the customer as the center, the first is to achieve customer. The key success factor of the achievement of customers, this is the value refers to. CXO UNION-CXO联盟（cxounion.cn）

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石e洞；编辑/翻译：CXO UNIONCXO联盟小U。

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