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论文编号：	10786
作者编号：	2220160720
上传时间：	2018/12/10 17:53:56
中文题目：	华为公司“以客户为中心”的企业文化研究
英文题目：	Research on HUAWEI''s Culture for “Customer Centered”
指导老师：	王学秀
中文关键字：	华为公司、企业文化、以客户为中心、激励机制
英文关键字：	HUAWEI company, corporate culture, customer centered, incentive mechanism
中文摘要：	本文是通过华为公司"以客户为中心”的企业文化为研究对象，进行相关实用性研究分析。 “企业文化”这个词作为一个概念最早出现在美国，二十世纪，石油危机爆发后，西方经济哀鸿遍野，而日本经济则继续保持增长势头，于是美国的管理学界开始研究日本，发现日本企业之所以经营成功 ，并不是因为诸如技术、设备、组织结构、财务分析、规章、方法等所谓的“硬”因素，而是更重视、强调诸如价值观、目标、信念、宗旨等所谓的“软”因素，正是这些“软”因素，产生了一种强有力的凝聚力和向心力。因此美国管理学界将这些在企业管理中不曾受重视的东西加以总结，从而形成了对“企业文化”的认知。 二十世纪八十年代，随着企业文化概念的普及和深入人心，国内外各行各业的经济组织越来越意识到企业文化对经营管理的重要作用。在同业竞争近乎于“惨烈”的市场环境下，“烧不死的鸟才是凤凰”，华为公司在“以客户为中心”的企业文化引领下，从一个名不见经传的小企业，通过30年的艰苦奋斗，成为通讯领域的领头羊，成为产值上千亿美金的世界级企业，成为世界百强中唯一一个未曾上市的中国民营企业，国内外企业界和管理界因此掀起了一股“华为文化”热。他山之石，可以攻玉，华为的经验值得学习和借鉴。 华为的生存、壮大、业绩的持续高增长，从根本上依靠的是以企业文化作为价值主线。创业初期企业是没有意识去刻意强调和重视企业文化的，华为也不例外，活下去是当时的最低要求和唯一使命。只有活下去才有出路，客户是真正的衣食父母，所以华为倡导要以宗教般的虔诚对待客户，强调以客户为中心，树立为客户服务的理念和价值观，企业的一切业务和管理都紧紧围绕“以客户为中心”运作，“以客户为中心”，成为了华为之魂；当企业赢得了利润，解决了生存问题后，如何发展壮大、如何长治久安、如何通过文化的力量有效管理成了摆在了管理者面前最重要的问题。华为吸收了包括IBM 等管理公司在内的管理思想，梳理华为的文化，总结成功的经验，构筑了公司未来发展的宏伟架构，确定了华为快速发展及腾飞的战略、方针。这就是后来著名的《华为基本法》。这部企业大法，将文化制度化，实现了华为“以客户为中心”之企业文化的升华，当《华为基本法》最终定稿的时候，任正非特意把“为客户服务是华为生存的理由”这句话增加了两个字，修改为“为客户服务是华为生存的唯一理由”，《华为基本法》不单单对华为，对整个中国的企业文化建设都起到了很大的推动作用。 所有的企业文化理念，除了必要的宣传、教育和推广活动外，都必须经过企业经营管理的实践来实施和建设，华为“以客户为中心”的企业文化理念的实践和企业文化建设，一直不是仅仅在理念层面的，而是通过研发、价格体系、销售体系和质量体系等过程来实现的。以客户为中心”的企业文化是华为持续发展的根基。以共同的价值观进行组织构架，华为坚持流程化、职业化、规范化操作，建立了一些列“以客户为中心、以生存为底线”的管理体系，通过不断强化以目标、责任和结果为导向的价值评价体系和良好的激励机制，将客户需求导向的战略层层分解并融入到每个员工的每项工作中，落实到行动上，而不是一句口号。围绕”以客户为中心”提供优质的产品和优质的服务打动客户；围绕”以客户为中心”持续技术改良、创新；围绕”以客户为中心”实现端到端的管理；研究“以客户为中心”的管理架构、流程与IT支撑的管理体系和对人员的管理和激励机制。公司的一切都是以客户的满意程度作为评价依据，以提高客户满意度为目标，建立以责任结果为导向的价值评价体系。成就客户，流程优化的组织结构、规范化操作规程及IT信息化平台是保证满足客户需求的途径，由此通过帮助客户取得商业领域的成功，来成就华为的可持续发展。 企业文化的建设无论是哪一个方面的，都必须以企业和员工为主题。一个企业的成功与否，人的因素尤为关键，华为用较高的有竞争力的工资收入、可期待的内部薪酬激励和外部股权激励机制等方式来激励人才，吸引他们保持持久的工作热情，保持高度负责任的劳动态度，使其对事业充满使命感，进行自我激励和激励他人，在共同的价值观、文化的指导下，建立起了一支高起点、高素质的“学习型”“创新型”队伍；创造出了一种自我激励、自我约束和促进优秀人才脱颖而出的机制，为公司快速成长和高效运作提供保障。这是华为取得成功的经验。 笔者作为一个1995年入职的“华为文化”或者叫“华为企业现象”的亲历者和践行者的角度，通过查阅大量的有关华为内部资料、阅读和借鉴其他相关文献和资料；通过以理论和实践相结合的方式，阐述华为“以客户为中心”的企业文化理念如何通过研发、价格体系、销售体系和质量体系等过程来实现；阐述华为公司如何在竞争激烈的全球通讯市场存活并不断成长壮大的历程；通过阐述在经营实践中的人才的选拔、使用、培育、留任，以及如何通过股权激励加强团队的凝聚力，提高团队的竞争力，激活团队活力等经营过程中积累的管理方法及经验，近距离深度解析一个真实的华为公司“以客户为中心”的企业文化的演进，成功验证“强有力的文化是企业取得成功的金科玉律”。 目前，华为已经构建了一个“以客户需求为中心，庞大的全球产业生态系统”的战略与执行体系。通过实施战略投入，聚焦万物互联的巨大机会，做未来智能社会ICT生态圈的开拓者。为人类社会的万物链接、万物数字化、万物智能化而不懈奋斗，让人类更快、更好、更安全地拥抱世界！华为的使命和抱负就是通过万物互联，成为智能社会的使能者。这个使能就是提供无处不在的链接，更低成本、更高宽带，更智慧的链接促进社会进步！ 撰写本文的初衷是为了能够给予研究企业文化特别是研究华为企业文化的人员一份文献参考；同时为企业界和管理界做出相应的贡献，输出华为公司一些有贡献的价值、长远和有战略性的管理思想和管理模式，引导公司未来的发展，我们处在一个伟大的时代，未来三十年，在赢者通吃越来越成为行业规律的趋势下，希望华为公司的成功能变成更多公司的成功，希望越来越多的企业能抓住科技和商业变化的风云潮头，希望越来越多的优秀企业通过分析和解读真正受益，成为世界级的行业领先标杆，引导整个产业的发展方向！为“中国梦“的早日实现做出应有的贡献，也为人类的发展做出贡献！
英文摘要：	This article based on Huawei's "customer-centered" corporate culture as the research object, and carries out relevant practical research and analysis. The term "corporate culture" first appeared in the United States as a concept. In the twentieth century, after the oil crisis broke out, the western economy was full of sorrow, while the Japanese economy continued to maintain its growth momentum. So the management circles in the United States began to study Japan and found that the success of Japanese enterprises was not due to such factors as technology. The so-called "hard" factors, such as equipment, organizational structure, financial analysis, regulations and methods, pay more attention to and emphasize the so-called "soft" factors, such as values, goals, beliefs and purposes. It is these "soft" factors that produce a strong cohesion and centripetal force. Therefore, American management circles summarize these things which have not been paid attention to in enterprise management, thus forming the recognition of "corporate culture". In the 1980s, with the popularization and popularity of the concept of corporate culture, economic organizations from all walks of life at home and abroad are increasingly aware of the important role of corporate culture in business management. In the market environment where the competition in the industry is close to "tragic", the "burning bird is the phoenix". Under the guidance of the "customer-centered" corporate culture, Huawei has become a world-class leader in the field of communications and a world-class company with output value of hundreds of billions of dollars from an unknown small enterprise through 30 years of hard struggle. Enterprises have become the only non-listed Chinese private enterprises among the top 100 in the world. Therefore, there is a "Huawei Culture" fever in domestic and foreign business circles and management circles. The stones of other hills can be used to attack jade. HUAWEI's experience is worth learning and learning from. Huawei's survival, growth and sustained high performance growth are fundamentally dependent on corporate culture as the main value line. In the early stage of entrepreneurship, enterprises did not consciously emphasize and attach importance to corporate culture. Huawei was no exception. Living was the minimum requirement and the only mission at that time. Only by living can we find a way out. Customers are real food and clothing parents. Therefore, Huawei advocates treating customers religiously and piously. It emphasizes customer-centered and establishes the concept and values of customer service. All business and management of enterprises are closely centered on "customer-centered" operation and "customer-centered". It has become the soul of Huawei; when the enterprise has won profits and solved the survival problems, how to develop and grow, how to maintain long-term stability, and how to effectively manage through the power of culture have become the most important issues in front of managers. Huawei has absorbed management ideas including IBM and other management companies, combed Huawei's culture, summed up successful experience, constructed a grand framework for the future development of the company, and determined the strategy and policy of rapid development and soaring up of Huawei. This is the famous HUAWEI basic law later. This enterprise law institutionalized culture and realized the sublimation of Huawei's "customer-centered" corporate culture. When Huawei Basic Law was finalized, Ren Zhengfei added two words to the phrase "serving customers is the reason for Huawei's survival" and revised it to "serving customers is the only way Huawei survives". For one reason, "Huawei Basic Law" not only promotes Huawei, but also promotes the construction of corporate culture in China as a whole. All corporate culture concepts, in addition to necessary publicity, education and promotion activities, must be implemented and constructed through the practice of enterprise management. Huawei's practice of "customer-centered" corporate culture concepts and corporate culture construction has been not only in the concept level, but through R&D and price system. Department, sales system and quality system. Customer centered corporate culture is the foundation of HUAWEI's sustainable development. Huawei adheres to the process, professionalization and standardization of operation, establishes a series of "customer-centered, survival-based" management systems, and guides customer needs by constantly strengthening the value evaluation system and good incentive mechanism oriented by goals, responsibilities and results. Strategies are decomposed and integrated into each employee's work, and implemented into action, not a slogan. Providing high-quality products and services around "customer-centered" to impress customers; continuing technological improvement and innovation around "customer-centered"; realizing end-to-end management around "customer-centered"; researching "customer-centered" management framework, process and IT support management system and personnel management. Rationale and incentive mechanism. Everything in the company is based on customer satisfaction, aiming at improving customer satisfaction, and establishing a value evaluation system oriented by responsibility results. Achieving customers, organizational structure of process optimization, standardized operating procedures and IT information platform are the ways to ensure that customer needs are met. Thus, Huawei's sustainable development can be achieved by helping customers achieve success in the business field. The construction of corporate culture must be focused on both enterprises and employees. The success of an enterprise depends especially on human factors. Huawei encourages talents with high competitive salary income, expected internal salary incentive and external equity incentive mechanism, so as to attract them to maintain a lasting enthusiasm for work, maintain a highly responsible degree of labor, and make them full of mission to the cause. Sense of self-motivation and motivation.
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