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在危机四伏的2008年,华为年收入达到233亿美元,增长了46%;在普遍不被看好的2009年,华为的订单收入有望达到300亿美元。这一连串美丽的数字在这个冬天里异常醒目。危机敲门的时候,往往夹带而来的是巨大的压力而非理性。能够在危机中屹立不倒,本身就有太多值得我们学习和借鉴的地方。但华为并没有满足。2009年开年,任正非向华为全体员发出了“让听到炮声的人呼唤炮火”的呐喊。让一线直接决策,释放员工的地头力!这喊声对依然在组织架构里迷茫的企业是一记警钟。
In the crisis of 2008, Huawei’s annual revenue reached 23.3 billion US dollars, an increase of 46%; in generally not optimistic about 2009, Huawei’s order revenue is expected to reach 30 billion US dollars. This beautiful series of numbers is striking this winter. Crisis knocks on the door, often brought a huge pressure rather than reason. To stand still in a crisis, there are too many places worth learning and learning from. But Huawei did not meet. In 2009, Ren Zhengfei sent a cry to all the members of Huawei in order to “let the people who heard the cannon sound call the gunfire.” Let a front-line decision-making, to release the power of staff! This cry is still in the organizational structure confused enterprises is a wake-up call.