【中英文】中国企业家精神家园/Home of China's entrepreneurial spirit
俱乐部创始人 精一微阅
“烧不死的鸟是凤凰”———任正非及华为这4年是怎么走过来的？
"The bird that can't be burned is a phoenix" ——— how did Ren Zhengfei and Huawei come through in the past 4 years?
演讲 / 吴春波 华夏基石大师塾首席导师，华夏基石领衔专家，华为高级顾问，中国人民大学教授、博导，《华为基本法》起草专家组成员
Speech / Wu Chunbo Chief Tutor of Huaxia Cornerstone Master, Leading Expert of Huaxia Cornerstone, Senior Consultant of Huawei, Professor and PhD Supervisor of Chinese Renmin University, Member of the Expert Group for the Drafting of Huawei Basic Law
根据2023年10月27日第十届华夏基石十月管理高峰论坛吴春波教授《组织在逆境中的生存与发展之道》主题演讲。
【演讲原文】
According to Professor Wu Chunbo's keynote speech on "The Way of Survival and Development of Organizations in Adversity" at the 10th China Cornerstone October Management Summit Forum on October 27, 2023
【Original Speech】
非常感谢！在这儿我提供一个案例，大家都清楚是华为的案例。
Thank you very much, and I would like to provide you with a case study here, which is clear to everyone that is Huawei's case.
华为这几年过得特别难。我们的企业经历了三年的疫情，华为在疫情上又叠加了美国的打压，所以这三年华为真地很难，不是一般的难。我想用这个案例展示一个企业在逆境中是怎么走过来的。
Huawei has had a particularly difficult time in the past few years. Our company has experienced three years of the epidemic, and Huawei has superimposed the suppression of the United States on the epidemic, so it has been really difficult for Huawei in the past three years, not ordinary. I want to use this case to show how a company can survive adversity.
这些年华为一直与逆境相伴，苦难是华为成长的重要的财富之一。一路走来，它历经各种苦难、挫折，是这些苦难和挫折造就了华为，也造就了任正非。他面临的苦难更多一些。所以，不要惧怕苦难，这就像人生一样，苦难是人生的一部分。
Over the years, Huawei has been accompanied by adversity, and hardship is one of the important assets of Huawei's growth. Along the way, it has experienced all kinds of hardships and setbacks, and it is these hardships and setbacks that have created Huawei and Ren Zhengfei. He faced a little more suffering. So, don't be afraid of suffering, it's like life, suffering is a part of life.
简单回顾华为面对美国打压的过程：2018年12月1日，加拿大应美国要求，拘捕并羁押了孟晚舟，1030天后孟晚舟才回国；2019年1月28日，美国司法部起诉华为，联邦调查局(FBI) 突袭搜查加州华为实验室；2019年5月15日，美国商务部正式将华为列入美方“实体清单”……大家看到,在孟晚舟女士照片上有一句话：“我不怕死，绝不会让华为和中国蒙羞”,这是孟晚舟女士的原话，这句话表明了华为的文化在传承，从任总到孟晚舟，已经实现了代际的传承。
A brief review of Huawei's face of U.S. suppression: on December 1, 2018, Canada arrested and detained Meng Wanzhou at the request of the U.S., and Meng Wanzhou returned to China 1,030 days later, on January 28, 2019, the U.S. Department of Justice sued Huawei, and the Federal Bureau of Investigation (FBI) raided and searched Huawei's laboratory in California, and on May 15, 2019, the U.S. Department of Commerce officially added Huawei to the U.S. "Entity List"... Everyone can see that there is a sentence in Ms. Meng Wanzhou's photo: "I am not afraid of death, and I will never let Huawei and China be ashamed", which is Ms. Meng Wanzhou's original words, this sentence shows that Huawei's culture is inherited, from President Ren to Meng Wanzhou, it has achieved intergenerational inheritance.
美国的打压确实很厉害，厉害到什么程度？华为海外员工去麦当劳买个套餐，麦当劳看是华为的员工都不卖，已经打压到这种程度了。这种打压确实是史无前例的。美国的国务卿讲：打击华为是史诗级的斗争。至今为止，这种打压没有消除。今年8月29号Mate60先锋计划正式推行，按这个时间节点计算，美国对华为的打压已经长达1566天，4.29年，未来还不知何时结束。
Huawei's overseas employees go to McDonald's to buy a package, and McDonald's sees that Huawei's employees don't sell it, and the suppression has reached this level. This repression is truly unprecedented. The U.S. Secretary of State said: Cracking down on Huawei is an epic struggle. So far, this repression has not been eliminated. On August 29 this year, the Mate60 Pioneer Program was officially launched, and according to this time node, the United States has suppressed Huawei for 1566 days, 4.29 years, and I don't know when it will end in the future.
这种打压是全方位的和多梯次的，360度无死角的，非常精准。
This kind of suppression is all-round and multi-echelon, 360 degrees without dead ends, and very accurate.
精准强力梯次打压
全球联盟集体行动
政治、经济、外交、法律、贸易等多种手段联动
切断供应链供应
断绝物流、管理咨询、信息系统服务
终止与大学的合作研发
封杀市场需求
舆论上污名化公司
联合盟友多国制裁
Precise and powerful echelon suppression
Global coalition collective action
Political, economic, diplomatic, legal, trade and other means are linked
Cut off supply chain supply
Cut off logistics, management consulting, and information system services
Termination of joint R&D with universities
Block market demand
Public opinion stigmatizes the company
Coalition allies with multinational sanctions
在所有被美国打压的公司中东芝、阿尔斯通、爱立信、金普斯、中兴等公司中，华为受打压的程度最厉害。
Among all the companies suppressed by the United States, such as Zhongzhi, Alstom, Ericsson, Kimpus, and ZTE, Huawei has been the most severely suppressed.
正像任总所讲：“华为经历了百年未见的，世界最强大的美国联合多国多层次的围剿。一个世界最强大的国家倾全力打压一个民营企业，这在商业史上是没有过的。”
As Mr. Ren said, "Huawei has experienced a multi-level encirclement and suppression by the United States, the world's most powerful force, that has not been seen in a century. The world's most powerful country is going all out to suppress a private enterprise, which is unprecedented in the history of business. ”
“当我们尝试迈出第一步，刚刚擦亮一根火柴，企图点亮一座灯塔时，就受到美国的不理解，不理智的一棒打下来，一开始我们还真以为是我们合规犯了什么错误，在自查自纠；接着第二棒、第三棒又打下来，一棒比一棒狠，我们才知道是要打死我们，并不是小羊在上游喝了什么水。”（20200619任总《星光不问赶路人》”
"When we tried to take the first step, just polished a match, tried to light a lighthouse, we were hit by the United States' incomprehension and irrationality, at first we really thought that we had made some mistake in compliance, and we were self-examining and correcting; then the second and third sticks came down again, one baton was more ruthless than the other, and we knew that it was to kill us, and it was not the lamb who drank any water upstream. (20200619 Mr. Ren "Starlight Doesn't Ask Passers-by""
这种打压的结果是什么？第一，随着5G推出，华为整个业绩成长非常快，但美国的打压致使华为处于“逆高增长”了。第二，华为的国际化进行得非常好，是全球化经营，但是被迫“逆国际化”了，由全球化经营现在变成了“半球化”经营。第三，高速增长掉头，甚至出现了华为历史上的第二次负增长。第一次负增长是2000年初IT泡沫时，这次又出现了负增长。
First, with the launch of 5G, Huawei's overall performance has grown very fast, but the U.S. crackdown has caused Huawei to be in a "reverse growth". Second, Huawei's internationalization has been very good, and it is a global operation, but it has been forced to "de-internationalize", and the global operation has now become a "hemispherical" operation. Third, the rapid growth has turned around, and there has even been a second negative growth in Huawei's history. The first negative growth was in the early 2000s, when the IT bubble occurred, and this time there was negative growth.
有人说华为被赶出了跑道，被赶出了赛道。美国司法部长威廉·巴尔说：“美国第一次在引领未来的先进技术领域落后于人”。这正是打压的原因，而打压的状态，就像任总讲的，华为“像夹在中美两国中间的一个小番茄”，夹在两国之间被挤压。背后更多的是国家之间的冲突，但是华为作为夹在两个国家之间被挤压的一家民营企业。怎么做？任总提出了一个学习榜样——衡水中学精神。
Some say Huawei was kicked off the runway and off the track. U.S. Attorney General William Barr said, "For the first time, the United States is lagging behind in the advanced technology that will lead the future." This is precisely the reason for the suppression, and the state of suppression, as Mr. Ren said, Huawei is "like a small tomato sandwiched between China and the United States", sandwiched between the two countries and squeezed. Behind it is more of a conflict between countries, but Huawei is a private enterprise that is squeezed between two countries. Mr. Ren put forward a learning example - the spirit of Hengshui Middle School.
“应对美国的制裁，我们最好的方式是做好自己的事，我们要学习衡水中学，我们改变不了环境，我们可以改变适应这种环境的胜利办法。”
"In response to US sanctions, the best way for us is to do our own thing, we have to learn from Hengshui Middle School, we can't change the environment, we can change the winning method to adapt to this environment. ”
除外还有一家是西北工业大学附中，也是唯一一个被美国制裁的中国中学。我觉得应该向他们致敬，被制裁并不单纯是一件坏事。
In addition, there is also a high school attached to Northwestern Polytechnical University, which is also the only Chinese middle school sanctioned by the United States. I think they should be paid tribute to being sanctioned, and being sanctioned is not simply a bad thing.
华为的手机，2019年达到了顶峰，售出2.4亿台，再看看现在，2022年华为手机销量只有3000万台了。华为手机曾经短暂地成为世界第一，遭受美国制裁，一个跟头折了下来。但是现在我们也看到了华为手机开始往上走了，下折曲线在改变。面对制裁、打压，华为是怎么应对的？
Huawei's mobile phones reached their peak in 2019, with 240 million units sold, and now Huawei mobile phone sales in 2022 are only 30 million units. Huawei's mobile phone, which briefly became the world's No. 1, was sanctioned by the United States, and one fell on his head. But now we also see that Huawei phones are starting to go up, and the downward folding curve is changing. In the face of sanctions and suppression, how did Huawei respond.
01
华为的精神图腾
Huawei's spiritual totem
美国一打压，华为也是不知道未来怎么样。华为先后发了这几张图片。第一张：“我们还在痛苦中，不知道能不能活下来”。其中暗含着公司对自身处境的担忧。美国对华为的打压是连续6次，呈梯次分布。经过一个阶段，面临着新一次的打压、制裁，华为有进一步认识：“我们的飞机已经被打得千疮百孔了，多一个洞也没有关系。我们应沉着、镇静，保持好队形”。第三个阶段，华为变得坦然了，“没有伤痕累累，哪来皮糙肉厚，英雄自古多磨难”。这三张图片反映了在不同的阶段，华为的感受和华为所坚持的精神图腾。
As soon as the United States cracks down, Huawei does not know what the future holds. Huawei has sent these pictures. The first: "We are still in pain, we don't know if we will survive". Implicit in this is the company's concern about its own situation. The U.S. crackdown on Huawei has been six times in a row, showing an echelon distribution. After a period of time, facing a new crackdown and sanctions, Huawei has further realized: "Our plane has been beaten to a thousand holes, and it doesn't matter if there is one more hole." We should be calm, calm and in good formation." In the third stage, Huawei became calm, "There are no scars, how can the skin be rough and thick, and the heroes have suffered a lot since ancient times." These three pictures reflect Huawei's feelings and the spiritual totem that Huawei adheres to at different stages.
02
任正非，一个为观念而战的硬汉
Ren Zhengfei, a tough guy who fights for ideas
我们看任总的应对。受到制裁和打压以后，华为敢于发声，600多家企业，敢于发声的不多，很多企业像鸵鸟一样把自己的头深深埋在了沙子里，好像自己做错了什么。面对无理的打压首先要发声，第一个发声的就是任总。到2020年3月的一个统计，他接受了46次对话和采访，每个月超过3次半，累计见了记者超过3000人。他在发声，在做身份的证明，但是这很难。在国内我们一直认为华为是资本主义的，在国外他们认为华为是社会主义的。任总发声的这些资料我就不展开了，互联网有记忆。
Let's see Mr. Ren's response. After being sanctioned and suppressed, Huawei dared to speak out, more than 600 companies, not many dared to speak out, and many companies buried their heads deep in the sand like ostriches, as if they had done something wrong. In the face of unreasonable suppression, the first thing to speak out is to speak out, and the first to speak out is Mr. Ren. By March 2020, he had received 46 conversations and interviews, more than three and a half times a month, and had met with more than 3,000 journalists. He's speaking out, he's proving his identity, but it's hard. At home we have always thought of Huawei as capitalist, and abroad they think of Huawei as socialist. I won't expand on the information that Mr. Ren spoke, the Internet has memory.
“他几乎以一己之力，把一直被妖魔化的华为，变成了人尽皆知的全球通信巨头，把‘任正非’这个符号，变成了西方语境下‘一个为观念而战的硬汉’”。
"He almost single-handedly turned Huawei, which has been demonized, into a well-known global communications giant, and turned the symbol of 'Ren Zhengfei' into 'a tough guy fighting for ideas' in the Western context."
即使在美国强力的打压下，任总从未抱怨，从未愤慨，时刻保持着理性，并不断地告诫公司的干部与员工，展现了企业领袖在危难时刻强大的领导力。
Even under the strong suppression of the United States, Mr. Ren never complained, never indignant, always remained rational, and constantly admonished the company's cadres and employees, showing the strong leadership of corporate leaders in times of crisis.
“无论怎样，我们永远不忌恨美国，那只是一部分政治家的冲动，不代表美国的企业、美国的学校、美国社会。我们仍然要坚持自强、开放的道路不变。你要真正强大起来，就要像一切人学习，包括自己的敌人。”
"In any case, we will never be afraid of the United States, it is just the impulse of some politicians, not American companies, American schools, and American society. We must remain committed to the path of self-improvement and openness. If you want to be truly strong, you have to learn from everyone, including your enemies. ”
“我们要正视美国的强大，看到差距，坚定地向美国学习，永远不要让反美情绪主导我们的工作。”
"We need to face up to the strength of the United States, see the gaps, firmly learn from the United States, and never let anti-American sentiment dominate our work. ”
“公司并未到了生死关头，不需要用血烧热来炼钢。要沉着镇静，平平静静地干好本职工作，按部就班地前行。”
"The company is not at the point of life and death, and it does not need to use blood to make steel. We must be calm and calm, do our job calmly and quietly, and move forward step by step. ”
在关键时刻，什么叫领导力？什么叫领袖的作用？就是敢于站出来。因为危难时刻、至暗时刻是考验领袖和领导力的重要时刻。在这一时刻，任总站了出来，登高一望，为迷惑的士兵指明前进的道路，用内心之火照亮士兵的前进的道路。这就是卡尔·冯·克劳塞维茨在《战争论》中讲到的领袖的作用。
At critical moments, what is leadership, and what is the role of a leader? It is the courage to stand up. Because times of crisis, the darkest moments, are important moments to test leaders and leadership. At this moment, Mr. Ren stood up, climbed a height, pointed out the way forward for the confused soldiers, and illuminated the way forward for the soldiers with the fire in his heart. This is the role of the leader that Carl von Clausewitz talked about in On War.
03
如果精神垮了，华为就沦为平庸
If the spirit collapses, Huawei will be reduced to mediocrity
华为不是硅基人，不知道硅基人有没有感情，“硅基人”这个词我是昨天晚上才听到。华为是碳基人，碳基人是有血性的，有情感的。中国航校学员纪念碑上刻着他们的誓言：“我们的身体、飞机和炸弹，当与敌人的兵舰同归于尽”。面临想象不到的打压，首先是意志问题、血性问题。有的公司被美国制裁了，放假了；华为被美国一制裁，加班了。这里面首先不是技术问题，不是资源问题，不是系统应对问题，首先是态度问题。
Huawei is not a silicon-based person, I don't know if silicon-based people have feelings, I only heard the word "silicon-based person" last night. Huawei is a carbon-based person, and carbon-based people are bloody and emotional. The monument to the cadets of the China Aviation Academy is engraved with their oath: "Our bodies, planes, and bombs shall perish with the enemy's warships." Faced with unimaginable suppression, first of all, it is a matter of will and blood. Some companies have been sanctioned by the United States and have taken a holiday, while Huawei has been sanctioned by the United States and has worked overtime. First of all, it is not a technical problem, it is not a resource problem, it is not a problem of system response, but first of all, it is a problem of attitude.
其中很重要的一点是：“把打胜仗，作为一种信仰。”任总在讲话中引用了maozedong对抗美援朝的胜利的总结：“敌人就是钢多气少，我们是钢少气多！”总结得太精彩了。抗美援朝就是对美国的一种抗争，论装备我们没法去比，但我们有钢铁般的意志，我们有血性，我们有不惧打压的信心，以及打胜仗的信仰。这个真的很重要。
One of the most important points is: "Winning battles as a kind of faith." In his speech, Mr. Ren quoted Mao Zedong's summary of the victory against the United States and aiding Korea: "The enemy is more steel and less gas, and we are less steel and more gas!" The War to Resist US Aggression and Aid Korea is a kind of struggle against the United States, and we cannot compare it in terms of equipment, but we have an iron will, we have blood, we have the confidence not to be afraid of suppression, and the faith to win the war. This one is really important.
既保持血性，也保持理性，既能够像薇甘菊那么扩张，也要像尖毛草那样理性，然后是发扬狼性。保持血性和理性是华为的特质。用三句话来表达华为的精神图腾就是：要让打胜仗的思想成为一种信仰；没有退路就是胜利之路；打出一个未来30年的和平环境。
It is both bloody and rational, both able to expand like Mikania and rational like the sharp-haired grass, and then to carry forward the wolf nature. Maintaining bloodiness and rationality are Huawei's characteristics. Huawei's spiritual totem can be expressed in three sentences: to make the idea of winning a battle a kind of faith, that there is no way out is the road to victory, and to create a peaceful environment for the next 30 years.
所以，面对国外的制裁，我觉得还是要有那股气，那股精神。如果精神垮了就麻烦了，就像生病一样，精神垮了，我今天就不会站在讲堂上了，就躺平了。
Therefore, in the face of foreign sanctions, I think we still have that spirit and that spirit. If my spirit had collapsed, I would have been in trouble, just like being sick, and my spirit had collapsed, I would not have stood in the lecture hall today, and I would have been lying flat.
归纳一下，所谓的血性是什么？就是英雄主义。危难之时需要张扬英雄主义，坚守英雄主义，需要英雄的行为，也需要英雄主义的结果。我梳理了英雄主义在华为的演变：
To sum up, what is the so-called bloodiness? It is heroism. In times of crisis, we need to publicize heroism, adhere to heroism, need heroic behavior, and also need the results of heroism. I tease out the evolution of heroism at Huawei:
第一阶段，呼唤英雄(1987-1996)：我们呼唤英雄。不让雷锋吃亏，本身就是创造让各路英雄脱颖而出的条件。
Phase I, Call Out Heroes (1987-1996): We Call Out Heroes. Not letting Lei Feng suffer is itself to create conditions for heroes from all walks of life to stand out.
第二阶段，消灭英雄(1997-2013)：消灭枭雄，消灭孤胆英雄，消灭草莽英雄，抑制个人英雄主义，也就是任正非的必然选择。这阶段华为“淡化英雄色彩，特别是淡化领导者、创业者们个人的色彩，是实现职业化管理的必然之路。
The second stage, the elimination of heroes (1997-2013): the elimination of heroes, the elimination of lonely heroes, the elimination of reckless heroes, and the suppression of individual heroism, that is, Ren Zhengfei's inevitable choice. At this stage, Huawei's "dilution of heroes, especially the personal colors of leaders and entrepreneurs, is the inevitable way to achieve professional management."
第三阶段，倡导群体英雄(2014-)：“鼓励集体奋斗中的‘个人英雄主义’，平凡的、失败的、有缺点的、寂寞的、不完美的英雄，都是英雄！
The third stage advocates group heroes (2014-): "Encourage 'individual heroism' in collective struggle, ordinary, failed, flawed, lonely, imperfect heroes, are all heroes!"
第四阶段，追溯回报英雄(2021-)：“追溯英雄，是为了产生更多的英雄。英雄是平凡人，不要忘记他们。忘记就意味着背叛。”
The fourth stage, retrospectively returning heroes (2021-): "Retrospective heroes are to generate more heroes. Heroes are ordinary people, don't forget about them. To forget is to betray. ”
第五阶段，呼唤有血性的英雄（2019-）：“让一切英雄人物有用武之地，积天下英雄，为何不得天下。”
The fifth stage, calling for bloody heroes (2019-): "Let all heroes have a place to play, accumulate heroes in the world, why not the world." ”
我们看第五阶段，呼唤有血性的英雄(2019-)，从被美国制裁开始，华为更呼唤有血性的英雄和英雄主义。在逆境中更需要英雄主义。其实英雄主义一直是华为30多年来的价值主张之一，虽然不是核心价值观。我把它归结为公司重要特质之一，不是文化，是骨子里的东西。在美国制裁三年中，这一点得到了验证。
Let's look at the fifth stage, calling for bloody heroes (2019-), starting from being sanctioned by the United States, Huawei has called for bloody heroes and heroism. Heroism is even more needed in the face of adversity. In fact, heroism has been one of Huawei's value propositions for more than 30 years, although it is not a core value. I put it down to one of the important characteristics of the company, not the culture, but the bones. This has been verified during the three years of US sanctions.
关于英雄主义的培养，从华为的实践来看，以下几点是非常重要的：
Regarding the cultivation of heroism, the following points are very important from the perspective of Huawei's practice:
第一，华为需要张扬英雄主义，华为需要呼唤英雄，这是华为长期坚守的核心价值主张；这是一个商业组织不断克服艰难险阻，持续成长的驱动力量；这是公司机制长期保持熵减和充满活力的体现。
First, Huawei needs to promote heroism, and Huawei needs to call for heroes, which is the core value proposition that Huawei has adhered to for a long time, the driving force for a business organization to continue to overcome difficulties and obstacles, and the embodiment of the company's long-term entropy reduction and vitality.
第二，对英雄保持足够的灰度，不能狭义地定义英雄，英雄主义的态度、英雄主义的行为、英雄主义的结果都属于英雄的资格条件范畴。英雄与员工所处的岗位与职级等无关，也与时间无直接的关联，随时随地都有英雄，要善待英雄，包容英雄，宽容英雄。
Second, we should maintain enough gray scale for heroes, and heroes cannot be defined in a narrow sense, and heroic attitudes, heroic behaviors, and heroic results all belong to the category of heroes' qualifications. Heroes have nothing to do with the position and rank of the employee, nor is it directly related to time, there are heroes anytime and anywhere, we must treat heroes well, tolerate heroes, and tolerate heroes.
第三，对于公司来讲，必须建立呼唤英雄和培养英雄的土壤、机制、氛围和管理举措，以保证英雄群体的不断涌现，实现“英雄倍出”。其核心在于对英雄的价值定位（价值创造）、英雄的评价体系和英雄的分配机制的构建及良性循环。
Third, for the company, it is necessary to establish the soil, mechanism, atmosphere and management measures to call for heroes and cultivate heroes, so as to ensure the continuous emergence of hero groups and realize the "multiplication of heroes". Its core lies in the value proposition (value creation) of heroes, the evaluation system of heroes, and the construction and virtuous cycle of heroes' distribution mechanism.
第四，不能忘记英雄，使英雄成为组织的长期记忆，赋予组织英雄主义的基因并不断传承，让以往的英雄激励当下和未来的英雄。
Fourth, we must not forget the heroes, make the heroes become the long-term memory of the organization, give the organization the gene of heroism and continue to pass it on, and let the heroes of the past inspire the heroes of the present and the future.
第五，采用各种手段大张旗鼓地表彰英雄，回报英雄，尤其是要注重荣誉、仪式、表彰等多元的精神激励的手段。激励英雄，既需要当期激励机制，同时也需要回溯激励的机制。
Fifth, we should use various means to commend heroes and repay heroes with great fanfare, and in particular, we should pay attention to honors, ceremonies, commendations, and other means of spiritual encouragement. To motivate heroes, we need not only the current incentive mechanism, but also the retrospective incentive mechanism.
第六，追溯英雄，并回报以往的英雄。这些英雄既包括在第一阶段呼唤出来的英雄，也包括在第二阶段被抑制的英雄，当然也包括当下群体英雄阶段没有被识别和认可的英雄。
Sixth, trace the heroes and give back to the heroes of the past. These heroes include both the heroes who were called out in the first phase, the heroes who were suppressed in the second phase, and of course, the heroes who were not recognized and recognized in the current group hero stage.
04
研发平均每天投入4.24亿，越打压越要“有质量的活下来”
R&D invests an average of 424 million per day, and the more it is suppressed, the more it must "survive with quality"
华为把过去的“活下来”作为最低纲领，上升为最高纲领，而且加了三个字“有质量”——“有质量的活下来”。要活下来的方式有很多，跪下也可以活下来，投降也可以活下来。华为给自己加了一个“有质量”，其实有质量就是有尊严，有尊严的活下去，然后从追求规模向追求利润和现金流出发，因为现金流是公司的血液。华为收缩或关闭盲目扩张和盲目投资的一些项目，放弃了部分国际市场，出售了荣耀等等。
Huawei has taken "surviving" in the past as the minimum program, and has elevated it to the highest program, and added three words: "quality" - "quality survives". There are many ways to survive, you can survive by kneeling, and you can survive by surrendering. Huawei has added a "quality" to itself, in fact, quality means to live with dignity and dignity, and then start from the pursuit of scale to the pursuit of profit and cash flow, because cash flow is the company's blood. Huawei has shrunk or closed some projects that have blindly expanded and blindly invested, abandoned part of the international market, sold Honor, and so on.
同时华为继续加大研发投入：向上捅破天，向下扎下根。2019年到2022年华为的研发投入没有停。虽然是严冬，虽然面临着断粮的风险，但是华为一直坚守1996年制定的《华为基本法》给自己定下来的纪律，坚持研发高投入不动摇。查了一下资料，只有2008年研发投入低于10%。在打压的困难时期，华为没有减少研发投入，反而增加了研发投入。2021年华为的研发投入是22.4%，2022竟然已经提高到了25.1%，1615亿元，超过了25%。这意味着什么？意味着每天投4.24亿，累计投入已经超过了9000亿元。
At the same time, Huawei continues to increase R&D investment. From 2019 to 2022, Huawei's R&D investment has not stopped. Despite the harsh winter and the risk of running out of food, Huawei has always adhered to the discipline set by the Huawei Basic Law formulated in 1996 and insisted on high investment in R&D. After checking the information, only the R&D investment in 2008 was less than 10%. During the difficult period of suppression, Huawei did not reduce its R&D investment, but increased it. In 2021, Huawei's R&D investment was 22.4%, and in 2022, it has increased to 25.1%, 161.5 billion yuan, more than 25%. What does this mean? It means that 424 million yuan is invested every day, and the cumulative investment has exceeded 900 billion yuan.
05
“天才少年计划”：让中国的鸡回到中国的窝里下蛋
"Genius Boy Project": Let Chinese chickens return to their nests in China to lay eggs
华为实施了一个重要的计划“天才少年计划”。为什么要有这个天才少年计划？起源于华为的EMT《20分钟》的讲话，任总提出来一个天才少年计划，在2019年开始实施。对招聘学生的年薪制分为三档，分别为：89.6-100.8万元/年；140.5-156.5万元/年；182-201万元/年。
Huawei has implemented an important program, the "Gifted Youth Program". Originating from Huawei's EMT "20 Minutes" speech, Mr. Ren proposed a genius youth plan, which will be implemented in 2019. The annual salary system for recruiting students is divided into three levels: 89.6-1.008 million yuan/year, 1.405-1.565 million yuan/year, and 1.82-2.01 million yuan/year.
天才少年计划的远大目标，那就是向上捅破天，向下扎到根，拖着世界往前走。
The lofty goal of the Genius Youth Program is to pierce the sky upwards, take root downwards, and drag the world forward.
2016年招了16位，2020年招了4位，2021年招了2位，2022年招了4位，目前都是博士，还有本科生。招的这些人是面向未来的，能托着世界向前走的人。这是重要的人力资源计划，通过高薪把那些天才少年吸纳过来。从公司内部讲，就是“砸开人才的金字塔”。
In 2016, 16 were recruited, 4 were recruited in 2020, 2 were recruited in 2021, and 4 were recruited in 2022. These people are future-oriented people who can hold the world forward. This is an important human resources plan to absorb those talented teenagers through high salaries. From the inside of the company, it is to "smash the pyramid of talents".
有一个很重要的问题，我总结为“任正非之问”：
There is a very important question, which I summarize as "Ren Zhengfei's question":
“我们中国的鸡不要总是跑到别人的窝里去下蛋，我们斥巨资买来国外的设备与技术，结果发现竟然就是从中国下的蛋，我们还要花高价钱从国外买回来。一直这样下去肯定是不行的，要让我们中国的鸡回到自己的窝里下蛋。”
"Our Chinese chickens don't always go to other people's nests to lay eggs, we spend a lot of money to buy foreign equipment and technology, only to find out that it is from China to lay eggs, and we have to pay a high price to buy them back from abroad. It is definitely not possible to continue like this, and we must let our Chinese chickens go back to their nests to lay eggs. ”
中国的鸡为什么不能在自己的窝里下蛋？这也是一个严重的问题。华为以微小的力量、在微环境中解决这个问题。
Why can't Chinese chickens lay eggs in their nests? This is also a serious problem. Huawei solves this problem in a micro-environment with small efforts.
06
打破原有组织运作模式：华为军团与会战攻坚
Breaking the original organizational operation model: Huawei's corps fought in battle
这三年我们看华为很多的成果出来了，是通过什么样的组织方式？面对制裁，华为在组织方式上怎么运作的？组织最重要的使命，就是“组织起来”。华为军团运作不是独创的，管理上华为一直坚持拿来主义。华为的军团模式是从谷歌学习的，来自于谷歌。我写的文章曾经有一个标题：任正非就是块大海绵，不断吸纳各种知识。华为就是颗洋葱头，任总吸纳的各种知识经过内化，经过思考归纳总结，变成思想的云，思想的云化成雨，浇灌到华为的这块土地上，长出华为的树。
In the past three years, we have seen a lot of Huawei's achievements, but what kind of organizational methods have it used? How has Huawei operated in the face of sanctions? The most important mission of the organization is to "organize". The operation of Huawei's corps is not original, and Huawei has always adhered to the doctrine of taking it in terms of management. Huawei's Legion Model is learned from and from Google. The article I wrote once had a title: Ren Zhengfei is a big sponge, constantly absorbing all kinds of knowledge. Huawei is an onion, and all kinds of knowledge absorbed by Mr. Ren have been internalized, inducted and summarized through thinking, and turned into a cloud of thought, and the cloud of thought has turned into rain, watered on the land of Huawei, and the tree of Huawei grows.
关于谷歌秘密军团，不是系统的介绍，也不是系统思想，仅仅是发在美国一张报纸上的报道。《纽约时报》注意到，2004年有3万多员工的微软的创新居然比不过不到两千人的Google，认为微软的差距在于它的开发模式没有Google的效率高。任总看到了以后转到公司内网，然后引发了他的思考，最后变成华为的探索和实践。谷歌的秘密军团，就是找一流的人，便宜没好货，好货不便宜，高薪吸引到一流的人创造高价值的产品，这就是谷歌秘密军团的实质。
About Google's secret legion, it is not an introduction to the system, nor is it a system idea, it is just a report published in an American newspaper. The New York Times noted that Microsoft, which had more than 30,000 employees in 2004, was not as innovative as Google, which had less than 2,000 employees, arguing that the gap was that its development model was not as efficient as Google's. After Mr. Ren saw it, he transferred to the company's intranet, which then triggered his thinking, and finally became Huawei's exploration and practice. Google's secret army is to find first-class people, cheap is not good, good goods are not cheap, high salaries attract first-class people to create high-value products, this is the essence of Google's secret army.
华为正好是在美国制裁期间，开始了军团模式的运作，任总才下煤矿，又到钢厂，然后到工地。他自己也讲，是向谷歌学习，然后开始了华为的军团制运作。不是颠覆华为原有的组织，原有的组织还存在，比如高层管理的直线职能制、业务运作的矩阵结构等，这些没有改变，而是在这个组织之上叠加了军团模式。因为时间关系，我就不展开了。重点看这几个阶段：
It was during the U.S. sanctions that Huawei began the operation of the corps model, and Mr. Ren went to the coal mine, then to the steel mill, and then to the construction site. He himself said that he learned from Google, and then started Huawei's corps system operation. Instead of subverting Huawei's original organization, the original organization still exists, such as the line function system of senior management and the matrix structure of business operations, which have not changed, but have superimposed the corps model on top of this organization. Because of time, I won't expand it. Focus on these stages:
2021年10月15日，军团运作工作组正式任命，任总亲任指导员。
On October 15, 2021, the working group on the operation of the corps was officially appointed, and he was appointed as the chief personal instructor.
2021年10月29日，在松山湖基地，公司举行“没有退路就是胜利之路——军团组建成立大会，煤矿军团、智慧公路军团、海关和港口军团、智能光伏军团和数据中心能源军团港的300余名将士壮行。
On October 29, 2021, at the Songshan Lake base, the company held the inaugural meeting of the "No Retreat is the Road to Victory-Legion Formation", and more than 300 soldiers from the Coal Mine Corps, the Smart Highway Corps, the Customs and Port Corps, the Smart Photovoltaic Corps and the Data Center Energy Corps Port were on a grand trip.
2022年3月30日，公司召开第二批军团组建成立大会，会议的主题是“灵活机动的战略战术”。
On March 30, 2022, the company held the inaugural meeting of the second batch of corps, with the theme of "flexible strategy and tactics".
2022年5月26日，第三批军团/系统部组建成立大会召开，会议的主题是“让打胜战的思想成为一种信仰”。
On May 26, 2022, the inaugural meeting of the third batch of corps/system departments was held, and the theme of the meeting was "Let the idea of winning the war become a faith".
华为共组建成立了二十个军团，部分军团已捷报频传，部分军团蓄势待发。
Huawei has established a total of 20 corps, some of which have already received good news, and some of which are ready to go.
另外，华为在面对美国打压的时候，尤其是卡脖子的东西，采取的是会战模式。大致有这么多会战：
In addition, when Huawei is facing US suppression, especially the things that are stuck in the neck, it adopts a battle mode. There are roughly so many battles:
在2020年发起数千人投入的“三丫坡会战”，核心目的是维系自身的生产运营，实现去美国化的自研,据钛媒体APP了解，“三丫坡会战”主要包括五个层面，涉及硬件 (X86->ARM) 、操作系统(Linux/Windows->欧拉) 、数据库 (Oracle->GaussDB) 、中间件、应用软件。
In 2020, thousands of people will be launched to invest in the "Battle of Sanyapo", the core purpose is to maintain its own production and operation, to achieve self-research to the United States, according to the titanium media APP, the "Battle of Sanyapo" mainly includes five levels, involving hardware (X86->ARM), operating system (Linux/Windows->Euler), database (Oracle->GaussDB), middleware, application software.
2019年10月的“松山湖会战”，华为2000多名来自全球的工程师juji于松山湖园区，对谷歌GSM受限带来的缺口紧急“补胎”，是华为有史以来规格最高、参与人数最多、最具挑战性的技术攻坚。
In October 2019, more than 2,000 engineers from all over the world gathered at the Songshan Lake campus to urgently "repair" the gap caused by Google's GSM restrictions, which was the highest-spec, most participatory, and most challenging technical breakthrough in Huawei's history.
2021年的“太平洋会战”，解决存储领域的卡脖子问题。
The "Battle of the Pacific" in 2021 will solve the problem of stuck necks in the storage field.
2021年的“钱江会战”，打造鲲鹏和昇腾的竞争力。
The Battle of Qianjiang in 2021 will build the competitiveness of Kunpeng and Ascend.
2021年的“珠峰会战”，提升数通领域竞争能力。“今年4月份我们的MetaERP将会宣誓，完全用自己的操作系统、数据库、编译器和语言.....做出了自已的管理系统MetaERP软件”。
The 2021 "Pearl Summit Battle" will enhance the competitiveness of the data communication field. "In April this year, our MetaERP will take the oath to use its own operating system, database, compiler and language... Made its own management system MetaERP software".
2022年的“云山会战”主要解决财经服务的IT连续性问题，同时是数字化风控体系的建设。
The 2022 "Battle of Yunshan" mainly solves the problem of IT continuity of financial services, and at the same time builds a digital risk control system.
2021年的“阿波罗会战”主要解决数字能源领域的卡脖子问题。
The "Battle of Apollo" in 2021 mainly solves the bottleneck problem in the field of digital energy.
2020年“锦城会战”主要解决存储领域ALL IP高可靠性、低时延问题。
In 2020, the "Battle of Jincheng" mainly solves the problems of high reliability and low latency of ALL IP in the storage field.
2023年12月,将成立“算力平台先遣队”，5000人编制，抢滩“AI诺曼底”。
In December 2023, a "computing platform advance team" will be established, with an establishment of 5,000 people, to seize the "AI Normandy".
华为通过会战的方式，集中兵力，玩命攻破卡脖子工程。敢于用三流器件做出一流产品；打造软件根技术。华为以一个公司之力抗争美国及其盟友的打压，真地很悲壮，真地是史无前例，真地需要血性，真地需要一种能力，在这些方面和世界性的企业掰手腕。我想起《亮剑》中李云龙的台词：面对高手不退缩，敢于拔出剑来比试比试，即使倒下，也是一座峰，即使倒下，也是一道岭。
Through the method of battle, Huawei concentrated its forces and fought with all its might to break through the bottleneck project. Dare to use third-rate devices to make first-class products, and create software root technology. Huawei's fight against the suppression of the United States and its allies as a company is really tragic, truly unprecedented, really needs blood, and really needs a kind of ability to wrestle with the world's enterprises in these aspects. I think of Li Yunlong's lines in "Bright Sword": Don't flinch in the face of the master, dare to pull out the sword to compete, even if it falls, it is a peak, even if it falls, it is a ridge.
07
吃饱肚子打硬仗，持续优化内部管理变革
Eat a full stomach to fight a tough battle, and continue to optimize internal management reform
疫情期间坚守武汉雷神山和火神山隔离点建设的员工，华为以“大锅饭”式奖励的方式，给予人均每天2000元人民币奖励，给予疫情严重的海外员工每人每天150美元的奖励。2019年11月11日，华为的最新大锅饭奖又隆重出台。华为将给员工发放两份特别奖金：第一，人人一个月阳光普照工资，11月发放；第二，对参与国产组件切换的人员发放20亿元的“特别奋斗奖”。颁发给应对美国打击遏制做出贡献的员工。华为被美国一制裁，很多高管跟公司要求降薪，因为《华为基本法》中有一个降薪机制。华为历史上有过两次集体降薪，这次又要求降薪。任总认为这是左倾思想，要打仗了，要吃饱饭，不能减伙食。
During the pandemic, Huawei rewarded employees with RMB 2,000 per person per day and USD 150 per day for overseas employees who were severely affected by the epidemic. On November 11, 2019, Huawei's latest Big Pot Rice Award was grandly announced. Huawei will give two special bonuses to employees: first, a one-month sunshine salary for each employee, which will be paid in November, and second, a "special struggle award" of 2 billion yuan will be given to those who participate in the switch of domestic modules. Awarded to employees who have contributed to the U.S. Crackdown on Containment. Huawei was sanctioned by the United States, and many executives asked the company for a salary cut, because there is a salary reduction mechanism in the "Huawei Basic Law". Huawei has had two collective salary cuts in its history, and this time it has asked for a salary cut. Mr. Ren thinks that this is a left-leaning ideology, and that there is going to be a war, and that there must be enough food to eat, and that food cannot be reduced.
“我们被美国打压的这两年，人力资源政策从未变过，工资、奖金发放一切正常，职级的晋升、股票的配给等一切正常。公司不仅不混乱，反而是内部更加团结，更加吸引了更多的人才，加入我们的队列。抛开了束缚，更加胆大、勇敢地实现了更多的突破，有了领先的信心和勇气。”——20210808《江山代有才人出》"
In the two years that we have been suppressed by the United States, the human resources policy has never changed, salaries and bonuses are paid normally, rank promotions, stock rationing, etc. are normal. Instead of chaos, the company is more internally united and attracts more talent to join our queue. Putting aside the shackles, we have achieved more breakthroughs with more courage and courage, and have the confidence and courage to lead. ——20210808 "Talented People from the Generations".
华为也扩充了员工持股的人数，但是有一个人，他的持股量一直在下降，当然就是任总。
Huawei has also expanded the number of employees who hold shares, but there is one person whose shareholding has been declining, and of course Mr. Ren.
华为也没有因为打压放弃了内部管理的变革。梳理一下华为的内部变革，管理优化一直在做，并没有因为这三年是特殊的时期而顾不过来，就放弃了管理的变革。比如，军团制运作及内部管理、干部履历制建设、后备干部资源池与干部预备队建设、监事会体系建设、AT团队的改组、“主官、主管、专家、职员”的作战序列的建设、合同在代表处审结等。
Huawei has not given up on internal management changes because of the crackdown. Looking at Huawei's internal reforms, we have been doing management optimization, and we have not given up on management changes because the past three years have been a special period. For example, the operation and internal management of the corps system, the construction of the cadre resume system, the construction of the reserve cadre resource pool and the cadre reserve, the construction of the board of supervisors system, the reorganization of the AT team, the construction of the combat sequence of "chief officers, supervisors, experts, and staff", and the conclusion of contracts in the representative office.
所以这种英雄主义，这种内在的东西，是华为这几年面对打压能够走出来，能够看到曙光的一个重要的内容。当然，也有一定的技术，技术肯定很重要，资源肯定很重要，但是别忘了精神的力量。拿破仑讲精神的力量和物质的力量是4：1，4分精神，1分物质。
So this kind of heroism, this kind of internal thing, is an important part of Huawei's ability to come out of the face of suppression in recent years and see the light of day. Of course, there is also a certain amount of technology, technology is definitely important, resources are definitely important, but don't forget the power of the spirit. Napoleon spoke of the power of spirit and the power of matter as 4:1, 4 parts spirit, 1 part material.
08
抱团取暖，汲取一切能汲取的力量
Huddle together for warmth and draw all the strength you can
所谓抱团取暖，有例可证。2022年3月14日，任总签发文件《关于疫情期间服务类商户租金减免的通知》，这是和合作伙伴共同抱团取暖。2018年中兴公司被美国制裁的时候，任总在内部批示，有“两个禁止，一个不要”：禁止从中兴挖人，禁止搬迁中兴的设备，更不要落井下石。其实华为一家企业力量是有限的，尤其是在现在的产业形态中，每家企业就是一个环节，一个节点，一个构成部分，更重要的是要和产业链的上下游企业，以及其他企业合作起来，吸取他们的力量，整合他们的力量。
There are examples of the so-called huddle for warmth. On March 14, 2022, Mr. Ren issued the document "Notice on Rent Reduction and Exemption for Service Merchants during the Epidemic", which is to work together with partners for warmth. In 2018, when ZTE was sanctioned by the United States, Mr. Ren gave internal instructions with "two prohibitions, one don't": it is forbidden to poach people from ZTE, it is forbidden to relocate ZTE's equipment, and it is not necessary to fall into the ground. In fact, Huawei's strength as an enterprise is limited, especially in the current industrial form, each enterprise is a link, a node, and a component, and more importantly, it must cooperate with upstream and downstream enterprises in the industrial chain and other enterprises to absorb their strength and integrate their strength.
09
“烧不死的鸟是凤凰”
"The bird that can't be burned is a phoenix"
刚才讲到华为的会战模式和军团制，这些成果都是任总讲话中提到的。这几年华为面对美国的打压做了什么？任总提到了一个很重要的系统，叫ERP，美国的制裁是华为不能用ERP，如果华为不能用ERP，就要回到手工记账时代。华为在全球这么大的业务量，回到手工记账时代，大家想一想，不可想象。从销售业绩来看，看到了希望，如果没有美国制裁，华为销售收入按照增长曲线和平均年增长率来讲，应该过万亿，一制裁打到六千多亿，华为在电子百强中的排名，由44位被打到94位。华为不仅是世界500强，还是世界50强，现在被挤出了50强。这几年对业绩影响还是很大的，但是我们看到利润率开始正向提升。
I just talked about Huawei's battle mode and corps system, and these achievements were all mentioned in Mr. Ren's speech. What has Huawei done in the face of US suppression in the past few years? Mr. Ren mentioned a very important system, called ERP, and the US sanctions are that Huawei cannot use ERP, and if Huawei cannot use ERP, it will have to return to the era of manual bookkeeping. With such a large amount of business in the world, it is unimaginable for everyone to return to the era of manual bookkeeping. From the point of view of sales performance, I see hope, if there is no US sanctions, Huawei's sales revenue should exceed one trillion yuan according to the growth curve and average annual growth rate, and one sanction hits more than 600 billion, and Huawei's ranking in the top 100 electronics has been beaten from 44th to 94th. Huawei is not only one of the world's top 500 companies, but also one of the world's top 50 companies, and is now being squeezed out of the top 50. In the past few years, the impact on performance has been significant, but we have seen a positive increase in profit margins.
关于华为的ERP，可以说华为突破了“乌江天险”。红军突破乌江天险之后，后边三军尽开颜了，胜利回师不远了。ERP是有史以来牵涉面最广、辐射面最高的项目，华为利用会战的方式，联合了公司数千人，联合产业伙伴和生态伙伴，攻坚克难，最后走出了自己的路子。有句话很值得注意，“新旧ERP的转换，类似于飞机在飞行途中换发动机”。所以这个胜利真地难得，目的是“给世界第二个选择”。
Regarding Huawei's ERP, it can be said that Huawei has broken through the "Wujiang natural risk". After the Red Army broke through the Wujiang River, the three armies behind were all happy, and the victory was not far from returning to the division. ERP is the most extensive and highest-coverage project in history, and Huawei has used the method of battle to unite thousands of people in the company, industry partners, and ecosystem partners to overcome difficulties and finally find its own way. There is a saying that is worth noting, "The conversion of the old ERP from the new to the old ERP is similar to the engine change in the middle of the flight". So this victory is really rare, and the purpose is to "give the world a second choice".
所以，和平是打出来的。任总的原话是：
So, peace is fought. Mr. Ren's original words were:
“和平是打出来的，我们要用艰苦奋斗，英勇牺牲，打出一个未来三十年的和平环境，让任何人都不敢再欺负我们。我们在为自己，也在为国家。为国舍命，日月同光，凤凰涅槃，人天共仰。历史会记住你们的，等我们同饮庆功酒那一天，于无声处听惊雷。”
"Peace is made, and we must use hard work and heroic sacrifice to create a peaceful environment for the next 30 years, so that no one dares to bully us again. We are for ourselves and for our country. Sacrifice your life for the country, the sun and the moon are the same light, the phoenix is nirvana, and everyone looks up to it. History will remember you, and wait for the day when we drink the celebratory wine together, and listen to the thunder in a silent place. ”
“沉默不是懦弱，忍耐不是麻木，善败者不亡。青春泣血，生命绽放光芒。我们正处在一个伟大的时代，同时又遭遇百年闻所未闻的风暴打击。翻卷的黑云，夹着电闪雷鸣、山崩地裂般地席卷我们。我们一时惊呆了，手足无措。当我们清醒过来，要像海燕一样，迎着雷电，迎着暴风雨嘶叫着飞翔，朝着一丝亮光，朝着希望，用尽全身力量搏击，奋斗，前进，再奋斗，再前进，嘶喊着胜利。岁月不负有心人。”（20200619《星光不问赶路人》）
"Silence is not cowardice, patience is not numbness, and the good and the defeated do not die. Youth cries blood, and life shines. We are in the midst of a great era, and at the same time we are being hit by a storm unheard of in a century. Rolling black clouds swept over us like lightning and thunder, landslides and earth cracks. We were stunned for a moment, and we were at a loss. When we come to our senses, we must be like a petrel, facing the thunder and lightning, screaming and flying in the face of the storm, towards a glimmer of light, towards hope, fighting with all our strength, fighting, advancing, struggling again, moving forward again, screaming for victory. The years have paid off. (20200619 "Starlight Doesn't Ask Passers-by")
遭受美国打压的四年，华为通过拼死相争，交出了自己的答卷：
In the four years of being suppressed by the United States, Huawei has handed in its own answer sheet through desperate battles:
13000+颗替代元器件开发
4000+电路的反复换版开发
1.1亿行代码自维护可演进
500+个硬件技术瓶颈突破
280+软件根技术攻克
7000+任务令开发
华为和合作伙伴一起解决了14纳米以上的EDA工作，这意味着任何国产半导体企业都可以使用国产EDA工具设计14纳米以上的芯片
搭载鸿蒙的华为设备达到3.3亿台
13,000+ alternative components developed
Repeated version change development of 4000+ circuits
110 million lines of code can be self-maintained and evolved
500+ hardware technology bottlenecks have been broken through
280+ software root technologies to overcome
7000+ quests to develop
Huawei and its partners have solved the EDA work of more than 14 nanometers, which means that any domestic semiconductor company can use domestic EDA tools to design chips above 14 nanometers
The number of Huawei devices equipped with HarmonyOS has reached 330 million
截至2022年底在全球持有的有效授权专利超过12万件。
As of the end of 2022, it holds more than 120,000 valid authorized patents worldwide.
华为为世界构建第二选择。
Huawei is the second choice for the world to build.
2019年，8588亿元人民币，同比增长19.1%，净利润627亿元人民币；
In 2019, it was 858.8 billion yuan, a year-on-year increase of 19.1%, and the net profit was 62.7 billion yuan;
2020年，8914亿元 ，同比增长3.8%，净利646亿元，同比增长3.2%；
In 2020, it was 891.4 billion yuan, a year-on-year increase of 3.8%, and its net profit was 64.6 billion yuan, a year-on-year increase of 3.2%;
2021年，6368亿人民币，同比下降28.6%。净利润1137亿人民币，同比增长75.9%（研发投入1247亿人民币，占全年收入的22.4%，十年累计研发投入8540亿人民币）；
In 2021, it was 636.8 billion yuan, a year-on-year decrease of 28.6%. net profit was 113.7 billion yuan, a year-on-year increase of 75.9% (R&D investment was 124.7 billion yuan, accounting for 22.4% of the annual revenue, and the cumulative R&D investment in the past ten years was 854 billion yuan);
2022年，6423亿元人民币，同比微增0.9%，净利润356亿，同比下降68.7%，净利润率5.5%；
In 2022, it will be 642.3 billion yuan, a slight increase of 0.9% year-on-year, with a net profit of 35.6 billion yuan, a year-on-year decrease of 68.7%, and a net profit margin of 5.5%;
2023年上半年，3109亿元人民币，同比增长3.1%，净利润率15.0% 。
In the first half of 2023, it will be 310.9 billion yuan, a year-on-year increase of 3.1%, with a net profit margin of 15.0%.
这是否意味着：尽管美国的打压还在继续,但华为基本结束四年多的“战时状态”,进入有序经营状态？
Does this mean that despite the continued repression by the United States, Huawei has basically ended its "wartime state" for more than four years and entered a state of orderly operation?
“公司进入战略突围，创造出‘活下来’的基础，公司大目标是收缩战线，加强向主战场积聚力量，增强在主航道的投入，拼死去撕开一个口子，公司管理好边界，允许内部翻江倒海，为二、三年后突击做准备。”
"The company has entered a strategic breakthrough and created a foundation for 'surviving', the company's big goal is to shrink the front, strengthen the accumulation of strength to the main battlefield, enhance the investment in the main channel, desperately tear a hole, the company manages the border, allows the internal river to overturn the sea, and prepares for the assault in two or three years. ”
华为这样来应对连续打压，来应对这种呈梯次的精准打压。从任总的讲话中可以看出来，面对打压时一个公司的内在特质和内在价值观。
In this way, Huawei responds to continuous suppression and this kind of echeloned precise suppression. It can be seen from Mr. Ren's speech that the intrinsic characteristics and intrinsic values of a company in the face of suppression.
回头来看，美国对华为的打压犯了战略性错误。四年的打压把华为由狼变成了饿狼，狼性更足。抑制狼性最好的办法就是送到动物园，足吃足喝，让其沉淀、懈怠、躺平、摆烂。从这个角度讲，美国的打压对华为正当其时，华为经历30年了，队伍在懈怠、在衰落，很多中高级干部不愿意出国，不愿意到海外市场，不愿意努力奋斗了。美国这次打压，应了孟晚舟女士一句话：堡垒最容易从内部攻破。美国这次打压使华为的精神特质得到了重新焕发。美《亚洲时报》副主编大卫.保罗.戈德曼认为：“美国围堵华为是一场耻辱的失败。这恐怕算得上美国有史以来最彻底的政策失败之一。”这话说得还是非常有前瞻性的，还是有道理的。
In retrospect, the United States made a strategic mistake in suppressing Huawei. Four years of repression have turned Huawei from a wolf to a hungry wolf, and the wolf nature has become more sufficient. The best way to suppress wolf nature is to send it to the zoo, eat and drink enough, and let it settle, slack, lie flat, and rot. From this point of view, the United States' suppression of Huawei is at the right time, Huawei has experienced 30 years, the team is slacking off, in decline, many middle and senior cadres are reluctant to go abroad, unwilling to go to overseas markets, unwilling to work hard. The United States' suppression this time responded to Ms. Meng Wanzhou's words: the fortress is the easiest to attack from the inside. The U.S. crackdown has rejuvenated Huawei's ethos. David Paul Goldman, deputy editor-in-chief of Asia Times, said: "The US containment of Huawei is a humiliating failure. This is arguably one of the most complete policy failures in the history of the United States. This is still very forward-looking, and it still makes sense.
华为的命真苦，生而卑微，与苦难相伴，如蝼蚁；华为的命真好，诞生于改革开放的伟大时代；华为的命硬，因为它经过了各种艰难困苦的磨炼；华为的命也真好，因为天道酬勤，老天爷喜欢这种不辍奋斗的公司，所以对华为不薄。
Huawei's life is really hard, born humble, accompanied by suffering, like ants; Huawei's life is really good, born in the great era of reform and opening up; Huawei's life is hard, because it has been tempered by all kinds of hardships and hardships; Huawei's life is really good, because God rewards hard work, God likes this kind of company that never stops fighting, so he is not thin on Huawei.
任总认为：华为能走多久，能走多远，华为公司未来的胜利保障，主要是三点要素：
Mr. Ren believes that how long Huawei can go, how far it can go, and Huawei's future victory guarantee, are mainly based on three elements:
第一，要形成一个坚强、有力的领导集团，但这个核心集团要听得进批评；
First, it is necessary to form a strong and powerful leadership group, but this core group must be able to listen to criticism.
第二，要有严格、有序的制度和规则，这个制度与规则是进取的。什么叫规则？就是确定性，以确定性应对不确定性，用规则约束发展的边界；
Second, it is necessary to have strict and orderly systems and rules, which are enterprising. What is a rule? It is certainty, which is to deal with uncertainty with certainty and use rules to constrain the boundaries of development;
第三，要拥有一个庞大的、勤劳勇敢的奋斗群体，这个群体的特征是善于学习。
Third, it is necessary to have a large, hard-working and courageous group of strugglers, which is characterized by being good at learning.
如此，华为除了胜利，无路可走！
In this way, Huawei has no way out except victory!
华为这四年的经历说明，一个企业基于企业内在特质持续构建的组织能力，是其在逆境中的抗击打能力，是其在逆境中的生存能力，是其在逆境中的发展能力的坚强基石。
Huawei's experience over the past four years shows that an enterprise's organizational capabilities built based on its intrinsic characteristics are the cornerstones of its ability to resist adversity, survive in the face of adversity, and develop in the face of adversity.
最后，引用过去在华为非常流行的一句话结尾——“烧不死的鸟是凤凰”！
Finally, to quote the end of a sentence that was very popular in Huawei in the past - "The bird that can't be burned is a phoenix"!
谢谢大家！
Thank you!
华为创始人任正非先生值得北上广深全球企业家俱乐部及所有中国企业家学习、致敬！
俱乐部创始人张海斌
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编輯:萧娟 李顺萍
编輯:萧娟 李顺萍