Core Viewpoint - Huawei is at a critical juncture between its first and second entrepreneurial phases, emphasizing the importance of management and service to avoid fleeting success [1] Group 1: Reasons for Maintaining Reasonable Growth Speed - Huawei must maintain a reasonable growth speed to ensure sufficient profits for development [3] - A reasonable growth speed is necessary to provide employees with more development opportunities, attracting top talent [3] - Without a reasonable growth speed, Huawei risks falling behind competitors, potentially leading to the company's demise [3] Group 2: Importance of Management and Service - The strategic turning point for Huawei is in service and management, which are essential for rapid scaling [4] - Talent development follows the Matthew effect; as a company grows and profits increase, talent will naturally flock to it [4] - Management and service must be a combination of learning and practice, as simply adopting external management practices is insufficient [5] Group 3: Management Philosophy - Management improvement requires a deep commitment to internal development rather than relying solely on external resources [5] - A responsible attitude towards work and continuous management improvement is crucial for the company's future [8] - The personal qualities and ethics of management personnel are vital for the progress of the company [14] Group 4: Self-Critique and Openness to Feedback - Self-criticism is essential for personal and organizational growth, as it is often the most challenging aspect [9] - Allowing others to critique oneself is more difficult than self-initiated change, highlighting the need for openness [10] - Overcoming the psychological barrier of "face" is crucial for achieving greater ambitions and success [11][12]

毕竟，决定方向和做什么才是老板的主要职责。 以任正非之能，为啥还要43岁之后才成功？成功之前就需要做好准备 尽管任正非很厉害，但他在职场上不顺利，最后是在1987年靠几个人凑起来的21000元人民币创立了华为公司。 "……处处都处在人生逆境，个人很孤立，当我明白团结就是力量这句话的政治内涵时，已过了不惑之年。" 我终于想明白了这个问题。 任正非在创办华为公司之前就已经很厉害了，他43岁就出席过全国科学大会，因为他作出了重大贡献，有重要的发明创造。 所以不要真以为任正非不懂技术，不懂研发，他只是在谦虚而已。 老方说任正非其实是站在了更高的维度上——老板不是要什么技术都懂，而是高屋建瓴，从宏观层面看问题。 《一江春水向东流》中就有谈及任正非创业的情况。 人到中年，年过不惑，却还是在逆境之中，谁能体会到其中的滋味呢？ 你可以试想一下：如果自己是中年失业，背负巨额的债务压力，上有老下有小，母亲身体不太好，孩子要上学，跟妻子离婚…… 到了这种境地，你会怎么样？ 人生路窄，生活所迫：要么毁灭人，要么成就人！ 如果是换个人处于那样的情况，可能就是落魄、潦倒了，天天愁眉苦脸，想着怎么挣钱，只要能够混口饭吃就谢天谢地了。 而对 ...

为何出类拔萃的人才如此稀少？ 这是一个问题。 很多老板都抱怨自己公司缺乏人才，绝大多数员工都是平平无奇，千军易得一将难求。难道"王侯将相宁有种乎"，人中龙凤只是少数？ 一个公司的成功首先在于老板是人才，其次是老板还能带领很多人才组成团队，大家一起努力才能取得成功。 在华为创业早期，无论行业内还是行业外，对华为就有两个印象，一个是华为的待遇高，一个是华为的人才多。所以一方面很多人才往华为流入，一方面也 有很多人才从华为流出。 那么，华为公司为什么人才济济呢？不只是因为任正非财散人聚，舍得分钱。老方说主要还在于任正非建立了一个良性循环的机制，让人才乐于奋斗，从而 不断推动企业的发展。 "以奋斗者为本"和"以客户为中心"一样是华为企业文化的精髓，企业的目的十分明确，是使自己具有竞争力，能赢得客户的信任，在市场上能存活下来。为 此，企业就必须强调奋斗，以奋斗来提升企业的竞争力。 要为客户服好务，就要选拔优秀的员工，而且这些优秀员工必须要奋斗；要使奋斗可以持续发展，必须使奋斗者得到合理的回报，并保持长期的 健康。 在加入华为公司的数十万员工中，不能说每个人都是出类拔萃的人才，但他们在华为成才的概率确实很大。他们能成功， ...

对于老板们担心的企业传承问题，任正非就轻松多了，他早已完成了交接班的制度安排，华为有很多"接班人"，他们足以支撑企业的基业长青。 人家问我"你怎么一天到晚游手好闲？"我说，我是管长江的堤坝的，长江不发洪水就没有我的事，长江发洪水不太大也没有我的事啊。我们都不 愿意有大洪水，但即使发了大洪水，我们早就有预防大洪水的方案，也没有我的事。——《与任正非的一次花园谈话》 如我们所知，中国民营企业的接班是一场大考，不是每个企业家都能过关，哪怕企业创始人做了很多准备，也避免不了内部的纷争。 毕竟牵扯到巨大的利益分配，兄弟反目，母子相争，所谓"豪门恩怨"，说穿了都是为了钱。 富不过三代。这就像一个咒语，多少精明的企业家都对此无计可施，他们想要把拼搏了一辈子的基业传承给子孙，但又恐怕子孙驾驭不了，反而惹来祸患。 子孙若如我，留钱做什么？贤而多财，则损其志；子孙不如我，留钱做什么？愚而多财，益增其过。 道理都知道，可事到临头不把财富传给子孙，又能传给谁呢？ 老方说：在企业接班人传承上，任正非做法很高明，华为代表了方向 在华为公司，采取了"用规则的确定性来对付结果的不确定"的做法：公司治理架构很完善，集体领导制度，不把公司的命运 ...

Core Viewpoint - The departure of a former Alibaba employee, Yuan An, highlights significant internal issues within the company, emphasizing the need for change and improvement in its corporate culture and management practices [1][3][15]. Group 1: Employee Sentiment and Company Culture - Yuan An's lengthy resignation letter expresses deep dissatisfaction with various aspects of Alibaba, indicating that only employees who genuinely care about the company's future will voice their concerns [1][14]. - The current employee classification at Alibaba includes "golden cows," "wild dogs," and "white rabbits," reflecting a problematic culture where performance is prioritized over values [6][7]. - The perception of a decline in the company's values and the rise of "wild dogs"—employees with poor values but high performance—has led to a toxic work environment [9][11]. Group 2: Management and Structural Issues - The lack of transparency in performance evaluations and promotions has created a culture where loyalty to superiors is prioritized over merit, leading to bureaucratic challenges [11][12]. - Yuan An's observations suggest that the company's current practices have resulted in a dilution of the value of promotions, contributing to internal inflation of job levels [11]. - The need for a more effective reward and punishment mechanism is critical, as the current system allows for manipulation by supervisors, fostering a culture of favoritism [12][15]. Group 3: Leadership Response and Future Outlook - Jack Ma's response to Yuan An's letter acknowledges the challenges of growth and the necessity of time for improvement, indicating a recognition of the issues raised [3][4]. - Despite the serious nature of the concerns outlined in the resignation letter, there is a belief that Alibaba remains one of the best companies and can overcome its internal challenges with determination and time [15][17]. - The narrative suggests that change is inevitable for both the company and its employees, and adapting to new realities is essential for survival and progress [17].

一、刚性制度设计：用权力制衡约束权力 任正非在华为推行的"三权分立"制度（提名权、评议权、弹劾权），本质基本就是军队管理机制的有效 商业转化。这种制度的核心是权力制衡——就像战场上需要多个部门协同作战一样，干部选拔也被拆解 成三个独立环节：业务主管负责提名候选人，人力资源部门审核绩效和资质，党委则手握"道德一票否 决权"。 如果一个部门主管想提拔亲信，他只有提名权，但候选人必须经过人力资源部的绩效审查（比如是否连 续两年达标、是否有跨部门经验），还要通过党委的"品德关"——比如是否接受过客户宴请、是否在关 键时刻推诿责任。任正非曾说："三权分立不是要搞绝对公平，而是防止个人偏好毁了公司。" 王石在万科建立的"弱关系文化"也颇具代表性：所有审批流程数字化，任何环节超过一定时限未处理即 自动触发问责机制，完全杜绝人情干扰。 他把所有审批流程搬到了线上，系统自动监控每个环节——比如一份采购合同如果卡在相关财务部门超 过48小时，不仅会亮红灯警告，还会直接抄送审计部门和董事会，责任人须在48小时内提交书面解释。 这种设计让"找关系、打招呼"彻底失效，就像战场上指挥官必须按作战手册行动。王石曾比喻："制度 就像战地军规 ...