中国基金报记者 邱德坤 中国基金报记者9月23日获悉，9月22日，东风汽车董事长、党委书记杨青赴深圳，与华为创始人任正非及华为副董事长、轮值董事长徐直 军进行会谈。 任正非表示，汽车行业的根本是要把车造好，车的最高级别就是安全。 【导读】东风汽车董事长拜访华为高层，任正非称"汽车行业的根本是要把车造好， 车的最高级别就是安全 " 这是继广汽集团董事长、总经理冯兴亚之后，又一家国内头部车企掌门人赴深圳拜访任正非等华为高层，目的均是要与华为在造车领域深 化合作。 东风汽车拜访华为详情曝光 透露与华为未来合作计划 杨青在与任正非的会谈中，双方回顾了东风汽车与华为多年来深化合作的历程，并且针对汽车行业的竞争态势、企业机制创新等议题交换 了 意见。 杨青表示，东风汽车正在积极推动新能源、智能化跃迁，将与华为持续深化战略协同，共同面对汽车产业变革与市场挑战。 任 正非表示，汽车行业的根本是要把车造好，车的最高级别就是安全。 杨青在与徐直军的交流中，双方重点针对持续推进全面战略合作、企业管理、人才培养等议题深入探讨，共同探索产业升级新路径。 徐直 军表示，华为将全力支持东风汽车转型发展。 2018年，东风汽车与华为首次签署 ...

Core Insights - In 2025, Huawei announced a remarkable annual revenue of 860 billion, marking its return to prominence despite ongoing U.S. chip sanctions, showcasing a significant technological breakthrough and a profound management revolution [2][3] - The transformation from a reliance on a "human wave tactic" for growth to the adoption of an advanced Integrated Product Development (IPD) system has redefined Huawei's collaboration across R&D, marketing, and supply chain, proving that its success is not coincidental [2][3] Strategic Insights - Huawei's product competitiveness stems from customer needs rather than merely technological advancements, recognizing that technology alone does not guarantee market success [12][13] - The company learned from past failures, such as being eliminated from selection by China Telecom due to a lack of alignment with operator needs, leading to a shift towards a customer-centric approach [13][14] - Huawei emphasizes a balance between addressing current customer pain points and future technological developments, encapsulated in the metaphor of "twisting a麻花" [16][17] Execution Insights - The IPD system integrates product investment management, customer-driven development, and structured processes to ensure the successful launch of competitive products [23][24] - Key success factors include selecting the right market opportunities, executing product development correctly, and effectively managing customer needs [25][26][27] - The structured IPD process allows Huawei to move away from reliance on individual heroes, enabling systematic and continuous product development that meets customer requirements [29][30] Quality Management Insights - Huawei's quality management has evolved over 30 years, transitioning from reliance on suppliers to a comprehensive quality assurance system that emphasizes prevention over inspection [32][35] - The introduction of a "big quality" management system reflects a shift from product-centric quality control to a holistic approach that encompasses all aspects of the company [41][42] - The company recognizes that quality is foundational to its survival and growth, with a focus on preventing issues at the source rather than merely addressing them post-factum [43] Evolution Insights - Continuous evolution is essential for survival in a competitive landscape, with Huawei adopting a strategy of "cutting feet to fit shoes," emphasizing the importance of understanding and adapting Western management practices [45][50] - The company believes that proactive transformation, rather than merely enduring challenges, is key to thriving in difficult times, as demonstrated by its resilience in the face of U.S. sanctions [53]

Core Insights - Huawei's success is attributed to its Integrated Product Development (IPD) system, which has evolved over 20 years, transforming the company into a model of systematic capability development in the Chinese manufacturing landscape [2][4][12] Group 1: Strategic Adaptation - In April 2025, despite facing intensified chip bans from the U.S. Department of Commerce, Huawei reported annual revenue exceeding 860 billion yuan, with R&D investment accounting for 20.8% of its revenue, showcasing its resilience and strategic focus on systematic competitiveness [4][10] - Huawei's management transformation began with a visit to major U.S. tech companies in 1997, leading to a shift from a "technology-first" approach to a "customer demand-oriented" strategy, emphasizing the importance of understanding user needs over technical specifications [6][8] Group 2: R&D and Innovation - The development of the "Super Night Mode" feature in Huawei smartphones exemplifies the company's shift towards user-centric innovation, allowing for handheld night photography and contributing to Huawei surpassing Apple in smartphone sales for the first time in 2018 [8][10] - Huawei's R&D strategy has been characterized by a focus on long-term investments, with 2024 R&D expenditures projected to reach 179.7 billion yuan, of which approximately 30% is allocated to fundamental research, establishing a technological moat in advanced fields [10][12] Group 3: Organizational Resilience - The success of Huawei's IPD transformation is attributed to strong leadership support, continuous training, and a gradual implementation approach tailored to business characteristics, highlighting the importance of change management in organizational success [10][12] - Huawei's ability to adapt and thrive amid external challenges, such as the U.S. chip supply restrictions, underscores the significance of building systematic organizational capabilities that can convert random opportunities into replicable strengths [12][13]