1. Huawei re-elected the board of directors: Chairman of the rotating CEO, Liang Hua to replace Sun Yafang;
Micronet collection reported on March 23
Today, Huawei completed the reelection of the new board of directors and announced the list of the board of directors:
Chairman: Liang Hua
Vice Chairman: Guo Ping, Xu Zhijun, Hu Houkun, Meng Wanzhou
Managing Director: Ding Wei, Yu Chengdong, Wang Tao
Board members: Liang Hua, Guo Ping, Xu Zhijun, Hu Houkun, Meng Wanzhou, Ding Wei, Yu Chengdong, Wang Tao, Xu Wenwei, Chen Lifang, Peng Zhongyang, He Tingbo, Li Yingtao, Ren Zhengfei, Yao Fuhai, Tao Jingwen, Li Lida
Alternate Directors: Li Jianguo, Peng Bo, Zhao Ming
The chairman of the board performs governance responsibilities, including external responsibility for company public relations and image maintenance, and presiding over the company’s shareholding employee representative meeting. The role of the rotating chairman is to focus on the management of the company, through the leadership of the board of directors and the board of directors. Leading the company forward. After the rotation of the chairmanship mechanism, the rotating CEO system will no longer be operational. Guo Ping, Hu Houkun, Xu Zhijun, three current rotating CEOs, were all elected as rotating chairman.
The analysis bulletin set of micronets provides the following highlights:
1. Ren Zhengfei as the founder and president of the company, no change.
2. Liang Hua replaced Sun Yafang as the new chairman, and Sun Yafang withdrew from the board of directors. Liang Hua also served as chairman of the board of directors of the stock holding staff. (The chairman is just an honorary post, just like Sun Yafang before.)
3. The new Board of Directors continues the collective leadership model. The rotating CEO system will no longer operate and will be replaced by the rotating chairman mechanism. Vice Chairman Guo Ping, Xu Zhijun, and Hu Houkun serve as the company's rotating chairman. The rotating chairman is the company during the duty period. Supreme Leader, leading company board and standing board.
4. Former Managing Director, Huawei CFO, Ren Zhengfei's daughter Meng Zhouwan was promoted to vice chairman.
5. Ding Wei and Yu Chengdong were all upgraded by the former board members. Wang Tao, president of products and solutions, entered the board for the first time.
6. The newly appointed directors are Yao Fuhai, Tao Jingwen, Li Lida, Peng Zhongyang.
7. Wan Hao, Zhang Pingan, Li Jinge, Wang Shengli are no longer directors.
The following is the original announcement:
No.2018'001 issuer of stock holding announcement: Liang Hua
announcement
The 3rd Conference of Employees' Union Representatives of the China Investment Holdings Co., Ltd. held on March 22-23, 2018, in the J5 (triangular)-2F-VIP conference room, Shenzhen Putian Huawei Technologies Co., Ltd., should attend the meeting. 49 people, 49 of whom attended the meeting. The meeting was valid.
The shareholders’ congress meeting reviewed and approved the 2017 “Company Profit Distribution and the Income Distribution Plan of Virtually Concessional Units of the Trade Union”, and the “Module for the Election of the Board of Directors of Huawei Investment Holdings Co., Ltd.” was revised. The board of directors of Huawei Investment Holdings Co., Ltd. 2018 The General Assembly's Implementation Rules, heard Sun Yafang's resignation as Chairman of the company's report, and conducted the reelection of the board of directors of the Board of Directors of Huawei Investment Holdings Co., Ltd. and the supervisor's by-election.
First, the representatives of the shareholders’ holdings voted and the new board chairman, directors and alternate directors were created. The company’s new board of directors then convened the meeting and elected the vice chairman, the managing director, the vice chairman and the executive director. The directors form the company's executive board. The main contents of the election are announced as follows:
Chairman: Liang Hua
Vice Chairman: Guo Ping, Xu Zhijun, Hu Houkun, Meng Wanzhou
Managing Director: Ding Wei, Yu Chengdong, Wang Tao
Board members: Liang Hua, Guo Ping, Xu Zhijun, Hu Houkun, Meng Wanzhou, Ding Wei, Yu Chengdong, Wang Tao, Xu Wenwei, Chen Lifang, Peng Zhongyang, He Tingbo, Li Yingtao, Ren Zhengfei, Yao Fuhai, Tao Jingwen, Zhai Lida
Alternate Directors: Li Jianguo, Peng Bo, Zhao Ming
Second, the company's board of directors identified vice chairman Guo Ping, Xu Zhijun, and Hu Houkun as the company's rotating chairman. The rotating chairman is the company’s top leader during the duty period, leading the company’s board of directors and the standing board of directors. The rotation of the chairman of the board is six months. Five-year cycle is as follows:
Xu Zhijun: April 1, 2018 to September 30, 2018
October 1, 2019 to March 31, 2020
April 1, 2021 to September 30, 2021
October 1, 2022 to March 31, 2023
Guo Ping: October 1, 2018 to March 31, 2019
From April 1, 2020 to September 30, 2020
October 1st, 2021 to March 31st, 2022
Hu Houkun: April 1st, 2019~ September 30th, 2019
October 1, 2020 to March 31, 2021
April 1, 2022 to September 30, 2022
3. Liang Hua, Chairman of the Board of Directors, also serves as Chairman of the Board of Directors of the Shareholding Employees' Board of Directors. The Board of Directors determines that Meng Wanzhou, Vice Chairman of the Board, is the coordinator of the operation of the agency platform.
4. The company expressed its sincere gratitude to Ms. Sun Yafang for the company's significant historical contributions during her tenure as Chairman of the company. Ms. Sun Yafang will continue to play an important role in the further construction and improvement of Huawei's governance system.
5. After the election was over, members of the board of directors held a sworn inauguration ceremony of the new session of the board of directors and vowed to sign the oath.
Sixth, the holding staff representatives will vote for the by-election to produce two supervisors: Li Jinge, Li Dafeng
Special announcement.
Huawei Investment Holdings Co., Ltd. Trade Union Employee Representative Meeting
March 23, 2016
Main delivery: All employees of the company
2. Ren Zhengfei talked about the talent strategy: This year, 6,000 people were promoted and 10% of the cadres were eliminated at the end;
Tencent's "One Line" Yan Dongfu reported on March 22
Today, Huawei’s “Sound of the Sound Community” issued the latest “Summary of speeches made by Ren Zong on the revision and discussion of the 2.0 Outline of Human Resources Management”. The article pointed out Huawei’s latest strategy of attracting talent, supervision of cadres, and elimination at the end.
Ren Zhengfei pointed out that the thinking of the HR Management 2.0 mainly changes from the previous non-trust management system to the trust system. In the case of internal and external compliance, it will increase grain production, reduce unnecessary reporting and reporting, and thus reduce the level of management. Make the power of combat more used in food production.
Over the years, Huawei can maintain sustained growth. The founder of Ren Zhengfei's ideology has played a number of roles. Especially in the introduction of talents and management of cadres, Huawei has always maintained a high degree of consistency.
It is understood that with respect to material incentives, Huawei emphasized this year that the concept of material rewards is more work. In terms of the distribution of material rewards, it is the idea to work more, and the sharing mechanism is the means.
Ren Zhengfei pointed out that in the future, the long-term incentive mechanism and short-term incentive mechanism will be further reformed, the long-term incentive mechanism will lead to continuous struggle, and the short-term incentive mechanism will lead to prolific food production.
At present, Huawei is piloting 20% of the total income from low-level employees to buy stocks. Ren Zhengfei exemplifies: 'You're doing well, you should take more money and get bonuses. With some of your total income, you can buy more shares. If your total income is lower than the average level of the same grade in the same year, then you do not buy the stock, then give up one year. There is no saturation line, you can constantly charge, this is the long-term incentive mechanism. '
In addition, in the career development of personnel, Huawei will continue its outstanding promotion this year. In the 15th and 16th levels, we will promote 3,000 people, 2,000 in Class 17, 18, 19, and 1,000 in other levels.
In terms of management of cadres, Ren Zhengfei emphasized that for those officials who do not dare to eliminate and downgrade their unqualified employees, they must adhere to the elimination of the last 10% per year.
On the whole, an important goal of Huawei's Human Resources Platform 2.0 is to eliminate 30 years of accumulated problems and help Huawei rejuvenate its youth.
Fuhua’s internal speech:
General Manager Office Email
Email address '2018'022 Issuer: Ren Zhengfei
A summary of the speech made by Ren Zong on the revision and discussion of the 2.0 Outline of Human Resources Management
(This memorandum extracts the content of the speech in the collective discussion on the Human Resources Platform 2.0 related to the third round of the HRA 2.0 and the November 20-21 2017 Daily Board of Directors Democratic Life Conference on November 13, 2017.)
I. The thinking of the HR Management 2.0 is mainly based on the change from the previous distrust management system to the trust system. In the case of internal and external compliance, it will increase food production, reduce unnecessary reporting, and reduce reporting. This will reduce the level of management. Let the power of combat be used in the production of food.
First of all, we must clarify how the management of “a tree” in history under the control of “Heaven” and “Earth” has been implemented. What lessons should be learned? First, I must emphasize how the single business is managed in 30 years and then expand horizontally. The concept of multi-tree management explores the management of differentiated 'multiple trees'. The management of 'a tree' is a good foundation. It is a good summary of past management experience and existing problems, and then the next step further defines the next step. Management how to discard and optimize.
Why does the company always emphasize the need to focus on the main channel? Because each additional business adds several thousand management points to the management system, which has a big constraint on management progress. At present, the management of a tree is not yet outstanding. Management will not disrupt the management system. It is necessary to dissect and improve the management of 'a tree' from the perspective of effective management. For example, renewal of standards, dismantling of bills, etc. are existing problems in a tree. Now the authorities say casually. There are 7000 documents for NO'. When the process arrives, it is jammed. It gets stuck again. It is very slow. How difficult is the process reform? Only the people who use know that there is no tears. The management problems in the tree are still so complicated. We will not confuse the multiple trees! There is still a lot of room for improvement in management. We must study the octopus control system. Its 2/3 neurons are At the tip of the claw, so few of its claws will not fight chaos. How the cerebellum of the claw-tip interacts with the central brain. This is also the reason why we are clear that the management of multiple trees between heaven and earth, and the management of trees and trees, should in principle not be associated with thinking. The association between trees is mainly through Heaven, Earth is associated.
We can't stop the objective development of the business. There will be more trees. However, we must first start to sum up lessons learned, not allow weeds, and do not allow blind innovation. The biological growth of the human body depends on the acceptance of cells. Control splitting, splitting into new brain cells, red blood cells, etc., to absorb nutrients, nourish the body, and thrive; uncontrolled cell division is cancer. Infinitely dividing cells consume precious resources madly, bringing with it the inevitable wilting of the body. With death, the global market share of each tree in the company's future must be expected to reach the top three in the world, and it is impossible to achieve the project. The project is to be controlled. Embedded business improvement may be a strategy; plug-in product development may not be in the main channel. We must not consume strategic competitiveness at non-strategic opportunities, not only because we do not have such a lot of money, but also because we do not manage so many bottlers. In the face of differentiated businesses and people, we must adopt differentiated policies and Management methods, but differentiation should start with a solid foundation for effective management of a single business.
In the future, the core ideas of the company's several business managements are basically the same as the macro rules. The cloud business should not simply copy the surface practices of the external cloud services. It is necessary to deeply understand the laws of the business, and it must be combined with our actual conditions. We still insist on doing a piece of work. The fertile northeastern black land allows everyone to plant corn, sorghum and soybeans.... Which potato is good, let it grow potatoes; Which corn is good, let it grow corn; Can openly accept all excellent business, This business group formed a cloud platform. We are also a cloud business company, but most of the crops are grown by others. We are only a piece of black land. We insist on not taking the road of heavy asset. We do the business of Anping and we insist on doing it. A good northeastern black land can be developed effectively together with excellent companies. Of course, we do not rule out that we also plant a stilt, but this business must look forward to the world's top three or more.
The structure of Outline 2.0 can be divided into two parts: The first part summarizes what has actually been done in the past 30 years. That is to say, we first summarize the 1.0 version of Human Resources Management and then the future, but this summary is not a simple sketch. Ways to sum up the past history is to sum up the history of the past with today's cutting-edge methods, but also to sort out how many questions there are and what methods should be used to solve them. The second part, 'a tree' theory in ' In the process of using multiple trees, we will also have many new problems. We need to discard and develop our ideas. Success is not a reliable guide for the future, and the long-term survival of companies must follow the evolutionary rules of biology and change in the external environment. When it is slow, continuous accumulation is an advantage; and when the external environment changes rapidly, we must be alert to developmental obstacles that rely on past experience. The principle of summing up and discarding is that human-related management experience may still apply in the future; and business, and times Environmental-related experience may have changed, not path dependencies. To uphold the core metaphysical philosophy of the company’s core values, Stepping past the sunset to adapt to the phased needs of the deceptive appearance of the method, actively open to explore new ways to adapt to change. Open is the premise of the evolution of the enterprise, only open, maintain empty cups, insights and learning to absorb external information, will not make themselves become The isolated islands in the development of commercial jungles have the opportunity to change, iterate and evolve into advanced enterprises that have always adapted to the era.
Second, the company’s future is a distributed management system where both governance and division take equal weight. It adopts a “horizontal decentralization, vertical authorization” power structure. The institutions of the ruling system are divided into checks and balances of authority, and the authority system and the partition management system are authorized. Regulatory relations. Legislative power is higher than executive power.
The Future Group Board of Directors is the company's top leadership committee authorized by the Shareholders' Congress and represents the Group's ruling power. The following are the Consumer Business Management Committee, the ICT Infrastructure Business Management Committee and the Platform Coordination Management Committee. Consumer and Pan-Network Business Management The committee has certain decentralization powers; the platform coordination management committee supports the coordination power of the group's governance, undertakes the claims and requirements from the board of directors, does detailed work penetration, and forms a common platform for the company. The central control of the board must be strong. , By governing the platform to control the diversion of different businesses, otherwise it is easy to be emptied.
In the future, the power structure of 'horizontal decentralization and vertical authorization' will be adopted. The system of corporate governance such as the board of directors and the board of supervisors will be divided and controlled, but the system of governance to the system of separation and management is not decentralization but authorization, and the decision-making power is granted to the following. The right is still in the group. It is not a peasant uprising to seize power, but it is divided into management decision-making power, and there is no sub-supervision power. Since it has received the authorization, it must be supervised. The management of the tube can only be granted if the authorization is granted. Can not control it, what do you give out? The authorization is to make each business unit increase its vitality under reasonable macro rule, instead of leaving the BG/BU out of the company.
The common value management of the company is the total responsibility of the board of directors. There are four main aspects: First, strategic insight; Second, establish business boundaries and management rules; Third, manage high-level key cadres; Fourth, supervision. The board's supporting platform is now the group's main functions. Departments, which have the responsibility to support the govern- ment, are more based on construction than on operations; the following governing system is a platform for its own operations and supervision. On the supervision of group functions, management and services, we can further discuss optimization. The business grows in our company, even a small entrepreneurial model comes out, we also tolerate, but you are limited, controlled, can not gamble with bottomless investment, you must expect to enter the world's top three, in the world of IT territory to own A place for oneself. Each business must create value for the company to give you, not to create value, not to tell stories.
The purpose of managing with the land and the land as the platform is to allow multiple trees to grow together on the company platform. It is better to have no association between the trees and the trees. It is only connected with these trees in a heavenly manner. We have a central divergence and convergence. All businesses are free to operate flexibly, and there are days and land management and control. Decentralization is not suitable for Huawei in the short term. In other words, the principles of tree and tree are not shared, and they do their own, so that they do not interact with each other. Containment and management are also simplistic. The platform for corporate governance is one, and the platforms for separation and control are their respective ones. They will be shared after they are divided. If the representative office implements the subsidiary company's board of directors to represent the company, as a platform, it is All business services.
The company's basic platform (such as technology platform and organizational platform) is very important to build, and it should be stable. The company's basic platform is open source to our application platform, and supports the rapid development of application platform. Each year, the common code and procedures are precipitated from various application platforms. Reducing the burden on the application platform, increasing his operating speed, and responding quickly to business needs. The application platform does not seek for the U.S. for beauty. There are shortcomings that can be used for the time being. No, it can be eliminated. Whoever dances on the platform does not care, and you sing I was on stage because the actor's life was limited and he jumped and died. However, the platform became thicker and thicker and became a foundation for supporting the company's long-term development. It must have a strong competitive edge to dominate the party. The Great Wall of China is still here today. , In the absence of Emperor Qin Shihuang, the most important thing for the company was to seize the construction of the platform and improve its competitiveness. If the platform is built well enough, our business can also be better developed. The platform is always young.
In the past, the company was unstable. It was in the process of organizational reform that we broke up old platforms, regrouped and recombined, and constantly formed new platforms. This was not conducive to the continuous accumulation of business capabilities, nor could we quickly gather development power after a breakthrough. The business support role and leverage cannot be fully realized. In the future, the company should be allowed to have a full-time platform, and the platforms should be weakly coupled. Each of the various reforms could not cause confusion. If we have established two platforms, a basic research Technology platform, a basic management platform. The big tree of different business can fully exert its own vitality, operate according to its own business rules, and develop. The basic research technology platform will be done slowly and steadily. Precipitation, enriching the base of the “Great Wall”; application platform allows mistakes, actively serve customers, and precipitate 5%~10% from the application platform to the basic platform every year. Then the combat team of the application platform can be younger It is also a module to be wrong. If you are wrong, you must have a module. In the combat platform of the market, there must be a strong staff team. It is the key backbone of elite combat operations. Their stable and high-efficiency work can not only simplify process management, but also help the front line to move quickly.
Third, human resources management should make good use of both spiritual and material driving forces. Spiritual motivation should lead to continuous struggle, and material incentives should be based on value creation.
In terms of spiritual motivation, it emphasizes sticking to the core values and combining the company’s visionary mission with the individual work motivation of employees. This is the individualism underlying collectivism. The results of morality and responsibility are the two pedestals for the selection of officers. The small trees on the growth rate and speed should be compared. To build an organizational atmosphere of trust, cooperation, and struggle, and gradually implement trust-based management, and continue to stimulate the active motivation of organizations and employees.
Each employee has his or her own values and sense of mission. Grassroots employees also have a sense of mission, but they don't have to carry too much. Senior leaders mainly have policies, rules, and a strong sense of mission. Different levels cannot use the same standard. The sense of mission is very strong, and everyone's motivation is not allowed to be different, at least not the same weight. We assume that a small group of people are ambitious, but can not call all the second-class soldiers must be turned into the commander. Most people are cadres, love one line , special line, the company's core values are unified, but can be classified in the dissemination, sub-regional use of different requirements standards.
For excellent talents, super talented people are inclined to give opportunities to the battlefield, not to immediately upgrade their ranks. After the achievements are made, the ranks can be upgraded. We must focus on the rules rather than on people. Understanding the results of the responsibility is not necessarily to hold 4. A golden doll can hold a clay doll.
From the aspect of material incentives, we still emphasize that the concept of material reward is more work and more. In terms of the distribution of material rewards, more work and more is the idea, and the sharing mechanism is the means. There can be an internal distribution and a secondary distribution, and sharing can be achieved. The system must be extended to the entire value chain. This allows all internal and external talents to participate in the process of value creation and value distribution, thereby realizing the rationalization of value creation.
In the future, the long-term incentive mechanism and short-term incentive mechanism will be further reformed. The long-term incentive mechanism leads to continuous struggle, and the short-term incentive mechanism leads to more productive food. The long-term incentive mechanism is now saturated, but after saturation, it will not lead to long-term struggle? Therefore, we are now piloting In a lower-level employee, 20% of the total income is used to buy stocks. If you do well, you should take more money and get more bonuses. With part of your total income, you can buy more shares. If your total income is lower than that of the same year. After a certain level of average rank, you don't want to buy stocks and give up one year. Without the saturation line, you can keep charging. This is the long-term incentive mechanism. The distribution of long-term incentives should be focused on middle-level employees. The part of the people who have continued to have excellent sense of mission. These people are the foundation of the future chief executives, senior experts, and senior staff. We want to encourage this group of people, not to spread the pepper. Short-term incentive mechanism We now say 3: 1 short-term Incentives are too strong. 3:1 is based on experience. In the future, a more reasonable coefficient may be revised. To target the grassroots, middle, high-level, markets, The nature of contributions, incentives, and demands of different groups of people in the development, functions, operations, and support to differentiate the proportions of the long-term and short-term components of the compensation structure. The structural management of compensation can not be a model, implementation can not be implemented across the board, and support must be explored. That is, the ''Crowdfunding Flash'' employment model of salary incentive model.
In the distribution, strategic problem companies make strategic arrangements, non-strategic things must be centered on contributions, some businesses are good for you, and there is no profit sharing without profits. There will be a scientific method.
For the company's business boundaries, the access sharing system for mature businesses should be optimized, and incremental incentives, strategic incentives, and other measures should be gradually introduced to not only make current jobs for 'dozens of foods' pay, but also make reasonable efforts to increase land fertility. Earnings. Additional incentives are also an incentive. On the other hand, dozens of foods cannot be at the expense of 'overdrawing worsening' land fertility. For the quick success and instant benefit of overdraft and deteriorating land fertility, we all know that it is more important to establish a scientific development concept. It is to establish a scientific view of history.
4. Adhere to the selection of cadres from successful practices, build a sense of mission with a high sense of mission and responsibility, possess strategic insight and decision-making capabilities, control and control capabilities of the campaign, advocating combat will, self-sacrifice, and a team of cadres who seek truth and being pragmatic. Dare to choose outstanding ones Low-level employees also dared to eliminate the senior officials who did not act as senior officials.
It is necessary to distinguish the different roles of the leader group, the main government group, and the general cadre group. 'Looking up at the stars, seeing changes, and grasping the company's macro strategic direction,' is a requirement for company leaders, not a requirement for the main officials. It is to focus on strategic execution and operational success. The requirements must not be too macro.
Every cadre must dare to take the blame, and he does not dare to blame. The non-executive cadres must be accountable and replaced. The cadre's exercise of power is actually his greatest opportunity. He gave up the opportunity to give up. The cadres want to bark and the company has hope. Cadres also cannot take the company as human beings. For those who fail to achieve results, the officials who dare not knock out and downgrade the unqualified employees must adhere to the elimination of the last 10% per year. We do not work hard, and we have trouble with the wealthy diseases of the dynasty. What is the difference? The cadre is not directly dismissed when it is replaced, but it is necessary to go to the strategic reserve or the internal talent market first to allow them to look for jobs and compete with young people! It is necessary for the non-executive officers to know that it is difficult to re-engage the road. This is the biggest opportunity. The elimination rate of the main officials is high, but their promotion is also fast. An important purpose of the Human Resources Programme 2.0 is to eliminate 30 years of accumulated problems and help organizations rejuvenate their youth.
The eight cadres are essentially one sentence. To be honest, to be honest. We still maintain the eight, not to mention too elaborate. The eight cadres can use some posting methods to do some pretty posters, brochures, etc. Moral compliance The committee will form a kind of feather duster that will alert the officers after violating the eight rules. For example, where do the cadres violate the eight rules? Do not remove your position first, nor will you dispose of you. Just put your name on a public platform. Violation. At this year's market conference, thousands of senior officials solemnly solemnly swore to faithfully implement the eight articles. After the oath was just completed, no one should be allowed to provoke the eight, and openly or touted the leader in person. The greatness of the leader is naturally formed, not the flattery of the aunt. Stacked up. To aggressively provoke the eight authoritative political speculations, it must not be allowed to spread. The more it is to be dazzled by victory, the more vigilant it is. We must be able to see some hardships at all levels of our supervisors and cadres. Back view of dried man.
5. Adhering to the outstanding talents striving hard is the source of the company's value creation. The internal talents are multiplied, the external talents converge, the matching business is built, the structure is rational, the professional is profound, and the creative professional team is full of vitality.
'Excellent talents striving hard is the source of company's value creation'. In fact, the outstanding talents striving hard are the main source of company value creation, but we should not neglect other value creation factors, so mention of 'source' is possible. In terms of management mechanism, we want external talents to converge and internal talents to multiply. Through the establishment of the entire talent team mechanism, we form a professional team that supports the development of the company.
One of our main problems is that the R&D team needs to be younger. The second is that the senior talents must have strategic insights. A large number of graduates of science and engineering should enter the GTS through R&D, and then go to the GTS for a period of practice. Then, two R&D jobs for three years. After completing some projects and gaining some successful experiences, they will be diverted to various positions. Even if those who continue to engage in R&D, the second cycle, the profits will be quite good. Yu Chengdong, Wang Tao is not successful in completing a research and development project and taking to the market. Is there an insight into technology? Only knowing the technology can provide strategic insight. If you don't understand technology, you cannot have strategic insight. You must get a group of people from research and development to a variety of positions in a timely manner, and strategic reserve positions.
The company must have differentiated management policies and mechanisms for different types of talents. For external high-end specialists, there must be a “crowdfunding” type of management approach. There is no need to bundle a scientist for 20 years, and there is no need to always ask him to be loyal to the company. It doesn't matter if he comes in for only three years and five years. If you reach the goal, you can get as much as you can. It may not be less than what you would expect to spend for 20 years under the ordinary mechanism.
The family of employees is the basis for the company to consolidate its deterministic and efficient operations. It is hoped that the team will be stable and the operations should be timely and accurate. The staff members can work hard as long as they are 5 and 60 years old.
In the face of the uncertainty of the chief Guantao, it is imperative to implement Ebb Tide.
For experts in the relevant professional fields, vertical circulation, horizontal circulation, three, five years and one cycle, it will take some time to go to the front to participate in operations and establish theoretical links with reality. If a stable and strong staff team is established, the solution will be In fact, 95% of the bids were not changed. Only 5% of the MSG was thrown in. Experts only managed the issue of how 5% of MSG was spilled. The main officials only focused on the direction and success of the operations, and organized the resources properly. .
Our company must have a stable family of employees. The staff is responsible for the professional operation and operation. It is the basis for the stable development of the company. What is a staff? The military officer is called the staff. He is responsible for the deterministic business. The expert is to solve the problem. Certainty and difficult issues. In the past, the day-to-day management of the bank was mainly staff, and the management was the staff; the back-office manager was an expert, but also some staff and administrators; the president was mainly social, public relations and politicians, and business architects. Employees and experts must have professional skills but face different scenarios. Experts deal with uncertainties and changes, and deal with special situations that arise. Employees are constantly fighting against defined standards, but rules do not mean that things are simple. For example, to do bids, and to do bids can also be higher-level staff. The US military is responsible for the entire military oil is a non-commissioned officer, the US military believes that fighting oil is a definite thing. But all the generals go to the Pentagon are Salute this NCO. Because the Navy, Air Force, and the Army have to divide the oil. According to Japanese policy, the salary of a noncommissioned officer for 33 years is equal to Of course, the 33-year experience is not a simple place to sit there, but after 33 years of hard work and contribution, it has been admitted that it is a general. Why is the operation of the US government so stable? For the first-in-a-half, the leader is following the president's unclear decision. He said today that he wants to do this, everyone will listen and follow him, but there is a stable staff to perform the operation. The future rank of the project manager can be high, 21 levels. Project managers above and above should be in basic condition. We should be a low-level staff, middle-level staff, senior staff, low-level staff first, to be familiar with their own business, and secondly, to know the status of grass-roots practice; middle-level staff must have grassroots The successful experience of the practice; The senior staff has a high level of understanding and maturity in practice, not only the longitude of their own business, but also the latitude of the relevant business. The senior staff is allowed to reinvent, allowing further studies After the other junior and middle-level staff came up from the grassroots level, in principle, they did not change their positions, did their work, loved each other, made a special trip, and made all staff members of the company Moving up is not necessary.
This year, we will continue to make unconventional promotions. In the 15th and 16th levels, we will promote 3,000 people, 17, 18, 19, 2,000, and 1,000 other levels. We will open the gap between talents and allow these negative entropy factors to activate the organization. The locomotive is filled with oil, which is in line with the goal of 'all guns'. The purpose is to lay down the 'aircraft'. The standing board must bring up particularly good experts. Many of our scientists and business experts are excellent. They can Higher than our chief executive, even if the annual salary system is implemented, we can raise it. We must raise the number of experts and hold up the roof of the company's professional technology, so that many experts feel a sense of accomplishment. The number of experts at senior levels is only the same as last year. One-tenth of our managerial level, this aspect is still not enough. For the outstanding talents in the fresh graduates, can we give a 2%-5% target to a higher salary, like Google, Samsung? , Apple's interview will be directly set a salary, to increase the attraction of the best talents; For external high-end experts, to introduce a differentiated management mechanism, using special methods of management; Strategic reserve team members can be a little bigger, focus on training can be To exercise in difficult positions and challenging positions, to allow new seedlings to grow faster, when he no longer stopped the seedlings on a certain level, and a new group of seedlings entered the vision of the company.
In addition to improving material incentives for operational employees, it is necessary to further add spiritual incentives. Some small red flowers can be distributed, and small red flowers can be exchanged for a big red flower, etc. Material incentives and spiritual incentives are equally important. For operators, it is necessary to Many evaluations have been converted to quantification, rapid decision evaluation and incentives, and wages can be used in small and fast manners. Grassroots employees should gradually develop 'all-round employees' learning and activities. They should not only perform one line, love one line, one line, but also have appropriate With a reasonable professional span, each character of the production line understands to solve the current narrow skills span of the grassroots employees. The actual operation of the clerk is very complicated, and we must care for their reasonable treatment.
As our production process becomes more intelligent, our basic team is no longer a worker. Some Ph.Ds and Masters have also entered. We must redefine this artisan expert and scientists team.
6. Insist that the business decides to organize, adapt to different business characteristics, give play to the advantages of a large platform, and build an organization that focuses on customers, is flexible and agile, and cooperates with each other.
It is necessary to stress that the business determines the organization and adapts the organization to the characteristics of the business, while at the same time playing the advantages of a large platform. The company's platform is layered and is mainly divided into two categories, including the platform of the entire group and the platform of each business, and it is flexible. The organization is structured to meet three requirements: Build focus customers, be flexible and agile, and collaborate together. The business organization must have a certain management span, not to be too detailed. The company has entered a stable management state, the departments are small, and the first-line interference excessive.
On the whole, the organization and operation of the company must shift from a controlled to a supportive operational type. Organizations operate for operations, not for control, management and control are issues of control, and how can their operations be controlled and controlled? The trust-based management is a reduction. Necessary reporting, unnecessary PPT, unnecessary organizational hierarchy. In terms of operation, we must gradually promote the 'platform + business team' approach. This is a concept but there are many ways to achieve it. We hope that the functional departments will be platformed. The platform must be service-oriented and the service must be market-oriented. The platform cannot become bulky. The thickness of the platform must be determined according to the first-line call, and in turn, the cost of the platform can be squeezed. Finally, the platform and the front line is a hole. One hole.
The company still needs to build a process organization. Otherwise, how large-arms regiment operations will be achieved in the future, but the cumbersome process is not science, but it must be broken first. The Cobra Swing is the best KPI operation. The Cobra snake heads over and the joints follow. The body was put on, but the joints between the joints did not change. The U.S. military performed well in the Iraq war. In fact, it is a very good process. Our company is now discussing right and left, but the organization is operating in a rigid manner. Inflexibility, it still needs a lot of approvals, which is not as good as the high-speed railway operation and management of the state-owned China Railways. But now the process is poor, it does not mean that the process organization is not established. Although the process has a lot of problems, it also supports the operation of such a large company. Although there are problems, but we still have to inherit and optimize, to abandon the process of operation, we are the guerrillas. To gradually change the process of decision-making mechanism, the uncertainty of the affairs is the main decision-making team, the decisive affairs is senior staff The head of the center is responsible for the system. We have 200,000 meetings a year, and the small meetings opened in the coffee shop have not yet been counted. There are too many guilds, there are too many ATs, and the power is too big. The collective decision of the high-level committee is very important, and it is not anxious to go slowly. But the daily operation of the Chinese grass-roots level cannot fully apply this system. Certainty The implementation of the chief executive responsibility system, the speed of decision-making should be rather than on a monthly meeting to make decisions. The change steering committee itself should aim at prolific food, rather than the process of perfect self-appreciation. To promote grass-roots processes can be The use of reductions, the sunset of process documentation, and the implementation of optimization activities for scientific documents. To see which places are suitable for the implementation of the chief responsibility system? If the cancellation of ST, it is also necessary to come up with an alternative management mechanism to achieve a soft landing. The reform committee must take the initiative to improve The driving force is to produce more food, but it is better for the officials but not for the promotion. It is better to come in with some excellent second-class soldiers who are willing to promote improvement.
7. The focus of human resource work is business-oriented. Everything is for the business.
The focus of human resource work is similar to that of finance. The requirement for finance is 'business-oriented, financial supervision'; but human resources are not called supervision, and human resources are all services for business.
Human resources cannot always follow the business buttocks. The human resources staff system cannot be satisfied with professional operations. It is necessary to understand the actual needs of the frontline business; the human resources manager must be from the business field, from a number of successful project managers, successful leaders. The head of human resources must be the pioneer of the business. Only in this way can they understand what is being managed, but also find someone who knows. Otherwise, how do you identify the talented person? Human resource personnel without such business experience must first start with the general staff and not be too powerful. , The power is in the hands of the chief officer. He begins by doing a good job of supporting work.
The human resources team can exceed some establishments and allow personnel to jump out of the self-contained system of human resources. The human resources team includes personnel of the cadre system. It is necessary to maintain one-third of the teams participating in the combat team and be mixed in the combat team. Continuous cycle of reincarnation. If circulation is not known to the business, there is no common language with the business, and talents and insights cannot be well identified, they can only serve as secretaries. Of course, there are a few secretarial personnel in the team. It is also okay to not include the combat cycle. In the cycle of this kind of cadre, it is not Yi Gang. It is just a cycle. Don't give him a salary. The cadres who are going down do not emphasize that they are coming to exercise. They must stress that they are coming. Those who participated in the war were sacrificed and eliminated in the war. We did not exercise the term. We are going to explore and solve the reasonable cadre and staff cycle.
The policy management of human resources is aimed at adapting to business and enabling development. Different businesses have different operational characteristics and different stages of development. For example, the internal and external resources required by each business are different, and the needs of new and old employees in the team are different. The role of collectives and individuals in value creation is different, and the mode of operation of organizations is different. Therefore, the full-fledged elements of past habits, and the one-size-fits-all policy control model, will inevitably bring about constraints in the implementation of human resources policies, and it will be difficult for them. Human resources policy The management and control should firmly grasp the core values and cultural heritage, key high-level cadres and structural incentive framework management, etc., a series of key core of the group's consistency management, and related organizations in the business, deployment, assessment, specific allocation and other issues At the same time, we will open up a certain space for differentiated policy development and encourage business units to actively seek out management methods that can adapt to their own businesses and stimulate their vitality. Do not simply say NO.
(This article was drafted by Luc.)
(The original text of the speech was taken from the public voice community)
3. Huawei’s bid farewell to the queen’s 'tiger mother’ who left behind Ren Zhengfei;
Huawei bid farewell to the Queen
In the past 20 years, Sun Yafang has always been the representative of Huawei's external image. Every time she appeared, she attracted a crowd of foreign media. However, according to Huawei insiders, in the company, Sun Yafang’s speech information can hardly be seen.
Source: AI Finance Club
Author | Jing Wenjing Wu Yong
Editing | Lu Ming Zhang Ze
The 'tiger mother' behind Ren Zhengfei left office.
On March 23, Huawei issued a shareholding employee’s paper. The Group completed the reelection of the board of directors and was elected by the representative office of the shareholders. The former Chairman of the Supervisory Board of Huawei Liang Hua succeeded Sun Yafang and became the new chairman of Huawei. The daughter of Ren Zhengfei, Huawei The group's managing director Meng Wanzhou was promoted to vice chairman, and the remaining vice chairmen were Guo Ping, Xu Zhijun, and Hu Houkun.
Sun Yafang's departure was surprising. She became Chairman of the Board of Directors of Huawei in 1999 and has been working in this position for 19 consecutive years. There have been several previous reports that Sun Yafang will leave from Huawei. Huawei’s announcement stated that the company’s Ms. Sun Yafang expressed her sincere gratitude to the company for her significant historical contribution during her tenure as Chairman of the company. Ms. Sun Yafang will continue to play an important role in the further construction and improvement of Huawei's governance system.
In the past 20 years, Sun Yafang has always been the representative of Huawei's external image. Every time she appeared, she attracted a crowd of foreign media.
For most of Huawei employees, Sun Yafang is very low-key. 'You can often see the speech of President Ren Zhengfei's speech, such as when visiting local offices, and speaking to various business lines. However, Sun Yafang’s speech information can hardly be seen.' 3 On the 23rd of the month, a Huawei insider told AI Finance.
However, this did not affect Sun Yafang’s popularity. As early as 2010, when Sun Yafang was listed on Forbes’s “Most Powerful Women” annual list, it attracted foreign media onlookers. Sun Yafang, the market killer, took Huawei. Leading the internationalization company for the communications manufacturing industry. At that time, the first name on the list was the United States 'First Lady' Michelle Obama, and Sun Yafang was the only Chinese female. Next, at the annual 'Forbes' 2014, 2015, 2018 release. In the Chinese business women's rankings, Sun Yafang has pressed Dong Mingzhu to top the list.
Sun Ya-fang, 63, who is behind this year's mysterious Huawei empire, silently listened to various conjectures from the outside world.
The mysterious Huawei has been adhering to the wolf culture. Ren Zhengfei’s wolf management has made Huawei stand. Sun Yafang has been appraised as the woman behind Ren Zhengfei with the appearance of intellectual beauty, and added flexibility and empire to Huawei.
Huawei’s former Vice President Li Yuxi’s “Going All the Way: My Business Ideals” has repeatedly referred to Ren Zhengfei’s scolding the company’s high-ranking cadres for not giving face and disregarding their personalities.
But Sun Yafang is also not moderate.
A senior management who worked for Huawei for 6 years, Tang Shengping, wrote in 2003, “Getting out of Huawei” and said, 'Sun Yafang is too forthright, strong in control and has poor affinity. In Huawei, only Sun’s reprimand and Ren Zhengfei’s reluctance to directly subordinates Yibi, even for many people, Sun Yafang is more severe than Ren Zhengfei. 'At the same time, all those who said that Huawei's 'military management' and 'coyotes' did not have a thorough understanding of Huawei's culture.
Tiger Mom is not groundless. The book mentions that some personnel appointments and important documents can be passed as long as Sun Yafang sees the agreement. Only the CEO of the company and Sun Zong are called 'total', and other vice presidents are required to appear. Even Ren Zhengfei politely called her 'Sun Zong'.
The book also mentioned that in a high-level meeting, Sun Yafang directly attacked Ren Zhengfei, making Ren Zhengfei once ridiculed in front of everyone.
As a woman, in the Huawei empire, besides being strong, there should be wisdom, knowledge and vision.
Sun Yafang was born in 1955. He graduated from University of Electronic Science and Technology in 1982 and has worked in radio plants and research institutes. He joined Huawei in 1989 and has served as marketing engineer, president of marketing department, and director of human resources committee.
In 1992, Sun Yafang demonstrated her wisdom in front of all the senior managers. At that time, Huawei cash flow problems, did not send salary for several months, morale was low. At this time, Huawei suddenly received a payment. Ren Zhengfei and Huawei executives are not sure how to use This money, Sun Yafang stood up and made a decision to Ren Zhengfei - first to pay employees. In that year, Huawei's sales revenue exceeded 100 million yuan, and the number of employees exceeded 200.
In 1995, Huawei's sales reached 1.5 billion yuan, but mainly from the rural market.
In 1996, Huawei entered the urban market. This is a new stage of development. The capacity of many cadres has exposed its limitations.
Sun Yafang's move at this time, to save Huawei in the new phase, led Huawei to enter the second venture, and also established Huawei human resources system.
Sun Yafang passed Ren Zhengfei's instructions and took the resignation of all senior executives of the marketing department, and then accepted the professional evaluation of the organization to ensure the survival of the fittest. This action resulted in a huge wash-up of Huawei personnel, and some vice presidents were even sent to the grassroots. This is the measure that enabled Huawei to start early. Optimize the team, improve the professional management capabilities of the headquarters.
From that year onwards, Sun Yafang began to focus on the construction of Huawei's human resources system, and then established, educated, used, and retained the human resources system. After the system was perfected, it became the birth basket for 180,000 employees.
In 2000, Ren Zhengfei recalled this incident and said, 'If there is no impact on Huawei's corporate culture brought about by the resignation, any advanced management system cannot take root in Huawei.'
Also in 1996, Huawei began drafting the "Huawei Basic Law," which extends to areas such as human resources, production operations management, and corporate culture, and defines Huawei's concept, strategy, policies, and basic policies for its second venture.
In 1997, Sun Yafang presided over the introduction of IBM IPD (Integrated Product Development) and ISC (Integrated Supply Chain Management) to initiate a major change in Huawei's business processes, allowing Huawei's 'growth genes' to develop and supply back-end products from the front-end market sales. The chain has been successfully extended. Huawei has invested 120 billion yuan in R&D. In 2012, R&D invested 29.9 billion yuan, accounting for more than 13% of its sales revenue.
In 1998, the “Huawei Basic Law” drafted for three years was formally implemented. At that time, it was the first case in China. Huawei became the first company to have its own corporate constitution.
In the same year, Sun Yafang proposed three viewpoints for Ren Zhengfei’s strategic layout: First, in the era of knowledge economy, the way to create social wealth changes, mainly created by knowledge and management, so it is necessary to create institutional innovation; Second, to have personal desire for success A person becomes a hero, and a person with social responsibility becomes a manager. Third, the basis for long-term stability of a company is the successor's recognition of the company’s core values and self-criticism. This view becomes an important policy for Huawei to cultivate managers and employees. .
In 1999, when Ren Zhengfei promoted and promoted Sun Yafang as chairman, he said that Sun Yafang has a young talent, excellent eloquence and demeanor, good academic qualifications and good English, suitable for external coordination, and he is fit for strategy and safety.
In this way, 44-year-old Sun Yafang became the head of Huawei. At that time, Huawei also had many veteran figures. As a woman, she was not able to be very convinced.
In 1999, the marketing department meeting enabled the staff to once again see the courage and wisdom of Sun Yafang. At that time, the Standing Committee (actually a vice president of the company) was convened. The Standing Committee of the meeting unanimously agreed that a similar middle-level cadre competition in 1996 should be used to deal with middle-level leadership. Due to the current situation of insufficient pressure on the status quo, Sun vetoed immediately after listening to the audience, saying that the times were different and special measures were adopted during the special period. Now that Huawei's human resources system construction and evaluation system is relatively complete, the pressure is insufficient because we have not implemented the evaluation system and not because there is no Initiate competition. It turns out to be true.
'So many years of rich and powerful vice presidents make concerted efforts, not as good as Sun Yafang thinking for a moment.' Tang Shengping commented on the matter in the book.
At this point, Huawei has launched a strict implementation of the evaluation system. 'Evaluation is everywhere, evaluation is everywhere', this is the most powerful part of human resources management. From the details of the toilet to the timing of the driver's access, they have done a precise statistical research. .
Battle overseas
In 1999, Sun Yafang took on the new chairmanship and began to lead Huawei in overseas operations. From 2000 to 2005, it was a glorious period for Huawei to drive overseas.
In 2000, Huawei set up an R&D center in Stockholm, Sweden. Overseas sales exceeded US$100 million. In 2001, Huawei set up four R&D centers in the United States and joined the International Telecommunication Union (ITU). In 2002, Huawei’s sales in overseas markets reached US$552 million. In 2004, it established a joint venture with Siemens to develop a TD-SCDMA solution. It received a contract worth over US$25 million from Telfort, a Dutch operator, for the first time to achieve a major breakthrough in Europe. In 2005, overseas contract sales for the first time Exceeds domestic contract sales; Becomes the 21st century network supplier preferred by British Telecom (BT).
In Huawei News, Sun Yafang often sees news of senior executives from various countries, including the President of Singapore, the King of Belgium, the President of Egypt, etc.
At the same time as it went overseas, in 2004, Huawei created an unprecedented collective decision-making mechanism called the EMM (Executive Management Team) and began to take the position of eight EMT chairpersons in turn by the eight management teams. Each year is six months. In 2012, it was transformed into a CEO system. .
'The tradition of the past was to delegate to a person, so the company's destiny is tied to this individual. Cheng Xiaoxiao and Xiao Yu's defeat. A lot of history has proved that this is a greater risk.' Ren Zhengfei said.
This system also attracted many subsequent storms about 'successors'.
Raise your son or raise your daughter
Businesses circulate a claim that after a company is bigger, it is better to think whether you are raising a son or raising a daughter. There are different ways of understanding, and raising sons tends to 'pass on with my surnames, open up and grow bigger and stronger,' The daughter is biased toward 'investment to make money, no surname'.
After Ren Fengfei’s daughter Meng Wanzhou and Ren Ping’s views came to the public’s attention, there was remark that “Huawei’s president Ren Zhengfei forced Sun Yafang to force him off, and the 1 billion high-priced breakup fee was aimed at paving the way for his son Ping Ping to take over smoothly.” The response is purely rumored, but the news is still spreading.
In 2011, Meng Zhaowan, who had worked for Huawei for 18 years, became a new member of the Board of Directors and served as the company's managing director, CFO. Prior to this, Meng Wanzhou had been working hard to establish a global Huawei financial organization for 8 years. After graduation from college, Meng Wanzhou’s first position in Huawei’s entry into the company was miscellaneous.
Meng Wanzhou boat image from Huawei official website
In 2018, 'Ren Zhengfei, 73 years old, will officially retire on December 31, 2018'. The story of a successor has once again caused a lot of discussion.
Judging from the share of employee stock ownership and Ren Zhengfei’s current 1.01% shareholding, Ren Zhengfei seems to be raising his daughter.
As early as 1990, Huawei proposed the concept of internal financing and employee stock ownership. However, employees holding shares only had the right to share dividends. There was no other right enjoyed by shareholders in company law. After employees withdrew from the company, the company adopted the original price at the time of stock purchase. In the repurchase, the employees also do not enjoy the premium of the shareholders for the stock.
In 1997, Huawei restructured the equity institution. Before the restructuring, the registered capital was 70.05 million yuan, of which 688 employees held 65.15% of the stock. After the restructuring, the registered capital increased to 276.06 million yuan. Huawei new technology company, Huawei new technology company labor union And Huawei’s unions hold 5.05%, 33.09% and 61.86% of the shares of Huawei respectively.
In December 2000, Huawei’s Board of Directors decided to incorporate 11.85% of the shares held by the union of Huawei Technologies Co., Ltd. into Huawei’s labor union. Huawei’s separate 35 million-yuan shares held by Ren Zhengfei were divested and registered with the Industry and Commerce Bureau. He alone holds 1.1% of the shares, and the remaining shares are all held by Huawei's trade unions. The assets are 3.165 billion yuan, accounting for 98.9%.
At the end of 2001, Huawei began to implement an option reform called “virtual restricted stocks.” In simple terms, employees are not directly shareholders of the company, but they have the right to dividends and share appreciation rights.
In 2007, Huawei’s operating income exceeded US$16 billion. The employee stock ownership policy has caused many internal employees to “have a lot of money at a young age” and has lost their vitality.
In 2008, Huawei fine-tuned the virtual share system and implemented a full-scale share allocation system, which stipulates the employee’s allotment cap. After each level reaches the upper limit, it will no longer participate in the new allotment. This rule makes it possible to hold large numbers of old Huawei employees. They are restricted in allocating shares, but they are good for inspiring Huawei's new employees.
According to Huawei Financial Report, as of December 31, 2016, there were 81,144 employees participating in the employee share ownership plan. The participants were all employees, which accounted for 45.08% of the total number of 180,000 employees.
Employee stock ownership is called Huawei financing and incentives. At the same time, Ren Zhengfei has the right to say that Huawei is not listed. However, due to its complexity, it also becomes an obstacle to listing.
Regardless of whether Ren Zhengfei is raising his son or raising his daughter, Huawei has reached the age of thirty. It used to be from 'Sun Yafang is Ren Zhengfei's successor' to 'Sun Yafang' was forced to take off by Ren Zhengfei's successor, and then to 'Who is Sun Yafang's successor'? 3. The mystery legend in Huawei's Empire State Building is still being deduced.
Today, the new conjecture may be, 'After Sun Yafang', who will represent Huawei.
4.5G is coming! You must not know the technology trends and standards;
In 2017, the application of 5G technology has been known to the general public, and all autopilots, personal AI assistants, telemedicine, etc. will all be realized because of breakthroughs in 5G technology. Where is the difference between 5G and 4G technology? Begin with wired, wireless transmission.
As the name implies, wired transmission means that data is transmitted through the physical medium, while wireless transmission is transmitted to the base station through electromagnetic waves, and then transferred to the telecommunication system room. In terms of wired transmission, the maximum speed of a single optical fiber can already be achieved. 26Tbps is almost 10,000 times faster than traditional speeds. Therefore, all countries in the world are trying hard to break the speed limit of wireless transmission.
Figure 1: The new network integrating the Internet of Things
In addition to the common electromagnetic wave transmission, in recent years, there has been light-wave transmission Li-Fi (Light Fidelity), which is equivalent to Wi-Fi visible light wireless communication (VLC) technology, can use light-emitting diode (LED) lightwave transmission data In addition to providing lighting and wireless networking, it can also avoid electromagnetic interference.
However, in the mainstream of wireless transmission technology research and development, electromagnetic transmission is still the main method, and the frequency range plays an important role. Its formula principle is also very simple: the lower the frequency (such as special low-frequency VLF, 3-30KHz), the speed The slower it is, the longer its wavelength (long wave, 1,000Km-100Km) and the wider transmission range. At present, the main application is long-distance communication.
Vice versa, the higher the frequency (to high frequency EHF, 30-300GHz), the faster the speed, the shorter the wavelength (millimeter wave, 10mm-1mm), the shorter the propagation range.
The 4G band currently used by Chunghwa Telecom includes four frequency bands of 900, 1800, 2100, and 2600MHz, while Taiwan Big Brother supports two frequency bands of 700 and 1800, and remote transmission supports three frequency bands of 700, 1800, and 2600. Most of Taiwan's mainstream telecommunication companies use The UHF (UHF, 0.3-3GHz) technology. In short, Taiwan is currently based on the use of high frequency, large bandwidth, fast frequency band.
While the current 5G standards for mobile communications systems (5G) are expected to be set in mid-2018, the Next Generation Mobile Networks Alliance has earlier defined the requirements for 5G networks: 10 Mbps data. Transmission rate supports tens of thousands of subscribers; Provision of data rates of 1 Gbps at the same time to many people working in the same building, etc.; Supports hundreds of thousands of concurrent connections for supporting the deployment of large-scale sensor networks, etc. Become major telecommunications System business to achieve the goal.
Where is 5G?
Figure 2: Schematic representation of 5G features (Source: IEEE Computer Society)
5G is not simply to increase speed, it also contains many features: Including millimeter wave, MIMO (Multiple-Input Multiple-Output), Beamforming, D2D, etc. The so-called millimeter wave, which is the aforementioned high Frequency, but why did we not use faster high frequencies in the past? Because high frequencies were used mostly in the military, and there are also cost considerations.
What is the cost consideration? If the frequency of the electromagnetic wave is higher, the longer the wavelength, the worse the diffractive power of the electromagnetic wave. Like satellite communication and GPS navigation, there is a certain requirement for the transmission direction. Therefore, telecommunication System builders have to build more base stations to send signals, and the cost will increase. For example, if a 4G base station could cover the range, 5G base stations would have to install 6-8 base stations. Enough to use.
In order to solve this problem, most telecommunications companies will use Microcells instead of the large base stations in the past, and the cost will also drop. This raises some doubts. If so many base stations are installed, it will not. Will cause more radiation pollution?
This can be illustrated by a simple simulation: In a room, using a high-powered heater, or several low-powered heaters, the answer is of course the latter, because the latter is well covered and the thermal energy is not. Will be concentrated in a certain area of dissemination, but relatively dispersed, and speed, power impact is also smaller.
And what is MIMO? The answer is to install "more antennas." Why can a smart phone accommodate more antennas? Because the higher the frequency, the shorter the wavelength and the shorter the antenna. Most of the older brothers have a long antenna, which is not common today. It is not because they are no longer needed, but they are embedded in the entire cell phone.
In millimeter waves used in the 5G era, antennas can be reduced again. Therefore, in addition to inserting more antennas into mobile phones, more antennas can be placed in the micro base station, and the more windows are received and transmitted, The processing speed can also be greatly increased to achieve the so-called "multiple input and more".
Control the transmission direction of electromagnetic waves
Again, beamforming with high-tech thresholds. Transmission of electromagnetic waves is generally carried out in a scattered and broadcast manner. However, we usually only need to transmit signals in a certain direction. Most of the electromagnetic wave energy is greatly wasted.
Beamforming, on the other hand, can control radio frequency signals so that the electromagnetic waves at the base station can be aligned with the objects it serves (smartphones) and change direction accordingly. Through this precise transmission of signals, Greatly increase the number of base station services.
Figure 3: Multi-Antenna MIMO Schematic (Source: Rick Janse Kok MBA)
The last 5G feature, Device-to-Device (D2D), means that when the 5G technology is used in the future, it is no longer necessary to transmit signals through the base station, so that two adjacent wireless devices can establish a direct connection (Device-to). -Device Link) to communicate and drastically reduce the use of base stations.
5G is realized in life
When will it be possible to see 5G implementation in daily life? Some 5G technologies have already been tested. For example, AT&T and Verizon in the United States are testing 5G broadband fixed networks for homes and businesses; while South Korean telecommunications companies hope to With the 2018 Pyeongchang Winter Olympics, 5G networks could be put in place in advance; Telecom operators around the world are expected to start providing 5G mobile services by 2020.
In November 2017, U.S. telecommunications company Verizon also announced that it will introduce the industry’s first commercial 5G fixed wireless access broadband network service in California in the second half of 2018, and expand the market by the end of the year. In addition, Verizon announced that it will manufacture Swedish telecommunications equipment. In cooperation with Ericsson, Ericsson will become a supplier of network equipment for commercial fixed wireless access 5G services in 2018.
Currently, various telecom operators are testing and calibrating multiple models, including the establishment of networks and the use of electromagnetic wave bands. It is foreseeable that 5G will be the new battlefield. The winning technologies and solutions will become the industry standard. Leading position in the new generation. CTIMES
5. After the era of full screen, how to see the second evolution of vivo;
After the full screen era see how vivo changes
Guanhe
Six months ago, when the full-screen mobile phone was still at the beginning of the concept, Vivo announced at the Juyongguan Great Wall a one-time stocking of 3 million X20 full-screen mobile phones, which completely ignited the entire full-screen market; six months later, Vivo's large-scale production of screen fingerprint mobile phones once again painted a new picture for the entire industry in Wuzhen. Just as Ni Xudong, senior vice president of vivo, said: 'The Great Wall embodies the heritage, Wuzhen represents the creation.' From 'Hi-Fi&Smart' From "Camera&Music" to today's trend leader, Vivo is starting its own second metamorphosis.
After the full screen era
From the fourth quarter of 2017 onwards, with major manufacturers covering high-end, low-end, full-screen mobile phones continuing to distribute goods, the domestic mobile phone market has entered a post-full screen era, and the convergence of products among manufacturers has become increasingly serious.
In 2018, Liu Hai shaped screen became the first outlet of the mobile phone industry. In addition to Samsung, domestic mainstream manufacturers have almost adopted Liu Haiping's design this year. A supply chain source told the author that it is generally thought that domestic Android phones will be produced this year. Large-scale on-line special-shaped screens are derived from the follow-up to the iPhone, but this is not the case. The large-scale outbreak of the Liu Hai special-shaped screen in 2018 was mainly due to the overall upgrading of the upstream and downstream industry chains, including the adaptation of various types of APPs, and the iPhone was the first to take the lead. The use of bangs shaped screen, follow-up of domestic manufacturers does not follow the trend.
Wang Yanhui, Secretary-General of the China Mobile Alliance, also told the author that in 2018, the large-scale appearance of Liu Hai’s special-shaped screen, in addition to the upstream and downstream industrial chain upgrade factors, was also related to the lack of innovation in the entire mobile phone market. On the one hand, various front-end cameras were subject to various factors. The impact of the device, today's mobile phones can not hide the entire forehead; On the other hand, consumers are full of expectations for a higher screen ratio full screen. From the current technical level, Liu Hai shaped screen is undoubtedly the best Solution: For major manufacturers, because it is difficult to make new breakthroughs in design, it is only possible to use Liu Hai's special screen solution to achieve micro innovation on the product.
Obviously, for the domestic mobile phone in the post-full screen era, whoever can take the lead in realizing the difference in product experience, it is possible to be the first to stand out from the homogenized market.
On March 19, Vivo released a high-profile X21 screen fingerprint mobile phone in Wuzhen. Compared to the previous X20, X21 brought a disruptive upgrade experience. From the screen with a high screen ratio to the Jovi AI artificial intelligence system, The first large-scale production of fingerprint mobile phone screen, X21 from the outside to the inside reveals what is different from the past.
Vivian has a long-standing commitment to fingerprints under the screen. As early as June 2017, at the Shanghai MWC show, Vivo took the lead to show an under-the-screen fingerprinting program that relied on ultrasound technology; Vivo subsequently produced small-scale production on the X20 mobile phone. The initial screen fingerprint mobile phone; On March 5, Vivo finished the first show of the APEX concept mobile phone in Hangzhou. The new half-screen fingerprint unlocking technology has become the focus of attention in the industry. Based on this, the newly released X21 The mobile phone is already the fourth attempt of vivo's fingerprint technology under the screen. According to the author's understanding, in the new products released by mainstream brands in the first half of 2018, Vivo is the only manufacturer that has released fingerprint technology under the screen, for the increasingly homogeneous domestic market. On the other hand, a unique and differentiated experience will surely make good feedback in the market.
Transformation Technology Control
If we compare 'Hi-Fi&Smart' to 'Camera&Music' as the first transformation of vivo, then vivo is undergoing the second transformation in the past six months; this is different from the star-winning celebrity endorsement of variety titles. Vivo has established itself as a full-scale technology control.
On March 5th, Vivo Hangzhou Institute held its first 'Media Open Day' event. This event not only released its latest image R&D results - Super HDR technology, but also exhibited a full-screen mobile phone concept of vivo APEX. APEX There is only a very pure display on the front of the fuselage. There is no opening, and the visual impact of the ultra-high screen ratio after the screen is lit is amazing. The front camera can be raised and lowered, the half-screen fingerprint, and the sensor under the screen. A series of emerging technologies such as full-screen sound generation will also be gradually introduced in the follow-up products. Vivo executive vice president Hu Boshan said that after two years of research and development, Vivo successfully brought the full-screen mobile phone in the imagination to reality.
On the evening of March 19, Vivian's senior vice president Shi Yujian also announced the birth of the new artificial intelligence brand, the Jovi AI Assistant. According to Shi Yujian, Jovi AI Assistant can be like a user's friend, who will see, hear, and think for the user. , To provide users with high-quality solutions; At the same time, it can also be used to analyze the data for scene-based classification, integrate vivo's own and all walks of life's high-quality services, provide appropriate and convenient operations and reminders when users need them. 'The industry has entered the smart phone In the era, Vivo has been committed to creating an extraordinary mobile experience through artificial intelligence technology. Through the combination of fashion and technology, Vivo will bring consumers the technology of temperature. 'Shi Yujian said.
In the face of the already saturated domestic mobile phone market, vivo with both fashion and technology additions naturally will not stop. Counterpoint data show that in 2017, vivo global shipment reached 100 million units, an increase of 36%. The fifth in the world and the third in the country. Vivo also stated to the author that creating a product that the user likes is the goal of vivo. Whether in terms of product or R&D technology, Vivo will fully exert its strength and try to obtain industry-leading advantages from more dimensions. Currently vivo has established R&D centers in six cities in Beijing, Shenzhen, Nanjing, Hangzhou, Dongguan and Santiago to respond to frequent market demands and fierce industry competitions, and to focus on the research and development of 5G terminals and the industrial ecology of 5G systems. Construction is expected to launch the first 5G mobile phone before the end of 2019, bringing more surprises to users.
6. The U.S. will impose tariffs on China’s 50 billion U.S. dollars goods.
'If the so-called 'trade war' between China and the United States really breaks out, it will have a knock-on effect, which will impact the global economy. 'Louis Kuijs, Head of Economic Research, Asian Region, Oxford Economics, March 22nd to 21st Century A reporter of the economic report said that the severity of the shock will depend on the scope of the United States taxation and the subsequent reaction of China.
At noon on March 22, local time, US President Trump announced that he will impose tariffs on China’s 50 billion U.S. dollars of goods and will restrict China’s investment in U.S. technology industries. Trump assigns trade representative Robert Lighthizer Within 15 days, the product category of the import tariff was announced. According to the “Washington Post” report, the above product categories can reach a maximum of 1,300 kinds. As of press time, the three major US stock indexes plummeted, and the Dow Jones index fell by nearly 500 points.
On August 14 last year, Trump signed an executive order instructing U.S. Trade Representative Lite Shizzle to investigate China in accordance with Article 301 of the U.S. Trade Act 1974. The content includes whether China infringes U.S. intellectual property rights and forces U.S. technology transfer. Wait.