In 20 18, the United States began to suppress Huawei. It naively believes that Huawei will soon compromise.
20 19 The United States and the West suppressed Huawei. They thought Huawei wouldn't last long.
In 2020, the United States threatened Huawei with countries and enterprises all over the world. They are a little uncertain: Is Huawei finished this time?
In 20021year, the confidence of the United States and its allies began to shake, and they even wondered: can Huawei persist?
Indeed, Americans and Westerners will never understand:
Under the joint suppression of the world's most powerful national alliance, and under various bottlenecks and unscrupulous containment, why can't Huawei be killed?
At one time, the United States only needed a few exchanges to crush those century-old enterprises that threatened its own interests. What Alstom in France, Semiconductor in Japan, Samsung in South Korea, Siemens in Germany ... which one was disobedient, dismembered or held shares?
Why is the same formula not applicable in Huawei? This situation is incredible!
How did Ren respond? He said:
"The United States has made a fundamental mistake. The illegal detention of Meng Wanzhou will not shake Huawei's progress. Even if I am gone one day, Huawei will move forward as usual, and Huawei will never give in! "
The reason why Huawei can't be defeated is not the advanced technology at all, nor the tenacity of caring, but the Huawei people who always tide over the difficulties together no matter what difficulties they face. It is the Huawei Tiejun who is "winning without arrogance and losing with grace"!
Huawei's strength lies in people's hearts.
What does Huawei rely on to unite100000 people into a rope?
Among them, equity incentive has made an indelible contribution.
We turn to the history of Huawei, which is a history of repeatedly facing despair, but repeatedly using equity reform to turn the tide:
1987
Ren is a 43-year-old middle-aged uncle, but he is down and out. Because he was cheated of 2 million, he was expelled from his original unit and divorced. His family is crowded in a small house of 10 square meters, with heavy debts, confused future and bleak years.
In despair, he decided to put all his eggs in one basket. Only by starting a business can he make a comeback against the wind.
Ren and five former colleagues raised 2 1 10,000 yuan to set up Huawei, and sold switches in Hong Kong to earn the difference.
However, Ren always put all the money he earned into the development of the company. Shareholders don't pay dividends, causing infighting. "Why do we want to be a company? It is better to dissolve the company if you can't make money! "
In desperation, Ren bought back all the shares of Huawei, which also marked the official start of Huawei's equity reform.
1990
Huawei is short of funds, but it can't apply for a dime loan from the bank, and its salary can't be paid.
Ren can only write IOUs to employees, and then simply write IOUs as IOUs for shares. To put it bluntly, this is fooling people, because Huawei's stock at that time was worthless and negative. ...
However, it is this change in debt that means profound changes in Huawei's entire shareholding structure and management system.
Employees who owe money have become Huawei shareholders.
Then, Ren went one step further and described the bright future of the company to employees, asking them to buy the company's shares at the price of 1 yuan per share, and take 15% of the after-tax profits as dividends.
Relying on this model, Huawei survived this crisis. Not only did the company not close down, employees did not run away, but also attracted a large number of industry talents.
In 2000,
The global IT bubble burst and the Internet industry wailed.
At that time, Huawei's sales plummeted by half, forcing rival Cisco to take the opportunity to launch a storm and try to knock Huawei to the ground in one fell swoop.
What's more, Li Yinan, a technical genius and trusted right-hand man of Huawei, left with a large number of technical talents.
Almost at the same time, Ren's mother died suddenly and didn't even have time to see her for the last time. ...
Under this series of blows, Ren bowed his back and felt that he couldn't support it any longer.
At this critical moment, Ren introduced the option reform of "virtual restricted shares".
New employees will no longer be allotted shares for one yuan, and the shares of old employees will be converted into futures shares. In other words, the bulk of employees' income in the future will no longer be fixed dividends, but the value-added part of the company's net assets corresponding to futures stocks.
And the annual redemption amount of options is 25%.
The reform from fixed stock dividend to virtual restricted stock is the change of Huawei's incentive mechanism from universal benefit principle to key incentive, which has aroused the wolf nature of tens of thousands of Huawei employees at once and survived the crisis of that year.
In 2003
Huawei's performance dropped sharply after SARS. Cisco took the opportunity to complain about Huawei's infringement and initiated a lawsuit against Huawei on a global scale.
At that time, Ren almost sold Huawei, but due to high-level changes, he did not sell it.
There is a do or die. In order to attract and retain core talents, Huawei has defined the lock-up period of the rights issue, requiring ordinary employees not to cash out within three years. Once they leave their jobs, the options will be invalid immediately. However, the cash-out ratio of core executives has dropped to110 every year. The implementation of this plan basically reversed Huawei's predicament at that time.
the year of 2008
During the financial crisis, many people inside Huawei took stocks and lost their spirit of struggle. When they saw the crisis, they panicked.
Ren keenly noticed that this group of Huawei soldiers, who once worked hard and were not afraid of sacrifice, had lost their former spirit after enjoying a comfortable life for several years.
Ren decided to use the equity reform to regain his fighting spirit, so he launched a saturated rights issue plan to let people at different working levels match different shareholdings, set a shareholding ceiling, and curb the banking class.
The purpose is to let outstanding strugglers get more rights issue opportunities according to their contributions.
20 13
At that time, Huawei's full shareholding had been going on for many years, and the phenomenon that Huawei's "Old Eight Road" was lying on stock returns became more and more serious, even forming a "profit-seeking" class. The original rickshaw puller became a car driver.
Many Huawei people's salaries and bonuses are just pocket money, but the company's (virtual) stock dividends allow him to buy a car or house at will. Who wants to work hard?
On the contrary, those who work hard and pull carts will not get good returns. The incentive mechanism of virtual restricted stock leads to serious unfair internal distribution, and also deviates from Huawei's core values of "fighting for strugglers and persisting in hard work for a long time".
What do we do? We made a TUP plan, and through the "deferred+incremental" distribution scheme, people who used to sleep in virtual stocks got less and less dividends every year.
And those who really create value for the enterprise, whether you are an old employee or a new employee, can share the dividend of the company's development.
Therefore, Huawei overthrew itself again and again, started again and again, never stopped, and always moved forward on the road of providing the best incentive mechanism for contributors and strugglers.
Behind every equity reform is a major crisis of Huawei, which is the most effective way to deal with the crisis. In special times, extreme measures should be used; The more crisis, the stronger the equity incentive.
This is the confidence that Huawei has never fallen.