No matter what kind of environment the enterprise is in, in the organizational dimension, it always faces two major challenges:

1. Can the organization adapt to the changing external environment?

2, can the organization maintain a strong passion within the organization?

Among these two challenges, internal passion is more important and the fundamental of organizational management.

But it's hard to motivate managers and employees. If an organization needs to maintain long-term and sustained vitality, we need continuous organizational change.

In maintaining internal vitality, HUAWEI's case is worth learning and studying. The strongest thing about HUAWEI is that it has a strong self - driving force that continues to promote organizational change in HUAWEI.

Then, taking HUAWEI as an example, we look at what is the reason for deciding whether a company can maintain a long life.

Can the organization always have a sense of crisis?

Why are the companies that continue to lead? Because they are always trembling and never have a good day.

◆Ren Zhengfei always said he didn't succeed;

◆Bill Gate often says that Microsoft is only 180 days away from bankruptcy.

◆Zhang Ruimin said he was always very careful and cautious;

◆Yu Minhong's theory of crisis says that the new East will go to the present, and then it will die.

Good organizations have always been in a sense of crisis. If an organization wants to live and want to get better, it needs to have enough sense of crisis.

1, the key to the crisis awareness is the executive team.

From the boss to the executive, you have to have a sense of crisis - the sense of crisis is not a difficult thing to be proud of.

2, the grass-roots need to have a sense of security.

Because the grass-roots level is not responsible for the growth of enterprises. If you let the grass-roots level have a sense of crisis, they may not do their job well, which will affect the quality and cost of products.

If, in turn, the grass-roots level has a sense of crisis, and the high level does not, the consequences will be more terrible.

Would you like to break the balance?

There are two ways to break the balance of the organization: one is when it has to be broken; the other is to organize yourself to break, that is, the elastic organization.

Good enterprises, they break their own balance; bad enterprises and other external force force, forced to transform.

Kodak turns to digital technology, better than anyone, and so does NOKIA's smart phone. But they all stick to themselves and do not want to break the balance of their own organization, and when the force is forced, they go bankrupt.

For myself, if I don't want to break the original balance, I'm comfortable to be a professor and believe I can have a good time.

But I still want to break the steady state of life and go into an unknown field. Why should I give up a secure life to help new hope six and transition? So a large organization, and an unknown challenge, how can I be confident of success?

Because I am very advocating the spirit of sportsmanship: never meet the status quo, break the limit, bear failure.

Sports can be said to be a great "invention", for every record is bound to be broken, and every successful person will end up with failure and beyond itself.

Like Liu Xiang, he can't keep the record of a hundred meters hurdles forever. But I think we should be more hot for him now, because he is frankly and happily accepting failure and beating himself.

It's a pity that many people don't see it like that. When an athlete becomes a champion, everyone is good to him. When he accepts physical reality and gives up games, everyone is bad for him. This shows that most of our citizens do not have the real sports spirit.

But the progress of human beings is achieved by breaking the balance, and the balance must be broken by itself.

Can organizational culture tolerate change?

From the operational level, it is easier to advance the change, so you can just keep the praise. However, the change will inevitably involve failure, or there will be a lot of problems, and it is important to be unwilling to tolerate.

If there is a perfect result, we should not overdo it. Just like reform and opening up, only Shenzhen has achieved a complete and sustainable success of the four special economic zones.

But we have three other special zones, because we don't care whether the changes in Zhuhai, Xiamen and Shantou have achieved the best results.

At that time the four special zones have changed, and they should be affirmed.

So the culture of containment of change is very simple, that is to constantly reward and affirm the change; if we have to wait for the results to be sure, there is no tolerance.

Is it enough to stick to it?

There will be resistance to change, because change will involve interest adjustment.

How can you let him identify with the interests of others? So there will be resistance, some can not be eliminated, you do not let the change of resistance into the mainstream.

In order to change, there will be a loss of interest in the current period, so it is important to adhere to and be resilience. As for how to adhere to, depending on the personality of different people.

Some boss is arbitrary, but it is to change, ten sets of carriages do not pull back. Some people have great persuasiveness and have been saying that you have done it.

I use the way of communication more, with the power of the successful model.