Hu Houkun’s speech outline for the R&D of the “Expropriation, Grinding and Winning the Futureâ€
First, the new situation requires new capabilities, and it is expected that the R&D of the R&D will open the curtain for the company to accelerate the updating of knowledge and skills and capacity through personnel mobility.
We are facing a new market situation, and the new situation requires us to have new capabilities. We clearly see that technological advancement is getting faster and faster (cloud, big data, artificial intelligence), mutual penetration and integration between different industries is accelerating, and the digital transformation process of all walks of life is accelerating. We have brought new opportunities (IoT, big video, cloud, network virtualization, etc.), and we are facing a new competitive environment (from the competition in the telecommunications industry to the competition in the IT industry, to the cloud business). Internet company competition). I believe that compared to the past decade, what we are facing in the next decade must be a rapidly changing and more uncertain environment.
The environment is changing and we are changing ourselves. Practically speaking, we have made a lot of progress in recent years, and we have done very well compared to most of our traditional opponents. However, compared to the expectations of our customers, I always feel that our progress is not fast enough compared to the opportunities and competition. The external environment has become more and more dynamic, but our internal organization has become more and more stable, even super-stable, organizational, slow-moving, rigid and even complacent. These are very worrying changes!
Faced with new opportunities and changes, we can clearly feel that we have structural defects in knowledge and skills. For example, we have to do cloud and big video, and many of our first-line teams are not clear about these technologies and solutions. In recent years, we have indeed taken a lot of empowerment actions, but the results are not entirely satisfactory. Why? Because we used to follow the rules and improve the ability in a linear way. This can solve the problem of more and less, but today we are facing structural defects, with and without problems, we must use structural adjustment. To solve. The cross-departmental flow of the 2,000 R&D personnel is a proactive structural adjustment. It is an important measure to make up for the lack of knowledge and skills of our frontline organizations through active staff mobility. Everyone present here is going to the frontline R&D officers. As a R&D expert, you will be able to help the various departments to refresh their knowledge and improve their skills. I also hope that your actions will stir up waves. To open the curtain of the entire company's ability to refresh knowledge and skills through structural mobility and enhance organizational capabilities.
Second, under the new situation, more new thinking and new methods should be used to activate the organization and enhance its capabilities.
1. We must continue to build a fast track for outstanding employees to create a level playing field and further create a situation where heroes are out.
In the past two years, the company has completed the accelerated promotion of 1,500 employees through the implementation of the “extraordinary promotion†system, which has effectively solved some bottlenecks and obstacles in current policies. But in my opinion, these are “push†jobs in order to make the universal promotion policy not to hold good employees. In the future, we will shift our focus from “push†to “pullâ€. We must use a positive stagnation promotion system to attract a large number of motivated and capable employees to make outstanding achievements, stand out and make this policy a long-term effect. mechanism. We hope that through these positive and unsuccessful systems, we can help more than 4,000 outstanding employees get accelerated every year.
At the same time, we will further improve the openness of personnel management, openly promote fairness, and establish a level playing field by fairness. Only by insisting on fair competition can a hero be doubled. We must further optimize the operation of the company's talent market and truly establish a two-way marketization within the market. We believe that the water is not rotted and the hub is not ruined.
Doing this kind of work requires new levels of thinking and new methods for supervisors and management teams at all levels to identify, use, motivate, and retain good employees.
2. Systematically create a non-manager talent pyramid.
The company's talent structure is a two-tower structure of managers and non-managers. In the past, we have attached great importance to the development of managers. In the future, we must systematically strengthen the development of a large number of non-manager groups. Our current main plans are:
—— Extend the non-manager's rising channel from the ranks, encourage employees to do exquisite and long-term development in different professional fields, encourage the lineup, and avoid the squeezing of wooden bridges.
—— Efforts to improve the access mechanism for employees' qualifications, and combine different categories and positions on the premise of insisting on quality, and establish a job standard in a realistic way. Let the certification work follow the staff, establish a full-time qualification team, and ask these teams to work around the world, so that the qualifications are really close to the front line.
The new journey has just begun, and the R&D officers who are going out today are the catalysts and pioneers to activate the organization and enhance their capabilities. "Where is the channel clear, so that the source is alive," you are the source of water to help the entire company improve its capabilities. Looking back on today's move five years later, we will see its far-reaching significance more clearly. Thanks to the joint efforts of all of us, the company will be more and more energetic!
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